All the required information is provided in Assessment Criteria file. Please follow the Rubricx.and I also attaching the other required documents to do this Assessment.
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Assessment 2: Report Due: 24th August, 9am AEDT Length: 1500 words Conditions: Individual Weighting: 40% The following assessment aims to examine how well you understand the relationship between key elements of the unit material such as authentic leadership, effective Leader-Member Exchange, management support factors, and the psychological capital of employees of different employee groups. It continues the development of Cultural Competence Learning Outcome and Graduate Attribute by facilitating students’ increased knowledge and awareness about how authentic leadership, effective Leader-Member Exchange (LMX) and management support interact on employees outcomes. This assignment must be submitted through the Turnitin link for this assignment. Activity Tutors will present students with a concept model from the journals you have listed in the reading list in the Unit Content section of Blackboard. The model will be anonymised. Requirements This assignment is about using the model that your tutor a week has given you and: 1. Identify the journal article that the model comes from (make sure you include it in the reference list). 2. Explain the model. This involves critically reading and writing about the concepts discussed in the journal article. You are expected to use some of the academic literature to support a well-constructed argument. What are the factors in the model that you are looking at? What are the outcomes that are being investigated? What is the relationship between the factors in the model? (600 words) 3a. Application. If you are in a (paid or unpaid) work context, examine whether the way the factors interact in the model is similar to your understanding of how leadership behaviours affect employees’ outcomes in a workplace. Justify your response with reference to your own workplace and other journal articles in the unit content and reading list (900 words) Note: if you select this option you must get approval from your tutor and you MUST demonstrate evidence that you are currently or recently employed by the organisation you are analysing. OR 3b. If you are not in a workplace setting at the moment, think about the findings that are presented in the model (and the journal article). Use the model and journal article to explain the type of leadership, management practices that employees experience and consider how it affects employee outcomes. Justify your response with reference to the findings in the article and other articles in the unit content and reading list (900 words) Formatting · Do include a title page with a title that identifies the factors in the model · Do not include an Executive Summary or Table of Contents · Do structure your report with an Introduction, followed by the main body of the report where you explain the model and apply your understanding. Finish with a concluding paragraph. · Do use Times New Roman, 12-point font, double line spacing · Do number your pages · Do refer to the literature conforming to the SCU Harvard referencing style · You may use headings and sub-headings but it is not essential Marking criteria Sections Assessing criteria Weightage Identification of the model · The model has been correctly identified with reference to the journal article in which the model was first published. 5 marks Explanation of the model · The key factors/variables have been identified and explained (including the specific employee outcomes). · The relationship between the factors has been explained clearly with reference to supporting literature. 10 marks Applying the knowledge · There is clear evidence that the relationships in the theoretical model are understood · There is evidence that the principles in the model could be effectively applied to a practical situation · There is a demonstrated understanding of the impact of leadership on employee performance 15 mark Paragraphing, formatting and referencing · The introduction should have a topic sentence detailing the topic of the report, and an outline of the report. Avoid using references to the literature in your Introduction (except for a reference to the article in which your model was published). · Each paragraph that follows should be a well-constructed paragraph comprising approximately 150 words each. A paragraph should have a topic sentence. This should be followed by sentences that are referenced and add depth to the argument development. · The final paragraph should provide a summary of the report. It requires no references and is usually shorter than other paragraphs. · Sources reviewed are acceptable and referenced correctly · The formatting conforms to the specified requirements 10 marks Total 40 Safety outcomes for engineering asset management organizations_ Old problem with new solutions? Contents lists available at ScienceDirect Reliability Engineering and System Safety journal homepage: www.elsevier.com/locate/ress Safety outcomes for engineering asset management organizations: Old problem with new solutions? Jeremy Novaka, Ben Farr-Whartonb, Yvonne Brunettoa,⁎, Kate Shacklockc, Kerry Brownd a School of Business and Tourism, Southern Cross University, Queensland, Australia b School of Business, University technology, Sydney, NSW, Australia c Griffith Business School, Griffith University, Queensland, Australia d Edith Cowan University, Western Australia, Australia A R T I C L E I N F O Keywords: Proactive maintenance culture Engineers Supervisors Commitment Safety A B S T R A C T The issue of safety and longevity of engineering assets is of increasing importance because of their impact when disasters happen. This paper addresses a literature gap by examining the role of workplace relationships in employees' safety behaviour, and builds on the Resilience Engineering (RE) framework by examining some organisational culture factors affecting how employees behave. A Social Exchange framework is used to examine the impact of supervisor-employee relationships, employee commitment to safety practices, and the type of maintenance culture upon employees’ commitment to safety and safety outcomes. Survey data from 284 technical and engineering employees in engineering asset management organisations within Australia were analyzed using Structural Equation Modelling (SEM). Effective employee relationships with management and a proactive maintenance culture were associated with employee commitment to safety culture and safety outcomes. The findings provide empirical support for embedding an effective organisational culture focused on a proactive maintenance approach, along with ensuring employees are committed to safety processes, to ensure safety outcomes and also asset longevity. One study contribution is that good safety outcomes do not develop in a vacuum; instead they are built on effective workplace relationships. Therefore, SET helps to explain the forming of effective safety culture. 1. Introduction Safety outcomes are a concern for all organisations, but especially those considered to be Critical Infrastructure and Engineering Asset Management Organisations (CIEOs). CIEOs include many of the engineering asset management organisations delivering essential ser- vices (such as power, water, sewerage, transport) to the public. CIEOs can be defined as those organisations that are concerned with “engineering objects, the things that are managed by engineering asset managers, such as inventories, equipment, land and buildings” [1, p. 120]. A conservative estimate by the Australian Government in 2012 is that they hold over $150 billion of commercial infrastructure assets, let alone private interests, and Australia is NOT in the G8 and therefore these estimates form a small fraction of the number and impact of CIEOs in other countries. Consequently, effective management of these organisations is essential. 1.1. The research gap and justification If safety protocols are breached and an accident occurs in an CIEO, the consequences include not only the withdrawal of an essential service required for society to function, the collateral damage on employee life and health, and plant equipment, but also in some cases, the negative short and longer term fallout on the quality of the communal air, water and natural habitat [2]. For this reason, Furniss et al. [3] argued that it is important to undertake research so that organisations have the tools to detect and put in place systems that can either avoid or at least reduce the impact of safety breaches and this requires a better understanding of the antecedents that lead to good safety organisational outcomes. However to date, De Bruijne and Van Eeten [2] argue that this areas has not received nearly as much attention as is required. Additionally, public and private shareholders are increasingly aware of the significant investment and development in the critical infrastructure and essential asset organisations such as dams, power stations, sewage works, roads, gas and water pipe lines, http://dx.doi.org/10.1016/j.ress.2016.12.004 Received 25 November 2014; Received in revised form 6 December 2016; Accepted 9 December 2016 ⁎ Corresponding author. E-mail addresses: Jeremy.novak@scu.edu.au (J. Novak), benjamin.farr-wharton@uts.edu.au (B. Farr-Wharton), yvonne.brunetto@scu.edu.au (Y. Brunetto), k.shacklock@griffith.edu.au (K. Shacklock), k.brown@ecu.edu.au (K. Brown). Reliability Engineering and System Safety 160 (2017) 67–73 Available online 14 December 2016 0951-8320/ © 2016 Elsevier Ltd. All rights reserved. MARK http://www.sciencedirect.com/science/journal/09518320 http://www.elsevier.com/locate/ress http://dx.doi.org/10.1016/j.ress.2016.12.004 http://dx.doi.org/10.1016/j.ress.2016.12.004 http://dx.doi.org/10.1016/j.ress.2016.12.004 http://crossmark.crossref.org/dialog/?doi=10.1016/j.ress.2016.12.004&domain=pdf offshore oil rigs, oil and gas refineries, naval ships, submarines, hospitals, schools and other infrastructure (such as the national broad band network currently been implemented in Australia). One mistake can have a large financial, human and natural environment impact. Additionally, many infrastructures are interconnected; hence, for example, if power is affected, then other organisations are also affected. This increase in complexity intensifies the likelihood of multiple infrastructural breakdowns which results in a crisis or disaster occurring that reaches beyond functional and geographical borders, sectors and boundaries [4,5]. However, to date, the research outcomes are unclear as to what is the impact of workplace relationships, employee commitment to safety practices and the type of maintenance culture on employee commitment to safety and safety outcomes. This study uses Social Exchange Theory (SET) to better understand how workplace relationships affect safety outcomes. SET is based on the principle of reciprocity, arguing that if employees experience positive encounters with management, they feel committed to return high performance to the organisation [6]. Employees work practices are very much a reflection of the goals and rewarding practices of management [7]. Therefore, we argue employees will only show commitment to safety in the workplace if it is synergistic with the organisational goals, and management clearly articulates the message in detailing work orders and rewarding employees’ performance. Further, we argue those organisations that promote a focus on proactive maintenance of engineering assets (fixing it before it breaks), rather than a reactive organisational culture (fixing only what breaks) have the foundations in place to ensure safe outcomes. Many of those who manage engineers and technical staff share similar values and belief because they themselves are also engineers and therefore have been through the same socialization process ensuring they share similar values and beliefs [8], and consequently, we