Improving performance and quality of working life: A model for organizational health assessment in emerging enterprises

Shoaf, Christin; Genaidy, Ash; Karwowski, Waldemar; Huang, Samuel H.

doi:10.1002/hfm.10053

Cited by 44 publications

(42 citation statements)

References 36 publications

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“…Bu unsurlar sağlığı evrensel olarak tanımlar. Kısacası, zihin ve vücut arasındaki duyguyu ilişkilendirir (MacikFrey, Quick ve Cooper, 2009:454;Shoaf, 2004). Bu faktörlerin hepsi çalışan sağlığı üzerinde etkiye sahiptir.…”

Section: öRgütsel Sağlıkunclassified

“…Ellerindeki yasal gücü kendi amaçları için kullanırlar ve önlerine engel olabilecek çalışanları kötü sözler, aşağılama, hor görme, haklarında dedikodu yapma (Flynn, 1999: 1) gibi yollarla yıldırırlar. Örgütsel sağlık, çalışanların fiziki ve ruhsal durumlarının iyi olması (Quick, Macik-Frey ve Cooper, 2007:191;Macik-Frey, Quick ve Cooper, 2009:454;Shoaf, 2004) olarak tanımlandığına göre belirtilen liderin toksik davranış biçimleri örgütün sağlığını olumsuz derecede etkiler. Özelikle toksik liderlerin yıldırma politikaları, çalışanların morallerini (Reed, 2004:67) ve örgütsel uyumu (Miles, 1969) bozar.…”

Section: Toksik Liderlik öRgütsel Sağlık İlişkisiunclassified

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Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

Reyhanoğlu¹,

Akın²

2016

itobiad

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ÖzBu çalışmanın temel amacı, toksik liderlik biçiminin örgütsel sağlığı etkileyip etkilemediğini ortaya koymaktır. Örgütsel sağlık, örgütün çevresel değişimlere uyum sağlayabilmesi amacıyla çalışanların fiziksel ve ruhsal olarak kendini iyi hissetmesi, bu durumun da örgütü ve örgütsel iklimi olumlu etkilemesidir. Bir örgütün lideri olarak yöneticinin kötü liderlik göstermesi, çalışanın ve dolayısıyla örgütün sağlığını bozabilmektedir. Çalışmada, örgüt sağlığını olumsuz şekilde etkileyeceği iddia edilen toksik liderlik biçimi temel alınmıştır. Toksik lider, örgüt içinde çalışanlara kötü davranan, onları devamlı aşağılayan, narsist eğilimleri olan bir lider tipidir. Kendini çalışanlarına kabul ettirmek için, yüksek ölçüde kontrol yetkisini kullanması çalışanların moral, motivasyon ve verimliliğini düşürmekte, örgüt için yıkıcı olmakta, örgütsel iklimi olumsuz yönde etkilemektedir. Çalışmada, toksik liderlik özelliklerinin örgütsel sağlığı nasıl etkilediği karşılaştırmalı olarak incelenmiş toksik liderlik ile örgütsel sağlık arasındaki ilişkiyi açıklayan önermeler yapılmıştır. Yapılan çıkarımlarda toksik liderin yıldırma davranışları, istismarcı, narsist ve otoriter kişiliği çalışanların dolayısıyla örgütün sağlığını olumsuz olarak etkilediği yönündedir. Anahtar Kelimler: Toksik Liderlik, Örgütsel Sağlık, Yıkıcı Liderlik, Çalışan Sağlığı, İstismarcı Liderlik. Does Toxic Leadership Trigger Organizational Health Negatively? AbstractThe main purpose of this study is that shows the effect of toxic leadership style to organizational health. Organizational health is that employees feel well physically and mentally, so that it affects a positive to organization and organizational climate in order to adapt to environmental changes,. As a leader of the organization, harmful exhibition of the manager influences negatively to the health of the employees and the organization. This study is based on the toxic form of leadership, claimed that it negatively effects on the organizational health. As a leader type of having narcissistic tendencies, toxic leaders mistreat employees within the organization. By using the high extent authority of control in order to make employees to accept him/her, toxic leaders affect negatively employees' morale, motivation and productivity. In addition, toxic leaders, disruptive of the organization, affect negatively organizational climate. In the study, in the framework characteristics of toxic leadership, examined how it affects organizational health, using comparison methodology. The study concludes with propositions, which explore of the relationship between organizational health and toxic leadership. The conclusions made that the toxic leader's bully behavior, abusive, narcissistic and authoritarian personality effect negatively on employees' and organizational health.

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Section: öRgütsel Sağlıkunclassified

Section: Toksik Liderlik öRgütsel Sağlık İlişkisiunclassified

Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

Reyhanoğlu¹,

Akın²

2016

itobiad

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“…(Cotton & Hart, 2003, p. 122) as key determinants of OHD. Others propose positive leadership (Luthans & Church, 2002;Peiró & Rodríguez, 2008;Quick et al, 2007) or positive organisational culture and climate (Shoaf, Genaidy, Karwowski, & Huang, 2004) as key factors. The integrative AMIGO model (Peiró, 2000;Peiró & Rodríguez, 2008) distinguishes hard (e.g.…”

Section: Organisational Health 'Determinants'mentioning

confidence: 99%

“…The international literature reveals many practices for improving OHD and groups them into diverse, inductively derived categories (see : 'healthy workplace practices' addressing work-life balance, employee growth and development and employee involvement (Grawitch et al, 2006); 'approaches to organizational health' covering individual health promotion, job redesign and autonomous work groups (Shoaf et al, 2004); 'practitioner models' like health and productivity management, healthy culture planning and the healthy company (Bennett et al, 2002); 'leadership development' (Peiró & Rodríguez, 2008;Quick et al, 2007) or 'self-assessment/adaptability' (Bennett et al, 2002, p. 72).…”

Section: Interventions For Improving Ohdmentioning

confidence: 99%

The Handbook of Salutogenesis

et al. 2017

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“…The international literature reveals many practices for improving OHD and groups them into diverse, inductively derived categories (see Bauer & Jenny, 2012): 'healthy workplace practices' addressing work-life balance, employee growth and development and employee involvement (Grawitch et al, 2006); 'approaches to organizational health' covering individual health promotion, job redesign and autonomous work groups (Shoaf et al, 2004); 'practitioner models' like health and productivity management, healthy culture planning and the healthy company (Bennett et al, 2002); 'leadership development' (Peiró & Rodríguez, 2008;Quick et al, 2007) or 'self-assessment/adaptability ' (Bennett et al, 2002, p. 72).…”

Section: Interventions For Improving Ohdmentioning

confidence: 99%

The Application of Salutogenesis to Organisations

Bauer

Jenny

2016

The Handbook of Salutogenesis

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Framing the ChapterThis chapter on salutogenic organisations is part of the book section on the application of salutogenesis to everyday settings. The settings covered in this section include communities/neighbourhoods, cities, restorative environments, schools, universities, worksites and prisons. Such settings are broadly defined as 'the place or social context in which people engage in daily activities in which environmental, organisational, and personal factors interact to affect health and wellbeing ' (WHO, 1998; emphasis added). This definition implies that all settings are influenced by some form of organisation. Several of the listed settings are more or less formalised organisations themselves, such as worksites, schools, universities and prisons-whereas others are at least heavily influenced by organisations, such as cities, neighbourhoods or restorative environments. Thus, understanding how organisations influence whole settings and human health is crucial for promoting health in and through settings.As the other chapters on everyday settings illustrate, organisations directly influence the health of their employees through working conditions. They influence the health of their customers through their products or services, such as providing education, and finally, they influence the population's health through larger ecological impacts. In treating these health-influencing pathways, the other chapters either refer to the more general concept of settings or focus on specific aspects of organisations such as the employee, customer (student), citizen, political or ecological level. This chapter presents a generic model of how organisations influence health from both a salutogenic and pathogenic perspective. The framework integrates concepts and empirical findings from health promotion, organisational psychology and the management sciences. The chapter will focus on the organisation's impact on employee health, as employees typically are most directly and intensely affected by an organisation. Thus, it complements the chapter on salutogenic work by expanding the level of analysis to include the question of how employee health is created by the interaction of employees with key characteristics of the organisation.Furthermore, we expect that organisations considering employee health a legitimate, relevant focus of attention and action beyond pure economic profitability will also consider their larger health impact on their environment, including customers and the population at large. Finally, the chapter aims to be particularly applicable to for-profit organisations in which it is exceptionally challenging to introduce a health agenda.The chapter firstly introduces the key concept of organisational health development (OHD), as well as the OHD practical and research context, such as ongoing changes of the economy, of organising work and of the roles of managers and employees. Secondly, the chapter presents conceptual and empirical research regarding OHD as well as health-oriented interventions in organisati...

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Improving performance and quality of working life: A model for organizational health assessment in emerging enterprises

Cited by 44 publications

References 36 publications

Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

Toksik Liderlik Örgütsel Sağlığı Olumsuz Yönde Tetikler mi?

The Handbook of Salutogenesis

The Application of Salutogenesis to Organisations

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