JN-International Medical Corporation is a U.S. based biopharmaceutical corporation which since 1998 has been focused on developing vaccines and diagnostics for infectious disease for developing countries. This private corporation (formerly known as Jeeri Neotech International, Inc) was founded in 1997 by Dr. Jeeri R. Reddy with the help of Dr. Kelly F. Lechtenberg in a small rural town, Oakland, Nebraska. From there it grew and expanded until in the year 2000 the corporation moved to Omaha, Nebraska. JN-International Medical Corporation (JNI) has overseas business offices and clinical trial centers located in Abidjan, Ivory Coast in Africa and in Kuala Lumpur, Malaysia, with vaccine cold chain facilities in Burkina Faso and Singapore. JNI partners with Global Health Organizations such as the Clinton Global Initiative,[1],the Global Business Coalition, New York[2] President's Malaria Initiative and PEPFAR.[3][4][5] JNI also partners with several other non-profit global health organizations,[6][7] NGOs, local governments and communities in developing countries to address the health issues related to HIV AIDS Malaria Tuberculosis and Bacterial Meningitis that scourges the underserved communities in West Africa, South East Asia and Latin America.
It is becoming increasingly difficult for some dialysis units to recruit and to maintain staff. The focus of this article is the effect that workplace incivility and bullying can have on employee retention.
The dialysis work environment itself is a fertile breeding ground for conflict. The noisy environment, the close and crowded quarters, difficult patient situations, and interdependent relationships can all lead to conflict. However, the lack of civility by and between staff members and patients can be counted as one of the biggest culprits of conflict creating a working environment filled with strife. This lack of civility is also a reason frequently given by employees who resign their positions with the dialysis facility.
What is Workplace Incivility?
Workplace incivility is subtle rude or disrespectful behavior that demonstrates lack of regard for others. It includes:
* Speaking in a condescending manner
* Demeaning, belittling, or harassing others
* Having emotional tirades, displays of temper, tantrums
* Unnecessarily or rudely interrupting others
* Not listening when another person is speaking directly or indirectly to you or others
* Rumor mongering and gossiping
* Acting in an impatient manner
* Being unable or unwilling to empathize with others
* Staff splitting and polarizing some staff members against others
The complexity that we have at present in finding and maintaining the expert employees who make us flourishing is the consequence of upheaval. The upheaval is our new understanding of the role of employees in our corporations. We now understand that those expert employees make the difference between winning and losing. And, like other upheavals, its affect will be with us for a long time.
The Rise And Fall Of Organisational Commitment
The concept and theory of Organisational Commitment (OC) has gained considerable attention in the management and behavioural sciences. Numerous studies have explored the associations between OC and various phenomena, with impressive results. This paper argues that the concept needs re-examination in light of recent business changes. The assertion that OC leads to a set of desired outputs proved to be valid for times of mutual commitment between corporations and their employees. We are now entered a new age of Human Resource and industrial relation systems, characterised by recurrent redundancies and downsizing processes. This development mirrors a low commitment from corporations to their employees which is followed by a reduced level of OC (Bar-Hayim and Berman, 1992, 379-387). Consequently it is hypothesised that the strength of OC as a foremost concept in management and behavioural sciences is incessantly declining. Support from the literature is provided, and recommendations for future research are presented.
Motto: Trust is the basis for any relationship
Organisational Commitment or OC as it is called is an unshakable concept in the management and behavioural sciences. It instigated in the Human Relations society of the early to mid century. At the time it was a shock that employees have feelings towards the company, together with recognition with the aims and goals of their administrative centre. The nature and view of the OC concept is that a person has a nous of commitment to the company he/she works for. This may engage recognition with, inclination to stay, and enthusiasm to exercise efforts for the company. The concept applies to any organisational type -- service or production, private or public, etc. (Case, 1996)
The function of this paper is to point out that the OC concept requires reconsideration due to external changes of management society in the industrialised world. I feel there is a need for a re-examination of the role and significance of this conventional concept in the behavioural sciences. The main rationale, I disagree, is that commitment is a twofold type experience, i.e. about resemblance in relationships. Since corporations lean now to surrender their commitment for their employees, there is no solid, stable source for such a relationship. This is evident in many current publications (Waterman et al, 1994, 87-95; Herriot and Pemberton, 1995; Rousseau, 1996, 50-59; Peiper and Baruch, 1997, 722). Current procedures and developments in the way corporations take care of their employees raise uncertainties about whether the traditional concept of OC fit the new age of management and industrial relation systems. This paper addresses neither individuals nor corporations in isolation. To a certain extent it examines the relationship between the two. By their character, it takes a while for relationships to build up. Especially, trust relationships are made over years. Commitment and loyalty are trust supported relationships.
OC is concerned with the relationship between employees and their corporations. On the other hand, it is only one amid a selection of devotions any working person has. Others could be job-related ones or not. Among the previous I may find commitment to the line of work the union or the work group; among the second there are commitments to the family, the state, sport or social club, religion, etc. Nevertheless, in managerial contexts the commitment to work and the company is of substantial importance since motivation to work derives from it. As Morrow (1983, 486-500) has indicated, there are five forms of work commitment, organisational commitment being one of them.
It should be noted here that OC is relevant for all. Corporations should be committed to all their employees, the rank and file to the CEO, the operation and administration. They need to have the commitment of all, too. Although replacing top level managers is a more costly exercise than replacing a cleaner or porter, both cases require the running of selection, recruitment and induction period. Moreover, corporations are complex systems, operating towards a common goal. OC help making this goal common and thus applied for all.
Taking the expectancy theory to the organisational level, the company expects a reward (commitment) for its investment (in its employees). Improved performance and other attributes such as low employees' turnover are seen as possible outcomes of commitment. OC has received much attention in the management and behavioural sciences because of the expected outcomes of commitment, and extensive research has been conducted to test these ideas.
It is becoming increasingly difficult for some dialysis units to recruit and to maintain staff. The focus of this article is the effect that workplace incivility and bullying can have on employee retention.
The dialysis work environment itself is a fertile breeding ground for conflict. The noisy environment, the close and crowded quarters, difficult patient situations, and interdependent relationships can all lead to conflict. However, the lack of civility by and between staff members and patients can be counted as one of the biggest culprits of conflict creating a working environment filled with strife. This lack of civility is also a reason frequently given by employees who resign their positions with the dialysis facility.
What is Workplace Incivility?
Workplace incivility is subtle rude or disrespectful behavior that demonstrates lack of regard for others. It includes:
* Speaking in a condescending manner
* Demeaning, belittling, or harassing others
* Having emotional tirades, displays of temper, tantrums
* Unnecessarily or rudely interrupting others
* Not listening when another person is speaking directly or indirectly to you or others
* Rumor mongering and gossiping
* Acting in an impatient manner
* Being unable or unwilling to empathize with others
* Staff splitting and polarizing some staff members against others
The complexity that we have at present in finding and maintaining the expert employees who make us flourishing is the consequence of upheaval. The upheaval is our new understanding of the role of employees in our corporations. We now understand that those expert employees make the difference between winning and losing. And, like other upheavals, its affect will be with us for a long time.
The Rise And Fall Of Organisational Commitment
The concept and theory of Organisational Commitment (OC) has gained considerable attention in the management and behavioural sciences. Numerous studies have explored the associations between OC and various phenomena, with impressive results. This paper argues that the concept needs re-examination in light of recent business changes. The assertion that OC leads to a set of desired outputs proved to be valid for times of mutual commitment between corporations and their employees. We are now entered a new age of Human Resource and industrial relation systems, characterised by recurrent redundancies and downsizing processes. This development mirrors a low commitment from corporations to their employees which is followed by a reduced level of OC (Bar-Hayim and Berman, 1992, 379-387). Consequently it is hypothesised that the strength of OC as a foremost concept in management and behavioural sciences is incessantly declining. Support from the literature is provided, and recommendations for future research are presented.
Motto: Trust is the basis for any relationship
Organisational Commitment or OC as it is called is an unshakable concept in the management and behavioural sciences. It instigated in the Human Relations society of the early to mid century. At the time it was a shock that employees have feelings towards the company, together with recognition with the aims and goals of their administrative centre. The nature and view of the OC concept is that a person has a nous of commitment to the company he/she works for. This may engage recognition with, inclination to stay, and enthusiasm to exercise efforts for the company. The concept applies to any organisational type -- service or production, private or public, etc. (Case, 1996)
The function of this paper is to point out that the OC concept requires reconsideration due to external changes of management society in the industrialised world. I feel there is a need for a re-examination of the role and significance of this conventional concept in the behavioural sciences. The main rationale, I disagree, is that commitment is a twofold type experience, i.e. about resemblance in relationships. Since corporations lean now to surrender their commitment for their employees, there is no solid, stable source for such a relationship. This is evident in many current publications (Waterman et al, 1994, 87-95; Herriot and Pemberton, 1995; Rousseau, 1996, 50-59; Peiper and Baruch, 1997, 722). Current procedures and developments in the way corporations take care of their employees raise uncertainties about whether the traditional concept of OC fit the new age of management and industrial relation systems. This paper addresses neither individuals nor corporations in isolation. To a certain extent it examines the relationship between the two. By their character, it takes a while for relationships to build up. Especially, trust relationships are made over years. Commitment and loyalty are trust supported relationships.
OC is concerned with the relationship between employees and their corporations. On the other hand, it is only one amid a selection of devotions any working person has. Others could be job-related ones or not. Among the previous I may find commitment to the line of work the union or the work group; among the second there are commitments to the family, the state, sport or social club, religion, etc. Nevertheless, in managerial contexts the commitment to work and the company is of substantial importance since motivation to work derives from it. As Morrow (1983, 486-500) has indicated, there are five forms of work commitment, organisational commitment being one of them.
It should be noted here that OC is relevant for all. Corporations should be committed to all their employees, the rank and file to the CEO, the operation and administration. They need to have the commitment of all, too. Although replacing top level managers is a more costly exercise than replacing a cleaner or porter, both cases require the running of selection, recruitment and induction period. Moreover, corporations are complex systems, operating towards a common goal. OC help making this goal common and thus applied for all.
Taking the expectancy theory to the organisational level, the company expects a reward (commitment) for its investment (in its employees). Improved performance and other attributes such as low employees' turnover are seen as possible outcomes of commitment. OC has received much attention in the management and behavioural sciences because of the expected outcomes of commitment, and extensive research has been conducted to test these ideas.