Thesis (M.A.) from the year 2006 in the subject Psychology - Work, Business, Organisation, grade: 72, Aston University, language: English, abstract: This study examines the relationship between organizational commitment and citizenship behaviours, counterproductive work behaviours and turnover intentions. It also investigates the mediation effect of exhaustion on these relationships. Data were obtained from 87 workers of a health care Charity Trust based in the UK. Hierarchical regression analysis indicated that organizational commitment was related to counterproductive work behaviours and turnover intentions but not to citizenship behaviours. Moreover, exhaustion partially mediated the organizational commitment and turnover intentions relationship. However it is discussed that this mediation is not critical as the effects of exhaustion are overshadow by those of commitment.

Emotion management is an important source of social capital and synergy for organizations. Managers have a great role in the creation of this synergy. A manager who can cope with their emotions indirectly contributes to organizational effectiveness. This situation is especially important in human-oriented organizations providing services rather than goods, such as educational institutions. Leadership is a process of social influence, which maximizes the efforts of others towards the achievement of a goal. Leadership stems from social influence rather than authority or power. In terms of system approach, the input, output, process, and feedback of educational organizations are always related to human behaviors. Therefore, organizations must address the nature of human beings in all of their managerial processes. Although organizations, in which people are at the foreground, try to continue their functioning on a rational and formal basis throughout the managerial process, they sometimes have to manage emotional and informal phenomena. In this case, there is a need for managers and school leaders who can shape the rationale in line with the requirements of human nature. What is expected from this administrator is that they do not ignore human needs and emotions while providing the management of educational institutions. For this reason, these managers should be "leaders" rather than "executives" who only work in a formal framework of organization management. Moreover, principals and teachers should also be leaders in all educational processes. Emotions are the main catalyst of positive organizational culture. Leaders can create an effective organizational culture with the main source of positive emotions between employers. Positive emotions also motivate employees for organizational purposes. If a leader wishes to create and maintain an effective organizational culture, it is essential to support positive behavior and emotional climate in their institutes and schools. Leaders-school-managers and teachers, therefore, need to develop emotion management abilities. Educational organizations need to shape their organizational culture, climate, and psychology to support their leaders in efficiently managing their employees’ emotions. Up to now, this topic has been usually addressed as the main catalyst and a sub-dimension of emotional intelligence. Moreover, current evidence classifies social and empathy skills as other sub-dimensions of emotional intelligence. For this reason, this collection of peer-reviewed articles will draw attention to the contemporary term "emotional management" and contribute to educational fields by means of exploring the relationship between emotions and leadership.

This book presents the current state of knowledge concerning developments in organisational behaviour and human capital management in the new millennium. It features an in-depth study among managerial staff in the manufacturing sector in Malaysia to reflect employee perceptions of organisational justice, organisational citizenship behaviour, job satisfaction and manager-employee exchanges. Specifically, it seeks to establish the relationships between these constructs to better manage human capital. With globalisation and the increased career mobility of young talents, organisational citizenship behaviour is of paramount importance in order to retain these workers. The study’s greatest contribution is its identification of key indicators that influence organisational citizenship behaviour. Knowing which type of organisational justice is salient for each construct allows the management to proactively improve conditions at the workplace. In essence, this book is intended to draw attention to those aspects of managing human capital that ought to receive the most attention, but are often overlooked in practice. In light of ongoing global challenges, it seeks to improve governance at the workplace. It offers a valuable resource for researchers and practitioners alike, as well as graduate students writing their dissertations.

This book provides a systematic overview on issues and challenges related to work identity and identification at work in the ‘new’ South African workplace. It shares results and measures of a work identity research project that was conducted in a variety of modern South African workplaces. It looks at the concept of work identity in the light of a keen and growing interest in why people are becoming attached to, involved in, engaged with, or committed to their work. Still a relatively unexplored concept, built on the foundations of different identity theory streams, the concept of work identity provides a fundamental reconsideration of explaining engaging behaviours at work. Against the backdrop of a changing political and economic landscape and the impact these radical changes had on the South African workplace, the main research question of the project was the South African employees’ question ‘Who am I at work?’. In search of the answer to that question, the book explores the impact of South African employees’ life spheres and life roles on their choice of work-related identification foci. It further explores how identity work tactics and strategies are being used to develop and define their own work identities, resulting in the conceptualisation and development of a work-based identity measure.

An ideal resource for organizational scholars, students, practitioners, and human resource managers, this handbook covers the full spectrum of organizational theories and outcomes that define, explain, and predict the occurrence, causes, and consequences of positivity.