Investigating modifiable organizational factors relating to workability: a focus on gendered culture

This study aimed to investigate the relationships between workability, organizational factors and psychosocial factors related to worker health and wellbeing. The cross sectional study involved participants from a general worker population (N = 305). Surveys were distributed through participants' organizations. and completed online. Findings of this study. suggest that many of the factors that predict workability are in fact modifiable organizational factors. Findings suggested whilst individual factors remained important predictors of work ability, organizational nurturance values, leadership effectiveness, occupational stress and job satisfaction were significant organizational factors.

Can qualitative content analysis be adapted for use by social informaticians to study social media discourse? A position paper

IS research on social media (e.g. Facebook, Twitter, blogs) has so far used user surveys or quantitative content analysis (QuantCA) research methods almost exclusively. There is considerable potential for social informatics research to use qualitative content analysis (QualCA) to explore social media discourse and its appropriation by people “in situ”. This paper presents the position that QualCA offers researchers the flexibility to identify emergent research questions and units of analysis which they may not have preconceived. This is likely to be important for IS research because of the infancy and evolving nature of social media discourse. The paper puts forward suggestions on how the QualCA research method can be adapted for this type of research.

Book review : Ethics and organizational practice : questioning the moral foundations of management

The arena of ethics and business is a colossus: thousands of books, multiple dedicated journals, de rigueur organizational ethics policies and CSR initiatives - most of which we can be fairly confident would receive poor reviews by the editors and authors of Ethics and organizational practice: Questioning the moral foundations of management. This edited collection is a self-identified ‘critical’ take on business ethics, one that according to the editors’ introduction wishes to ‘expose business ethics to its crises’ and ‘critically investigate(s) what ethics means’. The ‘critical’ which Muhr, Sørensen and Vallentin invoke is one that would be familiar to authors and readers of Critical Management Studies – that is, to use Fournier and Grey’s (2000) oft-referenced depiction, the study of management and organization that is non-performative with regards to managerialist concerns of efficiency and profitability, that seeks to denaturalize taken-for-granted legitimations, and the normalization of current organizational practices and ideologies, and one which demonstrates significant reflexivity with regard to the philosophies and methodologies it deploys. To the above, we may also add pluralism, and indeed some playfulness, with a wide diversity of conceptual, theoretical, historical and popular sources mined for their potential to help us reconsider the organizational present.

Using job strain and organizational justice models to predict multiple forms of employee performance behaviours among Australian policing personnel

The overall purpose of this investigation was to examine the relationship between stress-related working conditions and three forms of employee performance behaviours: in-role behaviours, citizenship behaviours directed at other individuals and citizenship behaviours directed at the organization. The potentially stressful working conditions were based on the job strain model (incorporating job demands, job control and social support) as well as organizational justice theory. A sample of Australian-based police officers (n = 640) took part in this study and the data were collected via a mail-out survey. Multiple regression analyses were undertaken to assess both the strength and the nature of the relationships between the working conditions and employee performance and these analyses included tests for additive, interactional and curvilinear effects. The overall results indicated that a significant proportion of the explained variance in all three outcome measures was attributed to the additive effects of demand, control and support. The level of variance associated with the organizational justice dimensions was relatively small, although there were signs that specific dimensions of justice may provide unique insights into the relationship between job stressors and employee performance. The implications of these and other notable findings are discussed.

Using causal mapping to find new avenue for organizational fit research

Although organizational fit is strongly linked to important psychological outcomes such as motivation, satisfaction, turnover and performance, there is still a lot of confusion about definitions and conceptualizations of the construct. One reason for this is that fit researchers have almost exclusively conducted theory-driven nomothetic studies that have utilized varying approaches to the term. In this paper, we call for exploratory research that listens to how workers construct their own sense of fit and suggest that researchers should adopt idiographic data gathering techniques, coupled with nomothetic analysis tools, to do so. To enable this, we explain how fit researchers might use causal maps and thereby develop a stronger understanding of organizational fit that is grounded in how people conceive it.