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Title: THE ROLE OF CULTURAL VALUES IN ORGANIZATIONAL ATTRACTION.
Creator: Muniz, Elizabeth, Dipboye, Robert, University of Central Florida
Abstract / Description: The United States' (U.S.) workforce is more diverse than in previous decades in terms of race, gender, and native language (Fay, 2001). Such demographic shifts have changed how organizations attract applicants and how they motivate, reward, and retain employees (McAdams, 2001). Furthermore, organizations benefit from diversity by: (a) attracting the best talent available in the workforce (Cox, 1993), (b) increasing their product marketability to customers (Deshpande, Hoyer, & Donthu, 1986...
Show moreThe United States' (U.S.) workforce is more diverse than in previous decades in terms of race, gender, and native language (Fay, 2001). Such demographic shifts have changed how organizations attract applicants and how they motivate, reward, and retain employees (McAdams, 2001). Furthermore, organizations benefit from diversity by: (a) attracting the best talent available in the workforce (Cox, 1993), (b) increasing their product marketability to customers (Deshpande, Hoyer, & Donthu, 1986; Redding, 1982), and (c) fostering creativity, innovation, problem solving, and decision making in employees (Thomas, 1999; Thomas, Ravlin, & Wallace, 1996; Watson, Kumar, & Michaelsen, 1993). Given such benefits, organizations should attend to initiatives that facilitate the attraction of applicants from diverse backgrounds. Research has demonstrated that applicants use information about human resource systems, such as rewards, to form judgments about the perceived fit between them and the organization (Bretz & Judge, 1994; Schneider, 1987). For instance, organizations with policies accommodating work and family issues attract applicants preferring such benefits. Because reward systems influence applicants' opinions about the relative attractiveness of organizations (Lawler, 2000), it is important to determine the factors that influence such preferences. Motivation theories, such as the Theory of Reasoned Action, suggest that preferences toward reward systems are guided by individuals' values (Fishbein & Ajzen, 1975; Vroom, 1964). Such values, in turn, cause differences in reward preferences and organizational attraction. The purpose of this study was to investigate the relation of individuals' cultural values to the attraction of organizations offering different kinds of reward systems. More specifically, it sought to test three hypotheses. Hypothesis 1 predicted that there would be a two-way interaction between collectivism and the type of organization on organizational attraction. Hypothesis 2 predicted that there would be a two-way interaction between individualism and the type of organization on organizational attraction. Hypothesis 3 predicted that there would be a positive relation between collectivism and subjective norms used in organizational attraction. To test the three hypotheses, data from 228 participants were analyzed to evaluate their level of attractiveness to two different types of organizations (i.e., career-oriented vs. family-oriented). Findings for the test of Hypothesis 1 indicated that there was a joint effect between collectivism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of collectivism. The slope of the regression line for the family-oriented organization was steeper than the slope of the regression line for the career-oriented organization. Results for the test of Hypothesis 2 indicated a joint effect between individualism and the type of organization on organizational attraction. The slopes of the regression lines for each type of organization (i.e., family-oriented and career-oriented) differed as a function of individualism. The slope of the regression line for the career-oriented organization was steeper than the slope of the regression line for the family-oriented organization. Findings for the test of Hypothesis 3 showed that collectivism was related to subjective norms. Results indicated that the more collective the individual, the higher the subjective norms. In addition, supplementary analysis showed that individualism was not related to subjective norms. Taken together, results from the tests of the three hypotheses support components of the Theory of Reasoned Action, and the premise that values are a factor related to an individual's attraction to a particular organization. The current study showed that the cross-cultural values of individualism and collectivism help predict organizational attraction. Based on these results, practical implications, contributions to theory, study limitations, and future research are discussed for designing organizational attraction strategies for a culturally diverse workforce.
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Date Issued: 2007
Identifier: CFE0001859, ucf:47395
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0001859

Title: Unintentionally unethical: How uncivil leaders violate norms and hurt group performance.
Creator: Coultas, Christopher, Salas, Eduardo, Salazar, Maritza, Burke, Shawn, Fritzsche, Barbara, University of Central Florida
Abstract / Description: Incivility is a common form of low-grade aggression that lacks a clear intent to harm, that violates community norms and values for interpersonal conduct, and is often chronic in nature (Andersson (&) Pearson, 1999; Cortina, Magley, Williams, (&) Langhout, 2001). Because of its subtleties, it is difficult at times to detect and even more difficult to prevent. However, it is an essential phenomenon to research, due to its ubiquity and negative impact on worker outcomes such as job satisfaction...
Show moreIncivility is a common form of low-grade aggression that lacks a clear intent to harm, that violates community norms and values for interpersonal conduct, and is often chronic in nature (Andersson (&) Pearson, 1999; Cortina, Magley, Williams, (&) Langhout, 2001). Because of its subtleties, it is difficult at times to detect and even more difficult to prevent. However, it is an essential phenomenon to research, due to its ubiquity and negative impact on worker outcomes such as job satisfaction and psychological health (Cortina et al., 2001). Incivility instigated by those in authority may be an even bigger problem, due to victims' fear of retaliation in the event that they choose to report the incivility (Estes (&) Wang, 2008). Furthermore, as the global economy shrinks and intercultural interactions become the rule rather than the exception, the norms for (")good interpersonal conduct(") become blurred, leading to even greater and more frequent incivility (Milam, Spitzmueller, (&) Penney, 2009; Pearson (&) Porath, 2005). Yet while it logically follows that incivility may be defined differently across different cultures, little research has been done on this topic. Furthermore, it is unclear how to (")fix(") the incivility problem in the workplace. Pearson and Porath (2005) suggested that organizational norms strongly endorsing civility could mitigate the occurrence of workplace incivility. The purpose of this research is to test the effects of internal cultural values and external group norms on perceptions of and reactions to leader incivility in a group setting.To test this, I manipulated leader incivility, cultural values, and group civility norms in a laboratory setting. Participants were exposed to a cultural value prime in which they were primed to endorse either high or low power distance values. Then, in a group setting, participants were presented with either a pro-civility or neutral group norm, and proceeded to engage in a groupivdiscussion with a confederate leader. This confederate leader was inconspicuously selected from among the participants and followed a script in which he consistently engaged in incivility towards both group members while conducting the group discussion. After completing the group discussion, the leader left for leader training and the participants engaged in an interdependent business simulation. At periodic segments throughout the experiment, I assessed participants' affective states as well as their perceptions of interactional justice and intragroup conflict.Regression analyses generally supported hypotheses regarding the moderating effect of values on perceptions of and reactions to incivility. Power distance predicted individuals' assessment of justice in the face of leader incivility; the interaction effect of power distance values and civility norms approached (but did not achieve) significance. Justice perceptions were strongly negatively correlated with participants' experience of anger; anger was found to mediate the relationship between participants' justice assessments (when the leader was present) and their perceptions of intragroup conflict (when the leader was absent). Power distance values and civility norms both moderated the relationship between anger and individual-level perception of intragroup conflict. At the group level of analysis, relationship conflict negatively predicted group performance, but task conflict positively predicted group performance, when there were pro-civility norms in place. These findings have implications for diverse organizations attempting to promote justice, harmony, and civility within their organizations. Incivility is a nuanced phenomenon and one that is perceived and responded to differently across individuals. Cultural values play a role, but so do organizational norms. Future research is needed to explore further the interactive effects of cultural values and organizational norms, and how organizations can leverage these to prevent the occurrence and negative consequences of workplace incivility.
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Date Issued: 2012
Identifier: CFE0004667, ucf:49899
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004667

Title: SOCIAL WORK VALUES AND HOSPITAL CULTURE: AN EXAMINATION FROM A COMPETING VALUES FRAMEWORK.
Creator: Evans, Amanda, House, Jess, University of Central Florida
Abstract / Description: The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization....
Show moreThe purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.
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Date Issued: 2005
Identifier: CFE0000866, ucf:46673
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0000866

Title: Three Studies Examining The Effects of Informal Management Control Systems and Incentive Compensation Schemes on Employees' Performance.
Creator: Akinyele, Kazeem, Arnold, Vicky, Sutton, Steven, Tian, Yu, Libby, Theresa, University of Central Florida
Abstract / Description: This dissertation is comprised of three studies investigating the effects of informal management control systems (MCS) and different types of incentive compensation schemes on employees' performance. Prior research describes informal MCS as implicit sets of structures that management adopts to encourage employees to act in a way that aligns with overall organizational goals (Berry et al. 2009). Management usually puts informal MCS in place to inspire self-regulation behaviors among employees;...
Show moreThis dissertation is comprised of three studies investigating the effects of informal management control systems (MCS) and different types of incentive compensation schemes on employees' performance. Prior research describes informal MCS as implicit sets of structures that management adopts to encourage employees to act in a way that aligns with overall organizational goals (Berry et al. 2009). Management usually puts informal MCS in place to inspire self-regulation behaviors among employees; hence, management may not reward or penalize employee behavior that is consistent or inconsistent with this informal MCS (Berry et al. 2009; Christ et al. 2008). Informal controls are implied by social pressures, such as employees' feedback, and management communication, such as a value statement or the organizational culture, where no explicit enforcement measures exist (Berry et al. 2009; Kachelmeier, Thornock and Williamson 2015). The first study examines whether the presence of a value statement (an informal MCS) can be used to motivate employees to perform important, but uncompensated subsequent tasks. The second study extends the first study by examining whether the interactive method of delivery of a value statement (informal MCS) can be used in conjunction with an incentive scheme to improve employees' performance. Lastly, the third study investigates the impact of an important aspect of organizational context, specifically organizational culture (informal MCS), and different types of incentive compensation schemes on strategy surrogation. The first study investigates whether the presence of a value statement (an informal MCS) can be used to motivate employees to perform important, but uncompensated tasks. Additionally, this study seeks to examine the type of incentive scheme that will result in the highest subsequent uncompensated task performance in the presence of an organizational value statement. Considering that incentive contracts cannot completely govern all the employees' responsibilities (Christ, Emett, Summers and Wood 2012), this study investigates how employees will perform their important but uncompensated tasks. The study shows that under fixed pay compensation, the presence of a value statement improves the performance of employees compared to the absence of a value statement. Conversely, under a piece rate incentive compensation, the presence of a value statement negatively influences the performance of employees in the important but uncompensated task. The study also shows that the intrinsic motivation of employees operating under piece rate compensation is more likely to be crowded out by their incentive pay relative to employees operating under a fixed wage. The second study examines whether the interactive method of delivery of a value statement (informal MCS) through electronic integration can be used in conjunction with an incentive scheme to improve employees' performance. Prior research shows that effectiveness of incentive systems is influenced by the presence or absence of a nonbinding value statement in the organization. A value statement is a declaration that communicates an organization's priorities and core beliefs to its customers and employees. Drawing upon the mere-exposure effect, the results of the study show that the employees who experience the interactive delivery of a value statement do not perform significantly better than employees who experience the passive delivery of a value statement. However, employees who receive a piece-rate incentive perform significantly better than employees who receive a fixed pay incentive. As predicted, the method of delivery of an organizational value statement moderates the effectiveness of a fixed pay incentive scheme.The third study draws upon the theory of inattentional blindness to investigate whether different types of organizational culture, control dominant or flexibility dominant, impacts strategy surrogation. Strategy surrogation occurs when managers focus on the measures in the SPMS on which they are compensated and completely or partially lose focus on the overall strategic objectives of the organization (Choi et al. 2012, 2013). Organizational culture is defined as a set of dominant values, beliefs, and assumptions that governs how people behave in organizations (Henri 2006). The results of the study show that there is no significant difference between employees operating under a control-dominant culture and employees operating under a flexibility-dominant culture. Similarly, the type of organizational culture does not moderate the relationship between incentive systems and strategy surrogation. However, employees operating under a pay-for-performance compensation scheme significantly surrogate more than employees operating under a fixed pay compensation scheme.Collectively these studies contribute to management accounting research by examining how different types of informal MCS such as organizational value statement and organizational culture interact with incentive compensation scheme. Specifically, these three studies highlight how and when we can use informal MCS to improve employees' performance as well as their decision making in the organization. Study one contributes to research and practice by highlighting situations where a pay-for-performance incentive scheme may result in unintended consequences. Study two contributes to the management control literature by demonstrating how utilizing technology can enhance the delivery of an organization's value statement and ultimately improve employees' performance. Study three contributes to the incentives and organizational culture literature as well as strategy surrogation research by examining institutional factors that may inhibit or exacerbate surrogation.
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Date Issued: 2017
Identifier: CFE0006850, ucf:51783
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006850

Title: AN ANALYSIS OF THE RELATIONSHIP BETWEEN JOB SATISFACTION, ORGANIZATIONAL CULTURE, AND PERCEIVED LEADERSHIP CHARACTERISTICS.
Creator: Amburgey, William, Bozeman, William, University of Central Florida
Abstract / Description: The purposes of this study were to determine if (a) there is a relationship between job satisfaction, organizational culture, and perceived leadership characteristics at a dual-residential private university based on location, gender, level of education, and length of employment and, (b) to measure those relationships if they were present. Understanding how these areas relate may enhance strategic planning and personnel decisions for leaders within organizations. The population of this study...
Show moreThe purposes of this study were to determine if (a) there is a relationship between job satisfaction, organizational culture, and perceived leadership characteristics at a dual-residential private university based on location, gender, level of education, and length of employment and, (b) to measure those relationships if they were present. Understanding how these areas relate may enhance strategic planning and personnel decisions for leaders within organizations. The population of this study was the 1,478 full-time faculty and staff located on the residential campuses of the participating university. Participants in the study were asked to complete three test instruments: an Employee Demographic Survey, Job Satisfaction Survey (JSS), and the Organizational Description Questionnaire (ODQ). The Employee Demographic Survey was designed by the researcher to collect demographic data from the population. The JSS was designed by Spector (1994) as an instrument to assess an employee's attitude toward variables such as pay, promotion, supervision, operating procedures, and communication. Designed by Bass and Avolio (1992), the ODQ measures how a member of the organization perceives the organizational culture in terms of transactional or transformational leadership characteristics. Findings indicated that the only statistically significant mean score differences between total scores on the JSS and ODQ occurred when length of employment was the independent variable. Statistically significant correlations were also observed between the mean total JSS score, the ODQ transactional leadership score, and the ODQ transformational leadership score. Further, the scores obtained from the ODQ were used to define the organizational culture typology. A Moderately Four I's, as described by Bass and Avolio (1992), was the dominant culture identification across all levels of independent variables.
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Date Issued: 2005
Identifier: CFE0000610, ucf:46517
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0000610

Title: IN THE PROCESS OF BECOMING: THE ORGANIZATIONAL CULTURE OF THE METROPOLITAN ACADEMIC LIBRARY.
Creator: Martin, Michael, Cintron, Rosa, University of Central Florida
Abstract / Description: Organizational culture may be defined as the shared norms, values, and beliefs of an organization. The culture expresses itself through symbols and sagas. Organizational culture shapes the behavior of those within the organization and provides a lens through which its members can interpret reality. This study sought to define the organizational culture of the Metropolitan Academic Library. The study was guided by Schein's five levels of cultural assumptions: assumptions about external...
Show moreOrganizational culture may be defined as the shared norms, values, and beliefs of an organization. The culture expresses itself through symbols and sagas. Organizational culture shapes the behavior of those within the organization and provides a lens through which its members can interpret reality. This study sought to define the organizational culture of the Metropolitan Academic Library. The study was guided by Schein's five levels of cultural assumptions: assumptions about external adaptation issues; assumptions about internal integration; assumptions about the nature of truth and reality; assumptions about the nature of time and space; and assumptions about human nature, activity, and relationships. In order to triangulate data, I gave the librarians and library technical assistants of the Metropolitan Academic Library the Martin Culture Survey. I then conducted a multi-day, on-site visit, where I interviewed members of the Metropolitan Academic Library, made observations about the library, and performed document analysis. I found the culture of the Metropolitan Academic Library to be "in the process of becoming." The culture present in the library was not deep or rich; however, I did find some shared values, symbols, and sagas. With a recent turnover in administration, change was a dominant story of the Metropolitan Academic Library. The librarians and library technical assistants valued campus engagement, the people within the library, and service to the library patrons. These values find symbolic recognition in the coffee shop located in the library, the Christmas party, and the reference desk. Popular sagas of the Metropolitan Academic Library include the story of its humble origins and the building renovation.
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Date Issued: 2011
Identifier: CFE0003585, ucf:48922
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0003585

Title: That's a Wrap! The Organizational Culture and Characteristics of Successfiul Film Crews.
Creator: Cook, Lisa, Mills, Lisa, Abel, Eileen, Cassanello, Robert, University of Central Florida
Abstract / Description: This study seeks to determine through survey research what characteristics film production crews possess that makes them so successful as an organization. The factors of age, gender, years of professional experience and education level were tested for their significance on how the respondents view their culture. Hofstede's six dimensions of organizational culture survey questions were rewritten to be applicable to the freelance film crew sample. The presentation of findings focuses on the...
Show moreThis study seeks to determine through survey research what characteristics film production crews possess that makes them so successful as an organization. The factors of age, gender, years of professional experience and education level were tested for their significance on how the respondents view their culture. Hofstede's six dimensions of organizational culture survey questions were rewritten to be applicable to the freelance film crew sample. The presentation of findings focuses on the resultant organizational profile of a film production crew, the workplace values of this group and the influence that the education level of the participants had on responses. The data presented here are valuable for organizational culture scholars, management scholars and those interested in applying the successful techniques of the film production crew to other business organizations.
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Date Issued: 2012
Identifier: CFE0004260, ucf:49515
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004260

Title: Sensemaking In Honors Scheduling.
Creator: Rowland, James, Musambira, George, Hastings, Sally, Katt, James, University of Central Florida
Abstract / Description: Honors courses offer students unique opportunities such as smaller class sizes, applied application of knowledge, and a closer mentorship with the faculty member. Through observation, there are some cases where courses have regularly been cancelled every term due to low enrollment. When these courses are often canceled, it can impact the honors program ability to continue to offer courses to the students. Using Weick's work on Sensemaking and principles of analyzing organizational culture,...
Show moreHonors courses offer students unique opportunities such as smaller class sizes, applied application of knowledge, and a closer mentorship with the faculty member. Through observation, there are some cases where courses have regularly been cancelled every term due to low enrollment. When these courses are often canceled, it can impact the honors program ability to continue to offer courses to the students. Using Weick's work on Sensemaking and principles of analyzing organizational culture, the study addressed how honors students are impacted by course cancellations and how they communicate about the impact. Through two focus groups with a total of eleven participants, information was gathered on how they constructed and communicated about their identity as honors students; their individual campus environments, and how those environments help to shape the communication culture they were part of; how they make scheduling decisions by extracting plausible cues from the communication they receive about course scheduling; and the impact of course cancellations on their honors experience.In defining honors and its incorporation into their identity, the students described how being in honors was a challenge to make themselves the best that they can be which included being part of an engaging community of scholars and of use to the community around. The two focus groups noted differences on how each campus provided a slightly different organizational culture: one more familiar and inviting, the other massive and resource filled, and with diversity in the type of students encountered. Course scheduling messages often were extracted from the course scheduling website, with little communication about what would be offered into the future beyond the immediate term. Students had to gather additional data from their fellow students, faculty, and the honors office. Students often searched for cues regarding time and location of the class, the impact to the degree program, and if the class will push the student in new and innovative ways to provide a deeper engagement with the material. Students were often impacted by course cancellations and the added stress of having to find replacement courses to avoid extending the time to complete the degree or risk financial repercussions with the loss of financial aid. These stressors do provide cues that can influence the degree of challenge a student is willing to accept or even degree completion.
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Date Issued: 2017
Identifier: CFE0006652, ucf:51249
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006652

Title: Managing Effective Collaboration among Law Enforcement, Intelligence Services, and Military Forces in Fight against Terrorism and Organized Crime.
Creator: Demirhan, Cihan, Kapucu, Naim, Hu, Qian, Feldheim, Mary Ann, Rivera, Fernando, University of Central Florida
Abstract / Description: The fight against terrorism and organized crime require strong collaboration between public security organizations. Public security networks include several agencies that are not bound to each other with strong hierarchical ties. Because of a lack of the strong hierarchical structure, managing public networks is not similar to managing a single government agency. This study aims to examine the factors influencing network effectiveness in the public security sector. The main research questions...
Show moreThe fight against terrorism and organized crime require strong collaboration between public security organizations. Public security networks include several agencies that are not bound to each other with strong hierarchical ties. Because of a lack of the strong hierarchical structure, managing public networks is not similar to managing a single government agency. This study aims to examine the factors influencing network effectiveness in the public security sector. The main research questions of the study are: Which factors are important for effectiveness in public security networks? What is the role of inter-organizational trust among partner agencies? Which kind of leadership style will achieve the highest performance in public security networks? What is the relative importance of goal convergence and organizational culture in network effectiveness? How does the relationship between inter-organizational trust, leadership style, goal convergence and organizational culture impact network effectiveness? In order to find these relations, a self-reported survey was sent to 2,095 current and previous Turkish public security network managers. The study found that inter-organizational trust and goal convergence have a positive relationship with network effectiveness. Although facilitator leadership is found to be the most common leadership style in Turkish public security networks, it is found as inappropriate to achieve higher network effectiveness. According to the results, the co-producer network leadership is the most convenient leadership style in terms of network effectiveness. While the results of the descriptive statistics confirm that six specific features of organizational culture in public security sector have negative influence on network effectiveness, the hypothesis testing with the covariance structure model only support the negative impact of competition among partner organization. This study contributes to the literature on network effectiveness with particular proposals for the public security managers and practitioners.
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Date Issued: 2014
Identifier: CFE0005479, ucf:50350
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0005479

Title: How Do They Fit In?: Millennials In The Workplace.
Creator: Richendollar, Carolee, Hastings, Sally, Weger, Harry, Musambira, George, University of Central Florida
Abstract / Description: In some organizations four generations work together creating a unique culture. Millennials are the second largest generation currently in the workforce. Organizational culture is affected by interpersonal communication. Interviews were conducted with 17 workers between the ages of 19 and 30. Interviews consisted of 22 open-ended questions regarding daily tasks, organized activities, and interpersonal interaction. The perspective of organizational culture was evaluated through personal, task,...
Show moreIn some organizations four generations work together creating a unique culture. Millennials are the second largest generation currently in the workforce. Organizational culture is affected by interpersonal communication. Interviews were conducted with 17 workers between the ages of 19 and 30. Interviews consisted of 22 open-ended questions regarding daily tasks, organized activities, and interpersonal interaction. The perspective of organizational culture was evaluated through personal, task, social, and organizational rituals. Membership categorization was used to determine common vocabulary used to identify with coworkers. Duck's theory on attraction was used to evaluate interpersonal behavior seeking to determine psychological attractors acting as catalysts for relationship building. Data found suggests that Millennials create a culture similar to the tribal example suggested in previous research. Rituals act as forms of cultural dissemination and strengthening. The use of membership categorization devices reflected the structure of the organization and relationships between coworkers. Using Duck's attraction theory, an analysis reflected the identification factors that act as catalysts for relationships. Psychological attraction was linked to common interests.
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Date Issued: 2013
Identifier: CFE0004919, ucf:49608
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004919

Title: ORGANIZATIONAL SUPPORT, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND PERCEIVED PERFORMANCE: ANALYSIS OF CRIME SCENE INVESTIGATION UNITS OF TURKISH NATIONAL POLICE.
Creator: Tongur, Aykut, Kapucu, Naim, University of Central Florida
Abstract / Description: Policing is more difficult than ever before in today's world since types of crime and criminal profiles change as a result of technological development and globalization. Police organizations should review their organizational and operational strategies to improve the fight against contemporary crimes and criminals. Behaviors and performance of police officers are very important in fighting crime. In this struggle, especially today, officers should exhibit organizational citizenship behaviors...
Show morePolicing is more difficult than ever before in today's world since types of crime and criminal profiles change as a result of technological development and globalization. Police organizations should review their organizational and operational strategies to improve the fight against contemporary crimes and criminals. Behaviors and performance of police officers are very important in fighting crime. In this struggle, especially today, officers should exhibit organizational citizenship behaviors and perform better. One of the most important factors affecting these two concepts in organizations is organizational support. The literature stresses the social exchange cycle and reciprocity rules in the relationships of organizations and their members. In this cycle, if the organization cares about its members and if members perceive that the organization is supportive, they feel obliged to behave positively, perform better, and help the organization to reach its goals and objectives. If they don't perceive organizational support, they won't care about the organization, either. Hypotheses were developed based on these assumptions in the literature. This study tested these assumptions in Crime Scene Investigation units of the Turkish National Police (TNP). Structural Equation Modeling (SEM) was used to analyze the relationships among variables of Perceived Organizational Support (POS), Organizational Citizenship Behavior (OCB), and Perceived Performance (PP). Measurement models for these three latent constructs were developed by deriving the indicators from the literature. Most earlier studies tried to figure out reasons of the OCB. This study has a different perspective that investigates both reasons and results of OCB. A survey was developed to measure the latent variables of the study, and 405 of approximately 3,000 Crime Scene Investigators in the Turkish National Police responded to the iv survey. Results of the study showed that the relationship between POS and OCB is positive and significant. This is consistent with the literature. The relationship between OCB and PP is also positive and significant, and this is also consistent with the literature. However, the relationship between POS and PP is negative and insignificant. This result contradicts the results of previous studies in the literature and can be attributed to the subjective nature of measuring individuals' perceptions. According to the literature, perceptions are subjective rather than objective; therefore, data coming from reports of individual perceptions may not reflect the actual situation. Demographic information of the participants served as the control variables of the study. Information about the education level, rank, age, gender, size of the unit, and tenure of the respondents was collected by way of the conducted survey, and the effects of these variables were analyzed on the endogenous variable of the study, Perceived Performance. This study found no significant relationships between these control variables and Perceived Performance. Therefore, all these control variables were removed from the Structural Equation Model of the study. This study revealed that the TNP needs to be more supportive toward its members in order to have officers show organizational citizenship behavior and perform better. The TNP should revise its policies, especially regarding rotations from one province to another, working hours, rewards, and overtime pay. These are all indicators of organizational support and will result in a higher performance level among officers.
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Date Issued: 2011
Identifier: CFE0004058, ucf:49124
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0004058

Title: ORGANIZATIONAL SAFETY CULTURE AND IDIVIDUAL SAFETY BEHAVIOR: A CASE STUDY OF THE TURKISH NATIONAL POLICE AVIATION DEPARTMENT.
Creator: Uryan, Yildirim, T. H. Wan, Thomas, University of Central Florida
Abstract / Description: Human related accidents in high-risk industries amount to a significant economic hazard and incur tremendous damages, causing excessive operational costs and loss of life. The aviation industry now observes human-related accidents more frequently than in the past, an upswing attributable to cutting-edge technology usage and the complex systems employed by aviation organizations. Historically, aviation accidents have been attributed to individual unsafe behavior. However, contemporary accident...
Show moreHuman related accidents in high-risk industries amount to a significant economic hazard and incur tremendous damages, causing excessive operational costs and loss of life. The aviation industry now observes human-related accidents more frequently than in the past, an upswing attributable to cutting-edge technology usage and the complex systems employed by aviation organizations. Historically, aviation accidents have been attributed to individual unsafe behavior. However, contemporary accident causation models suggest that organizational-level factors influence individual safety performance, as human-related accidents take place in an organizational context. The present study examines the formation of organizational safety culture and influence on individualsÃ‚Â' safety behavior in a police aviation environment. The theory of planned behavior guides the study model in explaining individual variability in safety behavior via organizational safety culture. The study conceptualized organizational safety culture and individual safety behavior as multidimensional constructs. Confirmatory factor analysis was conducted for each latent construct to validate the construct validity for each measurement model. Organizational safety culture was observed via safety climate facets, which contained four subcomponents including individual attitude, group norms, management attitude, and workplace pressures. Individual safety behavior contained violation and error components observed by self-reported statements. Structural equation modeling was conducted to test the study hypotheses. Utilizing a sample of 210 employees from the Turkish National Police Aviation Department, a 53-item survey was conducted to measure individualsÃ‚Â' safety culture perceptions and self-reported safety behaviors. The results suggest that individual safety behavior is significantly influenced by organizational safety culture. Except for the relation between workplace pressures and intention, all suggested relations and correlations were statistically significant. The four-factor measurement model of organizational safety climate fit reasonably well to the data, and most correlations between the safety climate components were significant at the .05 level. IndividualsÃ‚Â' self-reported error behavior is positively associated with age, and individualsÃ‚Â' self-reported violation behavior is positively associated with years of service. Overall, along with organizational safety culture, age and service-year variables accounted for 65% of the variance in intention, 55% of the variance in violation behavior, and 68% of the variance in error behavior. Lastly, no significant difference manifested among pilots, maintenance personnel, and office staff according to their self-related safety behaviors. The findings have theoretical, policy, and managerial implications. First, the theory of planned behavior was tested, and its usefulness in explaining individualsÃ‚Â' safety behavior was demonstrated. The survey instrument of the study, and multi-dimensional measurement models for organizational safety climate and individual safety behavior were theoretical contributions of the study. Second, the emergence of informal organizational structures and their effects on individuals indicated several policy implications. The study also revealed the importance of informal structures in organizations performing in high-risk environments, especially in designing safety systems, safety policies, and regulations. Policy modification was suggested to overcome anticipated obstacles and the perceived difficulty of working with safety procedures. The influences of age on error behavior and years of service on violation behavior point to the need for several policy modifications regarding task assignment, personnel recruitment, health reports, and violation assessment policies. As well, managerial implications were suggested, including changing individualsÃ‚Â' perceptions of management and group attitudes toward safety. The negative influence of anticipated obstacles and the perceived difficulties of safety procedures on individual safety behavior pointed out managementÃ‚Â's role in reducing risks and accidents by designing intervention programs to improve safety performance, and formulating proactive solutions for problems typically leading to accidents and injuries.
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Date Issued: 2010
Identifier: CFE0003190, ucf:48587
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0003190

Title: Inclusion: A Question of Practice, Stance, Values and Culture.
Creator: Sellers, June, Martin, Suzanne, Little, Mary, Hewitt, Randall, Bernier, Christopher, University of Central Florida
Abstract / Description: Exclusionary practices based on a deficit perspective of disability are not supported by law and are inconsistent with the rigorous standards for teaching, learning, and accountability in our public schools. Moreover, consequences of failed change will continue to have significant negative effects on the performance of educational organizations. The purpose of this mixed-methods phenomenological research (MMPR) study was to explore the lived experience of teachers who identify as champions of...
Show moreExclusionary practices based on a deficit perspective of disability are not supported by law and are inconsistent with the rigorous standards for teaching, learning, and accountability in our public schools. Moreover, consequences of failed change will continue to have significant negative effects on the performance of educational organizations. The purpose of this mixed-methods phenomenological research (MMPR) study was to explore the lived experience of teachers who identify as champions of inclusion, including their views, perceptions and appraisal of the status of inclusion in a large urban school system. The research questions were designed to generate insight and recommendations for establishing norms, values, practices and policies that might mitigate teacher resistance to inclusion, support and reinforce inclusive culture, and position the organization (school district) itself as a facilitator of implementation and agent of change in cultivating positive attitudes and beliefs about inclusion as a social justice imperative in the public schools. The lived experiences of teachers who have this distinct perspective and insight into the phenomenon of inclusion were explored through focus group sessions and individual interviews. The results of the study suggest that (1) organizations can build and strengthen a culture of inclusion by identifying individuals who demonstrate a commitment and competency for supporting inclusion, by supporting them as they promote change through coaching, educating, networking and mentoring efforts and embed and reinforce inclusive values throughout the system; and (2) educational organizations must be responsive to norms, values, practices and policies that both support and work against inclusive organizational culture. The findings suggest that this type of research may be of value to organizations in identifying contextual factors which either facilitate or inhibit inclusive education and therefore either advance or diminish educational outcomes for students with disabilities.
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Date Issued: 2016
Identifier: CFE0006180, ucf:51339
Format: Document (PDF)
PURL: http://purl.flvc.org/ucf/fd/CFE0006180

Organizational Culture (5)	+ -
organizational culture (3)	+ -
leadership (2)	+ -
organizational change (2)	+ -
Attraction (1)	+ -

Collectivism (1)	+ -
Course Scheduling (1)	+ -
Crime Scene Investigation (1)	+ -
Criminal Investigators (1)	+ -
Criminalistics (1)	+ -
Cultural Values (1)	+ -
Edgar Schein (1)	+ -
Educational Leadership (1)	+ -
Employees' Performance (1)	+ -
Florida State College System (1)	+ -
Geert Hofstede (1)	+ -
Generations (1)	+ -
Goal Convergence (1)	+ -
Higher Education (1)	+ -
Honors (1)	+ -
Incentive Compensation Schemes (1)	+ -
Inclusion (1)	+ -
Individual Performance (1)	+ -
Individualism (1)	+ -
Informal Management Control Systems (1)	+ -
Inter-organizational Trust (1)	+ -
Interpersonal (1)	+ -
Job Satisfaction (1)	+ -
MCDs (1)	+ -
MIRs (1)	+ -

University of Central Florida (13)	+ -
Hastings, Sally (2)	+ -
Kapucu, Naim (2)	+ -
Musambira, George (2)	+ -
Abel, Eileen (1)	+ -

Akinyele, Kazeem (1)	+ -
Amburgey, William (1)	+ -
Arnold, Vicky (1)	+ -
Bernier, Christopher (1)	+ -
Bozeman, William (1)	+ -
Burke, Shawn (1)	+ -
Cassanello, Robert (1)	+ -
Cintron, Rosa (1)	+ -
Cook, Lisa (1)	+ -
Coultas, Christopher (1)	+ -
Demirhan, Cihan (1)	+ -
Dipboye, Robert (1)	+ -
Evans, Amanda (1)	+ -
Feldheim, Mary Ann (1)	+ -
Fritzsche, Barbara (1)	+ -
Hewitt, Randall (1)	+ -
House, Jess (1)	+ -
Hu, Qian (1)	+ -
Katt, James (1)	+ -
Libby, Theresa (1)	+ -
Little, Mary (1)	+ -
Martin, Michael (1)	+ -
Martin, Suzanne (1)	+ -
Mills, Lisa (1)	+ -
Muniz, Elizabeth (1)	+ -

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