SOCIAL CAPITAL AND ITS ROLE FOR DEVELOPMENT OF THE ORGANIZATION

IVAN EFREMOVSKI

 

Abstract

The role played by civil servants in the organization and society, and in particular their participation as citizens in various civic organizations and their pro-social behavior, contribute to increasing of the confidence in society and social capital. Social capital represents the future of social organizations, such as trust, norms and networks that improve the effectiveness of society and contribute to the creation of the relationship between trust in society and civic participation. Motivation in the field of public services has a significant role in guiding social trust and reflects on prosocial actions and civic participation. Person, who passes a signal for violation of laws (Whistle-blowing), represents behavior linked to motivation in the field of public services.

 

Key words

Social capital, motivation in public services, prosocial behavior, whistle-blowing

 

References

Ригио,Е. Роналд. (2006) Въведение в индустриалната / организационната психология. Дилок. С.
Batson,C.D.,&Shaw, L. L. (1991). Evidence for altruism: Toward a pluralism of prosocial motives. Psychological Inquiry, 2,107–22.
Bok. S. (1988). Whistleblowing and profesional responsibilities. In J.C. Calohan, Ethical issues in Profesional Life. New York. Oxford. University Press. 331-340.
Barnard, C. I. 1938. The functions of the executive. Cambridge, MA: Harvard University Press.
Brewer, A.G. Building Social Capital: Civic Attitudes and Behavior of Public Servants. Jornal of Public Administration Research and Theory.
Brehm, J., and Rahm, W. (1997) “Individual-Level Evidence for the Causes and Consequence of Social Capital”. American Political Scince 41:3; 999-1023.
Boyle, R. (lWO). A review of whistle-blower protections and suggestions for change. Labor Law Journal,41, 821-830
Dovidio, J. F., Piliavin, J. A., Schroeder, D. A., & Penner, L. A. (2006). Social psychology of prosocial behavior. Mahwah, NJ: Lawrence Erlbaum Associates.
Dozier, J. B., & Miceli, M.P. (1985). Potential predictors of whistle-blowing: A prosocial behavior perspective. The Academy of Management Review, 18, 823-836.
Duska. R., -Whistle-Blowing and Emploeyy Loyality in Ethical Tretman of Employess.
Grand, Le, J. (2003) Motivation, Agency and Public Policy: Of Knights and Knives, Pawns and Queens. Oxford University Press.
Huston, J., D., -Behavior in the Public Square –in Perry,L.J.& Hondeghem,A.(2008),Motivation in Public Management-The call of public service,Oxford university press(1p)
Katz, D., & Kahn, R. L. 1966, 1978. The social psychology of organizations. New York: Wiley.
Management-The call of public service,Oxford university press(1p)
Mesmer-Magnus and Viswesvaren, Whistleblowing in Organization: A Examination of Correlates of Whiistleblowing Intention, Action, and Retalitation: Journal of Busines Ethics 62:277-297 (2005).
Moynihan, D.P., & Pandey, S.K. (2007). The role of organizations in fostering public service motivation. Public Administration Review, 67(1), 44-53.
Latané, B., & Darley, J. M. (1970). The unresponsive bystander: Why doesn't he help? New York: Appleton-Century-Crofts.
Miceli, M. P., & Near, J.P. (1992). Situational variables affecting the whistle-blowing decision: A review of the literature. Advances in Management Accounting, 1, 109-140.
Miceli, M. P., & Near, J.P. (1994). Relationships among value congruence, perceived victimization, and retaliation against whistle-blowers. Journal of Management, 20(4), 773-794.
Miceli, M. P., Van Scotter, J.R., Near, J.P., & Rehg, M. (2001). Responses to perceived organisational wrongdoing: Do perceiver characteristicsmatter? In J. M. Darley, D. M. Messick, & T. R. Tyler (Eds.), Social influences on ethical behaviour (pp.119-135). Mahwah, NJ: Lawrence Erlbaum Associates.
Miceli, M. P., & Near, J.P. (2006). Whistle-blowing as constructive deviance: An integration of theprosocial and social information processing models. Manuscript submitted for publication.
Nader, Petkas. And Blackwell. Whistleblowing (1972). In Nicholas M. Rangine, Toward a Coherent Legal Response to the Public Policy Dilema. Posed by Whistle blowing. American Bussiness Law Journal. Summer 1985, Vol.23, Iss.2; p.28.
Near, J. P., & Miceli, M.P. (1987). Whistle-blowers in organizations: Dissidents or reformers? In B. M. Shaw & L. L. Cummings (eds.), Research in organisational behavior (pp. 321-368). Greenwich, CT: JAI Press.
Organ,D.W.1988.Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books
Perry, J.L. (2000). Bringing society in: Toward a theory of public service motivation. Journal of Public Administration Research and Theory, 10, 471-488.
Perry,L.,J.,&Wice,L., ”The Motivational Bases of Public Service”, Public Administration Review,Vol.50,No.3(1990)pp.367-373.
Penner, L. A., Dovidio, J.F., Piliavin, J.A., & Schroeder, D.A. (2005).Prosocial behaviour: Multilevel perspectives. Annual Review of Psychology, 56, 365-392.
Putnam, R.D. (1993a) Making Democracy Work: Civic Traditions in modertn Italy. Princeton, N.J.: Princeton University Press.
Roethlisberger, F. J. / Dickson, William J. (1964): Management and the worker. An account of a research program conducted by the Western Electric Company, Hawthorne Works, Chicago. Thirteenth printing. Cambridge, Massachusetts: Harvard University Press
Whisteblowing in the Australian PublicSector. First Report. Australian research Council Linkage Project. Griffit University, October 2007.
Resolution 55/61 of 4 Decebre 2000.Resolution 58/4 of 31 October 2003.Un Convention on Anti-Corruption :
http: www.Unodc.org/unodc/en/crime convention corruptuin.html

 

Full Text: PDF (Bulgarian)

Please publish modules in offcanvas position.