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    Employee homogeneity and perceptions of organisational fit : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University
    (Massey University, 1991) Marshall, Beverley Anne
    Popular management literature suggests that a strong culture is important for the success of an organisation. A logical outcome of this belief is that it is important that employees should 'fit' - that is, employees' values should be congruent with those of the organisation. Schneider's (1987) Attraction-Selection-Attrition (ASA) theory argues that, over time, forces operate to ensure that an increasingly more homogeneous group of employees make up an organisation. In a test of ASA theory, the present study used the Work Aspect Preference Scale (Pryor, 1983) to assess the homogeneity of the managerial staff of a manufacturing organisation (N = 35) and a comparison group of 42 executive MBA students. As an extension of the attrition component of the model, it was hypothesised that those employees who remain in the organisation would be perceived as having better organisational fit. Kelly's (1955) repertory grid technique was used to identify those characteristics the organisation believed essential for success. These constructs were used to develop an Organisational Fit scale which was then applied to a group of 34 managers. Some marginal support was found for Schneider's ASA theory, and analysis of differences between the two groups did reveal significant differences on three work aspects. The hypothesis that employees of longer tenure would rate more highly on the Organisational Fit scale was not supported. Implications for the homogeneity hypothesis are discussed, and suggestions are made for further research on this concept, and for further study of organisational fit.
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    The identification of organisational subcultures in an international energy company : a 219.899 thesis presented in partial fulfilment of the requirements of the degree of Master of Management at Massey University, Auckland, New Zealand
    (Massey University, 2010) Reynolds, Carol Anne
    For more than half a century it has been hypothesised that organisational culture is a single, homogeneous and consistent phenomenon, which provides an overarching set of meanings shared by all organisational members. Increasingly, however, the efficacy of this approach has been tested as a small number of scholars have put forward an alternative hypothesis – that, like the societies they are part of, organisations are more likely characterised by pluralism, heterogeneity and ambiguity. The possibility of subcultures as the dominant expression of organisational culture has gained support as a means to understand and explain the cultural milieu of the highly complex organisations of the 21st century. This research, an embedded single case study, examines the procurement directorate (PD) of a large, multinational energy company, to identify whether subcultures exist in this context, and if so, whether they can be defined using current theoretical concepts. Content analysis of the data shows that a number of unique subcultural groups do exist, which are delineated by a variety of unifying characteristics and physical manifestations of the group’s culture. These distinct subcultures emerge as being influential in a variety of different ways: at the operating unit level through sustaining harmonious relationships with one another and supporting the day-to-day work of the directorate; and at the organisational level through fostering positive relationships between group members and ZAOC Norge and the overt support of important organisational meanings. The findings from this study suggest that subcultures are central to the cultural environment of the PD and moreover contribute to the maintenance of the strong overarching organisational culture that exists at ZAOC Norge. However, with the lack of generalisability from a single case study, more research is required in both other procurement directorates and also alternative directorates of the petroleum industry. Further research would help to address the paucity of studies that exist within the industry and the lack of subcultural knowledge in this context
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    The learning cultures of organisations : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Human Resource Management at Massey University, Palmerston North, New Zealand
    (Massey University, 2003) Ramsey, Philip L.
    While there is significant interest in the area of learning organisations, research in this field has been fragmented. There is a need for an holistic model of learning organisations and a measurement system that can be used by both researchers and practitioners. This thesis applies Dilemma Theory as a means of meeting this need. An holistic model was developed based on a definition of learning organisations as ones that consciously seek to balance capacities with demands. In seeking this balance, an organisation will undertake a learning journey in which it encounters a variety of learning dilemmas: points where it must choose between alternative approaches to learning, each of which is attractive. In making these choices, learning-related values are established in the organisation. These values are the basis for a "learning culture" which shapes the way learning is understood and approached by the organisational community. Presenting people within an organisation with learning-related dilemmas allows learning cultures to be charted, thus providing the basis for a measurement system. Fifteen learning-related dilemmas were identified using three processes. Firstly, literature on learning organisations was reviewed to identify conflicts between metaphors used to explain the learning organisation. Secondly, a group of New Zealand consultants took part in a Delphi Technique process, in which they established criteria for identifying learning organisations and surfaced dilemmas embedded in the criteria. Finally, 'Culture Exploration Workshops' were conducted in three organisations to surface dilemmas experienced by business practitioners engaged in learning journeys. The 15 dilemmas identified were used to chart differences between 5 organisations. The measurement system was successful in identifying differences between organisations. Results were also consistent with values that might be expected from sub-cultures represented in the sample. The study concluded by outlining a programme of research aimed at refining the measurement system and applying it to the study of learning organisations.
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    The emotional rollercoaster of organisational change : affective responses to organisational change, their cognitive antecedents and behavioural consequences : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Auckland, New Zealand
    (Massey University, 2009) Smollan, Roy Kark
    Change is a potentially emotional event as people anticipate or experience its outcomes and processes. Managers and researchers often ignore the emotional aspects of organisational change, yet it is precisely these aspects that can promote acceptance of change or resistance to it. The focus of the research is on the many factors that contribute to cognitive, affective and behavioural responses to organisational change. A model of individual responses evolved from the literature review and helped guide the research questions. It indicates that responses to change depend on factors in four categories: those in the change itself (outcomes, scale, temporal issues and justice); those in the employee (their emotional intelligence, disposition, previous experience of change, and change and stress outside the workplace); those in the employee’s perceptions of the leaders/managers/agents (their leadership ability, emotional intelligence and trustworthiness); and those in the employee’s perception of the organisation (its culture and change context). Two main research approaches underpinned the thesis. Firstly, cognitive appraisal theory takes the position that emotion derives from cognition as people contemplate the importance of events (such as organisational change) to their wellbeing and consider how they will cope. Secondly, social constructionism was used as a theoretical platform because it combines the individual experience of emotions during change with the social forces that help shape them. Twenty-four interviews were conducted in Auckland, New Zealand. The participants were from a variety of industries, organisations, hierarchical levels, change roles, functional departments and ethnic, gender and age groups. They reported on many different types of change, small and large, with many focussing on some element of organisational restructuring. The study showed that people played different roles in change events - as leaders, managers, agents and recipients - and at times took on a combination of these roles, which did not always depend on hierarchy. The roles they played to some extent influenced their responses. Findings show that all 13 factors in the model produced some responses, but not in all participants. The most prevalent of these, and those that often provoke emotions of the greatest intensity, were personal outcomes and the fairness of change. Two additional factors surfaced, control over the change and support from colleagues and people outside the organisation, and the model was revised to include them. The study confirmed that organisational change is indeed an emotional event, and that these emotions arise from a host of factors that have individual, social and wider contextual origins.
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    Laugh out loud : how organisational culture influences workplace humour : a thesis presented in partial fulfilment for the degree of Ph. D. in Management at Massey University, Albany, New Zealand
    (Massey University, 2007) Plester, Barbara Anne
    Workplace humour is an important component of organisational culture and social behaviour, yet this topic is under-researched and neglected within the field of organisational studies. This thesis explores the influence of organisational culture on workplace humour enactment. Key research objectives are to contribute empirical data regarding the influence of organisational culture on humour and to create a model that explains and connects significant aspects of humour and organisational culture. A further aim is to explore the element of formality within organisational culture and its impacts on humour enactment. Research was undertaken in four New Zealand companies from different industries. A mixed-method approach is used and methods include: interviews; participant observation and document collection. An assessment tool was created to compare levels of formality and/or informality in the studied organisations. Findings show that the organisational culture and levels of formality and/or informality within the culture influence humour practices through the creation of boundaries that constrain or enable humour activities. A model was created to depict the influence of organisational culture upon humour enactment. The model shows that levels of formality or informality are key cultural elements and that formality/informality levels influence the boundaries that are created for humour enactment. Specific individuals (identified as either jokers or gatekeepers) assume dichotomous roles and within these roles either challenge or constrain the humour boundaries. Organisational members perceive that humour and organisational culture have both positive and negative impacts upon workplace outcomes such as: retention; satisfaction; performance and recruitment. Humour at work is widespread and a significant component of modern working life. Humour manifests itself within workplace culture and understanding the influence of organisational culture on humour enactment is an important facet of organisational studies.
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    Effects of Organisational Culture on the Performance of Quantity Surveying Firms in Nigeria
    (Center for Promoting Ideas (CPI), USA., 2013) Olanipekun A; Aje I; Abiola-Falemu J