Organizational Behavior Management in Large Residential Organizations

ABSTRACT

This paper suggests larger residential organizations have a unique contribution to offer people with developmental disabilities who require managed environments or research solutions to their living needs. It claims no organization should be managed to be “institutional” regardless of its size, but that size alone is not the sole determinant of self-motivated service delivery. A move toward adoption of short-term goals geared to the immediate benefit of people with developmental disabilities and away from more traditional yearly developmental goals is cited as the key to keeping residential organizations focused on the consumers of their service. However, in order to utilize the unique advantages of larger organizations, these organizations will need to solve the problems created by having large groups of people living in close proximity and managed by multiple managers. A brief review of six general steps to organizational management is offered as the outline for effective management. An emphasis is placed on a need for immediate supervisors to have upper level administrator support to carry out these six managerial steps and to receive continuous feedback from consumers and staff on the acceptability of this service. In addition, because of their large size, history of abuses, and/or lack of consumer self-advocacy, larger residential organizations appear to have a special responsibility to show how they emphasize the concerns of their consumers over the institutional concerns of organizational survival.     

Psychological Approaches to Values in Organizations and Organizational Behavior Management

Researchers studying individual and organizational value congruence are concerned with the degree to which the values of the employee and the organization for which he or she works agree and the affective outcomes that more or less agreement might predict. While a robust area of research, the applications following from it are somewhat limited. This paper reviews the concepts and research findings concerning value congruence, discusses various behavioral interpretations of the values construct, applies those interpretations to the organizational level, and offers recommendations for how these interpretations might point to more successful organizational change initiatives.     

The Scientific Visualization of Organizations: A Rationale for a New Approach to Organizational Modeling*

This article examines the rationale for the application of a new research tool, scientific visualization, to the study of organizations. Based upon a general theory of visualization, the ability to simultaneously display both variables and organizational entities should allow for easier and more widespread analysis of organizational research issues. Applications and future directions for both research and praxis are discussed.     

信号管理视角下的组织高层与组织合法性关系探讨

从制度理论和高层梯队理论的基本观点出发,探讨组织高层与组织合法性之间的关系.在一定的制度背景之下,组织高层利用信号行为来获取合法性,这是信号管理相关理论所描述的一个基本现象,也是基于战略视角合法性研究的一个基本思路.遵循此思路,回顾了国内外相关的理论与实证研究,尝试给出一个综合性的概念模型.     

Socially Responsible Human Resources Management,Perceived Organizational Morality,and Employee Well-being

Public Organization Review - The aim of this investigation is to explore the process linking socially responsible human resource management (SRHRM) to employee well-being. The data were collected...     

The Blind Spot in Risk Ethics: Managing Natural Hazards

Many risk scholars recognize the importance of including ethical considerations in risk management. Risk ethics can provide in‐depth ethical analysis so that ethical considerations can be part of risk‐related decisions, rather than an afterthought to those decisions. In this article, I present a brief sketch of the field of risk ethics. I argue that risk ethics has a bias toward technological hazards, thereby overlooking the risks that stem from natural and semi‐natural hazards. In order to make a contribution to the field of risk research, risks ethics should broaden its scope to include natural and semi‐natural hazards and develop normative distribution criteria that can support decision making on such hazards.     

Diversity as a Basis for Shared Organizational Identity: The Norm Congruity Principle

Although the social identity approach is generally used to explain the negative consequences of diversity for the formation of a common identity within organizations, we propose that social identity processes can also lead employees to evaluate their differences in a positive way. We propose norm‐congruency as a central principle to understand these issues. We argue that when differences among team members in organizations are congruent with norms and expectations, diversity can become a basis for organizational identification.     

Managing Employee Compliance with Information Security Policies: The Critical Role of Top Management and Organizational Culture*

We develop an individual behavioral model that integrates the role of top management and organizational culture into the theory of planned behavior in an attempt to better understand how top management can influence security compliance behavior of employees. Using survey data and structural equation modeling, we test hypotheses on the relationships among top management participation, organizational culture, and key determinants of employee compliance with information security policies. We find that top management participation in information security initiatives has significant direct and indirect influences on employees’ attitudes towards, subjective norm of, and perceived behavioral control over compliance with information security policies. We also find that the top management participation strongly influences organizational culture which in turn impacts employees’ attitudes towards and perceived behavioral control over compliance with information security policies. Furthermore, we find that the effects of top management participation and organizational culture on employee behavioral intentions are fully mediated by employee cognitive beliefs about compliance with information security policies. Our findings extend information security research literature by showing how top management can play a proactive role in shaping employee compliance behavior in addition to the deterrence oriented remedies advocated in the extant literature. Our findings also refine the theories about the role of organizational culture in shaping employee compliance behavior. Significant theoretical and practical implications of these findings are discussed.     

Organizational Memory: From Expectations Memory to Procedural Memory

Organizational memory is not just the stock of knowledge about how to do things, but also of expectations of organizational members vis‐à‐vis each other and the organization as a whole. The central argument of this paper is that this second type of organizational memory –organizational expectations memory– is a necessary precondition for successfully creating and maintaining organizational procedural memory, which is at the basis of organizational performance. If members of organizations have fewer expectations of being rewarded beyond what is stipulated in formal contracts, these individuals are less likely to risk investing in collective tacit and firm‐specific knowledge resources and more likely to focus on building individual and mobile knowledge resources that have value outside the boundaries of the organization. A case study of latent organizations in the Dutch film industry is presented to support the central argument and suggests further avenues of research, in particular concerning the effects of labour mobility on organizational expectations memory.     

A Behavioral Approach to Organizational Change: Reinforcing Those Responsible for Facilitating the Climate and Hence Promoting Diversity

Despite the passage of the U.S. Civil Rights Act in 1964, cries can still be heard for a more diverse workforce. Among the difficulties are retaining often sought-after women and minorities. In this 2-year demonstration, change agents—the provost, deans, and heads of departments/schools of a large public university—were helped to deliberately and directly change the milieu of their departments and schools so as to encourage faculty to remain. Uniquely suited to organizational change, the behavioral approach identifies constructive actions for change agents and, most importantly, provides proven strategies for motivating them. Fostering a supportive climate was defined in terms of change agents’ behaviors. The Building Behaviorally Based Climate Survey was developed and validated. Recognition and feedback were provided in what is typically a feedback desert. This reinforcement model can be used to create and sustain inviting atmospheres, hence enticing all faculty, including women and minority faculty, to stay, hence enabling a diverse workforce.     

The Determinants of Performance Management Outcomes in Public Organizations in Sub-Saharan Africa: the Role of National Culture and Organizational Subcultures

Public Organization Review - Performance management is one of the hottest topics in most countries today, and the rush for performance reforms has become a norm in Sub-Saharan Africa. However, few...     

直面中国管理实践研究的评价机制与评价原则——势科学视角

评价的本质是选择,选择的基础是"势",即信息量或信息势。所以,有效评价的基本机制和原则就是"生产最大的评价信息量、营造最大的评价信息势"。由于构成数学群的对称性结构具有最大的信息量及最大的信息势,因而,直面中国管理实践研究评价体系设计的基本原则,就是根据不同的管理环境和时代,寻找一组多元对称的指标,使这些指标构成具有数学群结构的指标体系,才能使复杂管理实践的理论评价成为有效的和科学的。由于中国管理情景下的"文化纠结"的复杂性超过了西方"线性独立"文化的复杂性,所以直面中国管理实践的评价研究,将具有包容西方管理实践的普适性。     

管理: 从系统性到复杂性

人们对管理从“简单的”向“复杂的”认知, 开始于感性直觉上的体验, 并逐渐向揭示本质属性的理性思维深化.本文基于现代科学技术体系的层次框架, 构建了系统科学与管理科学各自标识性概念之间的相互映射.在系统科学思维下, 系统性是一切管理活动的属性, 任何管理活动既是系统的实践, 也是实践的系统.随着人类社会的发展, 管理实践与本质属性在整体上均呈现出从系统性到复杂性的演变趋势.复杂整体性已是各种复杂管理形态的重要起因和深刻内涵, 这是在当今管理领域实现多学科融合, 破解复杂性难题重要的实践逻辑与理论逻辑.     

From Resources to Value and Back: Competition Between and Within Organizations

Examining the relationship between the competitive processes between and within organizations, we use selection system theory to link resource value to product value. We identify three dimensions (in‐selection, before‐selection and after‐selection) that facilitate determining the value of resources based on the functions they serve in the competitive process between organizations in the product market, i.e. the external selection system. Subsequently, we use these dimensions to explore the competitive process among resource providers within organizations, i.e. the internal selection system. This leads us to formulate three propositions that link the competitive process within organizations to the competitive process between organizations. First, we posit that if resources that individually score highly along only one of the three dimensions are bundled, it is more likely that organizational performance can be sustained. Second, we argue that providers of resources scoring highly along multiple dimensions will enjoy stronger means of appropriation in comparison with providers of resources scoring highly along only one of the three dimensions. Third, we contend that the extent to which an organization endeavours to remunerate its resource providers based on their perceived contribution to the organization's competitive position has a curvilinear (inverted U‐shaped) relationship with organizational performance.     

From Customer‐Oriented Strategy to Organizational Financial Performance: The Role of Human Resource Management and Customer‐Linking Capability

Drawing on the organizational capabilities literature, the authors developed and tested a model of how supportive human resource management (HRM) improved firms’ financial performance perceived by marketing managers through fostering the implementation of a customer‐oriented strategy. Customer‐linking capability, which is the capability in managing close customer relationships, indicated the implementation of the customer‐oriented strategy. Data collected from two emerging economies – China and Hungary – established that supportive HRM partially mediated the relationship between customer‐oriented strategy and customer‐linking capability. Customer‐linking capability further explained how supportive HRM contributed to perceived financial performance. This study explicates the implication of customer‐oriented strategy for HRM and reveals the importance of HRM in strategy implementation. It also sheds some light on the ‘black box’ between HRM and performance. While making important contributions to the field of strategy, HRM and marketing, this study also offers useful practical implications.     

Understanding Knowledge Management in Public Organizations through the Organizational Knowing Perspective: a Systematic Literature Review and Bibliometric Analysis

Public Organization Review - This study aims to explore the phenomenon of KM within public organizations through the ‘organizational knowing’ perspective. It was conducted a systematic...     

战略人力资源管理与组织绩效关系研究的新框架：理论整合的视角

人力资本理论、行为理论和资源理论是研究者们研究战略人力资源管理和组织绩效之间关系的常用理论基础,但单一的理论基础不能完全揭示战略人力资源管理对组织绩效的作用机制。为此,首先分析比较了3种理论基础各自的研究框架及研究现状;然后,基于理论整合的视角构建了战略人力资源管理与组织绩效关系研究的新框架;最后,对该领域研究的未来发展趋势进行了展望。