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Organizational climate research: Achievements and the road ahead
Abstract
Organizational climate research: Achievements and the road ahead The purpose of this chapter is to provide an introduction to the topic of organizational climate, setting the stage for more specific discussions of climate and culture in the remainder of the Handbook . This introduction covers two general topics: (1) major achievements in research on organizational climate, and (2) remaining work yet to be done in climate theory and research. Throughout, applications of the climate construct to the world of practice are indicated and the paper concludes on that note. The chapter summarizes and extends previous work by Benjamin Schneider, Mark G. Ehrhart, and William H. Macey (2011) in which they provide a narrative review of the history of organizational climate and organizational culture theory and research (for additional reviews see Kuenzi & Schminke, 2009; Ostroff, Kinicki, & Tamkins, 2003). Research on organizational climate began in earnest in the late 1960s, ...
... Consistently, the molar climate was then differentiated from the focused climates, which are usually categorized into two different types; process climates and strategic climates (Schneider et al., 2011;Schneider & Barbera, 2014). As to the former, they focus on capturing aspects of the workplace that are related to organizations' internal processes and try to capture the essence of how practices and processes are carried out in an organization. ...
... Grounding on the above reported definition of well-being, the link between the considered climates and eudaemonic well-being appears to be clear. Indeed, as to the molar climate for well-being (Schneider et al., 2011), which captures most workplace features relevant to workers well-being, it can be expected, on definitional and nomonological grounds, to have a direct and positive relationship with well-being outcomes. On the other hand, enhanced climates for excellence and for innovation can assumingly contribute to making feel employees as working in workplaces striving for standars of excellence and innovation, with consequent positive impacts on their professional growth. ...
... As to the climate for well-being, or molar climate (Schneider et al., 2011), it was measured by means of the ECO VI scale (Martinolli et al., 2024). The scale, initially developed by Toro (1992Toro ( , 1996Toro ( , 2008, is theoretically framed into the Vitamin Model by Warr (1987Warr ( , 2007, which is particularly suitable since it theoretically identifies the relevant workplace features that affect employees' well-being. ...
Flexible work arrangements, such as teleworking, have gained massive and unprecedented usage for creating work environments that foster well-being and productivity. Yet empirical evidence is still scant and not much is known about the role of organizational climate(s) in this process. Accordingly, the present study was set out to investigate the mediating mechanisms linking flexible teleworking to scientific productivity by considering climate for well-being dimensions, the climates for excellence and for innovation, and eudaemonic well-being as mediating constructs. Data were collected from 358 members of 48 Spanish European Research Council (ERC) granted teams and analyses were conducted both at the individual and team level, after checking for the relevant aggregation indexes. Relevant and significant relations were found within the hypothesized statistical model both at the individual and team level of analysis. The climate dimension of team support and the climate for innovation, together with eudaimonic well-being, resulted to be linked by significant relationships suggesting a potential mediating path. Also, empirical evidence supported considering gender as a control variable for the relationship between flexible teleworking and the climate dimension of work-life balance. In conclusion, climate variables and eudaimonic well-being represent relevant variables for the explanation of the relationship between flexible teleworking and scientific productivity. Practical and theoretical implications, and limitations are further discussed in the article.
... Ultimately, although, it is homogeneity in the way an organization manages unit members that will foster similar psychological or individual-level organizational climate perceptions among unit members. This research, as well as ongoing discourse in the literature concerning focused organizational climate research (see Ehrhart et al., 2014;Jiang et al., 2016;Schneider et al.,2011Schneider et al., , 2013Schneider et al., 2017) and research based on social exchange theory (Blau, 1964), organizational support theory (e.g., Eisenberger et al., 1986;Kurtessis et al., 2017), and the norm of reciprocity (e.g., Eisenberger et al., 2001;Gouldner, 1960), offers valuable insights into the way in which a hotel property department-level, process-focused organizational climate (i.e., department internal marketing climate) fosters those department member psychological and department behavioral outcomes that contribute to crucial organization and customer outcomes; that is, hotel property department effectiveness and customer satisfaction and retention, respectively. ...
... Contemporary research contends that rather than there being a generalized perception of climate in an organization, there exist forms of organizational climate that possess different and distinct foci (Aarons et al., 2018;Fu & Deshpande, 2014;Jiang et al., 2016). The focus of the current study is on one distinct process-focused climate (see Schneider et al., 2011Schneider et al., , 2013: internal marketing climate. ...
... While the current study included a process-focused organizational climate construct (internal marketing climate), there are other process-focused climate constructs (see Schneider et al.,2011Schneider et al., , 2013 such as justice, learning, and caring climates (see Fu & Deshpande, 2014;Gong et al., 2022;Lee et al., 2023;Peng et al., 2022) as well as outcome-focused climate constructs (see Schneider et al., 2011Schneider et al., , 2013 such as safety, corporate social responsibility, and service climates (see Kim et al., 2023;Lin et al., 2021;Schneider et al., 2017;Vashdi et al., 2022) that future research may also consider. Of course, the models tested in this study are only a subset of potential specified mechanisms. ...
Despite the agreement on the importance of internal marketing, the central dogma that it creates value for employees which will incite employees to in turn create value for their organization and customers lacks empirical verification and remains a contentious issue. Two separate multisource-multilevel datasets are used to illuminate the effects of hotel property department-level internal marketing (process-focused) climate on a positive, key organizationally relevant psychological outcome (i.e., perceived organizational support) and a positive, key organizationally relevant behavioral outcome (i.e., organizational citizenship behavior), which in turn engender hotel property department effectiveness and competitive excellence, respectively. Moreover, the results suggest that organizational citizenship behavior is a linchpin in the explication and illustration of the effects of hotel property department/unit internal marketing climate on hotel property department/unit effectiveness and competitive excellence. By doing so, we provide a comprehensive model that underscores the impacts of internal marketing climate on crucial employee, organization/unit, and customer outcomes in the hospitality industry. Implications, limitations of the current inquiry, and avenues for future research are discussed.
... En pleno siglo XXI , es imperioso buscar un Estado de excelencia, donde cada uno de sus entes, por más mínima que sea su tarea, conforme un sistema mayor con una visión entrópica y holística (donde la organización sea considerada como un todo) y donde la visión individualista sea dejada de lado (Schneider et al., 2011). ...
... Al adoptar una perspectiva centrada en el servicio público (Cardozo, 2017), se ha evidenciado cómo las entidades públicas difieren significativamente en su administración comparadas con el sector privado (Patterson et al., 2004). La necesidad de un control interno riguroso (Bertalanffy, 1993;Schneider et al., 2011) y la importancia de una cultura organizacional sólida y alineada con los objetivos de la sociedad son claras. ...
Este libro aborda la gestión organizacional desde sus distintas dimen-
siones, analizando el contexto empresarial colombiano partiendo de
perspectivas teóricas y prácticas y con una mirada interdisciplinaria.
Las organizaciones deben enfrentar entornos complejos en un mun-
do donde la competencia es creciente generando una constante nece-
sidad de mejorar sus prácticas e implementar estrategias para atraer
clientes y sostenerse en el mercado. En Colombia, donde más del 90%
de las empresas se encuentran clasificadas como mipymes (micro,
pequeñas y medianas empresas), la problemática de las empresas se
centra en su funcionamiento interno, buscando poder adaptarse a
las condiciones del entorno nacional e internacional. Por medio de
la gestión organizacional se busca que las empresas funcionen de
manera eficiente para lograr la consecución de sus objetivos y poder
darle solución a los diversos problemas que surgen, cada uno de ellos
con diversos retos y oportunidades que involucran diferentes acto-
res, intereses y estrategias, generando condiciones que afectan la ges-
tión y el desempeño organizacional. Se propone entender la gestión
organizacional desde el ámbito público y privado, por medio de seis
capítulos desarrollados bajo un enfoque cualitativo y cuantitativo,
abordando temas como la cultura, control, innovación, marketing,
gestión administrativa, gestión financiera y gestión estratégica.
... Different mechanisms have been proposed, though there is still a lack of evidence-based research specifically addressing this matter (Charalampous et al., 2019;Lunde et al., 2022). In the present study, the variables of molar climate, also known as climate for well-being (Schneider et al., 2011), and well-being are addressed as explaining factors for the relationship in question based on the rationale and empirical support provided in the lines that follow. ...
... As to the climate for well-being, or molar climate (Schneider et al., 2011), it was measured by means of the ECO scale (Martinolli et al., in press;Toro 1992Toro , 1996Toro , 2008. The scale is theoretically framed into the Vitamin Model by Warr (1987Warr ( , 2007 causing the pole inequality relations between men and women. ...
... Work climate is a term for the shared perceptions of the employees on the work environment and the behaviors seen as expected and rewarded (Ostroff et al., 2013;Schneider & Reichers, 1983;Schneider et al., 2011). Rather than global climate, recent research has focused on domain-specific climate to obtain more precise information on the ties between particular dimensions and specific work outcomes. ...
... Rather than global climate, recent research has focused on domain-specific climate to obtain more precise information on the ties between particular dimensions and specific work outcomes. Although work climate originates from individuals' perceptions of their organizations (James & Jones, 1974 & Reichers, 1983), individuals tend to share feelings and experiences once they are integrated into formal work units, through which meaningful perceptions of their collective workplace context naturally emerge (Kozlowski & Klein, 2000;Ostroff et al., 2013;Reichers & Schneider, 1990;Schneider et al., 2011). This study focuses on the cooperative climate within work teams and investigates its influence on the creative performance of team members. ...
Creative performance is of great importance for gaining adaptive and competitive advantages in the era of the knowledge-based economy. Drawing on workplace climate theory, knowledge sharing literature and self-determination theory, the present study develops a moderated meditation model to theoretically examine the mechanisms underlying the relationship between team cooperative climate and creative performance. Data were collected in two waves from eight corporations located in southeastern China. Eighty-nine teams (team size ranged from 4 to 24, with a mean of 15.55) completed the survey (overall response rate of 92%) and sent back 1384 valid responses. Results from the multi-level data indicate that team cooperative climate facilitates creative performance through knowledge sharing, and this facilitation is enhanced when team members perceiv a high level of person-team climate fit. Our findings provide theoretical and practical implications for the management of team climate and creative behaviors facilitation.
... Climate is thought to emerge through various forms of social interaction between individuals in the same work unit (Ostroff et al., 2013;Schneider & Reichers, 1983). Formal working groups are characterized by high interdependence (Schneider et al., 2011). Individuals in such units constantly interact and communicate with each other as they create personal meanings, compare information and cues, discuss possible interpretations of work events, and in general strive to come up with an agreed organizational reality that makes sense to them (Blumer, 1969;Luria, 2008;Schneider & Reichers, 1983;Weick, 1995;Zohar, 2010). ...
... The outcome is that over time, employees develop a common understanding of work unit routines and desired behavior patterns (Dragoni, 2005;Schneider & Reichers, 1983). To the extent that members of the group approach consensus in their perceptions of work routines and desired behavior, the organizational climate is said to be stronger (Schneider et al., 2011). ...
Safety climate is one of the most valid predictors of safety outcomes in organizations. Safety climate studies usually refer to formal organizational units (the team/department) as the main level of analysis for predicting climate emergence and safety outcomes. The current research extends the traditional perspective toward safety climate by proposing a complementary framework based on social network theory. Specifically, this research aims to understand how two common features of formal units, namely (1) the presence of informal subgroups of friends (i.e. cliques), and (2) the prevalence of negative relationships between team members, affect the team's safety climate strength. We hypothesized that employees who are members of cliques would exhibit high internal agreement, at the clique level, regarding the team's safety climate, and that both the number of cliques and the prevalence of negative relationships in a team would be negatively related to team safety-climate strength. We sampled 568 workers in 118 cliques within 46 formal teams in nine organizations. Findings showed the cliques to be a valid meso level of analysis for safety-climate research. The number of cliques in a team was negatively related to the team's safety-climate strength. In addition, we found an interaction effect between the number of cliques and the prevalence of negative relationships in the team, such that the negative association between the number of cliques and climate strength grew stronger as the prevalence of negative relationships increased.
... The latter possibility would simply be an extension of a positive organizational climate and not something unique to sunlight exposure (cf. James and James 1989;Schneider et al. 2011Schneider et al. , 2013Schneider and Reichers 1983). ...
Naval shipboard operations impose numerous environmental and occupational stressors, which can adversely affect mental and physical health outcomes. Moreover, this operational setting also complicates the implementation of countermeasures to protect personnel from these stressors. Thus, any easily accessible or modifiable protective factors should be explored further for their potential to support the health of military personnel. Daily sunlight
exposure is one such factor that has demonstrated positive effects on health outcomes. For the current study, sunlight exposure and self-reported health outcomes were explored in a
large population of U.S. Navy personnel (N>11,000). Mediator analyses examined the relationship between mental and physical health while controlling for key confounding variables such as morale and exercise. Although the overall regression models indicated only a slight impact on physical health, sunlight exposure had a significant direct effect on mental health even while controlling for the mediating influence of morale. Sunlight exposure also had an impact on morale and an indirect influence on mental health through morale. Additional analyses further supported the possible mental health benefits of sunlight exposure even while accounting for occupational differences. The results suggest that prescribed sunlight exposure aboard ships could be used to promote positive mental health during naval operations.
... In the field of organizational behavior, the concept of organizational climate has garnered substantial attention and discourse since the 1960s (Schneider et al., 2011). The importance of this component cannot be overstated, as it profoundly influences employees' perceptions of their interpersonal relationships, feelings of inclusion, and overall work productivity (Obeng et al., 2021). ...
This study conducts a comprehensive bibliometric analysis of research on organizational climate and performance in higher education. The analysis identifies a significant trend in publication patterns, noting a paucity of relevant studies from the early 1980s to 2016. However, from 2016 to 2023, there has been a consistent increase in the number of articles published, reflecting a growing recognition of the significance of organizational climate and performance in higher education. Most publications focus on trade, management, tourism, and services, with substantial contributions from education policy, sociology, philosophy, and related fields. Indonesia leads in publication output, followed by the USA, Malaysia, and Australia. The top-cited articles explore various topics, including the relationship between organizational culture, climate, and employee turnover, servant leadership approaches, university departmental climate, research excellence assessment, and trust dynamics. Although bibliometric analysis may not capture all research activities, this study provides valuable insights into the current research landscape. Future research directions may include investigating specific mechanisms linking organizational climate, work environment, satisfaction, and engagement across different sectors, examining the role of organizational behavior in employee productivity, and assessing and enhancing performance measurement systems.
... Moreover, establishing a climate for service is facilitated by fostering a climate for employee well-being (Schneider and Bowen, 1993;Schneider et al., 2011;Bowen, 2024). ...
Purpose
The purpose of this paper is to provide an overview of what (service) experience is and examine it using three distinct perspectives: customer experience (CX), employee experience (EX) and human experience (HX).
Design/methodology/approach
The present conceptualization blends the marketing and organizational behavior/human resources management (OB/HRM) disciplines to clarify and reflect over the meaning of (service) experience. The marketing discipline illuminates the concept of CX, whereas the OB/HRM discipline illuminates the concept of EX. The concept of HX, which transcends CX and EX, is examined in light of its recent development in service research. For each of the three concepts, key themes are identified, and future research directions are proposed.
Findings
Because the goal that individuals seek to achieve depends on the role they are enacting, each of the three perspectives on experience (CX, EX and HX) should have a different focal point. CX requires to focus on the process of solving customer goals. EX necessitates to think in terms of organizational context and job content that support employees. Finally, the focus of HX should be on well-being via enhanced gratification, and reduced violation, of basic human needs.
Originality/value
This paper offers an interdisciplinary perspective on (service) experience and simultaneously addresses CX, EX and HX in order to reconcile the different perspectives on experience in service research.
... Research on organizational climate, defined as the meaning attributed to the array of work experiences, reveals its significant influence on employees' perceptions and behaviors (Schneider et al., 2011). An employee's understanding of this climate signals the significance of various work aspects and the expectations they must meet. ...
Purpose
Ethical leadership has been recognized as a critical factor in encouraging employees’ moral voices. This study offers a dual-route model to understand this process. The boundary conditions of these two routes are discussed herein.
Design/methodology/approach
The data originate from a multiwave, multisource survey study of 212 leader–subordinate dyads in Taiwan drawn from a variety of industry sectors.
Findings
The findings validate both the cognitive (moral efficacy) and affective (affective attachment) pathways from ethical leadership to moral voice, influenced by the organizational factor of political climate. While the moral efficacy pathway is more pronounced in a situation of weak political climate, the affective attachment pathway remains effective regardless of the climate’s strength.
Practical implications
Managers need to identify if their organization prioritizes rational professionalism or interpersonal affection. In the former case, they should focus on the learning effects of ethical leadership. Conversely, in the latter, the emphasis should be on the leader-subordinate relationship. Doing so optimizes the effectiveness of ethical leadership in growing moral voices.
Originality/value
Considering both cognitive and affective routes from ethical leadership to moral voice could integrate social learning theory (SLT) and social exchange theory (SET). Identifying factors influencing these two routes resonates with the leader–situation interaction perspective. This research deepens the understanding of ethical leadership's effects on encouraging and protecting employee moral voice.
... 40(p69) Notably, climate is not merely defined by the presence of practices and procedures in the work environment, but rather it is the perceived meaning inferred by employees through management practices and procedures that ultimately define the climate of the organization. 41 Although organizational culture and climate both address the organizational context, they differ in a number of ways. 40 Organizational culture is a much broader construct, as evidenced by its many layers, whereas climate is more narrowly focused on employees' shared perceptions of the policies, practices, and procedures in the organization. ...
Fifteen to 20 years is how long it takes for the billions of dollars of health-related research to translate into evidence-based policies and programs suitable for public use. Over the past two decades, an exciting science has emerged that seeks to narrow the gap between the discovery of new knowledge and its application in public health, mental health, and healthcare settings. Dissemination and implementation (D&I) research seeks to understand how to best apply scientific advances in the real world by focusing on pushing the evidence-based knowledge base into routine use. To help propel this crucial field forward, leading D&I scholars and researchers have collaborated to put together this volume to address a number of key issues, including how to evaluate the evidence base on effective interventions; which strategies will produce the greatest impact; how to design an appropriate study; and how to track a set of essential outcomes. D&I studies must also take into account the barriers to uptake of evidence-based interventions in the communities where people live their lives and the social service agencies, hospitals, and clinics where they receive care. The challenges of moving research to practice and policy are universal, and future progress calls for collaborative partnerships and cross-country research. The fundamental tenet of D&I research—taking what we know about improving health and putting it into practice—must be the highest priority. This book is a roadmap that will have broad appeal to researchers and practitioners across many disciplines.
... Moreover, establishing a climate for service is facilitated by fostering a climate for employee well-being (Schneider and Bowen, 1993;Schneider et al., 2011;Bowen, 2024). Employee engagement in the service climate framework (e.g. ...
Purpose
This article overviews some key contributions to service research from the organizational behavior/human resource management (OB/HRM) discipline with its strong focus on the role of employees. This focus complements the Marketing discipline’s heavy emphasis on customers, largely true of service research, overall.
Design/methodology/approach
Ten OB/HRM frameworks/perspectives are applied to analyzing the roles of people (with a focus on employees and modest consideration of customers as “partial” employees who co-create value) in a service organization context. Also, commentary is offered on how the frameworks relate to six key themes in contemporary service research and/or practice. The article concludes with five reflections on the role and status of employees in service research—past, present and future.
Findings
Employee roles in evolving service contexts; participation role readiness of both employees and customers; role stress in participating customers; an employee “empowered state of mind”; an emphasis on internal service quality; “strong” HRM systems link individual HRM practices to firm performance; service-profit chain with links to well-being of employees and customers; a sociotechnical system theory lens on organizational frontlines (OF); service climate as an exemplar of interdisciplinary research; emotional labor in both employees and customers; the Human Experience (HX); specification of employee experience (EX).
Originality/value
Service remains very much about people who still guide organizational design, develop service strategy, place new service technologies and even still serve customers. Also, a people and organization-based competitive advantage is tough to copy, thus possessing sustainability, unlike with imitable technology.
... As organizational research often involves multiple levels of analysis, a composition theory for climate has been proposed (James, 1982) and models available in the literature (Chan, 1998) were applied to this field (Dawson et al., 2008;Wallace et al., 2013;Zacher and Yang, 2016). It has been suggested (Schneider et al., 2011) that, absent from group-level assessment, one cannot conclude that measures of organizational climate truly reflect the properties of a group, making it irrelevant for practical improvements in an organization. Aggregation depends on agreement on measures of psychological climate perceptions, and different indices have been developed to measure interrater agreement (Cardona Echeverri and Zambrano Cruz, 2014;Hsiung et al., 2020;Powell et al., 2021). ...
Organizational climate and job satisfaction have been established as fundamental pillars of research and practice in organizational behavior and organizational psychology, inspiring many explanations and operationalizations over time. In most sectors, global trends such as labor shortages, high rates of turnover and absenteeism, the need to increase productivity, and the interest in new work models concur to keep climate and job satisfaction on top of the research agenda. The situation is particularly acute in the healthcare sector, where related factors have the capacity to influence all aspects of care provision, including patient safety and the physical and mental health of care providers. Nevertheless, a gap in knowledge persists regarding climate, job satisfaction, and their relationships in healthcare services. This protocol describes a study that aims to examine the dynamics of climate and job satisfaction in healthcare organizations from the practice and research perspectives. The protocol complies with PRISMA-P. PRISMA will be used to report the results of the study. Databases will be searched for published studies in May 2023, and we expect to complete the study by December 2024. A framework based on a multi-dimensional concept of quality in research will be used to examine the quality of any studies before inclusion. The results will be disseminated in two systematic reviews. We will describe proposed models depicting the dynamics of climate and job satisfaction in healthcare organizations. We will systematize and discuss available evidence regarding the outcomes of climate and job satisfaction in healthcare work environments. We will synthesize information on research designs and methodological options of included studies. We will identify measures of climate and job satisfaction used in healthcare settings, assess their psychometric properties, and appraise the overall quality of underlying studies. Finally, we expect to identify areas in need of further research.
... The focus at Level 5 of the FLMEW is on the organizational as a whole and, in particular, the organization's climate and culture. Schneider (2000) defines organizational climate as the employees' immediate collective conscious perceptions of their work environment (see also Schneider, Ehrhart, and Macey, 2011). De Rivera (1992, p 2) describes affective climate as 'an objective (emotional) phenomenon that can be palpably sensed'. ...
... Within any business organization, gender inequality is a complex phenomenon detected in organizational practices, processes, and structures, including an organizational climate or climates of change (Schneider, Ehrhart, & Macey, 2010;Stamarski & Son Hing, 2015). ...
Climates of change within business organizations are the foundation for insight into the challenges that accompany changes. Business organizations’ members should possess extensive knowledge of their climates of change during organizational changes and the effect of the characteristics of gender, race/ethnicity, and years on the job to successfully implement change. The rationale for this dissertation study was to extend knowledge in psychology, including industrial/organizational (I/O) psychology because of the gap in the literature, field, and specialization concerning the effect of gender, race/ethnicity, and years on the job characteristics on climates of change. Using this study answered the research question such as: when the variable of gender is held constant, will there be significant differences in the linear variate consisting of cohesion (COH), politicking (POL), and trust in leadership (TLE) due to the main effect of race/ethnicity and years on the job? The methodology of this study was quantitative with a non-experimental design. With a sample size (N) of 57, the population and sample were United States (U.S.) white-collar business professionals, above age 18, that self-identified as male or female full- or part-time supervisory or nonsupervisory business professionals, that worked in an office or virtual environments; with at least one year of corporate experience. Conducting this study resulted with a three-way multivariate analysis of variance (MANOVA) with descriptive statistics and means of linear variate for hypothesis testing. The MANOVA results indicated no significant findings regarding an effect of gender, race/ethnicity, and years on the job characteristics on an organizational climate of change. There were no significant differences in the linear variate consisting of COH, POL, and TLE due to the main effect of either gender, race/ethnicity, or years on the job. The recommendation is for further research on this topic as explained at the conclusion of this dissertation study.
... Here it is important to differentiate between the concepts of climate and culture. Organizational climate, on the one hand, represents employees' collective conscious perceptions of their work environment (Schneider, 2000;Schneider, Ehrhart, & Macey, 2011). In terms of an affective dimension, climate is seen as 'an objective (emotional) phenomenon that can be palpably sensed' (de Rivera, 1992: 2). ...
Based on the five-level model of emotions in the workplace (FLMEW), we present an analysis of emotion and mindfulness at work. The five levels of emotion are: (1) temporal variations in emotion at the within-person level of analysis, which relate to state mindfulness; (2) stable individual differences in experiencing and expressing emotions at the between-persons level, which correspond with trait mindfulness; (3) perceiving and communicating emotions in dyadic relationships at the inter-personal level, reflecting interpersonal mindfulness; (4) emotional processes and leadership at the group level, which are associated with team mindfulness; and (5) and emotional culture and climate at the organizational level, which relate to organizational mindfulness. We provide a definition of mindfulness at each level. We argue that mindfulness tends to be associated with more positive and less negative affective experience at each level. We highlight practical implications and suggest future research at each level.
... Organizational climate for well-being (Schneider et al., 2011) was measured by means of the ECO VI scale (Martinolli et al., n.d.). The scale has grounds on the Vitamin Model by Warr (1987Warr ( , 2007, which is particularly suitable in that it theoretically identifies the relevant workplace features that affect employees' well-being. ...
Introduction:
Cross-cultural research is fundamental for the development and validation of work and organizational theories and to guide evidence-based practices around the globe. Although organizational climate is one of the most investigated higher-level constructs in organizational psychology, there is a lack of research analysing the invariance of measurements across national cultures in Latin America. This prevents scientists and practitioners from having a deeper understanding of this variable across the different countries and cultures composing this continent.
Objectives:
This study aims at examining the measurement invariance of the Encuesta de Clima Organizacional scale in its VI version (ECO VI) in Colombia, Costa Rica, Panama, and Dominican Republic.
Method:
Data were gathered from 38 companies operating in the manufacturing sector based in the four abovementioned countries and the sample sizes were as follows: Colombia was represented by 1007 employees, Costa Rica by 1090 employees, Panama by 372 employees, and Dominican Republic by 213. Measurement invariance was examined by testing the configural, metric, scalar, and structural models of invariance.
Results:
The results supported with empirical evidence that the ECO VI scale is characterized by measurement invariance. More precisely, 6 of its 8 dimensions are unbiasedly interpreted and can be considered for making meaningful comparisons across the considered national cultures, while the outputs deriving from the dimensions of "resources availability" and "interpersonal relationships" should be treated with more caution. Indeed, for such dimensions support for only configural and metric invariance was found.
Conclusions:
The main contribution of the present study was to provide evidence about the measurement invariance of the ECO VI scale. Thus, providing the community of scientists and practitioners operating in different Latin American countries with a molar organizational climate scale that can be used for conducting cross-cultural research. Hence, it is now possible to have a deeper understanding of how theories and practices involving the organizational climate for well-being can be better applied across the countries and cultures composing this continent.
... The focus at Level 5 of the FLMEW is on the organizational as a whole and, in particular, the organization's climate and culture. Schneider (2000) defines organizational climate as the employees' immediate collective conscious perceptions of their work environment (see also Schneider, Ehrhart, and Macey, 2011). De Rivera (1992, p 2) describes affective climate as 'an objective (emotional) phenomenon that can be palpably sensed'. ...
... Litwin and Stringer (1968) defined organizational climate as "… a set of measurable properties of the work environment perceived directly or indirectly by the people who live and work in this environment and assumed to influence their motivation and behavior" (p. 1). Organizational climate plays an important role in shaping employees' beliefs and perceptions about behavioral expectations (Schneider et al., 2011). One of the climate dimensions that is particularly relevant for creativity is the perceptions of climate for innovation and flexibility (Patterson et al., 2005;Somech & Drach-Zahavy, 2013). ...
Researchers establish that rewards play an important role in shaping employees' creative behaviors. However, little is known about the underlying mechanisms that transmit the effects of rewards for creativity on different types of creative behaviors. Drawing on the sense making perspective, this study identifies unique mediators and moderators of reward—creativity relationship. The results of this survey‐based study, comprising of 220 independent employee ‐ supervisor dyads, suggested that enjoyment in the activity mediated the relationship between intrinsic rewards and radical creative behaviors. Moreover, the interactional effects of extrinsic rewards and their perceived importance on creative behaviors were mediated through perceptions of climate for innovation. These results provide important insights and guide managers in promoting distinct types of creative behaviors. Les chercheurs ont démontré que les récompenses contribuent grandement à façonner les comportements créatifs des employés. Cependant, on sait peu de choses sur les mécanismes sous‐jacents qui transmettent les effets des récompenses aux différents types de comportements créatifs. À partir de la perspective de la construction du sens, les auteurs de cette étude déterminent les médiateurs et les modérateurs particuliers de la relation récompense ‐ créativité. Il ressort des résultats, qui sont basés sur une enquête menée auprès de 220 dyades employés‐superviseurs indépendantes, que la satisfaction tirée de l'activité modère la relation entre les récompenses intrinsèques et les comportements créatifs radicaux. Par ailleurs, les effets interactionnels des récompenses extrinsèques et de leur importance perçue sur les comportements créatifs sont modérés par les perceptions du climat d'innovation. Ces résultats comportent des indications importantes et les gestionnaires pourraient s'en inspirer pour promouvoir des types distincts de comportements créatifs.
... У такій ситуації організаційного середовища співробітники з більшою ймовірністю матимуть спільні цілі та цінності, що дозволяє забезпечити більше узгодження між стратегіями, розробленими вищим керівництвом, та реалізацією стратегій співробітниками. Оскільки реалізація стратегій співробітниками вимагає внесення змін у власну поведінку співробітники повинні бути мотивовані [31]. ...
Клімат відіграє важливу роль не лише для досягнення організаційних цілей, але й і значною мірою визначає якість життя людини. Клімат може стати потужним інструментом управлінського впливу та сприяти підвищенню продуктивності як членів організації, так і організації в цілому. В статті розглянуто особливості клімату на двох рівнях – організаційному та індивідуальному, представлені точки зору науковців на визначення психологічного та організаційного клімату. Авторами охарактеризовані особливості формування клімату в організації та визначено його вплив на сприйняття організаційного середовища її членами. В статті зроблено висновки, що при формуванні психологічного клімату відбувається сприйняття індивідом організаційного середовище через мотиваційне, особистісне та емоційне значення організації для людини. Важливими чинниками сприйняття організаційного середовища також виступають колектив, в якому працює людина, особистісні цінності людини та її індивідуальні характеристики. В свою чергу, вивчення існуючих точок зору дозволило зробити висновок, що психологічний клімат впливає на мотивованість, продуктивність, задоволеність, емоційний стан людини. Залежно від особистісних характеристик та потреб чинники формування психологічного клімату будуть мати різну вагу для конкретної людини і, відповідно, сприйняття організаційного середовища залежно від цього буде суттєво відрізнятись, оскільки ситуації, що виникають в організаційному середовищі сприймаються кожною людиною по-різному.
... It might also be understood as "policies, practices, and procedures and the behaviours that are rewarded, supported, and expected in a work setting and the meanings that they imply for the setting's members" (Schneider et al., 2011, p. 39). Early organisational climate studies focused on leadership, job attributes, employee wellbeing, job procedures and job practices (Schneider et al., 2011). Later studies widened the field to include structure, reward, risk, standards, cohesion, job satisfaction, ethics, and industrial relations (Dastmalchian, 2008;Harrison et al., 2006;Martin & Cullen, 2006). ...
Military leaders face ethical and moral dilemmas daily that span the conflict continuum from large-scale combat operations to security cooperation and deterrence. In 2011, the Australian Chief of Defence Force (CDF), Air Chief Marshall Angus Houston, called for values to guide leadership. Although the desire to develop military leaders who make decisions in a virtue-based culture is a noble ideal, it is enormously complex to enact. Although the Australian Defence Force (ADF) seeks to build a values-based culture and leadership founded on ethical practices, there is little guidance on what values-based culture is and how this military ethic is practiced. This thesis sympathetically confronts the challenge posed by the former CDF to develop values-based leadership. While endorsing the sentiment, this thesis has identified significant impediments to such an ideal. Applying post-structural discourse analysis to a vignette study and interview study of Royal Australian Air Force (RAAF) officers revealed ambiguities, contradictions, and incommensurability in practising ethical leadership. It was clear within both studies that the higher ranks used more process-based and legalistic reasoning linked with their bureaucratic subject position. In contrast, junior officers were more inclined to identify the moral complexity of decision-making, including cognitive and moral situational awareness, and revealed more complex subject positions. This exposed an internal dialectic between personal agency and organisational power. It was concluded that the Chief's likely intention was for a virtue-based, not values-based leadership. This research has unearthed significant concerns that must be addressed to enhance the likelihood of achieving this desirable ideal. These concerns include dealing with the physicality of the body, the multiple constructed subject, and the inevitable and most irreconcilable dialectic of personal agency, which is essential to values/virtue-based leadership and organisational power. Implications are provided for future defence force, and potentially other hierarchical bureaucratic rules-based organisations,' virtuous leadership. Adopting moral agency based on virtuous character will require rules-based organisations, such as the military, to contend with the dialectic between codified and enforceable processes and moral agency.
... It might also be understood as "policies, practices, and procedures and the behaviours that are rewarded, supported, and expected in a work setting and the meanings that they imply for the setting's members" (Schneider et al., 2011, p. 39). Early organisational climate studies focused on leadership, job attributes, employee wellbeing, job procedures and job practices (Schneider et al., 2011). Later studies widened the field to include structure, reward, risk, standards, cohesion, job satisfaction, ethics, and industrial relations (Dastmalchian, 2008;Harrison et al., 2006;Martin & Cullen, 2006). ...
Military leaders face ethical and moral dilemmas daily that span the conflict continuum from large-scale combat operations to security cooperation and deterrence. In 2011, the Australian Chief of Defence Force (CDF), Air Chief Marshall Angus Houston, called for values to guide leadership. Although the desire to develop military leaders who make decisions in a virtue-based culture is a noble ideal, it is enormously complex to enact. Although the Australian Defence Force (ADF) seeks to build a values-based culture and leadership founded on ethical practices, there is little guidance on what values-based culture is and how this military ethic is practiced. This thesis sympathetically confronts the challenge posed by the former CDF to develop values-based leadership. While endorsing the sentiment, this thesis has identified significant impediments to such an ideal. Applying post-structural discourse analysis to a vignette study and interview study of Royal Australian Air Force (RAAF) officers revealed ambiguities, contradictions, and incommensurability in practising ethical leadership. It was clear within both studies that the higher ranks used more process-based and legalistic reasoning linked with their bureaucratic subject position. In contrast, junior officers were more inclined to identify the moral complexity of decision-making, including cognitive and moral situational awareness, and revealed more complex subject positions. This exposed an internal dialectic between personal agency and organisational power. It was concluded that the Chief's likely intention was for a virtue-based, not values-based leadership. This research has unearthed significant concerns that must be addressed to enhance the likelihood of achieving this desirable ideal. These concerns include dealing with the physicality of the body, the multiple constructed subject, and the inevitable and most irreconcilable dialectic of personal agency, which is essential to values/virtue-based leadership and organisational power. Implications are provided for future defence force, and potentially other hierarchical bureaucratic rules-based organisations,' virtuous leadership. Adopting moral agency based on virtuous character will require rules-based organisations, such as the military, to contend with the dialectic between codified and enforceable processes and moral agency.
... Emerging literature elucidates that general and strategic leadership or climate likely interact to establish a microsystem for staff that is conducive to implementation (Williams et al., 2018). Organizational theories suggest that strategic factors do not exist in a vacuum but rely on their general counterpart that forms the foundation of support and shared experience of staff in the organization (Rhoades & Eisenberger, 2002;Schneider et al., 2010). It is not until staff feels attached to and rewarded by their organization because of the positive general OC factor that they will respond to the tasks prioritized by their organization's strategic leadership and/or climate (e.g., implementing EBPs). ...
Emerging literature has highlighted the importance of discerning general and strategic organizational context (OC) factors (e.g., leadership and climate) and their interaction effect on individual implementation behaviors (e.g., attitudes toward evidence-based practices; EBPs) in youth mental healthcare. This study aimed to examine how leadership and climate (general and strategic) are associated with implementer attitudes toward EBPs across the individual and organizational levels and their interaction effect in schools. A series of multilevel models (MLMs) were fitted on a diverse sample of schools actively implementing universal prevention programs for youth mental health (441 implementers from 52 schools). The organization-level aggregates and individual educators' perceptions of general and strategic leadership and climate, and their interaction terms, were entered as level-2 and level-1 predictors of four attitudinal dimensions (Requirement, Openness, Appeal, and Divergence) based on their level of measurement. At the organizational level, higher levels of strategic leadership and climate, but not their general counterparts, were consistently associated with more favorable attitudes in all four dimensions. At the individual level, higher levels of perceived general and strategic leadership and climate were associated with more favorable attitudes of Requirement and Openness. At the organizational level, general climate moderated the positive effect of strategic climate on implementers' perception of appeal and divergence of EBPs. Our findings indicate that leaders need to make data-based decisions to allocate resources on strategic and/or general leadership and climate to foster favorable staff attitudes toward EBPs based on the level of measurement, implementation-specificity, and attitudinal dimensions.
Keywords: general and strategic organizational factors, leadership, organizational climate, organizational context, attitudes toward EBPs
... Organizational climate-that is, shared perceptions of workplace norms, priorities, and expectations among employees within a collective (Schneider et al., 2011;Schneider & Reichers, 1983)-has demonstrated meaningful associations with individual and group outcomes across a variety of organizational domains (e.g., Christian et al., 2009;Hong et al., 2013;Whitman et al., 2012). Organizational climate is typically described using two broad descriptors: climate level and climate strength. ...
According to situation strength theory, organizational climate should have a stronger effect on group behavior when members’ perceptions of the climate are both unambiguous (i.e., very high or very low) and shared than when they are more ambiguous and less shared. In the organizational climate literature, this proposition is typically examined by testing the interaction between climate level (i.e., mean) and strength (i.e., variability); surprisingly, the preponderance of empirical research testing this interaction does not support this theoretical expectation. This may be because the traditional variable-centered approach fails to consider the possibility of overlooked subpopulations consisting of unique combinations of climate level and strength, creating distinct climate profiles. To address this issue, we use a group-centered conceptualization and analyses (i.e., latent profile analysis) to examine the extent to which 302 workgroups (Sample 1) and 107 organizations (Sample 2) evidence statistically and practically meaningful climate profiles. Results revealed four to six distinct climate profiles across multiple climate types were differentially associated with theoretically relevant outcomes, including objective financial measures. Consistent with situation strength theory, groups with strong and favorable profiles tended to have more positive outcomes, whereas groups with weaker, less favorable profiles tended to have less positive outcomes. In contrast, the traditional variable-centered approach was generally unsupportive of an interaction between climate level and strength. Overall, these findings provide evidence that the group-centered approach is a more sensitive statistical modeling technique for testing a fundamental tenet of situation strength theory in the context of organizational climate research.
... This paper explores whether and how hospitals cultivate an organizational culture and climate that encourages and develops innovative behavior by employees. Organizational culture and climate concern how organizational participants observe, experience, and make sense of their work environment [11]. A positive and healthy interplay between organizational culture and climate may have practical implications for the management of effective organizations. ...
Background
In the domain of health services, little research has focused on how organizational culture, specifically internal market-oriented cultures (IMOCs), are associated with organizational climate resources, support for autonomy (SA), and whether and how IMOCs and SA are either individually or in combination related to employee perceptions of the attractiveness of the organization and their level of innovative behavior. These knowledge gaps in previous research motivated this study.
Methods
A conceptual model was tested on a sample (N = 1008) of hospital employees. Partial least-squares structural equation modeling (PLS–SEM) was employed to test the conceptual models, using the SmartPLS 3 software. To test the mediator effect, a bootstrapping test was used to determine whether the direct and indirect effects were statistically significant, and when combining two tests, to determine the type of mediator effect.
Results
The results can be summarized as four key findings: i) organizational culture (referring to an IMOC) was positively and directly related to SA (β = 0.87) and organizational attractiveness (β = 0.45); ii) SA was positively and directly related to both organizational attractiveness (β = 0.22) and employee individual innovative behavior (β = 0.37); iii) The relationships between an IMOC, SA, and employee innovative behavior were all mediated through organizational attractiveness; and iv) SA mediated the relationship between the IMOC and organizational attractiveness as well as that between the IMOC and employee innovative behavior.
Conclusions
Organizational culture, IMOC, organizational climate resources, and SA were highly correlated and necessary drivers of employee perceptions of organizational attractiveness and their innovative behavior. Managers of hospitals should consider IMOC and SA as two organizational resources that are potentially manageable and controllable. Consequently, managers should actively invest in these resources. Such investments will lead to resource capitalization that will improve both employee perceptions of organizational attractiveness as well as their innovative behavior.
... First, people are motivated to be prosocial and to benefit others (Van Lange, 1999). The motivation to act in a prosocial way allows building long-lasting meaningful (Baumeister & Leary, 1995;Kameda et al., 2005) and healthy (Schneider et al., 2011) relationships, increases trust (Kramer, 1999;Rempel et al., 1985), and leads to successful negotiation outcomes (Bazerman et al., 2000;Halevy et al., 2020). The motivation to benefit others, however, also increases the extent to which people feel lying is justified, and the extent to which people are willing to lie to profit others (Gino et al., 2013;Wiltermuth, 2011). ...
Although dishonesty is often a social phenomenon, it is primarily studied in individual settings. However, people frequently collaborate and engage in mutual dishonest acts. We report the first meta-analysis on collaborative dishonesty, analyzing 87,771 decisions (21 behavioral tasks; k = 123; nparticipants = 10,923). We provide an overview of all tasks used to measure collaborative dishonesty, and inform theory by conducting moderation analyses. Results reveal that collaborative dishonesty is higher (a) when financial incentives are high, (b) in lab than field studies, (c) when third parties experience no negative consequences, (d) in the absence of experimental deception, and (e) when groups consist of more males and (f) younger individuals. Further, in repeated interactions, group members' behavior is correlated-participants lie more when their partners lie-and lying increases as the task progresses. These findings are in line with the justified ethicality theoretical perspective, suggesting prosocial concerns increase collaborative dishonesty, whereas honest-image concerns attenuate it. We discuss how findings inform theory, setting an agenda for future research on the collaborative roots of dishonesty. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
... It is often found that members of the organization attach shared meanings to organizational climate, which helps them experience the organization (Schneider et al., 2011a, b). Ferris et al. (1996) suggest that the organizational influences (centralization, formalization, hierarchical level and span of control), work environment influences (job autonomy, job variety, feedback, advancement opportunity and interaction with others) and personal influences (age, sex, machiavellianism and self-monitoring) predict politics perceptions in the organization. ...
The purpose of this paper is to inspect the influence of organisational climate on social desirability of political behaviour of employees. It also examines perception of politics and perceived behavioural choice as the underlying mechanisms that mediate the relationship between organisational climate and social desirability of political tactics. Finally, the paper studies the influence of desirability of politics on frequency of use of political tactics.
The study uses data (n= 234) collected from a large public sector organization in India. The interrelationships are tested empirically using structural equation modelling.
The findings suggest that organizational climate significantly influences social desirability of political tactics such that positive climate leads to lower social desirability of political tactics. Also, perception of politics and perceived behavioural choice mediate the relationship between organizational climate and desirability of political tactics. Finally, social desirability of political tactics positively and significantly influences frequency of political tactics used.
Because of the nature of the study, generalisation must be made with caution since it has been conducted in an Indian public sector organization and errors due to measurement method could be present. The study provides a better understanding of the relationship between organizational climate and political behaviour, and clarifies the mediating role of perception of politics and behavioural choices. It also elucidates the need for organisations to accept the active role of employees in determining the nature of workplace politics.
The study establishes political perceptions and perceived behavioural choice as important mediators between climate and political behaviour, fostering in-depth research into the environmental aspects of public sector organisations. It also establishes employees as autonomous members of the organization who make political choices by taking into account their organizational contexts, a concept much newer to highly formalized and codified public sector organizations.
... The authors of [65] stated that the forgiveness climate emphasizes employee perceptions of behavior that ascend every day and are strengthened by the organization. The forgiveness climate implies that when employees face a conflict or offense from another organizational member, they display tolerance and kindness predicted from the organization [66]. ...
Our study investigates the role of subjective well-being and forgiveness climate between workplace incivility and job satisfaction. Drawing on conservation of resource theory, we proposed a model in which workplace incivility is associated with job satisfaction through subjective well-being, and forgiveness climate moderates this association. Data was collected through a survey method from 672 nurses and doctors in the health care sector at two different times. Respondents completed workplace incivility and subjective well-being scale at Time 1, and a forgiveness climate and job satisfaction scale at time 2. Findings through PROCESS Macros (Model 5) show that workplace incivility has a negative influence on job satisfaction and subjective well-being. Subjective well-being plays a mediating role in the negative effect of workplace incivility on job satisfaction. Moreover, forgiveness climate moderates the relationship between workplace incivility and job satisfaction. The implications for practice and research are discussed.
... We define journalism-specific organizational climate as push factors. Organizational climate explains how organizational participants observe, experience, and make sense of their work environment (Schneider et al., 2011). We focus on negative organizational climate driven by digital environment such as ideological conflict between a journalist and an organization, additional online workload, and traffic boosting practices. ...
This study examined the factors affecting turnover and turnaway intention of newspaper journalists in South Korea through the lens of the push–pull–mooring framework. Survey results of 899 journalists showed that traffic boosting practices push journalists away from organizations. Particularly, senior journalists were more frustrated with the prevalence of traffic boosting practices, while juniors were more sensitive to growth potential and job security. Furthermore, ideological conflict between journalists and their organizations regarding political orientation was positively related to turnover intention. Meanwhile, regardless of the career length, journalists who enjoyed their coworkers were less likely to leave their jobs.
... It would be important for future research to connect the model to organizational inclusion outcomes. Most of the literature in organizations regarding facets of climate connects climate to organizational outcomes that are relevant to the studied facet, such as safety climate and safety outcomes (Beus, Payne, Bergman, & Arthur, 2010;Christian, Bradley, Wallace, & Burke, 2009;Luria, 2016), service climate and service outcomes (Kuenzi & Schminke, 2009;Schneider, et al., 2009Schneider, et al., , 2011, and specifically inclusion climate and inclusion outcomes (Mor Barak et al., 2016;Shore et al., 2018). We believe that the next natural step of the proposed model (presented in Figure 3) is a link between inclusion climate and inclusion-related outcomes, ideally objective outcomes that are not self-reported to avoid problems resulting from common measurement methodology. ...
... Psychological climate refers to an employee's perceptions of the norms, practices, structures, and events of their work environment (King, Hebl, George, and Matusik, 2010;Parker et al., 2003). When shared by many employees, a collective organizational climate emerges, reflecting a shared set of expectations, attitudes, and norms about how employees relate to one another at work (Ostroff et al., 2013;Pirola-Merlo, Härtel, Mann, & Hirst, 2002;Schneider, Ehrhart, & Macey, 2011). When it comes to sexual harassment research, "organizational climate for sexual harassment" dominates the literature, focusing on organizational responses if sexual harassment is reported (e.g., risk of retaliation; Hulin et al., 1996) and the contingencies between behavior at work and organizational outcomes, such as rewards or sanctions (Fitzgerald et al., 1997;Naylor, Pritchard, & Ilgen, 1980). ...
Sexual harassment is jarringly common in the workplace and is associated with a number of negative psychological and occupational outcomes. Decades of sexual harassment research point to power, male-dominated workplaces (i.e., organizations where men hold most high-power positions), and climate (i.e., the norms about how employees relate to one another at work) as critical factors that predict the frequency of workplace sexual harassment. My research extends this literature by taking a more nuanced approach to examining the ways in which power and climate contribute to sexual harassment rates and outcomes. In a sample of over 3,000 doctors and nurses at Michigan Medicine, I found that perceptions of an uninclusive climate (e.g., more racist, sexist, and homophobic, and more of a masculinity contest) mediated the associations between increased sexual harassment and decreased job satisfaction and sense of safety at work, and increased turnover intentions. This research is critically important as it extends our understanding of the specific mechanisms through which sexual harassment harms its targets. Accordingly, my findings call organizations to not only prevent sexual harassment at work, but also to take action to address organizational factors that contribute to its harms. Furthermore, like other forms of workplace mistreatment, sexual harassment fundamentally seeks to maintain power and hierarchy (especially related to gender), and individuals who challenge this hierarchy are disproportionately targeted with sexual harassment. I found that LGBTQ employees, doctors with multiple marginalized identities, and individuals with gender nontraditional careers––female doctors and male nurses––experienced more sexual harassment than their counterparts. As my dissertation clearly and powerfully illustrates, we cannot address sexual harassment without considering organizational and social factors.
... It would be important for future research to connect the model to organizational inclusion outcomes. Most of the literature in organizations regarding facets of climate connects climate to organizational outcomes that are relevant to the studied facet, such as safety climate and safety outcomes (Beus, Payne, Bergman, & Arthur, 2010;Christian, Bradley, Wallace, & Burke, 2009;Luria, 2016), service climate and service outcomes (Kuenzi & Schminke, 2009;Schneider, et al., 2009Schneider, et al., , 2011, and specifically inclusion climate and inclusion outcomes (Mor Barak et al., 2016;Shore et al., 2018). We believe that the next natural step of the proposed model (presented in Figure 3) is a link between inclusion climate and inclusion-related outcomes, ideally objective outcomes that are not self-reported to avoid problems resulting from common measurement methodology. ...
Inclusion is increasingly recognized as a critical leadership issue, yet research points to effectiveness variability among diversity and inclusion initiatives, indicative of potential policy-practice decoupling. Drawing on climate theory, we develop supervisors’ inclusive leadership and climate for inclusion and introducing CEO’s inclusive leadership and group diversity as moderators. To gain a deep understanding of decoupling, we use a multilevel approach and include in our model both top level leadership (CEOs), where espoused policies are determined, and group level leadership (supervisor), where enacted behaviors are experienced. We offer a novel perspective on climate theory for inclusion, which we have identified as “the anomaly of climate for inclusion.” Unlike other organizational climate facets, inclusion climate is shaped not only by the shared experiences of group members but also by their identities. Individuals from minority or underrepresented groups might experience decoupling in ways that are similar to other members from the same identity group even if they belong to different work groups. Our model, therefore, explains the process in which leaders create inclusive climate and point to boundary conditions in the process. We focus on two climate indicators: climate level and climate strength, and indicate that both are essential for understanding inclusion climate. Our conceptual model suggests that truly inclusive leaders would succeed at minimizing policy-practice coupling as perceived by all group members, not just historically dominant or high-status members. Implications for practice and future research are discussed.
This chapter focuses on analyzing the concept of team building and talent management in different business contexts. It covers a development from classical to the modern practices and various aspects like globalization, technology, diversity, and change management. Specific strategies to develop healthy teams are described – the ways to increase trust between the team members, to clarify people's roles in the team, and improving communication through tools and leadership. This chapter also identifies trends in areas such as recruitment, on-boarding, learning and development, performance management and succession planning. It emphasizes cultural diversity and inclusion, offering tips for fostering an inclusive workplace. Case scenarios demonstrate effective practices, and offers implications for practice to organizations, HR professionals, scholars, and policy makers that aim at enhancing team performance and employees' well-being. The need for organizations to continuously adapt in the face of evolving business environments with the aim of increasing competitiveness is highlighted.
Various acts of in-school delinquency can threaten students’ academic achievement, health, and well-being, making preventing these acts a priority for school leaders. Mandated policies and interventions, such as zero-tolerance policies, security measures, and school programming, aim to prevent delinquency, although their effectiveness is unclear. This chapter argues that students’ perceptions and interpretations of these initiatives are the missing link in understanding school delinquency. An organizational climate framework is used to advocate for the following three points: (1) it is essential to assess students’ perceptions of delinquency interventions, (2) student perceptions can emerge as a shared school-level phenomenon, and (3) if student perceptions are shared, a strategic climate dimension of school delinquency prevention should be examined to determine its relationship to delinquency engagement. Doing so can enhance the current knowledge of school delinquency and prevention.
The book starts by providing the rationale of why it is important to understand the shift to a more values-based approach to leadership and building a virtuous culture. This chapter discusses how and why the mood of organizations within Western cultures during this century has shifted to a values-based culture that encourages values-based leadership. Organizational and environmental factors including ethical scandals are raised which have resulted in this shift and the need for leaders to be more virtuous. With a move to being more values-based/virtuous, this chapter illustrates how values are now an influential element of leadership in decision-making right up to the executive and Board levels.
This study aimed to examine the influence of organizational culture on job satisfaction among trainers in technical and vocational education and training (TVET) colleges in Addis Ababa City Administration. Utilizing a cross-sectional survey design, a sample of 230 trainers was selected from two colleges through simple random sampling. Standardized questionnaires were employed to collect data on organizational culture and job satisfaction, which underwent analysis using statistical techniques, including frequency, percentage, mean and standard deviation, Spearman’s rho correlation, Mann-Whitney U test, and multiple regression analysis with SPSS version 23. The findings revealed that adhocracy was the dominant cultural type in TVET colleges, and trainers expressed satisfaction with their jobs in both institutions. Furthermore, the study identified that organizational culture types explained 30% of trainers’ job satisfaction, with market culture emerging as the sole significant and positive predictor of job satisfaction in the area (0.74). Additionally, a weak to moderate positive correlation was observed between organizational culture and trainers’ job satisfaction. Notably, a statistically significant difference was noted between male and female trainers regarding job satisfaction. Consequently, the study recommends prioritizing efforts to enhance market culture to sustain trainers’ job satisfaction.
p>This study aims to address the limited understanding of organizational climate and performance by conducting a comprehensive bibliometric analysis of scholarly publications. The methodology involves analyzing publications using bibliometric techniques and VOSviewer. The results indicate that organizational performance, employee engagement, job satisfaction, leadership, and leadership culture are prominent topics within the field. The top five countries in terms of published documents and citations are the USA, India, the UK, Australia, and Malaysia. Recent publications have prioritized topics such as quality of work life, innovation, productivity, well-being, organizational commitment, work engagement, and corporate social responsibility. This study provides valuable insights for researchers, practitioners, and organizations to improve employee performance and productivity. The significance of this work lies in its ability to inform future research directions and guide collaboration efforts. Ultimately, this study advances the understanding of organizational climate and performance with practical implications for various organizational settings.</p
Introduction:
College students face increased risk for a variety of mental health problems but experience barriers to treatment access. Prevention programs, including those implemented by peer educators, may decrease treatment needs and increase service access. We examined the implementation of an evidence-based eating disorder prevention program, Body Project, delivered by college peer educators at 63 colleges/universities, comparing three levels of implementation support: (1) Train-the-Trainer (TTT) training; (2) TTT plus a technical assistance workshop (TTT + TA); and (3) TTT + TA with one year of quality assurance calls (TTT + TA + QA). The present study tested the degree to which indicators proposed by the Consolidated Framework for Implementation Research (CFIR) were associated with core implementation outcomes.
Method:
We tested whether indices of CFIR domains (i.e., perceived intervention characteristics, outer and inner setting factors, provider characteristics, and implementation process) were correlated with three implementation outcomes (program reach, fidelity, effectiveness) during a 1-year implementation period.
Results:
Greater program reach was associated with implementation process, specifically the completion of more implementation activities (β = 0.46). Greater program fidelity was associated with higher positive (β = 0.44) and lower negative (β = - 0.43) perceptions of the Body Project characteristics, and greater reported general support for evidence-based practices (β = 0.41). Greater effectiveness was associated with lower negative perceptions of Body Project characteristics (d = 0.49).
Conclusions:
Several implementation determinants proposed by the CFIR model predicted outcomes, especially intervention fidelity. Across the outcomes of interest, implementation determinants related to peer educator and supervisor perceived characteristics of the specific intervention and general attitudes towards evidence-based practices emerged as robust predictors to inform future work investigating ongoing implementation and sustainability of programs in university settings.
Organizational investment in human resource development (HRD) has risen rapidly over the years. The rise in HRD investment is undoubtedly triggered by the belief that HRD is the key to strengthening personal and organizational performance. Yet despite heavy investment in this area, the outcomes achieved are often mixed with varied results. A key issue is the choice of HRD initiatives adopted and how they are implemented to achieve the desired HRD outcomes. Poor initiatives that do not realistically target HRD gaps, combined with poor implementation measures, are most likely to fail. Regular measurement of such is significant not only to determine the impact on key outcomes but is also essential to learn, accumulate evidence, and then use such evidence for improving HRD investment and/or policy. The study’s main objective is to analyse the training and development activities in PNG Power Limited (PPL) from the lenses of management and employees. This research highlights management and employees’ involvement in HRD initiatives which is paramount for organisational development. The study employed a mixed method of analysis and used surveys and interviews to collect data and information. The findings revealed that PPL has organised training programs to develop management skills of non-technical staff and competency-based training for technical employees. However, these training and development activities are perceived to be moderately effective regarding how management and employees are involved. This research concludes that the effectiveness of HRD initiatives through training and development activities is significantly determined by the degree of management and employee involvement. This study contributes to the knowledge of HRD in developing countries, particularly in the Pacific Region. It is hoped that this study will be helpful to improve specific areas requiring change identified in this study and may well serve as inspiration for organisational and policy change across other service organisations in PNG.
Research on climate has been explored from multiple perspectives over the years. It is generally agreed that global climate (the mean value of the climate ratings of individual members) is positively related to many important individual and organizational outcomes. However, having a positive global climate is not enough. The level of variability in climate dimensions ratings also matters as it could influence how employees appraise their work environment. In this study, we explored the different roles of climate variability, defined as the level of dispersion across climate dimensions, to explain collective turnover. Drawing on signaling theory, we tested the direct and moderating effects of climate variability on collective turnover using a large and heterogeneous database composed of 25,288 individuals from 150 small-sized to large organizations in different industries. After controlling for global climate, we found that climate variability had a curvilinear association with collective turnover. Although lower levels of climate variability had milder effects on collective turnover, moderate to higher levels of climate variability were associated with higher collective turnover rates. Moreover, climate variability also played a moderating role in the relationship between global climate and collective turnover such that a higher level of climate variability impaired the beneficial effects of a positive global climate on collective turnover. Implications for theory, practice, and future research are discussed.
The Cambridge Handbook of Creativity and Emotions provides a state-of-the-art review of research on the role of emotions in creativity. This volume presents the insights and perspectives of sixty creativity scholars from thirteen countries who span multiple disciplines, including developmental, social, and personality psychology; industrial and organizational psychology; neuroscience; education; art therapy, and sociology. It discusses affective processes – emotion states, traits, and emotion abilities – in relation to the creative process, person, and product, as well as two major contexts for expression of creativity: school, and work. It is a go-to source for scholars who need to enhance their understanding of a specific topic relating to creativity and emotion, and it provides students and researchers with a comprehensive introduction to creativity and emotion broadly.
This study examines the role of employee proactive personality in shaping individual and team performance. We propose that these relationships are mediated by individual and collaborative job crafting. We draw on regulatory focus theory and collect survey data from frontline employees in the hospitality industry firms in Pakistan. Data are collected in multi-level (individual and team) and time-lagged fashion (two waves) from 42 teams working in the hospitality industry. Data are analyzed using multilevel structural equation modeling (MSEM) technique. Findings reveal a positive association of proactive personality with individual and collaborative crafting. Furthermore, individual crafting shows a positive mediating role in the relationship between proactive personality and individual performance; however, the same in the case of collaborative crafting is not confirmed. We make several contributions and offer implications for theory, practice and policy.
Job satisfaction continues to be an essential aspect of exploring performance and its impact on productivity, organisational goals and societies at large has been widely studies. This study, aimed at investigating the impact of social, cultural, personal and environmental factors of job satisfaction and reviewing the relationship between job satisfaction and performance in organisation while exploring the interrelationships of the aforementioned antecedent’s groups. The study confirms the dual direction of connection that comprises a cycle of cause and effect relationship between, job satisfaction and performance and explores the mediating factors. The study encourages managers to reflect on their tacit method of managing employees, and exploring ways to apply explicit methods and provide work environment that is more conducive and unbiased. The study highlights the importance of considering job satisfaction and performance relationship holistically, through addressing the social, cultural, personal and environmental problems to improve employee performance.
Agencies depend on enterprise resource planning (ERP) to achieve success. However, the factors that lead to the success and use of these ERP systems have not attracted the needed attention. This study investigates the factors that influence the success and use of an ERP system. The proposed model is based on a quantitative and a mixed-method case study (MM-CS). The results show that organizational climate has a positive effect on information quality, system quality, and service quality constructs of the DeLone and McLean IS success model. The quality constructs also affect user satisfaction negatively as compared to previous studies.
The effects of technological and non-technological innovation affecting firm performance are investigated. Technological innovation involves new product development, while non-technological innovation involves strategy and leadership, culture and climate, innovation and collaboration, and organizational and environmental evolution. 342 firms participated in the research; thirteen hypotheses are tested; eleven are significant. Demographic analyses on job roles, firm types, industry groupings and firm size are also conducted. The majority of the demographic factors were not significant. However a small number of significant results are confirmed. Structural equation modelling is used to test the model. Important lessons for managers and future research areas are suggested.
Modern organisations increasingly experience pressure from regulatory, normative, and social sources to be more environmentally friendly. Extant research shows that employee engagement in proenvironmental “green” behaviours enhances organisational outcomes regarding environmental sustainability. Despite contextual differences between the workplace and the home, however, and evidence that people differ in their green behaviour across these settings, contemporary explanations as to why employees engage in green behaviours at work continue to draw from environmental psychology research on private green behaviour at home. Thus, there is a need to understand more clearly the nature of green behaviour as it occurs specifically in the work context. This requires an approach that considers the organisational context as a contributing factor, and acknowledges that green behaviour at work constitutes a particular form of job performance. In this research therefore, I sought to address these points by investigating how employee perceptions of the organisational context influence both required (i.e., task-related) and voluntary (i.e., proactive) employee green behaviour (EGB). Consistent with this aim, I collected data from employee samples uisng constructs from organisational behaviour, such as organisational climate and job performance, in a multilevel and mixed-methods program of research.
In Chapter 1 (Case Study), I briefly outline the climatic changes that are prompting organisations to engage with environmental sustainability. I outline macro-level organisational activities and present a case study that highlights the central role of employee behaviour. Finally, I critique the literature and identify three limitations that inform the research questions I address through my program of research.
In Chapter 2 (Systematic Review), I present a detailed review of the EGB literature, and organise research findings into a multilevel conceptual framework. Within this framework, I propose that person and context factors contribute to motivational states that drive required (i.e., task-related) and voluntary (i.e., proactive) EGB. Based in this literature, I outline an agenda for future research to answer key questions to move the literature forward.
In Chapter 3 (Study 1), I describe a study of how perceived organisational policy for sustainability effects EGB, and whether or not perceptions of green climate mediate this relationship. I used a cross-sectional survey design to collect data from a sample of office workers (n = 168), and developed a green psychological climate construct comprising perceptions of the organisation and co-workers. Using structural equation modelling, I found unique effects for different perceptions on types of employee green behaviour. Specifically, climate perceptions regarding the organisation mediated the effect of perceived sustainability policy on task-related EGB; whereas climate perceptions regarding co-workers mediated the effect of perceived policy on proactive EGB. This study highlights a psychological mechanism that might determine the efficacy of policy responses to sustainability.
In Chapter 4 (Study 2), I used a daily diary design to investigate whether green climate perceptions moderate the relationship between intentions on one day and EGB the next day. I collected diary data from a sample of employees (n = 75) daily for two work weeks. Results from multilevel hierarchical linear modelling showed the relationship between intentions and next-day behaviour was stronger if employees perceived a more positive green climate at their organisation. This study highlights intra-individual variation in EGB, and the role psychological green climate perceptions play in moderating the relationship between intentions and behaviour.
In Chapter 5 (Study 3), I used an experimental vignette methodology to determine the influence of different behavioural features and types of motivation towards the environment on intentions to engage in task-related and proactive EGB. Data revealed that the sample of office workers (n = 107) had (1) stronger intentions for task-related and proactive behaviours, and (2) stronger intentions for easy and enjoyable EGBs across both task-related and proactive behaviours. My analysis of employees’ motivation toward the environment revealed a complex pattern of main and interactive effects on EGB intentions, with different types of motivation being more or less influential for different types of EGBs. This study also demonstrates a novel approach that researchers and practitioners may wish to use to understand the nature and effects of EGB behaviours.
In Chapter 6 (General Discussion), I describe the importance of individuals’ perceptions of context, the distinction between required (i.e. task-related) and voluntary (i.e., proactive) EGB, and the dynamic nature of EGB and related intentions. Overall, my research shows that EGB is dynamic and that there is a meaningful distinction between green behaviours that contribute to task performance (i.e., task-related) and those that contribute to the broader organisational context (i.e., proactive). When considering how organisation-level actions can influence these types of behaviour, my findings reveal that employee perceptions of the green climate they are exposed to at work plays an important role. These perceptions provide an important psychological link between organisational activity regarding environmental sustainability and employee behaviour. Future research could benefit by building on this work and in particular by considering the effect of aggregated climate perceptions (i.e., organisational climate) on observable behaviours. I conclude that communication of environmental values from organisations to employees is critical, but should be executed in a way that facilitates positive green psychological climate perceptions, both for task-related and voluntary proactive green behaviours.
The present study aimed to determine the effect of human resources competency levels on organizational structure, and also to identify the mediation role of the organizational climate in this effect. The relationship among these variables was analyzed by statistical methods such as factor analysis, regression analysis, and Sobel tests. All academic and administrative employees in a state university operating in Mersin Province of Turkey were included in the study. Data, collected using a questionnaire developed by the researchers from all employees of the university, were used to determine the relationship between the variables in the study. It was found in the present study that the levels of human resources competence positively affect organizational structure, and the organizational climate has a partial mediation effect in this relationship.
Examined the relationship between the work attitudes and work attendance of 3,010 managerial employees on a specific day in a natural field setting. Job satisfaction data were obtained from the Index of Organizational Reactions (IOR). Since occasional absenteeism at the managerial level is not subject to financial penalty and is relatively free of social and work-group pressures, it represents behavior that is generally under the control of the individual employee. Moreover, because the particular day investigated in the present study followed a crippling snowstorm, attendance on that day involved considerable effort. Results show significant relationships between work-related attitudes and attendance on the specific day studied and generally support J. B. Herman's (1973) point of view that work attitudes do predict work-related behavior when such behavior is under the control of the S. (PsycINFO Database Record (c) 2012 APA, all rights reserved)