103,426 research outputs found
Cross-cultural validation of the Intensity & Strength Organizational Culture Questionnaire.
No full textIn the final presentation, Laura Petitta, Claudio Barbaranelli, and Tahira Probst address the relevance of capturing organizational culture complexity for effective managerial action and intervention. They present findings of a cross-cultural validation of a new combined typing and profiling measure of organizational culture, the Intensity & Strength Organizational Culture Questionnaire. This measure was developed in line with (a) Schein’s (1985) organizational culture theory; (b) Enriquez’s (1970) typology of organizational cultures; (c) Payne’s (2000) multidimensional model of cultural intensity and strength. Results support the validity and reliability of the ISOCQ, as well as the hypothesized invariance of the factorial structure across the Italian and United States samples. Furthermore, the different levels of intensity allow researchers and practitioners to determine the consistency between members’ actual behaviours and espoused values. Finally, because the ISOCQ appears to function equivalently across the two cultures, this allows for future investigations of relational equivalence in different national contexts and strengthens the generalizability of extant research findings
Comparing different culture models in predicting employee job satisfaction and turnover intentions.
No full textDespite the flourishing literature (De Witte, 2005; Diaz-Serrano & Cabral Vieira, 2005; Gazioglu & Tansel, 2002) on how
insecure jobs trends (László et al., 2010) relate to individuals attitudes towards organizations, to their work productivity and health,
no study has yet explored the conjoint influence of different theoretical culture models on both positive (i.e., job satisfaction; JS) and
negative (i.e., turnover intentions; TI) indicators of employee well-being. The present study seeks to address this literature
shortcoming.
In particular, we aim to investigate how different theoretical culture models, namely GLOBE (House et al., 2004),
Individualism/Collectivism (INDCOL; Singelis, 1995), and Intensity & Strength Organizational Culture Questionnaire (IS-OCQ;
Petitta, Barbaranelli, & Probst, 2013), predict both positive (JS) and negative (TI) indicators of employee well-being.
Participants (N=734) from different USA organizations were 63.7% female. The average tenure was 2.6 yrs (SD = 1.5). Participants
returned an anonymous self-report questionnaire measuring: JS (Smith, Kendall, & Hulin, 1969); TI (Firth, Mellor, Moore, & Loquet,
2004); INDCOL; IS-OCQ, which measured autocratic, bureaucratic, clan-patronage, technocratic, and cooperative culture typologies;
and GLOBE Values and Practices.Despite the flourishing literature (De Witte, 2005; Diaz-Serrano & Cabral Vieira, 2005; Gazioglu & Tansel, 2002) on how
insecure jobs trends (László et al., 2010) relate to individuals attitudes towards organizations, to their work productivity and health,
no study has yet explored the conjoint influence of different theoretical culture models on both positive (i.e., job satisfaction; JS) and
negative (i.e., turnover intentions; TI) indicators of employee well-being. The present study seeks to address this literature
shortcoming.
In particular, we aim to investigate how different theoretical culture models, namely GLOBE (House et al., 2004),
Individualism/Collectivism (INDCOL; Singelis, 1995), and Intensity & Strength Organizational Culture Questionnaire (IS-OCQ;
Petitta, Barbaranelli, & Probst, 2013), predict both positive (JS) and negative (TI) indicators of employee well-being.
Participants (N=734) from different USA organizations were 63.7% female. The average tenure was 2.6 yrs (
Intensity & Strength Organizational Culture Questionnaire. Manuale
No full textPartendo dal presupposto che l’identità di un’organizzazione
sia un aspetto articolato e complesso
da definire, l’Intensity & Strength Organizational
Cultural Questionnaire (IS-OCQ) è stato sviluppato
facendo riferimento a modelli teorici che
potessero contribuire a misurare le seguenti caratteristiche
della cultura organizzativa:
- profondità, ovvero l’esistenza di aspetti culturali
stratificati che si differenziano tra loro in
base a quanto sono radicati nella realtà organizzativa;
- forza, ovvero il grado di condivisione di un
aspetto culturale tra i membri dell’organizzazione,
e la sua “forza” o “debolezza” a seconda
di quanto è pervasivo e trasversale alle persone
che condividono lo stesso contesto;
- tipologia, ovvero la corrispondenza tra gli indizi
rivelatori di specifiche logiche interne all’organizzazione
e delle categorie predefinite (tipologia
di cultura) in cui l’organizzazione viene fatta
rientrare in base alle caratteristiche culturali
che presenta;
- identità complessa, ovvero la coesistenza di
più identità
culturali che possono essere analizzate
cercando di cogliere l’articolazione e le
sfumature che meglio rappresentano la frammentazione
della realtà organizzativa in ambiti,
o aree, differenti, come ad esempio l’ambito del
cambiamento, o della sicurezza sul lavoro, o
della struttura del lavoro, o del benessere delle
persone, o della gestione dell’errore, ecc.
Il questionario self-report Intensity & Strength
Organizational Culture Questionnaire (IS‐OCQ)
intende rilevare le principali caratteristiche della
cultura organizzativa ed è stato messo a punto
principalmente a partire da quanto proposto dai
modelli teorici di:
a) Schein (1985), per quanto riguarda la concettualizzazione
di base della cultura organizzativa,
intesa come insieme di comportamenti,
valori e credenze profonde condivisi;
b) Enriquez (1970), per l’identificazione di una
tipologia di diverse culture organizzative di riferimento
(Autocratica, Burocratica, Paternalistico-
clientelare, Tecnocratica, Cooperativa),
rispetto a ognuna delle quali misurare gli atteggiamenti,
i comportamenti, i valori e le credenze
profonde prototipici;
c) Payne (2000), per il modello di misura multidimensionale
delle variabili culturali, ovvero la
rilevazione
simultanea della profondità (Intensity)
della cultura (come varia il gradiente
che va dall’atteggiamento, al comportamento,
al valore,
alla credenza profonda) e della sua
forza-diffusione (Strength) (ovvero quante persone
esprimono l’atteggiamento, il comportamento,
il valore, la credenza profonda specificatamente
legate alle diverse tipologie di
cultura organizzativa);
d) Martin (1992) e Irrmann (2002) per la frammentazione
dell’analisi culturale in ambiti, o
aree, differenti, ovvero la realizzazione dell’analisi
ripetuta in relazione a temi differenti
che auspicabilmente possono aiutare a far
emergere la coesistenza di più identità culturali
in uno specifico contesto lavorativo.The I & S Organizational Culture Questionnaire (Intensity and Strength O.C.Q.) intends to study the principal characteristics of organizational culture and was developed and refined in line with (a) Schein’s (1985) theory which bases the conceptualization of organizational culture on a combination of widespread and shared attitudes, behaviors, values and beliefs; (b) Enriquez’s (1970), identification of a typology of organizational culture with respect to each of the prototypical attitudes, behaviors, values and beliefs; (c) Payne’s (2000) multidimensional model of cultural variables or rather, the simultaneous finding of cultural Intensity (which varies from attitude to deeply rooted belief) and cultural Strength (or rather, how many people express the attitude, behavior, value and/or belief specifically related to the different types of organizational culture)
Texte zum Seminar End of Life: Jewish Perspectives
No full textProbst S, Kucera T, eds. Texte zum Seminar End of Life: Jewish Perspectives. Bielefeld: Selbstverlag Klinikum Bielefeld; 2015
Safety culture, moral disengagement, and accident underreporting
No full textMoral disengagement (MD) is the process by which individuals mitigate the consequences of their own violations of moral standards. Although MD is understood to be co-determined by culture norms, no study has yet explored the extent to which MD applied to safety at work (JS-MD) fosters safety violations (e.g. accident underreporting), nor the role of organizational culture as a predictor of JS-MD. The current study seeks to address this gap in the literature by examining individual- (MD) and organizational-level (culture) factors that explain why employees fail to report workplace accidents. We tested a latent variable structural model positing organizational culture typologies (autocratic, bureaucratic, clan-patronage, technocratic, and cooperative) as predictors of JS-MD, which in turn is expected to mediate the relationship with accident underreporting. Using data from 1033 employees in 28 Italian organizations, findings suggest that Bureaucratic Safety Culture was related to lower levels of JS-MD, whereas Technocratic Safety Culture was related to greater JS-MD. In turn, JS-MD positively predicted employee accident underreporting and fully mediated the relationship between culture and underreporting. Theoretical and practical implications are discussed in light of the increasing focus on underreporting as well as the adverse individual and organizational consequences of failing to report workplace accidents.Moral disengagement (MD) is the process by which individuals mitigate the consequences of their own violations of moral standards. Although MD is understood to be co-determined by culture norms, no study has yet explored the extent to which MD applied to safety at work (JS-MD) fosters safety violations (e.g. accident underreporting), nor the role of organizational culture as a predictor of JS-MD. The current study seeks to address this gap in the literature by examining individual- (MD) and organizational-level (culture) factors that explain why employees fail to report workplace accidents. We tested a latent variable structural model positing organizational culture typologies (autocratic, bureaucratic, clan-patronage, technocratic, and cooperative) as predictors of JS-MD, which in turn is expected to mediate the relationship with accident underreporting. Using data from 1033 employees in 28 Italian organizations, findings suggest that Bureaucratic Safety Culture was related to lower
Does safety climate predict safety performance in Italy and the USA? Cross-cultural validation of a theoretical model of safety climate
No full textPrevious studies have acknowledged the relevance of assessing the measurement equivalence of safety related measures across different groups, and demonstrating whether the existence of disparities in safety perceptions might impair direct group comparisons. The Griffin and Neal (2000) model of safety climate, and the accompanying measure (Neal et al. [NGH], 2000), are both widely cited and utilized. Yet neither the model in its entirety nor the measure have been previously validated across different national contexts. The current study is the first to examine the NGH measurement equivalence by testing whether their model of safety climate predicting safety performance is tenable in both English speaking and nonEnglish speaking countries. The study involved 616 employees from 21 organizations in the US, and 738 employees from 20 organizations in Italy. A multi-group confirmatory factor analytic approach was used to assess the equivalence of the measures across the two countries. Similarly,the structural model of relations among the NGH variables was examined in order to demonstrate its cross-country invariance. Results substantially support strict invariance across groups for the NGH safety scales. Moreover, the invariance across countries is also demonstrated for the effects of safety climate on safety knowledge and motivation, which in turn positively relate to both compliance and participation. Our findings have relevant theoretical implications by establishing measurement and relational equivalence of the NGH model. Practical implications are discussed for managers and practitioners dealing with multi-national organizational contexts. Future research should continue to investigate potential differences in safety related perceptions across additional non-English speaking countrie
Gilbert J. B. Probst, Bettina S. T. Büchel, La pratique de l'entreprise apprenante, Paris, Éditions d'Organisation, 1995
No full textBaudry de Vaux Marie, Deshayes Élisabeth, Grolière Catherine, Tissot Françoise. Gilbert J. B. Probst, Bettina S. T. Büchel, La pratique de l'entreprise apprenante, Paris, Éditions d'Organisation, 1995. In: Formation Emploi. N.53, 1996. Les nouvelles formations d'ingénieurs. p. 112
Gilbert J. B. Probst, Bettina S. T. Büchel, La pratique de l'entreprise apprenante, Paris, Éditions d'Organisation, 1995
No full textBaudry de Vaux Marie, Deshayes Élisabeth, Grolière Catherine, Tissot Françoise. Gilbert J. B. Probst, Bettina S. T. Büchel, La pratique de l'entreprise apprenante, Paris, Éditions d'Organisation, 1995. In: Formation Emploi. N.53, 1996. Les nouvelles formations d'ingénieurs. p. 112
Comparing recall vs. recognition measures of accident under-reporting. A two-country examination
No full textA growing body of research suggests that national injury surveillance data significantly underestimate the true number of non-fatal occupational injuries due to employee under-reporting of workplace accidents. Given the importance of accurately measuring such under-reporting, the purpose of the current research was to examine the psychometric properties of two different techniques used to operationalize accident under-reporting, one using a free recall methodology and the other a recognition-based approach. Moreover, in order to assess the cross-cultural generalizability of these under-reporting measures, we replicated our psychometric analyses in the United States (N = 440) and Italy (N = 592). Across both countries, the results suggest that both measures exhibited similar patterns of relationships with known antecedents, including job insecurity, production pressure, safety compliance, and safety reporting attitudes. However, the recall measures had more severe violations of normality and were less correlated with self-report workplace injuries. Considerations, implications, and recommendations for using these different types of accident measures are discussed.A growing body of research suggests that national injury surveillance data significantly underestimate the true number of non-fatal occupational injuries due to employee under-reporting of workplace accidents. Given the importance of accurately measuring such under-reporting, the purpose of the current research was to examine the psychometric properties of two different techniques used to operationalize accident under-reporting, one using a free recall methodology and the other a recognition-based approach. Moreover, in order to assess the cross-cultural generalizability of these under-reporting measures, we replicated our psychometric analyses in the United States (N = 440) and Italy (N = 592). Across both countries, the results suggest that both measures exhibited similar patterns of relationships with known antecedents, including job insecurity, production pressure, safety compliance, and safety reporting attitudes. However, the recall measures had more severe violations of normality and were less correlated with self-report workplace injuries. Considerations, implications, and recommendations for using these different types of accident measures are discussed
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