Pub Date : 2018-05-08DOI: 10.1108/DLO-03-2017-0022
A. Anlesinya
This study examines the factors that hinder employee training and learning in the automotive industry in Ghana, Africa.,The study adopts quantitative research methodology and cross-sectional survey design. Eighty-nine usable questionnaires from employees of an automotive organization in Ghana are used. Descriptive statistics and one-sample t-test are used for the analyses.,The results indicate that organizational culture, poor management commitment to training, inadequate promotion prospects, and lack of transparency and fairness in trainees’ selection are the most common barriers to employee training and learning.,Top management should provide opportunities to employees to apply new skills and knowledge they acquired. Fair and transparent procedures should be used to select training beneficiaries. Finally, organizations should develop cultural systems that encourage continuous learning motivation among their employees.,In this era of knowledge-driven economy, this research highlights factors that inhibit employees’ motivation to learn.
{"title":"Organizational barriers to employee training and learning: evidence from the automotive sector","authors":"A. Anlesinya","doi":"10.1108/DLO-03-2017-0022","DOIUrl":"https://doi.org/10.1108/DLO-03-2017-0022","url":null,"abstract":"This study examines the factors that hinder employee training and learning in the automotive industry in Ghana, Africa.,The study adopts quantitative research methodology and cross-sectional survey design. Eighty-nine usable questionnaires from employees of an automotive organization in Ghana are used. Descriptive statistics and one-sample t-test are used for the analyses.,The results indicate that organizational culture, poor management commitment to training, inadequate promotion prospects, and lack of transparency and fairness in trainees’ selection are the most common barriers to employee training and learning.,Top management should provide opportunities to employees to apply new skills and knowledge they acquired. Fair and transparent procedures should be used to select training beneficiaries. Finally, organizations should develop cultural systems that encourage continuous learning motivation among their employees.,In this era of knowledge-driven economy, this research highlights factors that inhibit employees’ motivation to learn.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"1 1","pages":"8-10"},"PeriodicalIF":0.0,"publicationDate":"2018-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91305056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-05-08DOI: 10.1108/DLO-02-2018-0031
P. O'Connor
{"title":"Tomas Chamorro-Premuzic interview","authors":"P. O'Connor","doi":"10.1108/DLO-02-2018-0031","DOIUrl":"https://doi.org/10.1108/DLO-02-2018-0031","url":null,"abstract":"","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"40 1","pages":"38-40"},"PeriodicalIF":0.0,"publicationDate":"2018-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75723918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-05-08DOI: 10.1108/DLO-09-2017-0076
E. Seville
At some time during its life, every organization will face some form of disruptive crisis. Be it a natural disaster, a reputational crisis, problems within the supply chain, or an issue affecting its people, organizational crises happen more often than we think. In today’s world of change and uncertainty, an organization needs core resilience capabilities to survive. This paper aims to set out three pillars for organizational resilience, identify the questions that leaders need to ask themselves about employee readiness, and offer ten practical ways in which leaders can help their teams to respond effectively in times of disruptive change.,This paper draws from a variety of sources of research, including the author’s own that tracked businesses’ rates, speed, and quality of recovery following the 2010/2011 earthquakes in Christchurch, New Zealand.,When an organization is put under pressure, it is their people and how they come together that can make or break the organization. The prevailing culture and the behavior and capabilities of leaders can enhance or erode the resilience of all employees.,Resilience is an aspect of organizational life that is becoming ever more critical but research is still scarce. The advice contained in this paper is based on research and offers grounded advice on how leaders can support and enable their teams to survive and thrive in the VUCA world in which organizations now operate.
{"title":"Building resilience: how to have a positive impact at the organizational and individual employee level","authors":"E. Seville","doi":"10.1108/DLO-09-2017-0076","DOIUrl":"https://doi.org/10.1108/DLO-09-2017-0076","url":null,"abstract":"At some time during its life, every organization will face some form of disruptive crisis. Be it a natural disaster, a reputational crisis, problems within the supply chain, or an issue affecting its people, organizational crises happen more often than we think. In today’s world of change and uncertainty, an organization needs core resilience capabilities to survive. This paper aims to set out three pillars for organizational resilience, identify the questions that leaders need to ask themselves about employee readiness, and offer ten practical ways in which leaders can help their teams to respond effectively in times of disruptive change.,This paper draws from a variety of sources of research, including the author’s own that tracked businesses’ rates, speed, and quality of recovery following the 2010/2011 earthquakes in Christchurch, New Zealand.,When an organization is put under pressure, it is their people and how they come together that can make or break the organization. The prevailing culture and the behavior and capabilities of leaders can enhance or erode the resilience of all employees.,Resilience is an aspect of organizational life that is becoming ever more critical but research is still scarce. The advice contained in this paper is based on research and offers grounded advice on how leaders can support and enable their teams to survive and thrive in the VUCA world in which organizations now operate.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"74 1","pages":"15-18"},"PeriodicalIF":0.0,"publicationDate":"2018-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79850807","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-05-08DOI: 10.1108/DLO-05-2017-0042
S. C. Pandey, Pinaki Nandan Pattnaik, M. Praveen
This paper describes the action learning experiment by the name Follow a Founder of a leading university in India. The purpose of the paper is to reflect on the key takeaways that can be drawn from such an action learning experiment.,This paper is based on a case study, authors’ experience of leading and conceptualizing the program coupled with interviews of multiple stakeholders, which formed the sources of data.,The paper suggests the possibility of implementing such a program at other business schools and universities, provided there is a clear mapping of tasks and objectives and learners are given exposure to real time workplace scenarios.,The paper describes a one of its kind experiment at an Indian university when it comes to applying action learning in a taught program.
{"title":"Follow the founder: case study of action learning experiment in an MBA program","authors":"S. C. Pandey, Pinaki Nandan Pattnaik, M. Praveen","doi":"10.1108/DLO-05-2017-0042","DOIUrl":"https://doi.org/10.1108/DLO-05-2017-0042","url":null,"abstract":"This paper describes the action learning experiment by the name Follow a Founder of a leading university in India. The purpose of the paper is to reflect on the key takeaways that can be drawn from such an action learning experiment.,This paper is based on a case study, authors’ experience of leading and conceptualizing the program coupled with interviews of multiple stakeholders, which formed the sources of data.,The paper suggests the possibility of implementing such a program at other business schools and universities, provided there is a clear mapping of tasks and objectives and learners are given exposure to real time workplace scenarios.,The paper describes a one of its kind experiment at an Indian university when it comes to applying action learning in a taught program.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"44 1","pages":"11-14"},"PeriodicalIF":0.0,"publicationDate":"2018-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83685547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-05-08DOI: 10.1108/DLO-10-2017-0085
Sabrine El Baroudi, Dawood Yaseen Abdulaal, Mahantesh Rampur
This paper aims to investigate the effectiveness of training during technological changes in Dubai-based companies by focusing on training program characteristics and employees’ training motivations.,A qualitative investigation was conducted that included interviews with eight managers and seven employees.,As demonstrated by the study results, managers and employees suggest that the 70-20-10 training model is effective for preparing employees to independently implement technological changes. However, employees argue that training motivations are not stable and vary within and among individuals during any organizational change, although this consideration is not acknowledged by managers.,This study is the first to focus on identifying how change management can be improved in Dubai-based companies via effective training.
{"title":"Training effectiveness during technological changes in Dubai-based companies: perspectives from managers and employees","authors":"Sabrine El Baroudi, Dawood Yaseen Abdulaal, Mahantesh Rampur","doi":"10.1108/DLO-10-2017-0085","DOIUrl":"https://doi.org/10.1108/DLO-10-2017-0085","url":null,"abstract":"This paper aims to investigate the effectiveness of training during technological changes in Dubai-based companies by focusing on training program characteristics and employees’ training motivations.,A qualitative investigation was conducted that included interviews with eight managers and seven employees.,As demonstrated by the study results, managers and employees suggest that the 70-20-10 training model is effective for preparing employees to independently implement technological changes. However, employees argue that training motivations are not stable and vary within and among individuals during any organizational change, although this consideration is not acknowledged by managers.,This study is the first to focus on identifying how change management can be improved in Dubai-based companies via effective training.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"13 1","pages":"1-3"},"PeriodicalIF":0.0,"publicationDate":"2018-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87520858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-04-11DOI: 10.1108/DLO-10-2017-0081
P. Gloor, K. Fischbach, Julia Gluesing, Ken Riopelle, D. Schoder
Purpose The purpose of this paper is to show that virtual mirroring-based learning allows members of an organization to see how they communicate with others in a visual way, by applying principles of “social quantum physics” (empathy, entanglement, reflect, reboot), to become better communicators and build a shared “DNA” within their organization. Design/methodology/approach E-mail based social network analysis creates virtual maps of communication – social landscapes – of organizations, similar to Google Maps, which creates geographical maps of a person’s surroundings. Findings Applying virtual mirroring-based learning at various mulitnational firms has significantly increased their organizational efficiency and performance, for instance increasing customer satisfaction by 18 per cent in a large services organization, increasing retention, making sales forecasts, and improving call center employee satisfaction. Research limitations/implications To address concerns of individual privacy, the guiding principle is to give individual information to the individual and provide aggregated anonymized information to management. Originality/value Virtual mirroring-based learning offers a unique way of creating collective awareness within an organization by empowering the individual to take corrective action aligned with collective action, and improves their own communication behavior through analyzing and visualizing their e-mail archive in novel ways, while giving strategic insight to management and improving organizational culture.
{"title":"Creating the collective mind through virtual mirroring based learning","authors":"P. Gloor, K. Fischbach, Julia Gluesing, Ken Riopelle, D. Schoder","doi":"10.1108/DLO-10-2017-0081","DOIUrl":"https://doi.org/10.1108/DLO-10-2017-0081","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this paper is to show that virtual mirroring-based learning allows members of an organization to see how they communicate with others in a visual way, by applying principles of “social quantum physics” (empathy, entanglement, reflect, reboot), to become better communicators and build a shared “DNA” within their organization. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000E-mail based social network analysis creates virtual maps of communication – social landscapes – of organizations, similar to Google Maps, which creates geographical maps of a person’s surroundings. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Applying virtual mirroring-based learning at various mulitnational firms has significantly increased their organizational efficiency and performance, for instance increasing customer satisfaction by 18 per cent in a large services organization, increasing retention, making sales forecasts, and improving call center employee satisfaction. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000To address concerns of individual privacy, the guiding principle is to give individual information to the individual and provide aggregated anonymized information to management. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000Virtual mirroring-based learning offers a unique way of creating collective awareness within an organization by empowering the individual to take corrective action aligned with collective action, and improves their own communication behavior through analyzing and visualizing their e-mail archive in novel ways, while giving strategic insight to management and improving organizational culture.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"255 1","pages":"4-7"},"PeriodicalIF":0.0,"publicationDate":"2018-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78211631","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-03-21DOI: 10.1108/DLO-04-2017-0034
Sajeet Pradhan, L. K. Jena
Purpose The purpose of this paper is to offer a preventive framework that will neutralize the pernicious effects of abusive supervision in organizations. Design/methodology/approach Based on the extant literature, the study takes an exploratory viewpoint of the harmful effects of abusive supervision on subordinates and offers intervention strategies that will provide both preemptive measures and reactive recourse for the victim. Findings As abusive supervision cannot be completely eradicated from workplace, the study offers a preventive framework (based on the stress and health management models of Parkes and Sparkes, 1998; Quick, 1999) that will counter abusive supervision at different points in time and through different interventions (psychosocial and socio-technical). Originality/value The paper is the first of its kind as it offers a comprehensive solution (both proactive and reactive) to the problems associated with abusive supervision. Previous studies have purely focused on various coping mechanisms for the victim.
{"title":"Abusive supervision: a framework of developmental solutions to this workplace menace","authors":"Sajeet Pradhan, L. K. Jena","doi":"10.1108/DLO-04-2017-0034","DOIUrl":"https://doi.org/10.1108/DLO-04-2017-0034","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this paper is to offer a preventive framework that will neutralize the pernicious effects of abusive supervision in organizations. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Based on the extant literature, the study takes an exploratory viewpoint of the harmful effects of abusive supervision on subordinates and offers intervention strategies that will provide both preemptive measures and reactive recourse for the victim. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000As abusive supervision cannot be completely eradicated from workplace, the study offers a preventive framework (based on the stress and health management models of Parkes and Sparkes, 1998; Quick, 1999) that will counter abusive supervision at different points in time and through different interventions (psychosocial and socio-technical). \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The paper is the first of its kind as it offers a comprehensive solution (both proactive and reactive) to the problems associated with abusive supervision. Previous studies have purely focused on various coping mechanisms for the victim.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"481 1","pages":"20-23"},"PeriodicalIF":0.0,"publicationDate":"2018-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79958777","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-03-05DOI: 10.1108/DLO-03-2017-0028
K. Grant, G. Maxwell
This paper aims to theoretically proffer and empirically evidence five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations.,The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight, and four employee (non-manager) interviewees.,The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically.,The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of human resource interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW in their organizations.
{"title":"Developing high performance working through case study evidence","authors":"K. Grant, G. Maxwell","doi":"10.1108/DLO-03-2017-0028","DOIUrl":"https://doi.org/10.1108/DLO-03-2017-0028","url":null,"abstract":"This paper aims to theoretically proffer and empirically evidence five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations.,The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight, and four employee (non-manager) interviewees.,The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically.,The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of human resource interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW in their organizations.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"33 1","pages":"5-8"},"PeriodicalIF":0.0,"publicationDate":"2018-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76085616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-03-05DOI: 10.1108/DLO-03-2017-0027
Simon Flandin, G. Poizat, M. Durand
PurposeSafety and organizational research indicates that fostering resilience in organizations is a promising way for improving safety, albeit concrete means to implement resilience are still lacking, especially in the educational field. The purpose of this paper is to propose four principles for training design derived from past and current studies the authors conduct in high-risk organizations.Design/methodology/approachTraining for resilience is considered within an enactive approach of human activity building on its properties of autonomy, structural coupling, self-organization, emergence, sensemaking, and metastability.FindingsThe article describes four educational design principles aiming at improving individual, collective, and organizational resilience: encourage mimetic experiences; pay attention to attention and concernedness; perturb and turn into an event; support participatory-sensemaking and collective sensemaking.Research limitations/implicationsThe training program the authors propose may be challenging to assess. Besides, the most durable solutions to improve safety through resilience are to be found at the crossroad between organizational design and training/development policies. Future research should determine the implementability criteria which are likely to support the use of the principles the authors propose, and contribute to enrich this educational foundation.Originality/valueEducation and training are conceived herein as high-order means to improve safety through resilience in high-risk organizations, fostering the capacity of the operators and organization to develop efficiently and in the long run. We provide independent but complementary training principles that cannot be hierarchized, but that can be locally prioritized in organizations.
{"title":"Improving resilience in high-risk organizations: principles for the design of innovative training situations","authors":"Simon Flandin, G. Poizat, M. Durand","doi":"10.1108/DLO-03-2017-0027","DOIUrl":"https://doi.org/10.1108/DLO-03-2017-0027","url":null,"abstract":"PurposeSafety and organizational research indicates that fostering resilience in organizations is a promising way for improving safety, albeit concrete means to implement resilience are still lacking, especially in the educational field. The purpose of this paper is to propose four principles for training design derived from past and current studies the authors conduct in high-risk organizations.Design/methodology/approachTraining for resilience is considered within an enactive approach of human activity building on its properties of autonomy, structural coupling, self-organization, emergence, sensemaking, and metastability.FindingsThe article describes four educational design principles aiming at improving individual, collective, and organizational resilience: encourage mimetic experiences; pay attention to attention and concernedness; perturb and turn into an event; support participatory-sensemaking and collective sensemaking.Research limitations/implicationsThe training program the authors propose may be challenging to assess. Besides, the most durable solutions to improve safety through resilience are to be found at the crossroad between organizational design and training/development policies. Future research should determine the implementability criteria which are likely to support the use of the principles the authors propose, and contribute to enrich this educational foundation.Originality/valueEducation and training are conceived herein as high-order means to improve safety through resilience in high-risk organizations, fostering the capacity of the operators and organization to develop efficiently and in the long run. We provide independent but complementary training principles that cannot be hierarchized, but that can be locally prioritized in organizations.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"59 1","pages":"9-12"},"PeriodicalIF":0.0,"publicationDate":"2018-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90054003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-03-05DOI: 10.1108/DLO-01-2017-0005
Nobin Thomas, Sonakshi Gupta
The study aims to address what is organizational cynicism, review past literature to find out what leads to organizational cynicism, its consequences for organizations, and pinpoint practical implications for managers.,This review is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and finally, adds his own impartial comments and places the articles in context.,The effects of organizational cynicism on employees are strong and rising. The review points to the need for paying serious attention to the concept of “organizational cynicism”, which is an attitudinal negativity and if left unchecked, can cost the organization dearly. However, with interventions in place, perhaps, organizations can control the negative effects of organizational cynicism.,Based on a selective literature review, the article anchors on the change perspective of organizational cynicism and offers a number of learning and development implications for managers.
{"title":"Organizational cynicism – what every manager needs to know","authors":"Nobin Thomas, Sonakshi Gupta","doi":"10.1108/DLO-01-2017-0005","DOIUrl":"https://doi.org/10.1108/DLO-01-2017-0005","url":null,"abstract":"The study aims to address what is organizational cynicism, review past literature to find out what leads to organizational cynicism, its consequences for organizations, and pinpoint practical implications for managers.,This review is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and finally, adds his own impartial comments and places the articles in context.,The effects of organizational cynicism on employees are strong and rising. The review points to the need for paying serious attention to the concept of “organizational cynicism”, which is an attitudinal negativity and if left unchecked, can cost the organization dearly. However, with interventions in place, perhaps, organizations can control the negative effects of organizational cynicism.,Based on a selective literature review, the article anchors on the change perspective of organizational cynicism and offers a number of learning and development implications for managers.","PeriodicalId":39753,"journal":{"name":"Development and Learning in Organizations","volume":"10 1","pages":"16-19"},"PeriodicalIF":0.0,"publicationDate":"2018-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78921409","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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