Showing papers on "Theory X and Theory Y published in 2015"

Collective organizational engagement: : Linking motivational antecedents, strategic implementation, and firm performance

Abstract: We present a comprehensive theory of collective organizational engagement, integrating engagement theory with the resource management model. We propose that engagement can be considered an organiza...

Application of the Maslow's hierarchy of need theory; impacts and implications on organizational culture, human resource and employee's performance

Abstract: Maslow's Hierarchy of Needs is an excellent model for understanding human motivation the current paper throws light on the relevancy of the hierarchy of needs theory in business organizations today, the review explores the relevance of the theory on organizational culture, human resource management and employee's performance and its application towards achieving results in the attainment of organizational goals and objectives.

Organizational control as antidote to politics in the pursuit of strategic initiatives

Abstract: In contrast to the contingency approach advanced by most prior work, we suggest a complementary perspective on organizational control and its relationship with performance. We argue that the simultaneous use of behavior and outcome control capitalizes on their respective advantages, and is therefore more effective than a sole reliance on either control type. Moreover, with organizational control seeking alignment between individual and organizational goals, the benefits of such a complementary approach may be more pronounced in a context characterized by high levels of organizational politics, or the pursuit of individual at the expense of organizational goals. Our analysis of strategic initiatives pursued by 184 European corporations provides support for both a complementary approach to organizational control and a contingency effect of organizational politics

The Relationship between Organizational Trust and Organizational Silence with Job Satisfaction and Organizational Commitment of the Employees of University

Abstract: This study aimed to investigate the structural model between organizational trust and organizational silence with job satisfaction and organizational commitment of the employees of Islamic Azad University of Isfahan, (Khorasgan) branch. The study method is descriptive-correlation. The study population is the employees of Islamic Azad University of Isfahan branch (Khorasgan) as 340. 180 employees are selected by simple random method and sampling Table (Krejcie & Morgan, 1970). The questionnaires of organizational trust (Ellonen et al., 2008) and organizational silence questionnaires, job satisfaction and organizational commitment (Bouradas & Vakola, 2005). For analysis of study findings, Pearson correlation coefficient and structural equations modeling are applied. The results of study showed that organizational trust had inverse and significant relation with organizational silence and had positive and significant relationship with job satisfaction and organizational commitment. Also, there was an inverse and significant relationship between organizational silence and job satisfaction and organizational commitment. The results of structural equations modeling showed that organizational trust had direct impact on organizational silence (-64) organizational commitment (0.45) and job satisfaction (0.39) and has indirect impact via organizational silence on organizational commitment (0.29) and job satisfaction (0.29). Also, organizational silence had direct impact on organizational commitment and job satisfaction (-45). The model has good conditions in terms of fitness indices and fitness data.

Budgetary Participation and Managerial Performance: The Impact of Information and Environmental Volatility

Abstract: The present study investigates the effects of participation of managers in budgeting on their management performance in the Tehran regional electricity company. Variables of this study are participation in budgeting, performance of managers, adequacy of funding and resource allocation, job satisfaction, organizational commitment and organizational trust. The type of research is survey. The study population consists of all middle level managers of Tehran Regional Electricity Company who according to the approved organizational chart were 34 in 2012. The research tool is a questionnaire. Analysis of data collected is accomplished by using the SPSS and smartPLS. The results show a significant correlation between the variables of managers' participation in budgeting and organizational trust, adequacy of funding and resource allocation and job satisfaction, organizational trust of managers on organizational commitment, organizational commitment and competence in the absorption of funding and optimal resource allocation and finally the competence in funding and optimal resource allocation of managers as well as job satisfaction and management performance.

Moderating Effects of Nurses’ Organizational Support on the Relationship Between Job Satisfaction and Organizational Commitment:

Abstract: The aim was to investigate whether job satisfaction enhances organizational commitment among nursing personnel while exploring whether organizational support perception has a moderating effect on the relationship between their job satisfaction and organizational commitment. A cross-sectional survey was sent to 400 nurses; 386 valid questionnaires were collected, with a valid response rate of 96.5%. According to the research findings, nurses' job satisfaction has a positive and significant influence on organizational commitment. Results also indicated that the moderating effect of nurses' organizational support perception on the relationship between their job satisfaction and organizational commitment was stronger for high organizational support perception than it was for low organizational support perception. This study suggests that organizational support perception will develop a sense of belonging, and this will help improve nurses' job satisfaction and organizational commitment. This kind of relationship is rarely discussed in the research literature, and it can be applied for human resources management of nursing staff.

Balanced Organizational Values: From Theory to Practice.

Abstract: Theories of organization and management have offered several concepts and models which indicate that organizational values are an important factor for running organizations successfully. A still unexplained question concerns the creation of balanced organizational values, which can support the achievement of several different and even conflicting goals of modern organizations. To explore balanced organizational values in contemporary business practice, we tested different models of organizational values on a sample of Fortune 100 companies. Research results demonstrate that none of the proportions/ratios of balance proposed by the main models of organizational values from existing literature possesses/presents the ideal balance that is currently pursued in the business field. As a conclusion, a new model of balanced organizational values is proposed.

McGregor's Theory X/Y and Job Performance: A Multilevel, Multi-source Analysis

Abstract: "[A new theory] is discovered, explored for a while, and then usually abandoned when the going gets rough or uninteresting." (Ring, 1967: 120) McGregor's ideas about Theory X and Theory Y were first articulated in his article, "The Human Side of Enterprise," (McGregor, 1957) and were expanded upon in his book with the same title (McGregor, 1960). More than forty years later, Miner (2003) surveyed subject matter experts (past presidents of the Academy of Management and editors and journal review board members of two prominent publications, AMJ and AMR), to ascertain their familiarity with and their rated importance (theoretical utility and practical relevance) of 73 organizational behavior (broadly defined) theories. Miner (2003) found that McGregor's (1957; 1960/1985; 1966; 1967) (hereafter, for brevity, cited as McGregor, 1960) Theory X and Theory Y was tied for second place as the most well-known theory' in organizational behavior out of the universe of 73 theories. However, the impact between X/Y attitudes and job performance has never been empirically substantiated. Yet, McGregor's (1960) assumption that employees perform better under managers who advance self-direction and self-motivation is widely-accepted and espoused by managers in organizations and management writers. There are two highly plausible reasons why prior research has not empirically supported McGregor's (1960) Theory X and Theory Y (or, for brevity, Theory X/Y) with regard to job performance. First, there has been a failure to distinguish between Theory X/Y attitudes and Theory X/Y behaviors. The three prior studies that have made this distinction were recently conducted solely to develop construct-valid measures of both X/Y attitudes and X/Y behaviors (Kopelman et al., 2008; Kopelman et al., 2010; Kopelman et al., 2012). Second, the methodological approach employed in previous substantive studies examined the incorrect unit of analysis: rather than using an across-individual correlational design, a multilevel, multi-source individual/workgroup analysis was needed. The current research is the first inquiry to establish an empirical relationship between McGregor's (1960) Theory X/Y assumptions and job performance using a multilevel, multi-sourced methodology which controls for within-group variance by employing hierarchical linear modeling. In one of the two prior, unsuccessful attempts to link Theory XA7 attitudes to job performance, Fiman (1973) did not distinguish between X/Y attitudes and X/Y behaviors, and upon examining across-individual data, found a correlation with individual job performance of r = -0.01. Similarly, Michaelsen (1973) reported across-individual level correlations of co-mingled X/Y attitudes and behaviors and found a correlation of r = -0.07. As a result of these two initial non-supportive studies, researchers subsequently turned their attention to testing Theory X/Y as it pertained to various non-performance-related variables, such as leader satisfaction (Brown and Ladawan, 1979a), ethical perceptions (Neuliep, 1996), decision-making style (Russ, 2011), and leader-member exchange (Sahin, 2012), to name just a few correlates. More recently, Thomas and Bostrom (2010) examined the relationship between X/Y behaviors and team ratings of performance. The sample, however, w as comprised solely of virtual teams with no group, or face-to-face interactions. X- and Y-type behaviors were conveyed electronically via emails and faxes (providing no opportunity for managerial X/Y attitudinal and behavioral information to be conveyed nonverbally). Results were not significant and indicated that X-type verbal statements (including commands and confrontations) were positively associated with performance (r = 0.23) as were Y-type verbal statements (r = 0.15), yielding a net result of r = -0.04. Using virtual "teams" eliminates face-to-face interactions between manager and subordinates and consequently the development of relationships among group members and group leader. …

The Effects of Intrinsic and Extrinsic Rewards on Employee Attitudes; Mediating Role of Perceived Organizational Support

Abstract: The purpose of this study was to measure the effect of intrinsic and extrinsic rewards on employee attitudes, job satisfaction and organizational commitment as well as the mediating role of perceived organizational support. Data were collected from banking sector of Faisalabad, Pakistan. The main objective was to focus the employee’s perception about the organizational support and employees’ satisfaction and organizational commitment. The mediation effect of perception of organizational support was analyzed between the relationship of intrinsic & extrinsic rewards and employee attitudes like organizational commitment and job satisfaction. The study revealed that employees felt positively about intrinsic and extrinsic rewards. Limitations and future directions had also been discussed.

Investigation of Teacher Job-Performance Model: Organizational Culture, Work Motivation and Job-Satisfaction

Abstract: The research is intended to develop a Teacher Job-performance Model by considering causal relationship between teacher job-performance determinants i.e. Organizational Culture, Organizational Structure, and Work Motivation. It was found that path coefficient of organizational culture to work motivation is 0.333 at a significant level of F1/141= 3.908, at α F2/140= 3.061, at α F3/139= 2.669, at α < 0.05. Finally, indirect effect of organizational culture on job-satisfaction and job-peformance through work motivation is 0.087, and 0.078 respectively. It is concluded that the Model suggested fits with data collected, as a result, it can be used for perdicting teacher job-performance, including teacher promotions and feedback for improving teacher performance.

Behavioral Theories of Organization

Abstract: Behavioral theories of organization are a major portion of the field of organizational studies, as behavioral reasoning is found across a range of theoretical approaches. We review the role of behavioral theory in the major research traditions of organization theory, starting with the original behavioral theory of the firm and continuing to evolutionary theory, population ecology, institutional theory, and transaction cost theory. We also address the organizational problems investigated by each theory, and we summarize by noting a trend toward greater integration of the field around behavioral reasoning.

Mediating Role of Jobs Satisfaction among Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior (OCB): Empirical Study on Private Higher Education in Central Java, Indonesia

Abstract: Several studies and articles have reported and discussed the job satisfaction and dissatisfaction of workers in organizations. However, very few empirically-supported explanations have been given to explain how job satisfaction mediates the relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior in lecturers of Private Higher Education in Central Java, Indonesia. Probes into the explanations of determining how job satisfaction mediates the relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior, the data were collected from the respondents who were the tenured faculty, both civil servant lecturers and private lecturers, and work at private universities in Central Java province. The data was collected using a questionnaire. Only 244 copies, out of the total 400 questionnaires distributed, got by the author and he got a response rate of 61%. After processing and modifying the data, only 226 respondents used as the main resources analyzed by using Structural Equation Model (SEM).Statistical analysis reveals that there exists significant relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior; likewise, Job Satisfaction mediates the relationship between Organizational Commitment, Organizational Culture and Organizational Citizenship Behavior. Limitations and future implementations of this research are also discussed.

How Theory X style of management arose from a fundamental attribution error

Abstract: Purpose – The purpose of this paper is to propose that the Theory X style of management arose from a fundamental attribution error, in which managers assumed that employees’ lack of motivation was a disposition rather than a function of unmotivating work situations Design/methodology/approach – The paper reviews the nature of work during the industrial revolution from a Job Characteristics Model perspective and compares Theory X and Theory Y perspectives in terms of their emphasis on dispositional or situational influences on behavior Findings – It was found that factory work performed during the industrial revolution was likely to be deficient in terms of the five core dimensions of the Job Characteristics Model, and would have been unmotivating Because of the fundamental attribution error, managers would have assumed that workers were unmotivated by nature, but the situation was likely the cause of their lack of motivation Practical implications – As illustrated by our findings, management theory de

Theories of Organizational Behavior

Abstract: Organizational behavior is “a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, and then it applies that knowledge to make organizations work more effectively” (Robbins and Judge in Organizational behavior. Prentice Hall, Upper Saddle River, 2007: p. 34).

Do Organizational Structure and Organizational Culture Affect Teachers’ Work Motivation to Some Extent

Abstract: The study was designed to find out the effect of organizational culture, and organizational structure, on teacher’s work motivation of senior high schools, in Medan Indonesia. The samples selected were teachers from 10 public high schools with stratified random sampling techniques. The total sample were 143 teachers selected from 10 public high schools who have teaching experiences for at least ten years and received teaching incentive regularly. Questionnaires were distributed to the samples, and data collected analyzed by path analysis. It was found that path coefficient of organizational culture, and organizational structure toward work motivation was 0,188 and 0,174 respectively. The results showed that organizational culture, and organizational structure, affecting teacher’s work motivation directly. It is concluded that teacher’s work motivation could be affected by organizational structure and organizational culture.

High-performance work systems and school effectiveness: the case of Malaysian secondary schools

Abstract: This study focuses on the impact of high-performance work systems on the outcomes of organizational effectiveness with the mediating roles of job satisfaction and organizational commitment. In light of the importance of human resource activities in achieving organizational effectiveness, we argue that higher employees’ decision-making capabilities directly and indirectly empower organizational effectiveness. The reward system indirectly diminishes organizational effectiveness through the mediating effect of organizational commitment. We test these arguments using a sample of 332 Malaysian secondary school teachers. Provisions of secondary school infrastructure and material support alone will be meaningless without effective high-performance work systems and management capable of generating quality teaching and learning. The results identify the critical characteristics of high-performance work systems to realize school effectiveness.

Interplay of institutional and cultural theories of organization

Abstract: In this paper, similarities and differences between the institutional theory of organization and organizational culture theory are analysed, and how these theories complement each other is highlighted. This study posits that both the institutional and cultural theories of organizations have the same research subject and that they approach it from the same research paradigm. The level of analysis distinguishes the two, and therefore, an interaction between the institutional and cultural theories of organizations is useful. Organizational culture theory supports the institutional theory in explaining the underlying factors and the forms of the implementation of institutional pattern in organizations. The institutional theory of organizations supports the organizational culture theory to expand its findings regarding the sources of organizational culture.

Communication among Coworkers

Abstract: This article provides an overview of communication among peer coworkers, or employees with no formal control over one another. It provides a history of scholarly research on coworker communication and outlines the four primary theoretical approaches in coworker communication research. The article highlights how uncertainty reduction theory, social exchange theory, and relational dialectics theory can be used to frame research on coworker communication. Finally, key topics of information exchange, social support, mentorships, close relationships, self-managed teams, and negative coworker interactions are discussed, along with future directions for research on communication among peer coworkers. Keywords: business and management; organizational behavior; organizational communication; organizational theory; relational communication

Organizational behavior . Robbins, San Diego State University, Timothy A . Judge, University of Notre Dame

Abstract: I. Introduction 1. What Is Organizational Behavior? II. The Individual 2. Diversity in Organizations 3. Attitudes and Job Satisfaction 4. Emotions and Moods 5. Personality and Values 6. Perception and Individual Decision Making 7. Motivation Concepts 8. Motivation: From Concepts to Applications III. The Group 9. Foundations of Group Behavior 10. Understanding Work Teams 11. Communication 12. Leadership 13. Power and Politics 14. Conflict and Negotiation 15. Foundations of Organization Structure IV. The Organization System 16. Organizational Culture 17. Human Resource Policies and Practices 18. Organizational Change and Stress Management Appendix A. Research in Organizational Behavior Comprehensive Cases Glossary Indexes

Supervisor–Subordinate Communication

Abstract: Effective supervisor–subordinate communication is foundational for member productivity and satisfaction as well as the success and long-term viability of organizations. Supervisor–subordinate interaction serves many functions including information distribution, goal setting, employee development, task coordination, and relationship and commitment building. Research has focused on supervisor characteristics, qualities of the supervisor–subordinate relationship, communication processes and outcomes. Negotiations between supervisors and subordinates also influence role characteristics, role performance, work–life balance, and worker–supervisor satisfaction. Keywords: leadership; organizational behavior; organizational communication; organizational theory; work–life balance; workplace communication

A Research for the Determination of the Relationship between Organizational Conflict Management and Organizational Alienation

Abstract: Our study researched at which level organizational conflict affected organizational alienation and what kind of a relationship there is between organizational conflict dimensions and organizational alienation in the institutions reviewed by us. Our study also examined how organizational conflict and organizational alienation are influenced by the demographical variables including sex, marital status, income status, education and job experience. Necessary data was collected by survey method in our study. The surveys were made to white collar employees who are working for the leading logistics companies of the industry operating in Mersin and Zonguldak provinces of Turkey. The data which was obtained from the surveys was interpreted after being analyzed in SPSS statistic package program and it was aimed to make it guiding for the decision makers while creating new human resource policies in their institutions. Keywords: Organizational conflict management; organizational conflict; organizational alienation JEL Classifications: D23; M10; M12

Explaining the Relationships of Knowledge Management Processes with Organizational Performance through the Mediator Organizational Learning

Abstract: Present research is primarily concerned with study of the relationships between the variables knowledge management, organizational learning, and organizational performance in the Shabestar Branch of Islamic Azad University. The required data, based on the research model, was gathered through distribution of a questionnaire among the employees of this university. To examine the relationships between the variables and to test the hypotheses, multivariate regression and structural equation modeling (SEM) technique were used. The results suggested that at 95 percent con�耀dence there is a positive and statistically signi�耀cant relationship between knowledge management on the one side, and organizational learning and organizational performance on the other side. In addition, the variable organizational learning was found to be positively and signi�耀cantly associated with organizational performance. The research �耀ndings also con�耀rmed the signi�耀cant in�耀uence of the mediator organizational learning in the relationship of knowledge management with organizational performance.

The Perceptions of Managers Relating to Subordinate Productivity in Virtual Work Arrangements

Abstract: The Perceptions of Managers Relating to Subordinate Productivity in Virtual Work Arrangements by Frank Melvin MA, Webster University, 1986 BS, Grambling State University, 1978 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University August 2015 Abstract Some managers tend to resist virtual work and find it challenging to manage the productivity of subordinates working virtually. This phenomenological study examined managers’ perceptions of subordinate productivity in virtual work arrangements. Adaptive structuration theory and McGregor’s X and Y theory guided this study. The primary research questions focused on the managers’ perceptions of worker productivitySome managers tend to resist virtual work and find it challenging to manage the productivity of subordinates working virtually. This phenomenological study examined managers’ perceptions of subordinate productivity in virtual work arrangements. Adaptive structuration theory and McGregor’s X and Y theory guided this study. The primary research questions focused on the managers’ perceptions of worker productivity in virtual work arrangements and the related challenges. Data collection included semistructured interviews with 40 business managers responsible for overseeing the productivity of virtual workers. The study was conducted in the Atlanta, Georgia metropolitan area. Utilizing the Stevick–Colaizzi–Keen method of data analysis, 3 primary themes emerged: (a) subordinate productivity was not negatively affected by the use of virtual work arrangements, (b) virtual work arrangements posed challenges for managers responsible for overseeing virtual worker productivity with the lack of face–to– face interaction identified as the most significant, and (c) there was managerial support for the use of virtual work arrangements. Social change implications, given the findings, include an increased awareness of worker productivity in virtual work arrangements, which could lead to increased opportunities for individuals to work in a virtual setting. The increase in virtual work arrangements benefits society by reducing fuel consumption, road congestion, and related pollutants. Organizational leaders can use the findings from the study to develop business strategies to sustain virtual worker productivity and address the related challenges to improve the quality of life for managers of virtual workers. The Perceptions of Managers Relating to Subordinate Productivity in Virtual Work Arrangements by Frank Melvin MA, Webster University, 1986 BS, Grambling State University, 1978 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University August 2015 Acknowledgments I would first like to thank my Heavenly Father for all he has done for me throughout this amazing journey. He has given me strength and perseverance to stay focused and motivated. I would like to thank the Walden University faculty and staff, specifically Dr. Carol Wells, my committee chairperson, for the motivation and that added push needed to accomplish the task. I also want to thank Dr. Judith Forbes, my committee member, for her valuable insight in helping me to complete my dissertation, and Dr. Howard Schechter, my university research reviewer. I also want to recognize Lisa, my very near and dearest special friend who kept me engaged, determined, entrenched, driven and focused during my dissertation journey.

Impact of shared leadership on human resource management, organizational behavior and job performance at Almadar Aljadeed Company Tripoli- Libya

Abstract: Shared leadership is a type of leadership that shows its significance in achieving organization goals in many developing countries, and it can contribute effectively to overcome the challenges and difficulties facing HR managers especially with the increasing global and domestic competition between organizations sharing the same business line. This aim of this study is to understand the principles of shared Leadership and human resources management, and examines the relationships between shared leaderships, human resources management, organizational behaviour, and job performance. The main significance of the study lies in developing a theoretical model that explain the relationship between these factors and evaluate the importance of shared leadership on the performance of Telecommunication Company and extending to apply the findings of this study on other business fields. The study discusses the problem of ineffective leadership practices inside Almadar Aljadeed Telecom Company. The weak awareness and understanding of shared leadership practices represent a major obstacle to adopt a new way for managing people in the organization and improve the current job performance. Therefore, the study attempts to find solutions for this problem by evaluating the effect of shared leadership in a telecommunication organization. The research used a quantitative methodology to analyze the data collected from 256 employees working in this company. The findings from the analysis show significant correlations between a variables and a significant effect of shared leadership on human resources management and organizational behaviour. The results also show that organizational behaviour and human resources management affect job performance positively.

Cultural Norms That Facilitate Organizational Change in a Tire Mold Facility

Abstract: CULTURAL NORMS THAT FACILITATE ORGANIZATIONAL CHANGE IN A TIRE MOLD FACILITY The year 2009 commenced with economic constraints in the United States that hampered productivity and profitability within the automobile industry (Wall Street Journal, 27 January, 2009). These conditions created the need for strategic communication to manage change, create strategies for recovery and regain stakeholder support. Organizational leaders navigating change rely on communication to manage multiple tasks like strategic planning, market analysis, information gathering, team building, and global relations. Effective communication, at the core of these actions, influences the degree to which leaders manage change (Pascale & Sternin, 2005). Although organizational change literature focuses primarily on how leaders inform organizational members about change from the top down, scant research examines the bottom up communication that creates change through norms. Research suggests communication strategies enable change between management and support staff. For example, researchers like Lewis (1999) found that channels influence effectiveness. In his study, leaders using channels rich in cues, like those in face-to-face interactions, were most influential during times of change. Furthermore, acceptance of change is often dependent on how managers frame it and members perceive it as indicated by Rooney et al (2010) who studied the discourse of identity formation during transition and found differences in ways management and line workers negotiate those new identities. Like Rooney et al. (2010) Law (2009) examined the effects of change on organizational members and found that story telling can help facilitate change and be useful in training and assessing learned outcomes. Moreover, the study highlighted the importance of considering emotional reactions during times of transition. Pascale and Sternin (2005) cited examples of organizational leaders who capitalized on members' positive deviance to "fan the flames" of change. Similarly, Zorn, Page, and Cheney (2000) explored change communication from three theoretical perspectives highlighting progressive strategies and seemingly positive outcomes. Although researcher emphasizes management's role in change, Benjamin, Naimi, and Lopez (2012) identified seven models for organizational change that highlight both personal and organizational drivers. While much of the research discusses ways in which management employed communication strategies to implement change, little research exists about ways in which cultural norms influenced change. Organizational members often resist change because it produces uncertainty and threatens stability for members and stakeholders. To maintain a level of certainty members adhere to cultural norms and thus preserve levels of satisfaction and cooperation. Since the industrial revolution, social scientists have found relationships between communication and productivity. For example, when Roethlisberger and Dickson (1939) examined data from the General Electric lighting project, they discovered workers who perceived researchers were observing them performed at high levels. Leadership and human relations studies since then focused on leadership styles and employee satisfaction with McGregor's (1960) Theory X and Theory Y. During the past three decades organizational communication scholars have emphasized organizational culture as a process rather than an output (Keyton, 2005; Peters & Waterman, 1982; Schein, 1996; Smircich, 1983) while some have found a positive relationship between cultural elements and positive deviance viewed as thriving (Sprietzer, Sutcliffe, & Dutton, 2005). During times of economic uncertainty and instability, organizational leaders who capitalize on the abilities of human resources to facilitate and implement changes that align with organizational goals can produce change effectively. Understanding of the organizational culture and identifying norms can aid in assessing internal factors that drive change. …