Riann Singh

Riann Singh
University of the West Indies, St. Augustine | UWI · Department of Management Studies

BSc, MSc, PhD

About

55
Publications
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Introduction
Dr. Riann Singh is a Lecturer at the UWI, St. Augustine Campus, Trinidad, and also serves as a Research Supervisor at the Master's and Doctoral Levels within the Caribbean. Her research interests include contemporary perspectives in employee turnover/embeddedness, workplace mistreatment/harassment and destructive work behaviors/psychological processes. Her teaching interests include organizational change/management and HRM. She is widely published in top International Journals and Books.

Publications

Publications (55)
Article
Research supports the idea that organisational embeddedness is a valid indicator of turnover intentions. An assessment of the predictors of embeddedness, however, is under-explored. This study addresses the gap by proposing that perceptions of organisational support and trust predicts the three dimensions (links, fit, sacrifices) of organisational...
Chapter
Employee mental health issues in the workplace have been persistent for decades, but with the novel coronavirus (COVID-19) crisis, these issues have been magnified, they have spiked, and are hitting employees and employers smack in their faces. Mental health issues like depression, anxiety, stress and burnout have soared at its highest in the wake...
Chapter
Full-text available
During an extended crisis such as the COVID-19 pandemic, human resource (HR) practitioners play a key role in assisting management and employees to navigate the unknown. This pandemic has forced organizations to reconsider alternative work arrangements as employers are exploring innovative approaches to allow for business continuity. The importance...
Article
Purpose Research has explored the behavioural responses of reluctant stayers to various organisational perceptions. This study extends current research to explain how employees who perceive procedural injustice respond, when they intend to leave but are unable to, due to limited job alternatives. This study postulates that employees who perceive pr...
Article
Full-text available
Purpose The purpose of the present study is to investigate mediating mechanisms in the relationship between the training and development climate at higher education institutions and administrative employees' productivity. Organizational identification theory and the job demands-resources model are used to investigate supervisor support, employees'...
Article
This article contributes to the literature on cross-cultural leadership by describing the development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) Scale. The LEAD Scale is a culturally sensitive measure of leadership effectiveness in the understudied settings of Africa and the African diaspora. A combination of m...
Chapter
This chapter is the first of three chapters that capture the key aspects of the evaluation process and chart the way forward for the future of OD practice. The evaluation of OD, the key OD trends, and the future of the field and practice of OD are synonymous with stage six of the OD process (Evaluation of OD and Trends/Future of OD).
Chapter
In this chapter, the key aspects of data analysis are explored in detail. Data analysis is a necessary part of the diagnostic process. It follows on from data collection processes as the fourth stage in the OD (organizational development) process. Data analysis facilitates the transformation of raw data into meaningful information. It is the proces...
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This chapter explores individual-level OD (organizational development) interventions. While this book focuses on organizational-level development and change, individual-level OD interventions cannot be ignored. Individual-level OD interventions are important in the context of organizational systems that recognize micro changes or individual changes...
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This chapter initiates Stage 5 of the OD (organizational development) process, that it, the development and implementation of appropriate organizational-level interventions. In this chapter, one of the two broad types of organizational-level interventions is introduced. Techno-structural organizational interventions are explored in detail. There ar...
Chapter
This chapter explores the third main type of techno-structural organizational-level interventions; reengineering. The development and implementation of reengineering interventions are explored in detail in this chapter. Business Process Reengineering has allowed many failing and even successful organizations to reinvent themselves to achieve perfor...
Chapter
In this chapter, the strategic interventions in the area of transformational change are introduced. There are three broad categories within strategic interventions: transformational change; trans-organizational change; and continuous change. In this chapter, transformational change is assessed. ► Chapters 16 and 17 explore trans-organizational chan...
Chapter
In this chapter, change interventions that focus on an organization linking with other organizations to achieve their objectives are discussed. This type of change intervention is referred to as trans-organizational change. Organizations engage in relationships to perform tasks and pursue complex opportunities that are too difficult to achieve on t...
Chapter
In this chapter, the data collection process is explored in detail as the third step in the OD (organizational development) process. Data collection is a key aspect of planned organizational change. It complements the diagnosis of organizational systems. In fact, data collection may be viewed as the practical arm of diagnostic models which were exp...
Chapter
In this chapter, the diagnostic stage of the OD (organizational development) process is examined in detail. It is the second step in the OD process. Diagnosis is examined to understand the organization’s functioning with a view to develop and implement appropriate planned interventions.
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This chapter is the first of four chapters that capture the key aspects of entering into the practice of organizational development (OD), diagnosis, data collection, and data analysis. These four activities represent the first four stages of the OD process.
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In this chapter, ODC models are explored in detail and their usefulness in the field and practice of organizational development (OD) is also evaluated. With the evolution of OD, the need for frameworks to guide the conceptualization, development, implementation, and evaluation of planned change becomes necessary and relevant. A number of OD models...
Chapter
In this chapter, the role of the OD (organizational development) practitioner in organizational development and change (ODC) is explored in detail. The OD practitioner plays a driving role in the planning, conceptualization, implementation, management, evaluation, and institutionalization of planned change within and across organizational systems....
Chapter
In the face of environmental changes such as socio-cultural, economic, political, and technological developments taking place in today’s business world, the structures of businesses are becoming more and more complicated, management approaches are changing, and the changes within organizations are accelerating. Managing resistance to change and sus...
Chapter
This chapter is the first of seven chapters that capture the key considerations when developing and implementing specific types of organizational-level interventions. Developing and implementing organizational interventions is the fifth stage of the OD (organizational development) process.
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In this chapter, the final chapter in Part Four of the Book, the future of the field and practice of OD is explored in detail. Indeed, OD continues to grow develop and evolve over time, and this evolution is expected into the future. Organizations and OD practitioners that fail to take into consideration where the future of OD is headed can fall in...
Chapter
This chapter explores group-level OD (organizational development) interventions. Similar to individual-level OD interventions, group-level interventions are important in the context of organizational systems. Group changes occur within the context of facilitating macro, organizational changes as well. The rationale for group-level OD interventions...
Chapter
This chapter continues to explore the development and implementation of techno-structural organizational-level interventions. The downsizing intervention is assessed in detail in this chapter, which follows on from the restructuring intervention in the previous chapter. Downsizing has been popularized in the 1990s with globalization and the intensi...
Chapter
The information and communication technology revolution has altered the way businesses operate. The internet has increased employees' interconnectedness beyond the traditional ‘brick and mortar' workplace through virtual work platforms. However, the blurring of boundaries between work and personal spaces have created a potential threat for the prol...
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Full-text available
Corporate scandals have cost organizations and economies billions of dollars in direct and indirect costs. Whistleblowing has often been underutilized as a disclosure mechanism for rooting out and managing such illegal and unethical business practices due to the high personal costs on the whistleblower. However, once such issues are managed, whistl...
Book
This textbook covers the fundamentals of organizational development and change (ODC) theory while offering a comprehensive, structured, and systematic approach to guide change management strategies at the organization level. It provides an in-depth understanding of and the tools necessary for designing, diagnosing, implementing and evaluating organ...
Article
Full-text available
Purpose: Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The current study answers this call by assessing the e...
Article
Full-text available
Purpose Limited research has explored the behavioural tendencies of reluctant stayers. This study aims to expand research here to explain how employees who are victims of abusive supervision behave when they intend to leave but are unable to because of limited job alternatives. This study postulates that employees who are victims of abusive supervi...
Article
Full-text available
Purpose The purpose of this paper is twofold: investigate job resources as a moderator in the relationship between transformational leadership and employee engagement in service sector organizations, and investigate the relative importance of each dimension of job resources in relation to employee engagement. Design/methodology/approach Quantitati...
Article
Purpose Based on the social exchange theory and the reactance theory, the purpose of this paper is to investigate the effects of workplace abuse from two sources. The study explores the linkage between abusive supervision and co-worker abuse on the targeted employee’s organizational commitment, organizational citizenship behavior and intention to q...
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Full-text available
Employee engagement has become an emerging topic given its positive association with several work outcomes. This study evaluates employee engagement within the Caribbean hotel industry, suggesting that each dimension of the Big Five Personality Model can predict work engagement. The relationships between engagement, job satisfaction and voluntary t...
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Full-text available
Organizational embeddedness has been considered a predictor of a number of desirable work outcomes. Little work has however explored whether embedded employees would still respond positively in unfavourable work conditions. This gap is addressed in the current study. More specifically, this study replicates existing embeddedness research by proposi...
Conference Paper
ABSTRACT Organisational embeddedness has been considered a predictor of a number of desirable outcomes such as reduced turnover intentions. Little work has however explored the potential negative associations between embeddedness and other work perceptions, attitudes and behaviours. This gap is addressed in the current study. More specifically, thi...
Article
Full-text available
SMEs have become drivers of economic and social activity in developing nations. This study postulates that formal HRM practices such as recruitment/selection, training/development, performance management and compensation each directly relate to the performance of SMEs. Little research have explored the impact of HRM practices on smaller firms and t...
Article
Full-text available
While research has supported the contention that organisational embeddedness can influence voluntary turnover, little research examines how employees develop embeddedness. Understanding how employees develop embeddedness, however, is important to deal with the costly issue of voluntary turnover. This paper suggests that the personality traits of co...
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Full-text available
Given the implementation of a pilot blended programme in Sports Management at The UWI, St. Augustine Campus, this study evaluates the satisfaction, perceptions and recommendations of students and lecturers who interacted with this pilot format. Forty students who participated in the pilot were surveyed and eight teachers who delivered the blended t...
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