Consultancy Report
Organizational Behavior – Consultancy Report
Group 18
DISCLAIMER
This material is based upon work supported by Caixa Geral de Depósitos (CGD), Banco Português de Investimento (BPI) and Banco Bilbao Vizcaya Argentaria (BBVA).
Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of the
Companies, their employees or their administrations.
2
Organizational Behavior – Consultancy Report
Group 18
Table of Contents
Executive Summary
4
1. Introduction
5
2. Organizational Context
6
3. Theoretical Background
7
4. Methodology
8
4.1 Procedures
8
4.2 Sample
8
5. Analysis
11
5.1. Limitations
11
5.2. The variables
12
5.3. ANOVA
12
5.3.1. Effects of Age
13
5.3.2. Effects of Gender
13
5.3.3. Effects of Education Level
14
5.4. Model
14
5.4.1. Person-Organizational Fit and Ethical Leadership
5.4.2. Person-Organizational Fit and Ethical Environment
16
5.4.3. Person-Organizational Fit and Political Skills
17
5.4.4. Person-Organizational Fit and Human Resources
17
5.4.5. Person-Organizational Fit and Ethical Behaviour
18
5.4.6. Ethical Environment and Trust in Employees
18
5.4.7. Ethical Environment and Voice
6.
15
20
Conclusions and Recommendations
21
References
24
Appendix
25
3
Organizational Behavior – Consultancy Report
Group 18
Executive Summary
The aim of this consultancy report is to provide advice and recommendations to the companies involved in this sector (banking) in order to improve their performances, based on a PersonOrganizational Fit analysis.
The first step was to carry out surveys in three similar companies, banks, with questions about several different topics concerning their workplace environment. The survey questionnaires were filled out by 40 employees and their supervisors, gathering information on their relationships and
Group 18
DISCLAIMER
This material is based upon work supported by Caixa Geral de Depósitos (CGD), Banco Português de Investimento (BPI) and Banco Bilbao Vizcaya Argentaria (BBVA).
Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of the
Companies, their employees or their administrations.
2
Organizational Behavior – Consultancy Report
Group 18
Table of Contents
Executive Summary
4
1. Introduction
5
2. Organizational Context
6
3. Theoretical Background
7
4. Methodology
8
4.1 Procedures
8
4.2 Sample
8
5. Analysis
11
5.1. Limitations
11
5.2. The variables
12
5.3. ANOVA
12
5.3.1. Effects of Age
13
5.3.2. Effects of Gender
13
5.3.3. Effects of Education Level
14
5.4. Model
14
5.4.1. Person-Organizational Fit and Ethical Leadership
5.4.2. Person-Organizational Fit and Ethical Environment
16
5.4.3. Person-Organizational Fit and Political Skills
17
5.4.4. Person-Organizational Fit and Human Resources
17
5.4.5. Person-Organizational Fit and Ethical Behaviour
18
5.4.6. Ethical Environment and Trust in Employees
18
5.4.7. Ethical Environment and Voice
6.
15
20
Conclusions and Recommendations
21
References
24
Appendix
25
3
Organizational Behavior – Consultancy Report
Group 18
Executive Summary
The aim of this consultancy report is to provide advice and recommendations to the companies involved in this sector (banking) in order to improve their performances, based on a PersonOrganizational Fit analysis.
The first step was to carry out surveys in three similar companies, banks, with questions about several different topics concerning their workplace environment. The survey questionnaires were filled out by 40 employees and their supervisors, gathering information on their relationships and
References: Kristof, A.L. (1996). Person–organization fit: An integrative review of its conceptualizations, measurement, and implications Boon, C., & Den Hartog, D. N. (2011). Human resource management, person–environment fit, and trust Andrews, M. C., Baker, T., & Hunt, T. G. (2011). Values and person–organization fit: Does moral intensity strengthen outcomes? Leadership & Organization Development Journal, 32(1), 5-19. Nazir (2005) Vikalpa, Volume 30 N°3, July September 2005, 39-51. Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms Meglino, B. M., Ravlin, E. C. & Adkins, C.L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual O 'Reilly, C., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit Sheridan, J. E. (1992). Organizational culture and employee retention. Academy of Management Journal, 35, 1036-1056. Govindarajan, V. (1989). Implementing competitive strategies at the business unit level: Implications of matching managers to strategies Moos, R. H. (1987). Person-environment congruence in work, school, and health care settings. Cable, J. And Judge, T. (1996), Person-Organization Fit, Job choice decisions, and Organizational Entry Eran Vigoda-Gadot and Amos Dror (2006) Handbook of Organizational Politics http://www.ere.net/2004/05/20/the-value-of-person-organization-fit/