The effect of organizational culture and HR practices on female managers’ commitment and job satisfaction

Performance appraisal justice and work attitudes of health-care workers in Ghana

Purpose

While the extant literature has mainly examined either organisational justice or performance appraisal on employee attitudes, studies assessing the effect of performance appraisal justice (PAJ) on employee work attitudes are very limited. Hence, this study aims to investigate the effects of PAJ on employee work attitudes (job satisfaction and employee commitment) using empirical insights from health-care workers in Ghana.

Design/methodology/approach

The study collected data from 302 workers in six selected health-care institutions and used multiple regression and bootstrapping mediation methods for the analyses.

Findings

This study found that interpersonal and procedural PAJ has significant positive effects on job satisfaction, but distributive PAJ showed an insignificant positive outcome. Then, while distributive and procedural PAJ has significant positive effects on employee commitment, interpersonal PAJ was insignificant. Moreover, job satisfaction significantly mediated the relationship between employee commitment and the three dimensions of PAJ.

Practical implications

This implies that PAJ can trigger positive employee work attitudes such as job satisfaction and commitment to facilitate the realisation of positive health-care outcomes if fairness and justice are effectively integrated into performance appraisal practices in health-care institutions.

Originality/value

The study contributes to extending organisation and human resource theories in the context of health-care services by applying the organisational justice theory to understand the job attitudes of workers in the health-care sector and institutions: a highly under-research context with respect to the topic.

The role of teacher and organizational culture in school management

The paper discusses and analyses the importance of employees in the context of school management. The construct of organizational culture is observed using an interdisciplinary approach from the aspect of management, marketing, and educational sciences. The role of the employee as a key arbiter of organizational culture and promoter of the organization itself is discussed. The levels of school culture, its specifics, and functions in the context of a non-profit organization are presented. The role of employees is analysed from two aspects, the creation of corporate identity and the aspect of strengthening employee beliefs, and self-image, and emphasizes its importance for creating the identity of the organization, organizational culture, and climate. The analysis of the literature raised questions about the importance of employees in creating an organizational culture, but also in creating a corporate image and identity. Different approaches to the function of organizational culture, levels of school culture and types of school climate, school identity, and the role of management are considered. The place of employee satisfaction, employee identity and the creation of organizational culture are critically observed, and suggestions are given on how to improve school management. The concluding part emphasizes that employees are the most important resource of any organization and that satisfied employees create an open and positive organizational climate, create the identity of the organization, and provide better service.

The development and practice of authentic leadership: a cultural lens

Purpose

Despite increasing interest and scholarship on authentic leadership, definitions of the construct remain contested. In addition, limited research exists on its enactment in practice and its sustainability in a global context. The purpose of this study was to explore the practice of authentic leadership and understand more about how it is cultivated and sustained.

Design/methodology/approach

To address these issues, an international sample of leaders nominated by peers as exemplifying authenticity in their leadership was interviewed. This study used consensual qualitative research (CQR; Hill, 2012; Hill et al., 1997), a team-based, exploratory methodology, to conduct data analysis.

Findings

This study describes the results of the analysis, highlighting leaders’ beliefs, values and behaviors; their leadership development and the barriers and supportive factors they experienced as leaders. The findings from this exploratory analysis across all cases, including subgroups, may help contextualize the complexity of authentic and sustainable leadership and provide better understanding of authentic leadership development.

Research limitations/implications

Additional research on social identities and training in leadership are critical. The results of this study suggest new directions in studying the development of authentic leaders as well as in researching the experiences of organizations and team members.

Practical implications

This study provides insight and direction for individuals and organizations seeking to better understand the practice of authentic leadership, its development and how it can be sustained over time and across contexts and social identities.

Originality/value

This exploratory approach involving interviews with leaders around the globe provides information about the direct lived experiences of leaders identified as authentic by their peers. This study further highlights the leaders’ critical leadership beliefs and practices, as well as ways in which they cultivated and learned to sustain their leadership practices. This study also sheds light on ways in which experiences might differ across gendered and cultural contexts.