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Jendza Dorota (University of Gdansk)
The Phenomenon of Passivity in Public and Business Organisations
Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska, 2022, z. 163, s. 169-184, bibliogr. 31 poz.
Słowa kluczowe
Zachowania organizacyjne, Organizacje publiczne, Przywództwo
Organisational behaviour, Public organisations, Leadership
Purpose: To show the differences between public and business organisations in passive organisational behaviour and to identify the reasons for this behaviour. Design/methodology/approach: The research was conducted among employees of public and business organisations in various organisational roles. A total of 497 people took part. It was conducted according to a symbolic-interpretative approach, using survey questionnaires containing two open-ended questions. Semantic field analysis was used to structure the content, which allowed the main research categories to be distinguished. The phenomenon of passivity is one of the identified organisational behaviours. Findings: There is value in identifying differences between public and business organisations in the area of organisational passivity, which justifies the need to look at these organisations differently when making changes to organisational behaviour. The underlying phenomenon of passivity are the different motives of the participants in these organisations. In business organisations, passivity is a manifestation of disagreement with the treatment in question and a lack of acquiescence to the organisational system in place. In public organisations, it is the result of a sense of lack of agency, a subjective approach to the employee and seeing oneself as a helpless and powerless individual. Knowing how to interpret organisational reality and organisational roles makes it possible to influence organisational motives and behaviour more effectively. At the same time, it emphasises the validity of influencing passivity in a different way, which should depend on the type of organisation. Research limitations/implications: inability to fully objectify the research results obtained. Practical implications: The results obtained improve the understanding of organisational passivity. Knowledge of the causes of this phenomenon allows us to influence organisational behaviour more effectively by shaping organisational conditions that support activity and offset organisational passivity. Originality/value: The originality of this article lies in combining the cognitive aspect of the individual with the organisational behaviour undertaken. In the methodological area, the qualitative aspect (open-ended questions) was also combined with the quantitative aspect. The use in the qualitative study of a tool that is typical of a quantitative approach allowed a larger number of statements to be obtained, which far exceeded the possibilities of a study using standard qualitative methods. This, in turn, made it possible to show the relationship between organisational type, organisational role, seniority and cognitive dimension and the phenomenon of organisational inactivity.(original abstract)
Pełny tekst
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