Organisational culture, change readiness and retention : a human services perspective


Autoria(s): Knight, Ruth L.
Data(s)

2014

Resumo

The Third Sector is experiencing unprecedented change as nonprofit organisations pursue their mission, organisational excellence and sustainability. This research collected data from employees of Australian nonprofit human service organisations. Instruments to measure organisational culture and change readiness were validated. The relationships between perceptions of organisational cultures, change readiness, job satisfaction and intentions to leave were explored. Findings indicate flexible organisational cultures influence employee attitudes more positively than control cultures. It identified that leaders have a significant role to play in developing and fostering change readiness and job satisfaction. This improves employees' adaptation to change, increases staff retention and organisational sustainability.

Formato

application/pdf

Identificador

http://eprints.qut.edu.au/76279/

Publicador

Queensland University of Technology

Relação

http://eprints.qut.edu.au/76279/1/Ruth_Knight_Thesis.pdf

Knight, Ruth L. (2014) Organisational culture, change readiness and retention : a human services perspective. PhD thesis, Queensland University of Technology.

Fonte

QUT Business School; School of Management

Palavras-Chave #Change readiness #Intentions to leave #Job satisfaction #Nonprofit organisations #Organisational culture #Third Sector #Human services #Staff retention
Tipo

Thesis