Work Culture

Er(r)go...
nieodzowność inaugurującego słowa, które z konieczności antycypuje przyszłość, ale i nieuchronnie wiąże nas z przeszłością.

Przestrzeń ergo istniała zawsze (zważywszy komplikacje świata, może to słowo właśnie było pierwszym wypowiedzianym przez demiurga). Inaczej niż oraz, także, i, pomiędzy — ergo ustanawia przestrzeń złożoną, pogmatwaną, pełną fałdów, nisz i zakoli, w których myśl zmuszona zostaje do transformacji, i z których wychodząc, często nie rozpoznaje już w sobie samej siebie. jak pisze Andrzej Chojecki (wybiegamy tym cytatem w przyszłość — do drugiego numeru pisma), w przestrzeni ergo ,,dochodzi do najbardziej zadziwiających zestawień, utożsamień i rozróżnień. Tu może dojść do karkołomnych, zupełnie nieoczekiwanych związków, tutaj też odbywają się najdramatyczniejsze zerwania. Wszystko, co oczywiste może powstawać w obszarze ergo, tutaj też wszystko może być skazane na niebyt, na nieoczywistość."

Przestrzeń "Er(r)go" wyłoniła się przed dwudziestu laty — kiedy interdyscyplinarne seminarium o tej samej nazwie rozpoczęło swe spotkania, by kontynuować je przez kolejnych niemal piętnaście lat. Przewinęło się przez nią wiele osób, wiele głosów i wiele tekstów. "Er(r)go. Teoria — Literatura — Kultura" otwiera ową przestrzeń na powrót, choć już bez tamtej niewinności początków. Pomostem ciągłości (nostalgicznym, przyznaję) są tu szkice Tadeusza Rachwała i Tadeusza Sławka. We wspólnym obszarze łączą się z głosami płynącymi z różnorodnych obszarów humanistyki — nestora nauki Stefana Morawskiego, Agaty Bielik-Robson, Ewy Domańskiej, Ewy Rewers, Krystyny Wilkoszewskiej. Dołączają do nich — często w dyskusji lub polemice — głosy przywołane lub udostępnione przekładem: Blake, Barthes, Bauman, Derrida, Heidegger, Levinas, Rorty, by wymienić kilka jedynie.

Przestrzeń "Er(r)go" wchłania ergo, ale wzbogaca je o świadomość Teorii, potrzebę refleksji i autorefleksji teoretycznej, krytyki, podawania w wątpliwość nawet najjaśniejszych kategorii, ustawicznego kwestionowania własnych presupozycji, aksjomatów i kryteriów. Jest to z założenia — i z metodologicznego przekonania — przestrzeń interdyscyplinarna; jest zatem gościnna, ale stawia wymogi: niwelowanie ślepych granic między dziedzinami wiedzy i nauki, dialog dyskursów i paradygmatów, słuchanie głosu Innego. Dopiero spełnienie tych warunków pozwala dostrzec związki i zjawiska niedostrzegalne dla myślenia monodyscyplinamego, dla bezrefleksyjnej binamości czy zadufanej w sobie pewności trwania i oczywistości.

Wojciech Kalaga

This book analyses the experiences of Japanese women with professional careers in the contexts of the pervasiveness of precarious work conditions in gendered managerial employment; the state’s neglect in transforming antiquated labour laws and in combating abusive corporate practices; the implications of dysfunctional employee-employer relations and those among co-workers; media representations as barometers of resistant social norms; the ambivalent effects of work related drinking practices; and the lack of collective representation due to ineffective labour unions. Overall, the book presents the disheartening realities of conflicts and ambivalence experienced by many women managers in contemporary Japan.

Échos d'une recherche en sciences de l'éducation sur la formation initiale des Assistants de service social. charline bLAnzAt Je suis assistante sociale de formation et actuellement formatrice en travail social dans un centre de formation à Lyon. Ma recherche a débuté sur plusieurs interrogations : comment se fait-il que les objectifs officiels de première année du décret du 22 août 2018 réformant les diplômes de travail social de niveau III n'abordent pas la question du savoir-être des stagiaires ASS ? Les étudiants de première année, avant le début de leur stage ont-ils une réflexion autour de cette question du savoir-être ?Il m'apparaissait, pourtant, que le comportement, la posture, les attitudes des stagiaires étaient souvent abordées en terme d'évaluation lors des visites de stages et/ou pour l'appréciation écrite de fin de stage rédigée par le référent professionnel 1. Dans notre centre de formation, nous avons été témoins, l'année dernière de deux arrêts de stage de première année à l'initiative des référents professionnels pour des difficultés qui ne portaient pas sur des pratiques du métier, sur un manque de connaissances mais principalement sur le comportement du stagiaire : « le stagiaire ne dit pas bonjour, il utilise son téléphone portable pendant les entretiens, il s'affale dans le canapé en visite à domicile, il ne prévient pas de ses retards, voire de ses absences… ». Une nouvelle interrogation est apparue en prenant en compte l'incompréhension de certains étudiants : « je ne vois pas ce qu'ils me reprochent et pourquoi ils arrêtent le stage ». Cela relève-il d'un manque ou d'une mauvaise communication entre le stagiaire et le référent professionnel, ou d'une incompréhension générationnelle ? Comme méthodologie de recherche, j'ai choisi deux sources de données : les appréciations écrites de stage de première année réalisées par les référents professionnels (30 évaluations) et des entretiens semi-directifs auprès des trois acteurs de l'alternance intégrative : référents professionnels (11 entretiens),formateurs école 2 (5 entretiens) et étudiants (2entretiens). Ma démarche a été qualitative et inductive, ce qui m'a permis d'ajuster et d'affiner les notions théoriques au fur et à mesure de la recherche. Aussi les notions théoriques se sont-elles tournées vers 1) le « savoir-être », mot qui a été le plus employé lors des entretiens avec les référents professionnels et les formateurs école, 2) le langage des Ass relié à la notion de la culture professionnelle, 3) la différence générationnelle entre les ASS et les stagiaires et 4) la notion de geste de métier.

This study aims to see the effect of organizational culture, employee recruitment and employee motivation to realize the performance of the LLP-KUKM Public Service Agency. The sample size during this study was 62 people from 164 employees using the straightforward method. Through the multiple regression result method, it’s shown that the recruitment of employees is the most influential consider achievement of LLP-KUKM work, and has the least influence on the achievement of the LLP-KUKM performance is employee motivation.

This research paper aims to analyze the influence of work culture and extrinsic work motivation on construction company strategies in dealing with the COVID-19 pandemic. Today many companies are struggling to find strategies to deal with pandemic conditions. Therefore through the analysis of the influence of work culture and extrinsic work motivation affect the construction company's strategy in dealing with the COVID-19 pandemic. It revealed that the lack of strategic readiness in dealing with a pandemic that occurs because of a work culture that is too comfortable with the usual circumstances and extrinsic work motivation that tends to affect employee performance decreases in carrying out the company's strategy. It will be the focus of the problem in this research paper because companies need to prepare strategies to deal with the current COVID-19 pandemic. Furthermore, increasing the company's strategic view will make the construction company better prepared and find solutions to current conditions and improve internal communication.

This chapter introduces the contributions to this volume and also frames them in a global political economy and academia as a global practice. Research by scholars such as Steven Ward have laid the groundwork for understanding how global political economy influences the organisation of academic work, while others have explored how academics work in changing national settings, such as Mary Henkel, Tony Becher and Paul Trowler, and Pierre Bourdieu. Sociologists such as Robert Merton and Max Weber have also historically attempted to define what is unique about scientific communities, while Edward Shils and others have commented on academia more specifically. This chapter has two parts: Firstly, it presents an overview theoretical perspectives of academic work within a globalised world. The global political economy of education, developments in technology that invoke a ‘digital academic’, what is valued by academics and universities, and how academics are responding to their environments individually and collectively: these phenomena cannot be divorced from the communities and networks in which academics live and work. Both work and non-work life for academics are increasingly mobile, precarious, entrepreneurial, networked, individualised and mystified. Secondly, this chapter critically examines the nature of study within this field, including this volume, and considers what needs to be done in moving forward.

This paper considers the growth of Aboriginal professionals. While the predominant focus in Australian scholarship remains contexts of Aboriginal disadvantage, there is a steadily increasing number of Indigenous professionals in Australia among whom many reside in urban locales. The paper suggests that research involving Aboriginal professionals is needed to contribute to understanding occupational aspirations and social mobility as envisaged among Aboriginal people, in addition to providing to a more complete picture of Aboriginal engagements with work. The paper also provides some initial reflection on recent public discussions among Indigenous people of notions of an emerging Aboriginal ‘middle class’. The variety of perspectives in relation to this idea and their implications within narratives of Aboriginal identity highlight the importance of research that seeks to theorise the place of culture in individual and intergenerational social mobility.

This study aims to see the effect of organizational culture, employee recruitment and employee motivation to realize the performance of the LLP-KUKM Public Service Agency. The sample size during this study was 62 people from 164 employees using the straightforward method. Through the multiple regression result method, it’s shown that the recruitment of employees is the most influential consider achievement of LLP-KUKM work, and has the least influence on the achievement of the LLP-KUKM performance is employee motivation.

Aslı Odman ve Emre Yeksan'ın katılımıyla, Ozan Çağlar, Deniz Zeybek ve Ezgi Bakçay'ın ''Gösteri-gözetim toplumu kendine karşı kullanılabilecek olasılıkları da üretiyor mu?'' sorusunu merkeze alarak Proletaryanın geleneksel temsil biçimlerinin dışında kurmaca ve belgesel arasında salınan anlatım dilinin imkanlarını konu alan TikTok'un Emek Sineması Sergisi üzerine bir konuşma gerçekleşti:
Ozan Çağlar, Deniz Zeybek ve Ezgi Bakçay ile

https://www.youtube.com/watch?v=82ATOFUAyyU&t=2882s

Özet Bu çalışma Akdeniz bölgesinin tarihi ve kültürel değerlerini, bu değerlerin bölgedeki çalışma kavramını nasıl etkilediğini ifade etmek adına tasarlanmıştır. Çalışmada; bölgedeki çalışma kavramının gelişimine, kültürel özelliklere, iletişim ve iş yapma biçimlerine ve Akdeniz bölgesinin sembollerine yer verilmiştir.

Home oder Shared Offices, Digital Nomads, Crowd-oder Clickworker*innen, Platform und Gig Economies, Social Media Businesses, Arbeit 4.0-zwischen Agenda-Setting und sachlicher Deskription pendelnd markieren Begriffe wie diese in medialen, sozialen, ökonomischen und politischen Diskursen einige der zentralen Transformationen, die sich gegenwärtig im Forschungsfeld Arbeit vollziehen. Sie sind bislang kaum systematisch erforscht. Speziell zu den konkreten Effekten, die Arbeitspraktiken und Arbeitskontexte auf Prozesse der Digitalisierung-und umgekehrt-haben, fehlen empirische Befunde.

Wie verändert Digitalisierung die Art und Weise, wie, wo, wann und mit wem  Menschen  arbeiten?  Diese  Ausgabe  der  Berliner  Blätter  widmet  sich den sich verändernden Rahmungen Digitaler Arbeitskulturen. Sie richtet die Aufmerksamkeit auf lebensweltliche Effekte sowie damit verbundene Her-ausforderungen, Letzteres auch mit Blick auf die Forschungspraxis. Versammelt sind zehn, durchweg kritisch-reflexive, ethnografische Beiträge, die aufzeigen, wie sich Arbeits- und Lebenswelten durch Digitalisierung verändern. Zugleich gerät in den Fokus, wie Digitalisierung durch Arbeit konstituiert, geprägt und vorangetrieben wird. Dadurch zeigt die Ausgabe auf,  wie sich Annäherungen an Digitale Arbeitskulturen exemplarisch vornehmen lassen.

Large scale industry has the budget to look at best of Career-Oriented options to employees in comparison with Small and Medium Scale industries. With such scenario, SMEs are struggling to develop better employee motivation to retain their staff. As a panacea, the HR managers need to look into all probabilities of ensuring a career oriented culture in SMEs. A study was conducted in the Klang Valley region of Malaysia to explore the relationship between career oriented culture and motivation, engagement, job performance. The study followed quantitative research with adapted instruments and applied PLS SEM to analyse the data. The study extends better insight into the Career-Oriented options to employees in SMEs and strategic implications.

Abstract—Investigation on intercultural issues within organizations is vital, as well as the driving forces that causes conflicts in occupational principles, particularly against work and personal values. The differences between these values presented in forms of earning them, where work values are standardly set by the management to build a collaborative and healthy working climate to meet its long-run vision and mission, as well as accomplishment of remarkable milestones. The present study examines the myths and reality of work values through applying a mixed quantitative-qualitative methodology. A survey has been distributed to random sample of employees in the education, finance and healthcare sectors, and a group of informal interviews were held to investigate the quantitative findings. The results obtained from 228 participants revealed that an average of 70.3% (p=0.05) of the population don’t see their leaders as role models for work values and 82.2% (p=0.05) see that work values can be compromised for a business outcome. The paper concludes that enforcing work values through value-based recruitment and value-based performance management is crucial for the success of future organizations.

Elewa, T. & Neama, A.Z. (2015). Investigating the conflicts between individual leadership and organizational values. International journal of applied business and economic research. ISSN:0972-7302, Vol 13 (6), 2015

در این مقاله تلاش شده تا وضعیت فرهنگ کار در سازمان‌های ایرانی اعم از دولتی و خصوصی مطالعه شود. برای فهم این وضعیت، شاغلین ایرانی خارج از کشوری مورد مطالعه قرار گرفته اند که تجربه کار در ایران و غیر از ایران را به طور همزمان داشته اند. مطالعه فرهنگ کار در سه سطح فردی, سازمانی و کلان صورت گرفته و این مصاحبه ها با کمک تلفن های اینترنتی و شبکه های ارتباطی به انجام رسیده است. در میان موانع موجود در برابر شکل گیری فرهنگ سازنده کار، بی عدالتی, خودگرایی, نبود بیمه های حمایت گر، نبود چشم انداز و آینده روشن کار, زمینه های فرهنگی و اجتماعی مانع از کار، نبود مشوق های علمی پیش برنده, نظم اجتماعی و نظم مستقر در سازمان ها از مواردی است که در نگاه ایشان وجود داشته است.
برخلاف دیدگاه هایی که متاثر از مطالعات شرق شناسانه اجزایی را در تاریخ دراز مدت و ذات فرهنگ ایرانی به عنوان عوامل بازدارنده در مسیر شکل گیری فرهنگ سازنده کار بیان می دارند, مطالعه حاضر نشان می دهد که مجموعه ای از عوامل اجتماعی و ساختاری سازنده موقعیت هایی است که باعث می شود همان کنشگران غیر فعال در ساختار ایران به کنشگران موثر در ساختار خارج از ایران تبدیل شوند.

The study focused on the extent of work culture and learning organization practices in promoting work productivity among public elementary school teachers at the San Francisco District School System, Division of San Pablo City for the School Year 2020-2021. A total of 163 teacher respondents were used in the study. Frequency percentage, standard deviation, and the mean were used to assess the level of manifestations among variables. In addition, Pearson correlations were employed to identify positive relationships of work culture and learning organization practices to work productivity. Findings revealed work culture was highly observed and learning organization was highly practiced among public elementary school teachers. Similarly, respondents in the San Francisco District show a high level of work productivity in effective teaching and work commitment. Furthermore, there is a moderate relationship between work productivity and work culture (supportive, innovative, and bureaucratic). Finally, there was a moderate to strong association between learning organizational practices and work productivity. The findings implied that work culture and learning organization practices are critical since they directly impact on attracting and maintaining people. The positive work relationships that occur at the workplace represent a positive environment. As a result of its ability to do so, the school can stay ahead of the curve in terms of change and competition, resulting to higher productivity.

The purpose of this research is to find out the diversity of philosophies and values of lecturer work culture at Universitas Negeri Padang and Universitas Negeri Gorontalo sourced from cultural entities where the lecturers origin. This diversity makes the wealth of the top leaders which needs to be managed well to increase the lecturers work productivity. The research method is qualitative and phenomenology approach. Data obtained by observation, sighting, and interviews with informants related to the lecturers work culture. The results showed that the philosophy and values of work sourced from the entity of origin affects the work culture shown by the lecturers; Adat bersendikan syara "-syara " bersendikan kitabullah, alam takambang jadikan guru, rumah gadang and tungku nan tigo sajarangan, wani ngalah luhur wahasan, nulada laku utami, sudaning hawa lan napsu, pinesu tapa brata, tanapi ing siang ratri, amemangan kang enak tyasing sesame, dalihan na tolu, sir " na passe at pace.

Camilla Kring has a PhD in Work-Life Balance and as the founder of Super Navigators, she is making companies more attractive by increasing the Work-Life Balance of their employees. She is specialized in creating flexible work cultures that support our differences in family forms, work forms and circadian rhythms. Flexibility is among the keys to well-being, and management must have the courage to address the flexibility of their company's work culture because culture determines whether employees have the courage to make use of flexibility. The first step is to set people free from 9-5 and that work is something that only can take place at the office. Work is not a place – it's an ongoing activity. Second, focus more on results and less on visibility. Third, give people the tools to improve their individual Work-Life Balance.

The time battle in the industrial society was about work time and free time. The new time battle is about working in sync with our biological clock. In the knowledge society more and more work is becoming invisible in its characteristic processes. Today, over 80% of a company' s value is intangible values according to the credit rating bureau, Standard & Poor's [1]. That means that the value in a modern company is found in knowledge, network, brands, customer relations, processes, and so on, and results in work situations that can increasingly be executed across time and space. We should therefore let people work at the right times. The new normal will be to work in sync with our inner, biological clock. How do we unlock industrial clocks in our work life and begin to work in sync with our biological clocks?
Productivity and quality of life can be improved by letting people synchronize their work lives with their biological clocks [4,6]. I call it chronoleadership. Chronoleadership focuses on the optimal working times for each employee. Our differences in circadian rhythms are a great competitive advantage in knowledge-based society, where technological developments and globalization make it possible as well as necessary to work at different times.

This paper examines changes in contemporary organizational spaces and cultures. We confront private-sector appropriation of social media spaces, specifically in the architecting of workspace through play, both digitally and materially. Such a focus is essential to gain insight into the role of leisure in fostering productivity, innovation and creativity in the workplace today. This paper examines how business geographies extend to and influence social media spaces as they strive to realign the labor and leisure domain for innovation and employee satisfaction. The paper positions this trend historically by examining how leisure space has been legitimized to increase productivity. Such an examination highlights the implication of instrumentalizing play in the architecting of work environments. In other words, this paper addresses the 21st century of business spatial design, materially and virtually, and how it relates to the changing perspectives on labor, leisure and innovation in work cultures.

This study aims to critically examine the application of by PT Perkebunan Nusantara XIV and its impact on This research was conducted at PT Perkebunan Nusantara XIV by taking data from permanent employees. Data collection was carried out by distributing questionnaires. who were selected using considerations, namely that they must have criteria as permanent employees and have a service period of more than 1 (one) year. The method of analysis is Structure Equation Modeling with the AMOS program version 24.0. The results s positive and significant influence on positive and significant influence on significant influence on employee performance, but performance. In addition, organizational culture on employee performance through organi

People in Brazil admire the work culture in the city of São Paulo. Businesses in this region are perceived as successful, so couldn’t you assume that these organizations have flexible, kind, talented and effective leaders? Sadly, this is not the case.
In reality, bad leaders are the rule, not the exception.
This article shows that, in São Paulo, seven out of ten people in management don’t have the talent to lead effectively. While there are many exceptions, particularly at the new start-ups that are emerging, the prevailing experience of employees in most companies based in São Paulo includes bad management. Interestingly enough, the results of the citation analysis included in this article showed that the most useful thing a leader can do to help employees is simply leave them alone when they are working productively, rather than offer misguided help.
In São Paulo, bad management is so entrenched in the work culture that people expect it, shrug it off or don’t even notice it.
But bad management must not be neglected; it should come under heavier scrutiny. Think of how much more profitable companies could be in the city of São Paulo, and how high the level of employee engagement could rise if bad management weren’t so commonplace.