The relationship between employee knowledge, personal contact and attitudes towards chronically ill co-employees within the banking sector

Kanengoni, Herbert; Murugan, Chan

doi:10.1080/09585192.2012.702318

Cited by 6 publications

(4 citation statements)

References 16 publications

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“…Such illnesses include multiple sclerosis, Parkinson's disease, HIV, depression, arthritis and diabetes. Employees may experience difficulties travelling to work, activities such as climbing stairs, and in managing work and medical appointments (Kanengoni & Murugan, 2013). While this definition captures the commonalities for employees with chronic illness, symptoms vary in terms of visibility, intrusiveness and progression rates.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…The chronically ill represent a growing group of employees who are recognized as disadvantaged and marginalized, but who have largely been neglected by HRM practitioners and researchers (Beatty, 2012;Kanengoni & Murugan, 2013). These employees experience numerous psychosocial barriers to full workforce participation, including a reduced sense of safety and inclusion in the workplace due to perceptions of discrimination, bias and a reduced sense of personal efficacy (Johnson, Amtmann, Yorkston, Klasner, & Kuehn, 2004;McGonagle & Hamblin, 2014;Rumrill, Roessler, McMahon, & Fitzgerald, 2005;Varekamp & van Dijk, 2010).…”

Section: Introductionmentioning

confidence: 99%

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An examination of the role of psychological safety in the relationship between job resources, affective commitment and turnover intentions of Australian employees with chronic illness

Kirk-Brown

Dijk

2015

The International Journal of Human Resource Management

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

An examination of the role of psychological safety in the relationship between job resources, affective commitment and turnover intentions of Australian employees with chronic illness

Kirk-Brown

Dijk

2015

The International Journal of Human Resource Management

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“…It enables the researcher to validate the relationships between the variables and to test hypotheses (Hair, Wolfinbarger, Ortinau & Bush, 2008). Furthermore, variables are managed statistical to produce a representative data of the total population (Kanengoni & Murugan, 2012).…”

Section: Methodsmentioning

confidence: 99%

“…The present study employed a semi-structured questionnaire. To design the questionnaire, a strong attention was given to the gaps in literature which required to be filled with new knowledge (Kanengoni & Murugan, 2012). The present study therefore, integrated open-ended and closed-ended questions.…”

Section: Research Techniquementioning

confidence: 99%

The Impact of Participative and Directive Leadership on Organisational Culture: An Organisational Development Perspective

Bell¹,

Murugan

Nel³

2014

MJSS

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Leadership is critical for the success of any organisation developing a sustainable and competitive culture. Organizational culture mediates the association between leadership styles and organizational performance. The purpose of the present study was to assess the impact of participative and directive leadership on organisational culture from an organisational development perspective. The data was collected from a sample of 246 administrative departmental employees at Fort Hare University using a self-designed biographical and occupational questionnaire. To measure participative leadership, a six-item 5-point rating scale adopted from Arnold et al. (2000) was also employed. To measure directive leadership, a seven-item bi-polar rating scale adopted from Litwin and Stringer (1968) was also employed. And to measure organisational culture, a four-item 5-point rating scale adopted from the Denison Organizational Culture Survey (Denison & Neale, 1996) was also used. Data analysis was done using various statistical techniques, including descriptive statistics, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results showed that participative and directive leadership have positive and significant impact on organisational culture. However, directive leadership has negative and insignificant impact on adaptability. The results also indicated that participative and directive leadership combined have no additive impact on organisational culture. However, participative leadership had a stronger effect on organisational culture than when was combined with directive leadership. The present study therefore, recommends managers to use participative leadership in their efforts to adapt their organisational cultures to achieve a sustained competitive culture. However, directive leadership may be used in certain organisational contingencies that demand it.

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Working with a chronic health condition: The implications of proactive vitality management for occupational health and performance

Op den Kamp,

Bakker,

Tims

et al. 2024

Journal of Vocational Behavior

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The relationship between employee knowledge, personal contact and attitudes towards chronically ill co-employees within the banking sector

Cited by 6 publications

References 16 publications

An examination of the role of psychological safety in the relationship between job resources, affective commitment and turnover intentions of Australian employees with chronic illness

An examination of the role of psychological safety in the relationship between job resources, affective commitment and turnover intentions of Australian employees with chronic illness

The Impact of Participative and Directive Leadership on Organisational Culture: An Organisational Development Perspective

Working with a chronic health condition: The implications of proactive vitality management for occupational health and performance

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