Explaining productive organizational energy using force field analysis
Subject Areas :علیرضا حسین بیگی 1 , Saiedeh Nosratabadi 2 , Abbas Shoul 3 , Hossein Arman 4
1 -
2 -
3 -
4 -
Keywords: Productive Organizational Energy Power Field Analysis Organizational Performance,
Abstract :
Organizational energy is a renewable resource that is the basis for measuring organizational performance whose its level and intensity can influence on employee performance. The purpose of this study is to identify the factors that inhibits and forces the productive organizational energy in the form of force field analysis. In this study, 17 experts of the office of Melli Bank branch affaires were used by qualitative content analysis method. The results of this exploratory study showed that the main factors of driving productive organizational energy included recognition, management support, reward, and trust. The main barriers to productive organizational energy were also cumbersome laws, disorder, lack of resources, and work / life imbalances. The implications of these findings are discussed.
Ahmadi, S. , Khanagha, S. , Berchicci, L. , Jansen, J. J. P. (2017). Are managers motivated to explore in the face of a new technological change? The role of regulatory focus, fit, and complexity of decision-making. J. Manag. Stud. 54 (2) , 209e237.
Arnolds, CA, Boshoff, C, Mazibuko, NE & Klemz BR. (2010). The motivational impact of job security, recognition, monetary incentives and training on the job performance of blue collar manufacturing employees. South African Journal of Labour Relations 34 (1) : 86-102.
Atwater, L. , & Carmeli, A. (2009). Leader‐member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20, 264–275.
Bierema, LL. (2008). Adult learning in the workplace: Emotion work or emotion learning? New Directions for Adult and Continuing Education (120) : 55-64.
Bruch, H & Ghoshal, S. (2003). Unleashing organizational energy. MIT Sloan Management Review 45 (1) : 45.
Bruch, H & Ghoshal, S. (2004). Management is the art of doing and getting done. Business Strategy Review 15 (3) : 4.
Bruch, H & Vogel, B. (2011b). Strategies for creating and sustaining organizational energy. Employment Relations Today 38 (2) : 51-61.
Bruch, H & Vogel, B. (2011a). Fully charged: How great leaders boost their organization’s energy and ignite high performance. Boston: Harvard Business Review Press.
Cameron, K. S. , Bright, D. , & Caza, A. (2004). Exploring the relationships between organizational virtuousness and performance. The American Behavioral Scientist, 47, 766–790.
Cherniss, C, Extein, M, Golemand, D, & Weissberg, RP. (2006). Emotional Intelligence: What does the research really indicate. Educational Psychologist 41 (4) : 239-245.
Cohen A. (2015) Organizational Trust. In: Fairness in the Workplace. Palgrave Macmillan, London
Cole, MS, Bruch, H & Vogel, B. (2005). Development and validation of a measure of organizational energy. Academy of Management Best Conference Paper, V1, V1-V6.
Derman, L. , Barkhuizen, N. , & Stanz, K. (2011). The validation of a measure of organisational energy in the South African context. South African Journal of Human Resource Management, 9 (1) , 194-204.
Donaldson-Feilder, E & Bond, FW. (2004). The relative importance of psychological acceptance and emotional intelligence to workplace well-being. British Journal of Guidance and Counselling 32 (2) : 187-203.
Donnelly, R. (2008). Careers and temporal flexibility in the new economy: An Anglo-Dutch comparison of the organization of consultancy work. Human Resource Journal. 18 (3) : 197-215.
Downey, JA. (2008). Hierarchy and happiness: The influence of emotion on administrative job satisfaction. Community College Journal of Research & Practice 32 (8) : 597-606.
Drotter, S & Charan, R. (2001). Building leaders at every level: A leadership pipeline. Ivey Business Journal May/June: 21-27.
Dutton, J. E. (2003). Energize your workplace: How to create and sustain high‐quality connections at work. San Francisco, CA: Jossey‐Bass.
Fard, HD, Rostamy, AAA & Taghiloo, H. (2009). How types of organizational cultures contribute in shaping learning organizations. Singapore Management Review 31 (1) : 49-61.
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden‐and‐build theory of positive emotions. The American Psychologist, 56, 218–226.
Handy, C. (1993). Understanding organizations. New York: Oxford University Press.
Hartwig, R. T. (2016). Walking the tightrope: A case study of church leadership team facilitation. Group Facilitation, (13) , 29.
Jamrog, JJ, Vickers, M, Overholt, MH & Morrison, CL. (2008). High-performance organizations: Finding the elements of excellence. People and Strategy 31 (1) : 29.
Karasek, RA. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly 24 (2) : 285-285.
Lamberti, H. (2010). The drivers of productive organisational energy. Unpublished MBA Research Report from Gordon Institute of Business Science, University of Pretoria, 1-95.
Lewin K. (1973) Force field analysis. The Annual Handbook for Group Facilitators. 1946: 111–113.
Lok, P & Crawford, J. (2004). The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross-national comparison. The Journal of Management Development 23 (3/4) : 321-338.
Lykken, D. T. (2005). Mental energy. Intelligence, 33, 331–335.
Mathew, J. (2007). The relationship of organisational culture with productivity and quality. Employee Relations 29 (6) : 677-695.
Nel, J. (2011). Mindset transformation. Organization Management Journal 6 (4) : 229-238.
Quinn, RW & Dutton, JE. (2005). Coordinating as energy-in-conversation. Academy of Management Review 30 (1) : 36-57.
RW & Dutton, JE. 2005. Coordinating as energy-in-conversation. Academy of Management Review 30 (1) : 36-57.
Schiuma, G, Mason, S & Kennerley, M. (2007). Assessing energy within organisations. Measuring Business Excellence 11 (3) : 69.
Shirom, A. (2003). Feeling vigorous at work? The construct of vigor and the study of positive affect in organizations. Research in Occupational Stress and Well Being, 3, 135–164.
Shirom, A. (2010). Feeling energetic at work: On vigor’s antecedents. In A. B. Bakker, & M. P. Leiter (Eds.) , Work engagement: A handbook of essential theory and research (pp. 69–84). New York: Psychology Press.
Shrivastava SR, Shrivastava PS, Ramasamy J. (2017). Force field analysis: An effective tool in qualitative research. Journal of Current Research in Scientific Medicine. 2017;3 (2) : 139.
Smith, PAC & Tosey, P. (1999). Assessing the earning organisation, part 1: Theoretical Foundations. The Learning Organisation 6 (2) : 7-75.
Smith, Ripley L. & Ulrike Schwegler (2010). The Role of Trust in International Cooperation in Crisis Areas: A Comparison of German and US-America NGO Partnership Strategies. In: Organizational Trust: A Cultural Perspective. 281‒310. Cambridge: Cambridge University Press.
Spreitzer, G. , Sutcliffe, K. , Dutton, J. , Sonenshein, S. , & Grant A. M. (2005). A socially‐embedded model of thriving at work. Organization Science, 16, 537–549.
Swanson, D. J. , & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of Change Management, 14 (1) , 28–47.
Taormina, RJ. (2008). Interrelating leadership behaviors, organizational socialization, and organizational culture. Leadership & Organization Development Journal 29 (1) : 85–102.
Taris, TW & Schreurs, PJG. (2009). Well-being and organizational performance: An organizational-level test of the happy-productive worker hypothesis. Work & Stress 23 (2) : 120-136.
White, RJ. (2008). Six factors for building a team. Electrical Wholesaling. Available at: http: //iims. uthscsa. edu/sites/iims-drupal/files/TeamProcess-8. pdf (accessed on 10th October 2011).
Wildermuth, CMS & Pauken, PD. (2008). A perfect match: Decoding employee engagement - part I: Engaging cultures and leaders. Industrial and Commercial Training 40 (3) : 122-128.
