Search results

This study examines the enabling factors and practices that foster knowledge management in museums and the impact of those factors and practices on museums' performance and public value.

The authors conducted an exploratory survey of senior leaders of 191 small and mid-sized museums in the United States. The survey tested a novel conceptual model that integrates the constructs of knowledge management enablers, knowledge management orientation and organizational performance. Descriptive and inferential statistical analyses of survey data were conducted to identify both the presence and dimensions of these constructs as well as the nature of the relationships among them.

The results of this study identified strong and significant predictive relationships between the constructs of its novel conceptual model. However, findings also identified key gaps in how museums create, manage and share organizational knowledge. These gaps limit their organizational performance and their ability to create public value. The authors identify specific factors and practices that enable museums to improve their organizational performance and increase their public value.

As the first empirical study of knowledge management enablers and knowledge management orientation in museums, this research not only adapts the study of these constructs to the museum sector, but it develops a novel conceptual model that links these constructs to multiple dimensions of a museum's organizational performance and public value. This research sets the stage for new study of knowledge management in museums; it also provides valuable insights for museum leaders.

This paper aims to explore the content of the psychological contract (PC), i.e. work-family conflict (WFC), family-work conflict (FWC), work overload (WO) and work autonomy (WA) and its impact on well-being (WB), i.e. job satisfaction (JS), family satisfaction (FS), life satisfaction (LS), through the mediation of psychological distress (PD).

The current study has adopted a quantitative approach and a cross-sectional research design with a snowball sampling technique. The sample size consists of 400 employees from the banking sector. SPSS and AMOS 20v has been used for structural equation modelling to give empirical findings from the responses collected.

The current study has checked the relationship between PC and WB through the mediation analysis of PD. WA was not affecting the WB of banking employees. The study found that there was partial mediation. It was also proven that the lower the breach of PC lower the PD, and the higher the WB.

The current study has tried to explain the content of PC among the employees of the banking sector and how that is associated with WB. There was limited work from which showcase the WFC, FWC and WO from the view of PC theory, and it affects different WB, i.e. JS, LS and FS.

Avoidable voluntary turnover negatively impacts an organisation’s workforce and decreases its sustainability and productivity. His Majesty’s Prison and Probation Service’s (HMPPS) leaving rates are among the highest in the public sector. The purpose of this study is, thus, to support HMPPS in improving Band 3 prison officers’ (POs) retention and in developing an effective employee retention strategy.

Grounded in retention literature, the present study uses a mixed-methods, cross-sectional, phenomenological research design. Primary data was gathered using an online qualitative survey, which was sent to POs working at a public sector prison in the Northwest of England with less than five years of work experience.

The results highlight the impact of career development and training and development due to their importance to POs in comparison to the POs’ dissatisfaction with HMPPS’ performance in both factors. Furthermore, most expectations of retention factors were only partially met, illustrating the need to reform the existing recruitment process and the translation of expectations into the reality of the role. In conclusion, HMPPS should focus attention on performance-improvement, especially in relation to career development and training and development, as well as investigating and reforming the current recruitment processes.

Recommendations to improve the retention of POs include the improved management of career plans, an increased selection of managers based on their management abilities, increasing training opportunities and equating staff's access to them, and evaluating the effect of payment boosts.

The role of POs and their professional environment has not previously been combined with contemporary retention literature. To the best of the authors’ knowledge, this research paper is the first of its kind using qualitative data to understand retention in the English and Welsh prison service.