Organizational culture

About: Organizational culture is a research topic. Over the lifetime, 31507 publications have been published within this topic receiving 926787 citations. The topic is also known as: corporate culture & organisational culture.

Organizational configuration of hospitals succeeding in attracting and retaining nurses.

Abstract: AIM: This paper contrasts structural and managerial characteristics of low- and high-turnover hospitals, and describes the organizational configuration of attractive hospitals. BACKGROUND: In countries facing nurse shortages and turnover, some hospitals succeed in recruiting and retaining nurses. In Magnet Hospitals, managerial practices and environmental characteristics increase nurses' job satisfaction and their commitment to the organization, which in turn decreases nurse turnover. Such an approach suggests that organizations are best understood as clusters of interconnected structures and practices, i.e. organizational configurations rather than entities whose components can be understood in isolation. METHOD: From a sample of 12 hospitals whose nurse turnover was studied for 1 year, structural and organizational features of hospitals in the first and fourth quartiles, i.e. attractive (turnover 11.8%) were contrasted. A questionnaire, including perceptions of health-related factors, job demands, stressors, work schedules, organizational climate, and work adjustments antecedent to turnover, was received from 401 nurses working in attractive hospitals (response rate = 53.8%) and 774 nurses in conventional hospitals (response rate = 54.5%). FINDINGS: Structural characteristics did not differentiate attractive and conventional hospitals, but employee perceptions towards the organization differed strikingly. Differences were observed for risk exposure, emotional demands, role ambiguity and conflicts, work-family conflicts, effort-reward imbalance and the meaning of work, all in favour of attractive hospitals (P < 0.001). Relationships with nursing management, work ability and satisfaction with working time, handover shifts and schedules were also better in attractive hospitals (P < 0.001). Job satisfaction and commitment were higher in attractive hospitals, whereas burnout and intention to leave were lower (P < 0.001). CONCLUSION: Organizational characteristics are key factors in nurse attraction and retention. Nurses face difficulties in their work situations, but some hospitals are perceived as healthy organizations. The concept of attractive institutions could serve as a catalyst for improvement in nurses' work environments in Europe.

The role of personal work goals in newcomers' job satisfaction and organizational commitment: a longitudinal analysis.

Abstract: This study examined the importance of 3 characteristics of personal work goals (i.e., commitment, attainability, and progress) in accounting for changes in newcomers' affective job attitudes (i.e., job satisfaction and organizational commitment) during the 1st months of employment. Twenty weeks after organizational entry, 81 newcomers provided a list of their personal work goals. Goal attributes and job attitudes were assessed at 3 testing periods covering 8 months. Goal commitment was found to moderate the extent to which differences in the attainability of personal goals at the workplace accounted for changes in job satisfaction and organizational commitment. Goal progress mediated the interactive effect of goal commitment and attainability on newcomers' job attitudes. Findings are discussed with respect to their relevance for proactive approaches to organizational socialization.

Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support

Abstract: Purpose – The purpose of this paper is to examine the relationship between organizational commitment, perceived organizational support (POS) and turnover intentions. The objective is to identify practical as well as theoretical implications of the relationships.Design/methodology/approach – This research was undertaken via a questionnaire in a large Australian public sector organization.Findings – The interaction between POS and organizational commitment was a significant predictor of turnover intention. Employees with low levels of commitment, but high levels of support from the organization, are less likely to leave the organization.Research limitations/implications – This is a cross‐sectional study, using self‐reports for independent and dependent variables.Practical implications – As POS was found to influence turnover, this provides an avenue of approach for managers struggling to retain valuable employees whose commitment alone may not be enough to prevent them from leaving.Originality/value – The p...

Growing pains : how to make the transition from an entrepreneurship to a professionally managed firm

Abstract: Introduction: The Transitions Needed to Keep a Growing Firm Successful Part One: A Framework for Developing Successful Organizations 1. How to Build Successful Companies: The Pyramid of Organizational Development 2. Identifying and Surviving the First Four Stages of Organizational Growth 3. Recognizing Growing Pains and Assessing the Need for Change Part Two: Management Strategies for Each Stage of Organizational Growth 4. The New Venture and Expansion Stages 5. The Professionalizing Stage: Developing Management Systems 6. The Consolidation Stage: Managing the Corprate Culture Part Three: Mastering the Tools of Professional Management 7. Strategic Planning 8. Organizational Structure 9. Management Development 10. Organizational Control Systems 11. Effective Leadership Corporate Culture Management Part Four: Role of the Entrepeneur in a Growing and Changing Company Managing the Advanced Stages of Growth: A Preview of Future Challenges The Transition CEOs Must Make to Survive Beyond the Entrepreneurial Stage.