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Forgiveness As An Individual, Group, And Organizational Competency: A Literature Review And Comments, Susan R. Madsen, Scott Hammond
Forgiveness As An Individual, Group, And Organizational Competency: A Literature Review And Comments, Susan R. Madsen, Scott Hammond
Susan R. Madsen
Studying forgiveness presents a formidable challenge to the organizational scholar. Forgiveness is a concept that has cultural, moral, and behavioral implications. Generally seen as rooted in religion by many (Smith, 1988), it is also a concept that may have a significant impact within the organization. In this paper we will offer a three-part model of the notion of forgiveness. Our model is based on the observation that the existing literature on forgiveness is clustered around three levels of behavioral patterns: 1) individual forgiveness, 2) group forgiveness, and 3) organizational forgiveness. We will also present a newly developed framework with an …
Forgiveness As An Hrd Intervention: Literature And Proposed Model, Susan R. Madsen, Janice Gygi, Scott Hammond, Suzanne Plowman
Forgiveness As An Hrd Intervention: Literature And Proposed Model, Susan R. Madsen, Janice Gygi, Scott Hammond, Suzanne Plowman
Susan R. Madsen
The purpose of this review is to explore the literature related to interpersonal forgiveness in organizations and its possible implications for HRD theory and practice. It defines forgiveness and provides a theoretical framework for its consideration within the workplace environment. It also reviews and discusses the benefits and risks of forgiveness, the role of leadership in a forgiving culture, and the literature regarding related business interventions.
Readiness For Change: Implications On Employees' Relationship With Management, Job Knowledge And Skills, And Job Demands, Duane Miller, Susan R. Madsen, Cameron John
Readiness For Change: Implications On Employees' Relationship With Management, Job Knowledge And Skills, And Job Demands, Duane Miller, Susan R. Madsen, Cameron John
Susan R. Madsen
This article addresses how employees' readiness/willingness to change is influenced by three workplace factors-management/leader relationship, job knowledge and skills, and job demands. Statistical analyses were completed based on a two-part survey given to 464 employees from four companies. The research findings indicated that all three of these workplace factors had an influence on employees' readiness for change. But employees' relationship with their managers was the strongest predictor of readiness for change. This paper reports the results of a new study that used Hanpachern's framework but made extensive changes in the test instrument, sample size, and other methodology techniques to increase …