Includes all aspects of Organisational Psychology, and related subjects such as group relations.
Below are digital reports etc that are part of the MBS Portal. For much more digital and print content, please use the search box, right.
The dynamics of change: Tavistock approaches to improving social systems
In this article, Dr Mannie Sher, Director, Group Relations Programme, and Principal Researcher-Consultant at the Tavistock Institute of Human Relations in London outlines some of the main theories and methods used by the Tavistock Institute and the Tavistock Clinic, and uses case studies ranging from banks to health organisations to show how these concepts and techniques are used in change management and to improve board effectiveness.
Describing work as meaningful: towards a conceptual clarification
Individuals spend much of their time engaged in work, so the need to find and experience meaning in work is of great significance.
The measurement of goal-striving reasons and their relevance for employees in the voluntary sector
Voluntary sector organisations have to fulfil their mission despite ever increasing financial constraints.
How is well-being successfully enhanced in organisations? lessons learnt from an unsuccessful intervention
This interactive workshop from the Organizational Psychology track of BAM 2013 aims to explore factors contributing to the success of organisational well-being interventions.
Fatigue and work life conflict in shiftworkers': the value of longitudinal research
The aim of this full paper from the Organizational Psychology track of BAM 2013 is to examine the longitudinal relationships between fatigue, team climate, work life conflict, control of shifts and shift type in shift working nurses.
Do high performance work practices promote positive employee attitudes or do they intensify work?
This full paper from the Organizational Psychology track of BAM 2013 set out to examine the independent and synergistic effects of innovative workplace practices on employee attitudes and well-being, and the possible mediating role of work intensification in these relationships.
New directions in newcomer proactivity: perceptions of performance, ego and social costs and benefits across different newcomer adjustment tactics
New employees achieve better socialisation outcomes when they behave proactively.