Factors That Influence Transfer Of Hazardous Material Training: The Perception Of Selected Fire-fighter Trainees And Supervisors

This study examined the influence of factors on transfer of training and was based on the work of Broad and Newstrom (1992). For the purpose of this study the Broad and Newstrom (1992) transfer of training barriers are rephrased into positive statements. The nine transfer of training factors are: (1) reinforcement on the job; (2) little interference from immediate (work) environment; (3) supportive organizational culture; (4) trainees\u27 perception of training programs being practical; (5) trainees\u27 perception of relevant training content; (6) trainees\u27 being comfortable with change and associated effort; (7) trainer being supportive and inspiring; (8) trainees\u27 perception of training being well designed/delivered, and (9) peer support. This study explored the degree to which these factors influenced transfer of training in terms of on-the-job application. The study found supportive organizational culture to be the strongest predictor of transfer of training to on-the-job application. In addition, the degree of influence of Broad and Newstrom\u27s (1992) nine factors varied with the thirteen locations. The study also found perception gaps between fire fighter trainees and their supervisor on factors influencing transfer of training. They differed on four factors: Supportive organizational culture, Perception of training programs being practical, Trainer being supportive and inspiring, and Perception of training being well designed/delivered

Promoting Empowerment and Innovation: A Technology Initiative

Improving empowerment through a supportive organizational culture can lead to innovation in practice and promote positive outcomes. Supporting employee empowerment, through a supportive organizational culture and environment, provides opportunities to innovate and creatively meet desired outcomes. Using these concepts, an Associate Degree Nursing Program empowered faculty to address a strategic planning opportunity to improve practice. The innovation, a Technology Initiative, provides opportunities for evidence-based testing practices, leading to improved, first-time pass rates on the National Council Licensure Exam (NCLEX). Technology use in the classroom can improve dissemination of nursing knowledge and retention strategies and therefore improve program retention. The utilization of the Technology Initiative throughout the program can also ease transition for the newly graduated Registered Nurse entering nursing practice related to technology use in the workplace. This innovation demonstrates the power of improving organizational culture, empowering employees to be creative, and allowing innovative practice to improve outcomes in a healthcare organization

ORGANIZATIONAL CULTURE AS DETERMINANT OF EMPLOYEE-BASED ANTECEDENTS TO ORGANIZATIONAL CYNICISM

Purpose of study: Organizational cynicism happens when employees show their distrust in their organization. Most research about organizational cynicism focuses on the influence of organization cynicism to employee attitudinal outcomes (absenteeism, counterproductive work behaviour, etc) and performance outcomes. This research focuses on exploring the antecedents of organizational cynicism: organizational based antecedent and employee-based antecedents. Supportive organization culture is the organizational based antecedent that is predicted to influence employee affective response to organizational change and job satisfaction, and the subsequent effect to organizational cynicism. Methodology: 221 teachers from several private and state-owned schools were chosen by the purposive sampling method that participated in this research. Hypotheses testing were conducted using structural equation modeling using the AMOS program to test the simultaneous relationship testing among variables. Result: This research found several findings. First, a supportive organizational culture has a positive influence on job satisfaction. Second, supportive organization culture has a positive influence on employee affective response to organizational change. Third, employee affective response to organizational change has a negative influence on organizational cynicism. Fourth, contrary to hypotheses, job satisfaction has a positive influence on organizational cynicism. Applications of this study: The practical implication of this research is each organization should create a supportive organizational culture since it has an indirect negative effect on organizational cynicism through employee affective response to organizational change. Novelty/Originality of this study: Despite the importance of organizational cynicism, only a few researchers examined antecedents of organizational cynicism. This research will contribute to examining the influence of supportive organizational culture on job satisfaction and employee affective response to organizational change, and their effect on organizational cynicism

SUPPORTIVE ORGANIZATIONAL CULTURE & SHARED LEADERSHIP NURTURING INNOVATIVE EMPLOYEE BEHAVIOR AND ORGANIZATIONAL EFFECTIVENESS

The purpose of this study is to show that supportive organizational culture (SOC) & shared leadership (SL) increases perceived organizational effectiveness (POE) & innovative employee behavior (IEB) through mediating effect of knowledge sharing behavior (KSB) which was strengthened by training & development (T&D) as a moderator. The data was collected using cross sectional study with a sample size of 340 from private telecom sector Lahore, Pakistan. Linear regression & Hayes process model 1 & 4 were used to test the hypotheses. The results of the study found out that there are positive & significant relationship of supportive organizational culture, shared leadership directly and through moderating role of knowledge sharing behavior upon perceived organizational effectives & innovative employee behavior. The finding shows that training & development moderates positively & strengthens the relationship between supportive organizational culture, shared leadership & knowledge sharing behavior but also amplifies indirect relationship between IV & DV via knowledge sharing behavior. The study has also discussed its theoretical contributions and practical implications in private sector organizations. This study will be helpful for private sector telecom organizations in achieving their objectives and goals. This study progresses the literature on supportive organizational culture, organizational effectiveness utilizing one mediator & knowledge sharing behavior. Furthermore, this study, by establishing mediating role of knowledge sharing behavior, found out that supportive organizational culture & shared leadership contributes to the innovative employees’ behavior and perceived organizational effectiveness; also moderating role of training & development offers additional insights into employees’ degree of engagement with the organization and their leader to get them ready for new transforming world and technologies.&nbsp

Family supportive supervisor behaviors and organizational culture:Effects on work engagement and performance

Informed by social information processing (SIP) theory, in this study, we assessed the associations among family supportive supervisor behaviors (FSSBs) as perceived by subordinates, subordinate work engagement, and supervisor-rated work performance. Moreover, we explored the role of family supportive organizational culture as a contextual variable influencing our proposed associations. Our findings using matched supervisor-subordinate data collected from a financial credit company in Mexico (654 subordinates; 134 supervisors) showed that FSSBs influenced work performance through subordinate work engagement. Moreover, the positive association between subordinates' perceptions of FSSBs and work engagement was moderated by family supportive organizational culture. Our results contribute to emerging theories on flexible work arrangements, particularly on family supportive work policies. Moreover, our findings carry practical implications for improving employee work engagement and work performance.</p

Meeting the challenge of health system transformation in European countries

\ua9 The Author(s) 2022. Transforming health systems is a complex, messy business with no quick or simple solutions. Countries struggle to make it happen with policy failure often the result. Reporting on a World Health Organization Europe project aimed at understanding how health system transformation can succeed, the paper draws on three European country case studies to offer insights and lessons for policymakers elsewhere engaged in similar efforts. Critical to success in implementation is the adoption of a receptive context for change. Building on the policy capacity literature, it emphasizes the importance of environmental pressure, the quality and coherence of policy, leadership style, supportive organizational culture, and managerial-health profession relations

Lean Accounting in Transforming Organizational Culture in PT. A

The current business environment is considered to be unstable, uncertain, complex, and ambiguous. Transformation is no longer a choice but a necessity. Lean, which is an operations management concept, has been widely adopted including to accounting. In fact, if the business does not prepare for proper implementation, all the benefits cannot be obtained. Organizational culture has been found to be very important in shaping the success of business. However, a traditional organizational culture is also not capable of sustaining the long-term success of lean accounting. Increased income, cost avoidance, and time and cost efficiency were obtained from lean accounting success implementation. The most important thing is that a supportive organizational culture can make lean implementation deeper, into a mindset and reflected in the actions of all people in the organization so that business entities remain adaptive in industrial changes

Developing an Organizational Culture Supportive of Business Process Management

In recent years, a holistic understanding of business process management (BPM) has evolved in Information Systems (IS) research. This understanding considers organizational factors such as strategic alignment, governance, people, and culture as important aspects of BPM beyond Information Technology (IT) and methods. Particularly, organizational culture has been increasingly recognized as a critical success factor for the efficiency and effectiveness of business processes. While existing research already examined which cultural values determine a supportive environment for realizing BPM objectives and how these values can be measured, it has not been explored to date how such a supportive organizational culture can be developed. Based on a review of the literature, we therefore investigate the case of a global IT software provider to gain a first understanding of strategies organizations can implement to develop a supportive cultural setting for their BPM approach. We show how these findings extend recent studies in BPM research

Meta-engagement: an examination of employee engagement antecedant variable interactions and the impact on engagement outcomes.

This dissertation is a meta-analysis of employee engagement, employee engagement antecedent variable relationships, and the impact on engagement outcomes. Specifically, this analysis excluded the use of the Utrecht Work Engagement Scale (UWES) as a measure for employee engagement. Using the model proposed by Shuck and Wollard (2011) to understand relationship magnitude, this study examined the relationship of employee engagement antecedents (work-family conflict and supportive organizational culture), antecedents in relation to employee engagement and intent to turnover, and the relationship between employee engagement and intent to turnover. The results suggest a significant effect size for the pairing work family conflict/intent to turnover (r = .316, N = 39104, k = 57) and employee engagement/intent to turnover (r = -.325, N = 35962, k = 12). No studies were found that included other pairings. These findings suggest that despite previous research detailing the inadequacy of the UWES as a measure for employee engagement, the empirical exploration of antecedent variables and outcomes with employee engagement measures other than the UWES is still lacking. Implications to research, theory, and practice are discussed