Search results

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

This study aims to investigate differences and similarities in the approach to understanding university social responsibility (USR) among the academic and university administrative staff.

The quantitative research was conducted on a group of 1,160 respondents from the chosen university. The survey contributes to the discussion about the needs and expectations regarding USR. The data were subjected to reliability verification and statistically tested.

The study revealed that academic and university administrative staff pay attention to different aspects of USR. The differences appear in expectations of the senior and junior academic staff and when scientific disciplines are taken into consideration. It may suggest that not only the level of research performance but also the structure of academic staff can be a driver for corporate social responsibility benefits.

Research results can be helpful for proper designing of socially responsible activities regarding different groups of employees and enable a better understanding of the needs of employees regarding the creation of socially responsible activities at the university.

This study contributes to the literature by presenting the academic and university administrative staff’s attitude towards USR, giving better insights into their expectations and needs. Research findings contribute to the more grounded discussion on the topic and can be used by organizations to set goals and priorities for USR.

This paper aims to analyse the relationships between management innovation, marketing innovation, technological innovation and the personnel involved in science, technology and innovation activities.

The work used data from the Technological Development and Innovation Survey – Colombian Industry VII 2013–2014. Six logistic regression models are tested for the analysis with 2,045 manufacturing firms.

The results suggest that the probability to pursue technological innovation diminishes in those firms that introduce management and/or marketing innovations. The same happens in firms seeking non-technological innovations with the introduction of product and process innovations. The human side, administrative and technical staff, working on innovation projects plays a key role in the success of different types of innovations.

At this time, there is a need for research studies with new approaches that look at innovation beyond the technological domain and focus on the human side of innovation and other important aspects such as the managerial contribution to innovation. Theoretically, the work contributes to expanding the scarce literature on the proposed relationship and, as far as is known, it is the only one with empirical data for an emerging economy such as the Colombian one. Empirically, useful information is provided for the design of strategies that seek to improve firms' innovation performance.

Ways in which work in the civil service is controlled are examined. A matrix of staff control procedures is outlined on the basis of their function: direct, detect, correct and motivate; and their impact: impersonal or personal. The role of the line manager as controller is then considered.

Workplace violence against medical staff has become an endemic problem in the healthcare sector in Jordan. This study investigates the perceived main causes of workplace violence (medical staff, administrative, patients, patient's escorts and legislative) against physicians and nurses in public hospitals.

A self-administered questionnaire was used to collect data from a convenient random sample of 334 physicians and nurses employed in Jordanian public hospitals. Descriptive statistics and analysis of variance were used to answer questions and test hypotheses.

Findings indicated that the practice of the causes of workplace violence behaviors assessed by the participants is at a moderate level in Jordanian public hospitals with a mean value of 3.26. The causes of violence were reported as most causative to least causative: patient escort (M = 3.60), legislative (M = 3.56), patients (M = 3.40), administrative (M = 3.16) and medical staff related (M = 2.74), respectively. Analysis showed statistical differences in the participants' attitudes toward the causes of workplace violence behaviors due to their gender, job title, education level, experience and income.

This study has a significant practical contribution in providing information about the causes of workplace violence that will help health policymakers and hospital administrators to deter violence against medical staff. To reduce or eliminate the potential causes of violence, several actions can be taken, such as criminalizing violent behaviors, managing work pressure, staff shortages, developing comfortable and secure medical treatment settings, training the medical staff on aggression and stress management, and enhancing their communication skills with patients and their escorts. Findings also highlight the need for hospital management to develop protocols for reporting and dealing with workplace violence.

This is one of the first studies in the Arab context that examines the causes of workplace violence against medical staff.

Based on a review of professional staff (PS), which includes research managers and administrators, in 54 academic publications, I propose a novel definition for this category of staff: ‘degree holding university employees who are primarily responsible for developing, maintaining and changing the social, digital and physical infrastructures that enable education, research and knowledge exchange’. The proposed definition facilitates the development of new research questions that target the level of the organisational fields of higher education and science, to complement research on the university and individual levels. This view supports the study of the contributions of PS to higher education and science. I anticipate that such a broader focus will help to counter and nuance accounts of ‘administrative bloat’ by focusing on how PS as a group shape and are shaped by the organisational fields of higher education and science, rather than dismissing them as superfluous or parasitic.

The current thrust towards devolution of power to schools has altered and expanded the principal′s role. Principals are being made responsible for school review and planning, local selection of staff, school‐based staff development, performance appraisal, financial management, and the establishment of school councils. Principals need professional development to cope successfully with these new requirements. Reviews the immediate administrative training needs of school leaders, and then examines the dilemma universities face in providing appropriate administrative development. A new fee‐paying programme is proposed as a way for universities to fulfil academic responsibilities while providing school leaders with knowledge, skills and confidence for their emerging school self‐management responsibilities.

Gives direction as to how administrative quality at a university can be measured on an interval scale. The measure is based on a model of academic staff perceptions in relation to central, faculty or school administration (as the case may be). The Australian Government set up a new Australian University Quality Agency in 2001 and one of its objectives is to measure quality in administration (management). Proposes that academic staff perceptions of administrative quality consist of two first order aspects, operationally defined by a number of second order aspects. The 21 stem‐items measuring each second order aspect are set up in Guttman patterns, conceptually ordered by increasing “difficulty”. Academics are asked to respond to each of the 21 stem‐items in two parts, conceptually ordered from “easy” to “hard”. This model has been pilot tested successfully with a small sample (N = 27) and is now ready for a full test.

Examines how data on job stress, health, anxiety and daily hassle were collected via survey questionnaires from 1,925 staff at Monash University campuses. The sample included academic, general, administrative, technical and library staff, with both genders and representation from age, employment and seniority groupings. Shows that results indicated significant positive relationships between job stress and anxiety, daily hassle, and health, the latter suggesting that self‐reported stress at work was associated with absence from work, visits to medical practitioners, and frequency of illnesses and accidents. Reports comparisons across campus, gender, age and job type, and makes some overall contrasts between these data and those previously reported for a rural university. Discusses implications for health promotion among university staff.

The purpose is to assess the patient safety culture perceived by healthcare and administrative staff in a Brazilian hospital and examine whether education and experience are related to positive perceptions.

A descriptive–analytical case study was carried out at Ernesto Dornelles Hospital, a private Brazilian institution. The Brazilian version of the Hospital Survey on Patient Safety Culture was used to assess the perceptions of 618 participants, of whom 315 worked in healthcare assistance and 303 in administrative services. The main outcome was the percentage of positive responses, and the independent variables included the type of work, schooling and length of experience.

None of the twelve dimensions was strengthened. The percentage of positive responses was the highest for “Hospital management support for patient safety” (67.5%), and the lowest was for “Nonpunitive response to error” (29%). The healthcare staff had a slightly higher average than the administrative staff. The percentage of positive responses from professionals with undergraduate or graduate degrees was higher for the eight dimensions of safety culture. The length of hospital experience was not associated with any dimensions.

This study explored the influence of education and professional experience on the perception of patient safety in healthcare and administrative staff from a private institution. These approaches allow to know with greater depth and clarity factors that are related to the patient safety culture and, thus, have more consistent evidence to support interventions in specific needs.