Enhancing Job Performance and Mental Health Through Organizational Nurturing Culture

Cheung, Chau‐kiu; Yeung, Jerf W. K.

doi:10.1080/23303131.2015.1039153

Cited by 3 publications

(4 citation statements)

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“…Empirically, gender and mental health status were selected as the known-groups criteria. Past research indicated that female workers generally have higher loyalty and appreciation of the working culture of their organization (Cheung and Yeung, 2015;Hyde et al, 2016). In addition, it is believed that mentally healthy employees would regard the culture of their organization more positively than would their less mentally healthy counterparts, as the latter may hold a negative attribution to external events (Gonzalez, Gonzalez and San Jose, 2017;Zhou et al, 2018).…”

Section: Resultsmentioning

confidence: 99%

“…Multivariate linear regression predicting job satisfaction, job commitment and leave intention of practitioners by OCS-SW and its subscales aOrganizational culture is an important factor contributive to various organizational performances and outcomes(Baek et al, 2019;Bellou, 2010;Gregory et al, 2009;Lim, 1995), such as organizational continuity and sustainability, service and production quality, employees' work attitude and behavior, public perceptions, and social acceptance. Relevantly, social work and social service organizations of optimal organizational culture can help enhance professional development and provide responsive and competent services and interventions to clients(Cheung and Yeung, 2015;Ewijk, 2018;Shim, 2014;Taormina, 2008;Vlaicu et al, 2019). Nevertheless, well-validated and appropriate organizational culture measures capturing cultural complexity of organizations in the social welfare settings have been lacking, which heavily hinders evidence-based inquiries regarding cultural phenomena in the profession.…”

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confidence: 99%

“…Nevertheless, well-validated and appropriate organizational culture measures capturing cultural complexity of organizations in the social welfare settings have been lacking, which heavily hinders evidence-based inquiries regarding cultural phenomena in the profession. Therefore, OCS-SW was developed and validated in this study for use in social work and social service research(Cheung and Yeung, 2015;Walker, 2014).…”

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confidence: 99%

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Development and Validation of an Organizational Cultural Measure in Social Welfare Settings

Yeung

Chen

Low

2022

ASW

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Organizational culture refers to the norms, beliefs, and values imbedded in an organization that may profoundly affect various working outcomes of the organization. Due to a lack of well-validated measures of organizational culture in social welfare settings, organizational cultural research conducted in social work and social service is scarce. The main purpose of this study is to develop and validate an organizational culture measure, Organizational Culture Scale in Social Welfare (OCS-SW), for use in social work and social service research. The study is based on a total sample of 891 practitioners in a major and well-established social welfare organization in Hong Kong. OCS-SW contains five cultural aspects: a) service mission and values, b) management and leadership, c) professional development and training, d) working conditions and environment, and e) teamwork and relations. The five cultural aspects of OCS-SW were empircally confirmed to load on an overall organizational culture of social welfare from the results of Rasch modeling, supporting its construct validity. In addition, the adequate internal reliability, concurrent validity, criterion validity, and predictive validity of OCS-SW and its subscales were well supported in subsequent analyses. The current study confirmed that OCS-SW has practical utility in assessing organizational culture in social work and social service research. Study limitations and future research are discussed.

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Section: Resultsmentioning

confidence: 99%

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confidence: 99%

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confidence: 99%

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Development and Validation of an Organizational Cultural Measure in Social Welfare Settings

Yeung

Chen

Low

2022

ASW

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“…Organisational culture has also been found to influence organisational change, through either assisting or impeding the change process, depending on how well the organisation's values such as risk-taking, creativity and adaptability align with such change (Hartnell, Ou, & Kinicki, 2011). Of particular relevance to this current study, there is a small body of evidence indicating that organisational culture can contribute to the subjective wellbeing of helping professionals (Cheung & Yeung, 2015;, through expectations placed on worker performance, work-load and support. For example, Shier and Graham (2013) conducted a study on the intra-organisational context of social work practice and found that organisational factors such as management style, decision making mechanisms, and relationships with colleagues impacted these practitioners wellbeing.…”

Section: Organisational Culture and Climatementioning

confidence: 90%

Youth counsellors' experiences of telephone counselling: a qualitative exploration

Davidson¹

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Telephone counselling is a well established medium of non-face-to-face mental health service delivery. Research to date has focussed on the delivery and effectiveness of therapy over the telephone. However, there has been little exploration of counsellor's experience of this work. The limited body of research about telephone counsellors' experiences portrays this work as challenging, exhausting and possibility traumatic for counsellors to perform. This is of significance considering the impact these factors can have on counsellors' subjective wellbeing, job satisfaction and turnover intentions.Research suggests that work related factors play a greater part than individual characteristics in shaping the experiences of telephone counsellors. However, there is limited understanding of the various types of work related factors that may shape these experiences.To address this gap in the extant literature this thesis explores youth counsellors' experiences of telephone counselling, and the range of work related factors that foster them. It examines telephone counsellors' general experiences of this work and those in relation to the work related factors of work environment, interpersonal relationships and specific aspects of the work. Unlike previous research, particular attention is paid to the spatial aspects of this work, such as the physical workplace environment and the mental space.To gain an in-depth understanding of telephone counsellors' experiences this research employed an instrumental case study approach and focused on youth counsellors in one telephone counselling service in New Zealand. Ten counsellors with 18 months to 9 years telephone counselling experience participated in this study, with the majority concurrently studying a human service related course at university. A multi-method design was adopted, including observations, in-depth interviews and reflective journals. To explore counsellors' experiences and how they are influenced by work related factors, both social constructionist and organisational theoretical lenses were adopted.The findings in this thesis indicate that overall counsellors enjoyed the work of telephone counselling despite its challenges. They experienced discrete aspects of their work as challenging, yet enjoyed their interactions with callers and the quality of relationships they had with colleagues and supervisors. Whilst counsellors experienced elements of the physical environment to be distracting and uncomfortable, they were able to exert some influence over the impact of these features by locating themselves in a preferred 3 counselling booth. Counsellors were found to enter into a distinct mental place when joining with their callers. Within this mental place they experienced a higher degree of proximity in counselling calls and greater distance in testing calls. The counsellors were able to manage the degree of closeness within their calls by their physical movement of leaning into counselling calls and leaning back from testing calls.This thesis makes a contribu...

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New Ways of Working and Employee In-Role Performance in Swiss Public Administration

Cornu

2022

Merits

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Following the COVID-19 pandemic, public organizations are tempted to introduce to practices that allow employees to work independently of time and space. However, little is known about the impact of such practices on employees’ outcomes. The purpose of this study is to investigate the relationship between New Ways of Working (NWW) and in-role performance, while also considering the role that outcome-oriented culture plays in this relationship. Hierarchical regression models are used to analyze a sample of 1204 public employees at the cantonal level in Switzerland. Our findings support the hypothesized positive relationships between two NWW practices (flexibility in time and location and access to organizational knowledge). However, the moderating role of an outcome-oriented culture is only partially supported. Our study emphasizes the significance of having an organizational culture that is aligned with practices such as NWW to improve job performance.

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Enhancing Job Performance and Mental Health Through Organizational Nurturing Culture

Cited by 3 publications

References 96 publications

Development and Validation of an Organizational Cultural Measure in Social Welfare Settings

Development and Validation of an Organizational Cultural Measure in Social Welfare Settings

Youth counsellors' experiences of telephone counselling: a qualitative exploration

New Ways of Working and Employee In-Role Performance in Swiss Public Administration

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