Culture change

About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.

The determinants of employee participation in occupational health and safety management

Abstract: This article focuses on employee direct participation in occupational health and safety (OHS) management. The article explains what determines employee opportunities to participate in OHS management. The explanatory framework focuses on safety culture and safety management at workplaces. The framework is empirically tested using Estonian cross-sectional, multilevel data of organizations and their employees. The analysis indicates that differences in employee participation in OHS management in the Estonian case could be explained by differences in OHS management practices rather than differences in safety culture. This indicates that throughout the institutional change and shift to the European model of employment relations system, change in management practices has preceded changes in safety culture which according to theoretical argument is supposed to follow culture change.

Managers' work-life balance and health: the case of UK managers

Abstract: The paper explores the effects of organisational change on UK managers' perceptions of their organisation and on their well-being. Cost reduction is the prime driver for change and has been implemented using delayering, redundancy, downsizing and off-shoring often supported by culture change programmes. These changes have resulted in work intensification, have not delivered productivity gains and have had a negative effect on managers' well-being. The effects of change were perceived differently by directors and other managers. Despite continuous cost reduction, productivity in the UK remains below that of European competitor nations. This calls into question the prevailing cost reduction ethos as a means of delivering increased productivity in the UK.

Nursing home culture change: what does it mean to nurses?

Abstract: The purpose of this study was to explore, from the perspectives of licensed nurses, the organizational culture, work environment, and factors influencing culture change in two nursing homes participating in the Wellspring Program. All licensed nurses ≥ 0.25 full-time equivalent from two nursing homes were invited to complete the Organizational Culture Inventory and the Work Environment Scale. A subset of respondents was invited to participate in subsequent interviews. Data indicated unresolved conflict, low employee satisfaction, high work demands, and managerial control in the workplace. Qualitatively, three categories emerged: Confusion over culture change, role, and documentation; Conflict over the integration of traditional care with a resident-centered model; and Commitment to providing quality nursing care to the resident. To ensure the successful implementation of culture change, consideration must be given to clarity of communication, anticipation of role conflict, and building on the underlying strength of job commitment.

Building a Culture of Data Sharing: Policy Design and Implementation for Research Data Management in Development Research

Abstract: A pilot project worked with seven existing projects funded by the International Development Research Center of Canada (IDRC) to investigate the implementation of data management and sharing requirements within development research projects. The seven projects, which were selected to achieve a diversity of project types, locations, host institutions and subject areas, demonstrated a broad range of existing capacities to work with data and access to technical expertise and infrastructures. The pilot project provided an introduction to data management and sharing concepts, helped projects develop a Data Management Plan, and then observed the implementation of that plan. In examining the uptake of Data Management and Sharing practice amongst these seven groups the project came to question the underlying goals of funders in introducing data management and sharing requirements. It was established that the ultimate goal was a change in culture amongst grantees. The project therefore looked for evidence of how funder interventions might promote or hinder such cultural change. The project had two core findings. First that the shift from an aim of changing behaviour, to changing culture, has both subtle and profound implications for policy design and implementation. A particular finding is that the single point of contact that many data ‡ © Neylon C. This is an open access article distributed under the terms of the Creative Commons Attribution License (CC BY 4.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. management and sharing policies create where a Data Management Plan is required at grant submission but then not further utilised is at best neutral and likely counter productive in supporting change in researcher culture. As expected, there are significant bottlenecks within research institutions and for grantees in effectively sharing data including a lack of resources and expertise. However, a core finding is that many of the bottlenecks for change relate to structural issues at the funder level. Specifically, the expectation that policy initiatives are implemented, monitored, and evaluated by Program Officers who are the main point of contact for projects. The single most productive act to enhance policy implementation may be to empower and support Program Officers. This could be achieved through training and support of individual POs, through the creation of a group of internal experts who can support others, or via provision of external support, for instance by expanding the services provided by the pilot project into an ongoing support mechanism for both internal staff and grantees. Other significant findings include: the importance of language barriers and the way in which assumptions of English language in materials, resources, services and systems permeate the entire system; that data infrastructures are poorly served by current funding arrangements and tools, particularly where they are obliged to seek continuing funding through project grants. There are also fundamental questions raised by the status of digital objects as \"data\". The concept of data is part of a western scientific discourse which may be both incompatible with other cultures, particularly indigenous knowledge systems. More importantly that discourse may be incompatible with values-based approaches that seek to respect indigenous knowledge through a commitment to retaining context. With the possible exception of the last finding, none of these issues are exclusive to development research. The Development Research context surfaces them more strongly through its greater diversity of goals and contexts. In many ways this project illustrates not that Development Research has particular special needs, but that it is a site that surfaces issues in policy design and implementation deserving of more consideration across the research enterprise.