Griffith University

About: Griffith University is a education organization based out in Brisbane, Queensland, Australia. It is known for research contribution in the topics: Population & Context (language use). The organization has 13830 authors who have published 49318 publications receiving 1420865 citations.

Revisiting academics' beliefs about teaching and learning

Abstract: In the last decade, several classifications of the ways in whichacademics conceptualise teaching and learning have been proposed,including our scheme (Samuelowicz and Bain 1992). This paper reassessesthe framework described in our earlier paper, evaluates the adequacy ofthe belief dimensions and categories in that framework and considerswhether there is a `transitional' orientation to teaching and learningas argued by Kember (1997a) in his recent synthesis of the domain.Thirty-nine academics representing a range of disciplines wereinterviewed and in accordance with a `beliefs' framework we sought theirtypical ways of thinking about teaching and learning, and theirdispositions to teach in particular ways. The constant comparison method(Strauss and Corbin 1997) was applied to whole interview transcripts toidentify broad orientations to teaching and learning, which were thenanalysed to identify the qualitatively distinct beliefs constitutingthem. An extended framework of academics' beliefs about teaching andlearning is proposed in which seven orientations are described in termsof nine qualitative belief dimensions. There is considerable overlapwith our previous findings, but there also are some importantrefinements and additions. Three forms of evidence (the qualitativeanalysis itself, a hierarchical clustering based on that analysis, andnarratives of two academics) are presented to demonstrate that there arefundamental differences between teaching-centred and learning-centredorientations to teaching and learning. Thus our data are broadlyconsistent with previously reported evidence, but they provide noempirical support for Kember's (1997a) `transitional' category acting asa bridge between the two major sets of orientations.

Uncertainty during organizational change: Types, consequences, and management strategies

Abstract: This research tested a model that classifies change uncertainty into three interrelated types: strategic, structural, and job-related. We predicted that control would mediate the effects of job-related uncertainty upon psychological strain, and that management communication and participation in decision-making (PDM) would reduce uncertainty and increase feelings of control. The model was tested in a public sector organization and the results supported it. Control was found to mediate the effects of job-related uncertainty upon psychological strain. Management communication was negatively related to strategic uncertainty, whereas PDM was negatively related to structural and job-related uncertainty, suggesting different mechanisms to deal with the types of uncertainty during change. Finally, PDM was positively associated with feelings of control and negatively associated with psychological strain. These results suggest that PDM can short-circuit the damaging effects of uncertainty by allowing employees to have a say in change related organizational affairs, thereby instilling a sense of control over their circumstances.