The Academic Work Environment in Australian Universities: A motivating place to work?

Winter, Richard; Sarros, James C.

doi:10.1080/0729436022000020751

Cited by 112 publications

(81 citation statements)

References 37 publications

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“…The present study indicates that those who find their work less demanding, and who perceive greater gains in relation to pay, support and esteem, tended to be more satisfied. This corresponds with previous research that has highlighted academics' strong drive to gain recognition and respect for their knowledge and expertise (Winter & Sarros, 2002). The importance of support from colleagues and managers for the wellbeing of academic employees has also been previously highlighted (Kinman & Wray, 2015).…”

Section: Discussionmentioning

confidence: 79%

“…Nonetheless, other studies have found that they place less emphasis on salary and status than members of other occupational groups and that these external factors are largely unrelated to wellbeing (Houston, Meyer, & Paewai, 2006;Ward & Sloane, 2000). As discussed earlier in this paper, academics may be more strongly motivated by less tangible factors such as recognition and positive working relationships (Winter & Sarros 2002). It is likely therefore that esteem and support rewards would be more likely to protect wellbeing than those attached to pay, opportunities to progress or job security.…”

Section: Introductionmentioning

confidence: 96%

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Effort–reward imbalance and overcommitment in UK academics: implications for mental health, satisfaction and retention

Kinman

2016

Journal of Higher Education Policy and Management

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Effort-reward imbalance and over-commitment in UK academics: implications for health, satisfaction and retention AbstractThis study utilises the effort-reward imbalance (ERI) model of job stress to predict several indices of wellbeing in UK academics: mental ill health, job satisfaction and leaving intentions. This model posits that: a) employees who believe that their efforts are not counterbalanced by sufficient rewards will experience impaired wellbeing and b) feelings of ERI are more frequent and damaging in employees who are over-committed to the job. A sample of 649 academic employees working in HEIs in the UK completed validated measures. Findings showed that academics who found their work more demanding, who perceived greater rewards and who were less over-committed typically reported poorer wellbeing across all measures. Rewards related to esteem/support and financial/status appeared to be particularly important in protecting academics from the negative impact of work-related efforts. Potential interventions are discussed that draw on the ERI framework to improve mental health, satisfaction and retention in the sector.

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Section: Discussionmentioning

confidence: 79%

Section: Introductionmentioning

confidence: 96%

Effort–reward imbalance and overcommitment in UK academics: implications for mental health, satisfaction and retention

Kinman

2016

Journal of Higher Education Policy and Management

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“…According to various studies, by supporting employees' strengths and motivation, leaders and supervisors can create a work environment where employees are willing to help the organization to reach its goal (Winter & Sarros, 2002). Likewise, Lo, Ramayah, and de Run (2010) noted that leaders' optimism and ability to enhance positive and enthusiastic atmosphere at work were the keys to survive in the demanding modern work life.…”

Section: Discussionmentioning

confidence: 99%

Success at work requires successful leaders? The elements of successful leadership according to leaders and employees of a Finnish mid-size enterprise

Uusiautti¹

2015

IJRSP

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This study focused on the reciprocal nature of leadership from the point of view of success, when defined a manifestation of expertise, high performances, productivity, and positive work experiences. Leaders' action with and among their employees formed the core of the study.The purpose was to find out how leaders themselves and their employees describe success at work and leadership practices that support the success. The study was conducted among leaders and employees in a mid-size Finnish enterprise. Two research questions were set for this study: (1) How do the leaders and supervisors describe successful leadership? and (2) How do the employees describe successful leadership? This study employed a multi method approach that combined qualitative research methods within one study. The leaders and supervisors (N=15) were interviewed while employees (N=29) participated by filling out an open-ended questionnaire. Elements of successful leadership in leaders' and supervisors' and employees' descriptions are presented as results. Leadership for success at work maintains that a leader or supervisor finds leadership as his or her personal strength. The social element of using the strength was strongly emphasized in this data. Much of the strength becomes manifested through the social interaction between leaders and supervisors and employees, where positivity can be the key element. Those who have this perception are likely to enjoy their work as leaders, find it meaningful, inspiring, and energizing, and to succeed as leaders and make followers succeed as well especially in the changing world of work.

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“…The caring research approach draws from the positive. According to the study of Winter and Sarros (2002) in Australian universities, an academic work environment is motivating when roles are clear, job tasks are challenging, and supervisors exhibit a supportive leadership style. According to several studies (see e.g., Egan et al, 2009;Mayya & Roff, 2004), good and supportive atmosphere makes research work seem meaningful and inspiring.…”

Section: "I Have Great News!!! Congratulations To All Of Us!" (Email mentioning

confidence: 99%

Scientific publishing as the arena of power and caring

Uusiautti¹

2015

IJRSE

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Scientific publishing has become one of the most important means of not only advancing researchers' careers but also securing funding for universities. Therefore, the atmosphere in academic communities often appears very competitive, which can harm trust and open collaboration between colleagues. What is the role of co-authorship in writing? How to perceive the peer review process as a part of publishing and scientific discourse? In this article, scientific publishing of research studies in peer reviewed journals is viewed as an arena of power and caring. This viewpoint has basically two purposes: (1) to discuss the possibility of caring review process and (2) to discuss the possibility of caring collaboration between researchers in scientific writing. The power of collaboration and benefits of caring reviews are introduced as conclusions.

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The Academic Work Environment in Australian Universities: A motivating place to work?

Cited by 112 publications

References 37 publications

Effort–reward imbalance and overcommitment in UK academics: implications for mental health, satisfaction and retention

Effort–reward imbalance and overcommitment in UK academics: implications for mental health, satisfaction and retention

Success at work requires successful leaders? The elements of successful leadership according to leaders and employees of a Finnish mid-size enterprise

Scientific publishing as the arena of power and caring

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