Improving Workplace Effectiveness Through Sound Organisational Norms And Workers Behaviour

Authors

  • D. J. Ekanem Department of Accounting University of Calabar, Calabar, Cross River State, Nigeria
  • U. Ekanem Department of Accounting University of Calabar, Calabar, Cross River State, Nigeria

Keywords:

Managers, Workplace effectiveness, Workers behaviour, Organisational norms

Abstract

Over the years, organizations are floated for the purpose of creating and providing goods and or rendering services for the improvement of the prosperity of the society. However, currently, the Nigerian business sector had experienced increased organizational crisis. Hence, this is a clear evidence which shows that these organizations have failed in meeting their societal obligations. Based on this, this review therefore, examined how organizational norms and workers behaviour can improve work place effectiveness. The results disclosed among others that organizational norm is one of the internal control machineries put in place by management to guide managers and employees on how to behave and interact in a workplace so as to achieve organisational goals. Based on this, it was amidst others recommended that organizations should encourage the practice of sound norms since it is a mechanism for moulding behaviour and attitudes of employees and that it should not be used as instrument of victimization in both public and private organizations.

Author Biography

U. Ekanem, Department of Accounting University of Calabar, Calabar, Cross River State, Nigeria



References

Armstrong, M. (2005). Human resource management practice.

Blue, G. (1995). Influence of group lateness on individual lateness: A cross. Calabar: Merb Publishers.

Carroll, J. S. (1990). Tactical behavior and negotiation outcomes. International Journal of Conflict

Management, 1(1): 7-3

Donnelly J. H., Gibson J. M. and Ivancevich J. M. (1992). Fundamentals of Economic Behaviour

(2nd revised). Princeton, New Jersey: Princeton University Press.

Festinger, L. A. (1954). A theory of social comparison processes.

Inyang, B. J. (2008). Organizational behaviour: A managerial perspective. Journal of management, 20

465-478.

Kelman, H. C. (1958). Compliance, identification, and internalization:

Kipnis D. and Schmidt S. (1988). Upward influence styles: Relationship

Kochan, T. A. (1980). Collective bargaining and industrial relations.

Kreitner, R. (2007). Management. New York: University Press

Kullins, L. J. (1996). Management and organizational behaviour.

Moore D. A., Tetlock P. E., Tanlu L., and Bazerman M. H. (2008). Conflicts

Nash, J. (2000). The Bargaining Problem. Econometrica, 18: 128-140.

Organ, D. W. (1994). Personality and organizational citizenship behaviours, organizations.

Administrative Science Quarterly, 27: 304-316

Padsakoff P. M., Mackenzie S. B., Paine J. B. and Bacharah G. G. (2000). Pearson: Prentice Hall.

Raiffa, H. (1982). The art and science of negotiation. Cambridge, Resolution (2)1, 51-60.

Robbions, S. P. and Judge, T. A. (2007). Organizational behaviour. New Jersey: Saddle River, Prentice

Hall.

Schilit, W. K. and Locke, E. (1982). A study of upward influence in single influence tactics and

combinations of tactics. Academy of Management Journal, 35 (3), 638-652.

Stoner J. A. F., Freeman R. E., and Gilbert, D. R. (2002).Management.

Thompson, L. (2005). Heart and mind of the negotiator (3rd ed.). Upper Three processes of attitude

change. The Journal of Conflict, 455-542

Downloads

Published

2011-08-30

How to Cite

Ekanem, D. J., & Ekanem, U. (2011). Improving Workplace Effectiveness Through Sound Organisational Norms And Workers Behaviour. Journal of Sociology, Psychology and Anthropology in Practice (JSPAP), 3(2), 42–47. Retrieved from http://icidr.org.ng/index.php/Jspap/article/view/1591

Issue

Section

Articles