Unheard Voices: Why Former Child Welfare Workers Left Their Positions

This mixed methods study used a snowball sample (n = 54) to capture retrospective insight from former public child welfare workers about job satisfaction and reasons they left their positions. Responses to open-ended questions suggested a theme of lack of organizational support as the primary reason they left. Former workers also reported that they wanted a voice and someone to hear their concerns, greater recognition, and opportunity to practice self-care. Quantitatively, workers in their positions 8 years or longer were the most satisfied on a 19-item global scale examining job satisfaction. Respondents were unhappy with their workloads and emotional impact of their positions.     

追寻非政府组织实践的伦理维度

非政府组织的实践具有典型的伦理特征.基于志愿精神的行动肩负着组织发展、社群德性建构和文化创造的三重价值负载使非政府组织的实践呈现出多元伦理面向和多层面道德内涵.在现代社会专业化和市场化的工具理性支配下,管理思维过度侵入非政府组织理念,形式化道德准则扦格日常道德生活,文化适应的困难导致本土融入受限,构成了非政府组织实践中...     

Recruitment and selection practices among non-governmental organizations (NGOs) in Ghana

Taking into consideration the eugenic nature and perspective of high-performance human resource management functions on organizational effectiveness, the authors examined managerial and employee level of recruitment and selection on operational performance with emphasis on human capital and three indicators of organizational commitment (affective, normative, and continuous) as mediators. Questionnaires totaling 282, 122 for managerial level and 160 for employee level, were administered. A multilevel analysis of data were conducted on a selected number of Ghanaian NGOs using Statistical Package for Social Sciences (SPSS). The study revealed that recruitment and selection ideally leads to improved operational performance, however, this affiliation can be enhanced through the inescapable role of human capital and the three commitment indicators (affective, normative, and continuous). It was also exposed that effective recruitment and selection leads to a desirable employee’s level of affective, normative and continuous commitment, which also have greater influence on the operational performance. The study is thus considered very significant contextual support to existing literature and practitioners since not much of such work has been done in the Ghanaian context. Therefore, the current study implicates recruitment and selection, human capital, and the three commitment levels as a core value-creating ability that drives non-governmental organizations performance.     

Communication uncertainty and the fictional role of organizational culture

This theoretical investigation aims to critically analyze the concept of organizational culture as an example of ＂organizational fiction＂. In order to benefit from unveiling organizational fictions, it is necessary to be aware of how illusion is linked to stability and predictability. It is here proposed to consider communicational uncertainties as positive qualities in flexible organizations, where communicative flows between organizational spheres and individual spaces of employees or managers engender new ideas and foster creativity. Thus, a strong organizational culture, especially in intercultural contexts, may be a barrier to organizational health, but a strong and unified corporate identity is necessary to guarantee organizational stability and cohesion. The solution is the interplay between stability and contingent openness toward external influences.     

中国农民组织化的发展空间研究——以北部湾经济区农民组织化为例

伴随着中国社会的深度转型进程,当前中国农村组织结构与农民组织方式发生了深刻变革。该文基于社会学的理论维度,以北部湾经济区农民组织化为例,着力从组织功能视角深入探讨社会转型期中国农民组织化的发展空间问题,以期更好地推进中国现代化建设进程。     

论村民委员会作为乡村社会维权性组织的可能与路径

“三农”问题的实质是农民权益问题,作为村民自治组织的村民委员会应成为维护乡村社会权益的组织依托;当前在我国乡村治理的实践中,乡村自治性组织的维权性功能存在着缺位、错位和异化的现象,这是由诸多原因造成的;在社会主义新农村建设中应着力构建以保障农民权益为根本的乡村治理新机制,推进乡村自治组织的社会性复归;通过政治环境的发展、制度机制的重构、文化观念的培育,挖掘和塑造村民自治性组织作为村民群众维权性组织的组织资源和实践能力。     

试论工会干部应对突发事件的能力提升

突发事件是指在一定区域内突然发生的,规模较大且对社会产生广泛负面影响的,对公众生命和财产构成严重威胁的事件和灾难。在应对突发事件的过程中,工会组织要正确定位与党委、政府、企事业行政的关系,工会干部要努力提升应对突发事件的能力。     

Fostering Constructive Action by Peers and Bystanders in Organizations and Communities

Peers and bystanders play important roles in organizational and community conflict management. Bystanders often learn relevant information and have opportunities to act in ways that can affect three of the basic functions of a conflict management system (CMS.) They can help (or not help) to identify, assess, and manage behaviors that the organization or community deems to be “unacceptable.” Examples in which bystanders play important roles include sexual and racial harassment, safety violations, unethical research, national security violations and insider threats, cyber‐bullying and cyber‐sabotage, violence, fraud, theft, intimidation and retaliation, and gross negligence. Bystanders often are a missing link in conflict systems. For the purposes of this article, I define peers and bystanders as people who observe or learn about unacceptable behavior by others, but who are not the relevant supervisors, or who knowingly engage in planning or executing that behavior. I define CMS managers as all those people, including line managers, who have responsibility for managing conflicts. Conflict managers face many challenges in fostering constructive behavior from bystanders. The interests of bystanders may or may not coincide with the interests of conflict systems managers in an organization or community. Bystanders often have multiple, idiosyncratic, and conflicting interests, and experience painful dilemmas. In addition, peers and bystanders, and their contexts – often differ greatly from each other. Blanket rules about how all bystanders should behave, such as requirements for mandatory reporting, are often ineffective or lead to perverse results. Bystanders are regularly equated with “do‐nothings,” in the popular press. In real life, however, helpful bystander actions are common. Many bystanders report a wide variety of constructive initiatives, including private, informal interventions. In this article, I report on forty‐five years of observations on bystanders in many milieus. I present what bystanders have said are the reasons that they did not – or did – take action, and what can be learned to help organizations and communities to support bystanders to be more effective when faced with unacceptable behavior.     

Public Service Motivation,Organizational Social Capital,and Knowledge Sharing in the Korean Public Sector

This article investigates whether public service motivation (PSM) and organizational social capital predict knowledge sharing in the public sector. The hypothesized relationships in the proposed model are verified with the online survey data of 506 public employees in Korea. The test results show that the two dimensions of PSM (attraction to public service and commitment to public values) and the trust component of organizational social capital are both positively related to knowledge sharing in the Korean public sector, and that the associability component of organizational social capital is indirectly associated with knowledge sharing through its influence on PSM. The article discusses the ways that PSM and organizational social capital may contribute to overcome the social dilemma of knowledge sharing in public organizations. It also suggests that there is need for further research on the individual dimensions of the PSM construct.     

Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

This study investigates the relationship between public employees' satisfaction with work‐life balance policies (WLBPs) and organizational commitment in the relatively unexplored Philippine context. Our findings show that (i) employees' overall satisfaction with WLBPs is positively related to organizational commitment, (ii) when specific WLBPs are examined, only satisfaction with health and wellness programs are positively associated with organizational commitment, and (iii) when accounting for employees' preferences for WLBPs, compensatory time‐off, childcare policy, health insurance benefits, and paid sick leave are positively related to organizational commitment. The findings indicate that understanding which WLBPs employees prefer is important before implementing WLBPs. The article discusses the theoretical and practical implications of this study in the developing country context. Copyright © 2017 John Wiley & Sons, Ltd.