Academic literature on the topic 'Organisational climate'
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Journal articles on the topic "Organisational climate"
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ŞENER, Süreyya, and Erdinç BALLI. "THE EFFECT OF ORGANISATIONAL CLIMATE ON THE AFFECTIVE COMMITMENT AND JOB SATISFACTION." Business & Management Studies: An International Journal 8, no. 3 (September 25, 2020): 3302–27. http://dx.doi.org/10.15295/bmij.v8i3.1599.
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Organisational climate is expressed as the atmosphere/mood perceived indirectly or directly by the employees of the organisation. Organisational climate may be useful on several organisational variables, especially the behaviours and attitudes of the employees within the organisation. In this study, the organisational climate's effect on affective commitment and job satisfaction was investigated. The data were collected with a survey applied to 362 employees who were working in 4 or 5-star hotel enterprises in Adana and Mersin. Consequently, it was discovered that there is a significant positive relationship between the organisational climate, affective commitment (r=0,661; p<0.001) and job satisfaction (r=0,766; p<0.001) of the employees, and that the organisational climate affects the organisational commitment (R2=0,455) and job satisfaction (R2=0,596) levels of the employees in a positive way. Moreover, as a result of the multilinear regression analyses, the dimensions of organisational structure, rewarding, work environment and support, which are among the sub-dimensions of the organisational climate, were seen to play a role in the affective commitment and job satisfaction of the employees.
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Carlucci, Daniela, and Giovanni Schiuma. "Assessing and Managing Organizational Climate in Healthcare Organizations." International Journal of Information Systems in the Service Sector 4, no. 4 (October 2012): 49–61. http://dx.doi.org/10.4018/jisss.2012100103.
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During the past two decades a renewed interest about the role of intangible resources in determining performances of public services organisations has risen. This is particularly valid for HealthCare (HC) services, as they are knowledge intensive services and their performance are closely related, as the vast majority of their outputs, to intangible resources. Recently, scholars have examined the relevance of organisational climate for gathering outstanding performance in HC services. Literature suggests that organisational climate is a multifaceted concept deeply rooted in the intangible domain of an organisation. Several intangible resources intervene to shape organisational climate. Following this, the study shows how Intellectual Capital (IC) provides a useful and fresh frame for analysing intangible components of organisational climate and planning initiatives for their effective management. Especially, the examination of organisational climate through IC lens is proposed both as diagnosing tool for identifying elements which are hindering productivity, effectiveness and quality of HC services, and as tool for supporting managers in designing management initiatives aimed to enhance organisational performances by leveraging organisational climate. The study is based on the Action Research (AR) methodology and illustrates the results of an AR project, carried out at a public hospital.
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Pascoe, Celina, and Elizabeth More. "Communication Climate and Organisational Knowledge Sharing." Journal of Information & Knowledge Management 04, no. 04 (December 2005): 247–55. http://dx.doi.org/10.1142/s0219649205001225.
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This paper reports research on the role of communication in knowledge management, examined through the lens of communication climate. The research is being undertaken in a major public sector organisation. The organisation wishes to shift its culture to one characterised by internal information sharing and, to this end, it has undertaken a 3-year knowledge management initiative that comprises an integrated suite of formal and informal knowledge sharing activities. The research is being conducted on a longitudinal basis between 2003 and 2005, and results of the first survey of the organisation's communication climate are reported in this paper. It is proposed that communication audits can be used to gauge whether knowledge and information sharing are likely to occur by providing data on two antecedents to such sharing: perceptions of other organisational members' openness to the receiving as well as the sending aspects of sharing.
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Verster, R. "influence of organisational climate on communication in organisations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 42–49. http://dx.doi.org/10.36615/jcsa.v3i2.2152.
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The situation/environment in which a person finds himself, influences his behaviour - also his "communication" behaviour. A large part of this situation/environment in the organisational setting is accounted for by the organisational climate which is established and maintained in the particular organisation. In this paper the term organisational climate is defined and from the vast body of literature that exists on the topic, some common characteristics are emphasised. A model of organisational climate is presented, showing the components of organisational climate and their interaction and interrelatedness and how it affects communication in the organisation. The characteristics of a sound organisational climate will be stressed and reference will be made to some research in this field in the South African industry.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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King, Karin A. "The talent climate." Journal of Organizational Effectiveness: People and Performance 4, no. 4 (December 4, 2017): 298–314. http://dx.doi.org/10.1108/joepp-03-2017-0023.
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Purpose Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management. Design/methodology/approach A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context. Findings A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct. Practical implications Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices. Originality/value The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.
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Thirion, Maria, and Anton Verwey. "Verband tussen Organisasiestruktuur en Kommunikasieklimaat." Communicare: Journal for Communication Studies in Africa 7, no. 2 (November 14, 2022): 17–23. http://dx.doi.org/10.36615/jcsa.v7i2.2066.
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The aim of this study was to determine the nature of the relationship between organisational structure and communication climate. Based on a specific schedule, interviews were conducted with senior human resource managers in six organisations to obtain a of organisational structure. These organisations were chosen for their apparent differences on five structural dimensions. The communication climate within each of these organisations was then assessed by means of a questionnaire. The communicate climate patterns of the organisations were then compared by means of profile analysis. The results seem to indicate that there is indeed a relationship between organisational structure and communication climate. Specifically a more positive climate for formal communication is found with in degrees of structuring.
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Nazem, Fattah. "The Compilation of Math Pattern for Productivity in Educational Organisations, Service Organisations (Municipalities), and Industrial Organisations Based on Organisational Climate in Iran." Journal of Information & Knowledge Management 07, no. 02 (June 2008): 75–82. http://dx.doi.org/10.1142/s0219649208001956.
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The purpose of the present study is to investigate the relationship between organisational climate with the productivity of managers' services in educational, service, and industrial organisations, in order to present a suitable management pattern. The population of the research consist of all managers who work in Tehran high schools, municipalities managers, and managers of the National Company Petro-Chemical Industries. Two hundred and forty five High School managers, 52 municipalities managers, and 349 managers of National Company of Petro-Chemical were selected. The research tools are the questionnaires of organisational climate (Litwin and Stringer, 1968) and productivity (Smith, et al., 1998). In this way that the questionnaires of organisational climate and the managers productivity were given to the staff. For each manager, three clerks were chosen to complete the questionnaires. The results of applying the analysis of multi-variation regression are as follows: (A) There is a relationship between the organisational climate and the productivity of the managers' services. (B) The math pattern for the productivity of the managers' services in educational, service (municipalities), and industrial organisations are as follows: (1) Productivity = 0.64 × organisational climate + (-22.62). (2) Productivity = 0.73 × organisational climate + (-15.825). (3) Productivity = 0.65 × organisational climate + (-29.19).
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.1017/s1833367200003278.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.5172/jmo.837.14.3.267.
Full textAbstract:
AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
Dissertations / Theses on the topic "Organisational climate"
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Gray, Roderic John. "Organisational climate and project success." Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264984.
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Van, der Merwe Izak Petrus. "Organisational climate: variance across functional units." Master's thesis, University of Cape Town, 1987. http://hdl.handle.net/11427/18481.
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The main objective of this research was to determine whether functional units (departments) in an industrial organization differed significantly with respect to their experience of the organizational climate. Two approaches to organizational theory were drawn from, namely, the systems and contingency approaches. Both emphasize the importance of the task environment and the need for the organization to adapt to its task environment. Systems theorists, Katz and Kahn (1978), have identified a number of organizational components or subsystems which enable the organization to function efficiently. Each component has a fairly specialized function; each develops a distinctive nucleus of operating procedures and values. Contingency theorists, Lawrence and Lorsch (1967, 1969), stated that different parts of the organization face different environments. Organizations therefore tend to become internally segmented into functional units. Organizational climate was highlighted as the general notion specifying the organizational identity or self-awareness of the organization; however, it may vary within the organization from work group to work group. The total number of 54 white employees in four units: marketing, personnel/public affairs, finance and production, at all levels - general employees, supervisory/foremen, middle management, senior management - completed a measure of their perceptions of the organizational climate of their individual units. The Organizational Climate Index for Profit Organizations developed by De Cock, Bouwen, de Witte and de Visch (1984), was used. The scale requires a forced choice on a scale with a scoring pattern of 4,3,2,1. Total scores on each of the 6 climate scales, grouped into 20 subscales, were obtained for each functional unit. One-way analysis of variance (the Kruskal-Wallis Test) was used for assessing the significance of differences between the four units on the different climate subscales. The results of the study supported the hypothesis that had been formulated. It was concluded that significant differences exist between the functional units marketing, personnel/public affairs, finance and production of the industrial organization concerned, with respect to the climate dimensions. It was concluded that, in order to achieve maximum integration between functional units and their members in an organization, business will need to concern itself with the differences in expression of human behaviour and motivation in units.
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Williams, David Gordon Spencer. "Organisational climate and performance : an empirical investigation." Thesis, University of Surrey, 1998. http://epubs.surrey.ac.uk/725/.
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Hamblett, Joyce Marion. "Organisational climate : perspectives on a problematic concept." Thesis, University College London (University of London), 1991. http://discovery.ucl.ac.uk/10020193/.
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It is generally accepted that organisations have their own tone or atmosphere whose subtle qualities may be intuitively recognised or felt. In an organisational model the technical term, organisational climate, defines these qualities more precisely so their effects upon organisational participants can be investigated. In school organisations, "school climate", "ethos" and "culture" have been used as synonyms to identify differences assumed to be important for teachers, pupils and parents. Unfortunately, conceptual ambiguity has pervaded climate research for positivist operational definitions appear to have taken precedence over considerations of construct validity. Organisations have been assumed to have one climate which is differentially perceived, and perceptual measurement techniques have been used to identify underlying dimensions. Within this framework, competing assumptions of different researchers have obscured agreement about the nature of climate variables. There has been scant concern for the construct's factorial stability. Conflicting findings which have been difficult to generalise or relate to school effects, have resulted in conceptual confusion. The possibility that organisations may possess multiple climates has hardly been considered. Nor have studies investigated climate as a symbolic construct related to meanings and feelings held by individuals. The present study argues traditional assumptions are too global for the construct to be useful as a focus of research. A qualitative analysis is applied to investigate the extent to which climate as an individual, personal construct can be translated into a global construct of shared meanings at organisational level. Semi-structured interviews are conducted with the head teachers and teachers from two secondary schools. Meanings and feelings about organisational interaction are categorised into hierarchical networks representing emergent organisational-level characteristics. Data interpretation is further supported by quantified data of card-sort and questionnaires from 18 INSET teachers and 37 headteachers in different secondary schools. Results suggest teachers but not head teachers, distinguish between meanings of "organisational climate", "ethos" and "school climate". Their different viewpoints have implications for school management practices.
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Martin, Angela Jayne, and n/a. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation." Griffith University. School of Applied Psychology (Health), 2002. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20031003.090413.
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The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.
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Martin, Angela. "Employee Adjustment During Organisational Change: The Role of Climate, Organisational Level and Occupation." Thesis, Griffith University, 2002. http://hdl.handle.net/10072/367952.
Full textAbstract:
The present studies were designed to advance theoretical understanding of employee adjustment during organisational change. There were two broad aims of the thesis. Firstly, the role of organisational climate factors in facilitating employee adjustment during change was examined by testing models based on Lazarus and Folkman's (1984) cognitive-phenomenological account of stress and coping processes. In particular, the concept of coping resources was expanded to examine organisational factors rather than individual attributes. Secondly, the extent to which organisational sub-groups differ in their perceptions of climate and levels of adjustment indicators during change was investigated. The research also aimed to inform diagnostic processes within organisational change management by examining the applied value of the empirical findings of each of the studies. The first two studies were empirical tests of a theoretical model of employee adjustment. Study 1 tested a model of employee adjustment to organisational change that examined employee well-being and job satisfaction as outcomes of positive adjustment during change. Firstly, pilot interviews with 67 hospital employees enabled salient aspects of the organisational climate that may facilitate adjustment during organisational change to be confirmed. Next, 779 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence that supported the majority of theoretical predictions. Overall, the final model showed that employees who had positive perceptions about employee relations within the hospital, strong beliefs about the quality of patient care, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). A particularly influential variable in the model was the effectiveness of employee relations within the organisation. Study 2 tested a model of employee adjustment to organisational change which examined organisational commitment, turnover intentions and absenteeism as outcomes of positive adjustment during change. Firstly, as in Study 1, pilot interviews with 20 state public sector employees enabled salient elements of the organisational climate that may function as resources for coping with organisational change to be confirmed. Next, 877 employees in the same organisation completed a structured questionnaire that examined their perceptions of organisational coping resources, appraisals of change and adjustment indicators. Like Study 1, confirmatory factor analyses established the sound measurement properties of the proposed model and structural equation analyses provided evidence which supported most of the theoretical predictions. Overall, the final model showed that employees who had positive perceptions about customer service, believed that their leaders communicated a vision for the organisation, and felt supported by their supervisors were more positive in their appraisals of the change and reported better personal adjustment. The effects of climate variables on adjustment were direct and indirect (mediated by change appraisals). The extent to which leaders exhibited a vision for the organisation emerged as an important predictor in the model. Together, the results of studies 1 and 2 provided evidence that organisational climate variables are important predictors of the way employees appraise and respond to organisation change. The next two studies presented were focused on group differences in the model variables from studies 1 and 2. Study 3 investigated group differences in perceptions of climate and levels of adjustment during organisational change as a function of an employee's organisational level. The pilot interviews revealed that an employee's organisational level was the most salient source of sub-group identification in the climate of a public sector department. Survey data from study 2 were analysed using Multivariate Analysis of Variance (MANOVA). The responses of 669 public sector employees were grouped into 3 categories: lower, middle and upper level employees. Results revealed that upper level staff reported higher levels of adjustment during change, across a range of indicators. Study 4 investigated occupational group and organisational level differences in perceptions of climate and levels of adjustment during organisational change. The pilot interviews in this organisation revealed that it was an employee's occupational group membership that provided the most salient group delineator in the hospital climate. Survey data from Study 1 were analysed using MANOVA. The responses of 732 hospital employees were grouped into 4 major occupational categories: medical, nursing, allied health and non-clinical staff. Participants were also grouped on the basis of whether they occupied a management or non-management position. Results revealed statistically significant differences between groups and an interaction between occupation and level. Non-clinical staff were less well adjusted during change than other occupational groups. Managers appraised change as more stressful than non-managers, but felt more in control of the situation. Together, the results of Studies 3 and 4 highlighted the importance of examining employee perceptions at the sub-group level when implementing change and indicated the need for interventions to be targeted at the sub-group level. Overall, the research reported in this dissertation extended a theoretical model of employee adjustment to change and improved the application of the model. This outcome was achieved by investigating the role of environmental coping resources drawn from the organisational climate in improving employee adjustment during change and the degree to which groups differed in their perceptions of these variables. Climate and change appraisal factors were linked with a range of important individual/organisational outcomes such as employee well-being, job satisfaction, organisational commitment, turnover intentions and absenteeism. Differences in perceptions of climate and levels of adjustment during change were also observed at the organisational sub-group level. The findings of the research have implications for the effective management of organisational change. Change should be implemented in conjunction with ongoing organisational development processes involving diagnostic research that identifies the elements of climate that employees draw upon for support in the process of adjustment. Interventions should be based on improving and strengthening these resources. Diagnostic processes should also pay attention to the salient groupings of staff within an organisation so that interventions can be targeted specifically to relevant sub-groups.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
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Meintjies, Jean. "The influence of organisational climate on job performance." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/10286.
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Organisational climate, as represented by the aggregation of the perceptions of the individual employees within the organisation, has been the focus of considerable empirical research that can be traced back to the work of Lewin, Lippit and White (1939).The debate around organisational climate research, concentrates on the methodological issue of how the construct of such climate can be translated into an indicator of organisational effectiveness. Schneider and Bowen (1985), Bacayan and White (1993) have provided evidence that a worthy and functional organisational climate does have a positive effect upon service outcomes and hence improves organisational success. The study examines the influence of organisational participants’ perception of work environment on job performance in a sample of employees within the various departments of Transnet National Ports Authority. The paper presents that the perception of organisational climate has a significant effect on job performance of some employees while it is not so for others. The research sample consists of 71 employees working in the marine and operations, engineering, human resource, marketing and legal departments. One questionnaire was designed by the researcher to measure organisational climate and the effectiveness of job performance. The climate dimensions of communication, management and supervision, reward and recognition and training are significantly related to job performance. The research consisted of the organisational climate and job performance literature and the subsequent link between these two constructs within Transnet National Ports Authority. In conclusion the report presents the authors findings, conclusions and recommendations derived from the study.
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Ross, Kedisaletse Doreen. "Organisational climate, organisational practices and service delivery in a local government / Kedisaletse Doreen Ross." Thesis, North-West University, 2009. http://hdl.handle.net/10394/4299.
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The success of any organisation depends on its ability to adapt to an ever-changing environment. In
order to be able to adapt, an organisation needs visionary leadership, a management team that is
passionate, professional and entrepreneurial, and employees that are engaged. With the right
strategies, organisational practices and management the hidden value of an organisation can be
unlocked. The traditional hierarchies in the organisation can be broken down in order to empower
management teams to be more entrepreneurial. The right organisational climate should also be created
to unleash potential.
As part of the business planning process and the drive to reconnect with citizens, to respond to the
need to do things differently, to build new relations and to improve service, the municipality should
continuously evaluate the human resource management practices in place, to determine whether they
are sufficient and effective to enable it to achieve its objectives. Knowledge of organisational climate
variables also enables management towards the accomplishment of organisational goals.
Local government is key to the realisation of a promise of a better life for all. It is therefore critical for
its employees to always perform at their optimal, and adhere to all the principles of the Batho Pele
when delivering service to the public. All the principles of this policy are intertwined and collectively
guide all three spheres of government efforts in transforming and accelerating service delivery.
Managers at all levels must support staff in service responsibility so that staff members feel valued,
motivated, informed and challenged to put forth their best efforts on behalf of the people they serve.
The objectives of this study were to determine the reliability and validity of the OCQ, the HRPQ, and
the SSPPQ instruments, as well as to assess the relationship between human resource practices and
organisational climate in the municipality.
In Article 1 and Article 3 employees from the municipality were targeted, and in Article 2 citizens
from the municipality were targeted separately. The study popUlation from the municipality included
employees from managerial and non-managerial categories, and the study population from the citizens
included the public which the municipality serve. A cross-sectional survey design was used to obtain
the research objectives. Three standardised questionnaires were used in the empirical study, namely the Organisational Climate Questionnaire, the Standardof Service as Perceived by the Public
Questionnaire and the Human Resource . Practices Questionnaire. Descriptive statistics, factor
analyses, Cronbach alpha coefficients, correlations, MANOV AS and regression analyses were used to analyse the data.
In Article 1 the results indicated a four-factor structure for the OCQ. Statistically and practically
significant differences were found between organisational climate dimensions and some of the biographical characteristics, namely age, service years and job leveL Employees with more years of service experience higher levels of organisational climate, than emlpoyees with fewer years of
service. A significant difference in communication was found between job levelland job level 3. Employees in higher positions do not communicate well with employees at lower levels. In terms of Article 2 the study extracted a two-factor structure, namely Consultation and Efficiency.
The scales showed acceptable internal consistencies. Most of the Batho Pele principles received negative responses from the public. The results showed that customers who feel they are not
sufficiently consulted on services also feel that the services they received were not effective. Knowledge of the service environment was perceived as poor, and consultation on services was perceived as a challenge. The public also perceived responsiveness as poor.In Article 3 the scales showed acceptable internal consistencies and also confIrnled a relationship between human resource management practices and organisational climate Responsiveness!
cooperation and human resource development contributed most to people care. Supervision, human
resource development, responsiveness/cooperation, employee support andrecognition contributed to structure. Openness, feedback and responsiveness/cooperation contributed most to efficiency.
Recognition, responsiveness/cooperation, superviSIOn and openness contributed most to
communication.
Based on the results, recommendations were made for urgent actions to be implemented by the
municipality, as well as for future researchThesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2010.
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Walker, Anna Ellen. "Creativity, organisational climate and innovation : an interdisciplinary, multilevel perspective." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/creativity-organisational-climate-and-innovation-an-interdisciplinary-multilevel-perspective(95639d30-93f9-4f43-9231-a3b6b776cd77).html.
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Creativity and innovation are increasingly recognised as important for business success. A primary concern for organisations seeking to encourage creativity and innovation is establishing an environment that is conducive to their occurrence. To gain a better understanding of the relationships between these constructs, the current research has taken an interdisciplinary, multilevel approach. Taking this approach answers multiple calls for empirical research that combines disciplines (in this case, the disparate psychology and innovation management literatures) and estimates cross-level relationships between Creative and Innovative Climate, Team Creativity and Front End Innovation, utilising advances in statistical analysis and computational modeling. The current research comprised three studies. Studies 1 (n=117, n=841) and 2 (n=416, n=841, n=30) developed two new psychometric measures: the Front End Innovation Scale and the Creative and Innovative Climate Scale. Measurement of both Creative and Innovative Climate and Front End Innovation has been fraught with problems. These have been problems of conceptualisation, in that there is no consensus as to which dimensions comprise either Creative and Innovative Climate or Front End Innovation, and also a problem of statistical robustness, as the majority of previous measures of both Creative and Innovative Climate and Front End Innovation have not been developed following psychometric principles. Study 3 (n=841) explored the single and multilevel relationships between Individual and Team Creativity, Front End Innovation and Creative and Innovative Climate, and investigated whether Individual Creativity and Individual Creative Performance are synonymous constructs. All studies used quantitative data derived from a questionnaire, which was supplemented in Study 2 by qualitative narrative data. In addition to the development of two new psychometric measures, the current research contributed to the understanding of what Front End Innovation and Creative and Innovative Climate are, and the factors that comprise them. Given the lack of definitional and measurement consensus surrounding these topics, this understanding can guide future research. Furthermore, Study 3 identified two aspects of Creative and Innovative Climate that seem to be the most important for creativity and innovation (Internal Networks and Team Cohesion), particularly at the team level where they accounted for a greater proportion of the variance than at the individual level. The dual role of formalised processes surrounding creativity and innovation was also discovered, in that formalised processes were perceived to hinder individuals but benefit Team Creativity and Front End Innovation. Very little previous research has explored these relationships and none identified this duality. Lastly, Study 3 represents the first comprehensive empirical investigation of the relationship between Creative and Innovative Climate and each aspect of Front End Innovation.
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Taylor, Anna. "Urban climate adaptation as a process of organisational decision making." Doctoral thesis, University of Cape Town, 2017. http://hdl.handle.net/11427/27554.
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In a world that is increasingly urbanised, cities are recognised as critical sites for tackling problems of climate change, both by reducing greenhouse gas emissions and addressing the impacts of changing climate conditions. Unlike climate change mitigation, adaptation does not have one clear, commonly agreed collective goal. Governing and making decisions on climate adaptation in cities entails contestation over knowledge, values and preferences. Currently, the two dominant conceptualisations of adaptation are as cycles or pathways. Do these models adequately theorise what can be empirically observed in cities as to how climate adaptation is undertaken? Most research on urban climate adaptation emanates from the Global North, where political, scientific, economic and administrative systems are well established and well resourced. There is a dearth of empirical research from cities of the Global South contributing to the development of urban climate adaptation theory. This thesis contributes to addressing this gap in two ways. Firstly, by drawing on both conceptual and methodological resources from the field of organisational studies, notably the streams and rounds models of decision making, organisational ethnography and processual case research. Secondly, by conducting empirical case study research on three processes of city scale climate adaptation in Cape Town, South Africa, a growing city facing many development challenges where the local government began addressing climate adaptation over ten years ago. The three adaptation processes studied are: the preparation and adoption of city-wide sectoral climate adaptation plans; the creation of a City Development Strategy with climate resilience as a core goal; and the inclusion of climate change projections into stormwater masterplans. Data were gathered through interviews, participant observation, focus groups and document review, through embedded research within a formal knowledge co-production partnership between the University of Cape Town and the City of Cape Town government. Processual analysis and applied thematic analysis were used to test models of adaptation and decision making against data from the three case studies. The findings suggest that both the cycles and pathways models of climate adaptation inadequately represent the contested and contingent nature of decision making that prevail within the governance systems of cities such as Cape Town. Based on ethnographic knowledge of how Cape Town's local government undertakes climate adaptation, it is argued that the rounds model of decision making provides conceptual tools to better understand and represent how the process of climate adaptation in cities is undertaken; tools that can be used to enhance the pathways model. The study concludes that progress in adapting cities to a changing climate is currently constrained by both the problems and potential solutions or interventions being too technical for most politicians to deal with and prioritize and too political for most technical and administrative officials to design and implement. It calls for urban climate adaptation to be understood as distributed across a multitude of actors pursuing concurrent, discontinuous processes, and thereby focus needs to be on fostering collaboration and coordination, rather than fixating on single actors, policies, plans or projects.
Books on the topic "Organisational climate"
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Veeraraghavan, Vimala. Organisational climate and performance of schools. New Delhi: Blaze Publishers & Distributors, 1992.
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Ferguson, Julia. An investigation of organisation climate under circumstances of organisational change. London: PEL, 1987.
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Whittington, Claire. Organisational barriers to learning from mistakes: Development of an organisational climate measure. Manchester: UMIST, 1995.
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Weerasekera, Nishan. Developing an organisational climate at Nestle's (Sri Lanka). Oxford: Oxford Brookes University, 1998.
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Sharma, Baldev R. Not by bread alone: A study of organisational climate and employer-employee relations in India. New Delhi: Shri Ram Centre for Industrial Relations and Human Resources, 1987.
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Al-Sane, Nasser Jasem. Analysis of organisational climate to improve the adequacy of primary health care in the State of Kuwait. Birmingham: University of Aston. Management Centre, 1985.
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Wilson, Houston D. Organisational climate as a precondition of effectual school management in a falling rolls environment: A management study. [S.l: The author], 1985.
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Sherry, Mary M. A small scale exploratory study to examine organisational culture, climate for creativity and perceptions of stress in the workplace. Manchester: UMIST, 1996.
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1925-, Gerholm Tor Ragnar, Ahlbeck Jarl, and Bolin Bert 1925-, eds. Climate policy after Kyoto. Brentwood [Essex, England]: Multi-Science Pub., 1999.
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Payne, R. L. Reliability and validity of an updated version of the Business Organisation Climate Index (BOCI). Sheffield: Sheffield University, School of Management, 1992.
Find full textBook chapters on the topic "Organisational climate"
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Biron, Caroline, Geneviève Baril-Gingras, Rebecca Lefebvre, Shirley Chabot, and Stéphanie Boulay-Leclerc. "Factors Influencing Managers’ Ownership of Organisational Health Interventions." In Psychosocial Safety Climate, 365–84. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20319-1_15.
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Girdauskiene, Lina, Asta Savaneviciene, and Olga Denisova. "Linkage Between Gamification and Moral Organisational Climate." In Advances in Intelligent Systems and Computing, 596–602. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51828-8_78.
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Ankrah, Nii A., and Patrick A. Manu. "Organisational Culture and Climate Change Driven Construction." In Solutions to Climate Change Challenges in the Built Environment, 251–67. Oxford, UK: Wiley-Blackwell, 2012. http://dx.doi.org/10.1002/9781444354539.ch20.
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Steinheider, Brigitte, and Armin Pircher Verdorfer. "Climate Change? Exploring the Role of Organisational Climate for Psychological Ownership." In Theoretical Orientations and Practical Applications of Psychological Ownership, 275–93. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-70247-6_14.
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Taylor, Carly, Maureen F. Dollard, Anna Clark, Christian Dormann, and Arnold B. Bakker. "Psychosocial Safety Climate as a Factor in Organisational Resilience: Implications for Worker Psychological Health, Resilience, and Engagement." In Psychosocial Safety Climate, 199–228. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20319-1_8.
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Moussa, Mahmoud, Leonie Newnham, Adela McMurray, and Nuttawuth Muenjohn. "Innovation at the Individual, Organisational, Team and Climate Levels in Australian Public Sector Organisations." In Innovation and Leadership in the Public Sector, 66–81. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003191131-5.
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Kapfudzaruwa, Farai. "Corporate Response to Climate Change in Areas of Limited Statehood: An Outline of the Organisational Configurations in Kenya and South Africa." In Business and Climate Change Governance, 31–54. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137302748_2.
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Coetzee, Melinde. "Organisational Climate Conditions of Psychological Safety as Thriving Mechanism in Digital Workspaces." In Thriving in Digital Workspaces, 311–27. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24463-7_16.
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Burns, Cathy, Stephen Flood, and Barry O’Dwyer. "Mainstreaming Climate Change Adaptation into Planning and Development: A Case Study in Northern Ireland." In Creating Resilient Futures, 129–47. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80791-7_7.
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AbstractThis study outlines the adaptation planning journey undertaken by Derry City and Strabane District Council (DCSDC) in Northern Ireland and reflects how the prevailing policy context and level of organisational adaptive capacity create the conditions for mainstreaming climate adaptation into planning and development. This chapter explores the potential of local government in Northern Ireland to integrate local authority policy drivers such as disaster risk reduction (DRR), emergency planning, risk and assurance, and community resilience. The ability to communicate risks and solutions was identified as an important consideration when undertaking adaptation planning, particularly when discussing the adaptation planning process and securing input or support from colleagues. Moreover, a significant amount of engagement was required with local government agencies to increase understanding of the relevance of climate change and DRR. Embedding DRR and climate change adaptation (CCA) within local authority policy and planning can enable a greater understanding of specific risks to local governments and act as a catalyst for further action.
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Simmons, Andrew. "The Assessment Tools for Boosting Organisational Capacity and Efficiency to Implement Climate Change Adaptation Initiatives." In Sustainable Development Goals Series, 71–91. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85754-7_4.
Full textConference papers on the topic "Organisational climate"
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Gerdenitsch, Cornelia, Daniela Wurhofer, Pascal Klöckner, Simone Kriglstein, and Manfred Tscheligi. "Organisational Climate Fostering Playfulness." In CHI PLAY '19: The Annual Symposium on Computer-Human Interaction in Play. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3341215.3356292.
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Erić Nielsen, Jelena, Jelena Nikolić, Marko Slavković, and Dejana Zlatanović. "How to Make Health Organisations More Agile During the Pandemic? Challenges of Managing Entrepreneurial Behaviour." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.37.
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The COVID-19 pandemic has put health systems around the world under the ultimate pressure, unseen in the modern age. The main purpose of this research is to investigate how to make health organisations more adaptable in the pandemic circumstances, more precisely how the internal organisational climate affects entrepreneurial initiative on a daily basis. Entrepreneurial initiative thrives in an organisation with an organisational culture based on values promoted by entrepreneurial management, highlighting the possibility of individual initiative, through appropriate compensation mechanisms, given the organisational context and time constraints. During the pandemic year 2020, we conducted a pilot study as part of more comprehensive research, in which data were collected from primary care health centers in Serbia. The Corporate Entrepreneurship Climate Instrument (CECI) was used in order to estimate and evaluate the internal environment and overall propensity toward entrepreneurship. The instrument encompasses five relevant determinants that influence employees’ entrepreneurial activities: management support, work discretion, time availability, rewards/reinforcement, and organisational boundaries. The value of the research is reflected in the creation of empirically and theoretically substantiated evidence about the relevance of these factors for creating a favourable internal organization climate, thus allowing a more flexible and creative health service.
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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart, and Celina Pascoe. "Organisational Paradigms and Network Centric Organisations." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.
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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be considered to make the most of the future network centric warfare (NCW) and enable future warfighters to deal with war, peace, terrorism and overall uncertainty. Particular focus is placed on the issues that individuals and groups face in the NC environment. Such issues include: organizational culture, cognitive demands, and knowledge mobilization and learning.
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Baptista, Patricia, Mirian Almeida, Priscila Rocha, Fernanda Jukemura, Vinicius Barros, and Pilar Diáz. "P233 Evaluation of organisational climate: perspective of brazilian nurses." In Occupational Health: Think Globally, Act Locally, EPICOH 2016, September 4–7, 2016, Barcelona, Spain. BMJ Publishing Group Ltd, 2016. http://dx.doi.org/10.1136/oemed-2016-103951.549.
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Marhawati, Besse. "Implication Of Organizational Climate On Strengthening The Organisational Commitment." In 9th International Conference for Science Educators and Teachers (ICSET 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icset-17.2017.166.
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Sethibe, T., and Renier Steyn. "The relationship between leadership style, organisational climate, innovation and organisational performance: An investigation into research methodology used." In Proceedings of the International Conference on Business and Management Dynamics 2016: Sustainable economies in the information economy. AOSIS, 2016. http://dx.doi.org/10.4102/aosis.2016.icbmd10.03.
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Panuwatwanich, Kriengsak, Oz Sahin, and Vaughan Copping. "Development of Indicators for Measuring Organisational Capacity for Climate Change Adaptation." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2015. http://dx.doi.org/10.32738/ceppm.201509.0026.
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Diana Lotulung, Mareike Seska, and Bill Glenny Wullur. "Which Components of School Climate Are Best Predictors of Organisational Commitment of Indonesian Teachers?" In International Conference on New Approaches in Education. Global, 2019. http://dx.doi.org/10.33422/icnaeducation.2019.07.400.
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Schwatka, Natalie, Liliana Tenney, Erin Shore, Josh Scott, Miranda Dally, Carol Brown, and Lee Newman. "1003 Small + safe + well: understanding the relationship between programs, organisational climate, and outcomes for health, safety and wellbeing among small business." In 32nd Triennial Congress of the International Commission on Occupational Health (ICOH), Dublin, Ireland, 29th April to 4th May 2018. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/oemed-2018-icohabstracts.1397.
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Graham, Marien Alet. "RELATIONSHIP BETWEEN SCHOOL CLIMATE AND SOUTH AFRICAN GRADE 9 LEARNER ACHIEVEMENT IN MATHEMATICS AND SCIENCE." In International Conference on Education and New Developments. inScience Press, 2022. http://dx.doi.org/10.36315/2022v2end042.
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"School climate has become a staple of organisational-educational research and is considered here in relation to learner academic achievement. In South Africa, poor learner achievement in mathematics and science has occupied the centre stage with the release of the Trends in International Mathematics and Science Studies (TIMSS) 2019 results. At Grade 9 level, 39 countries participated, and South Africa was very last and second from the last in science and mathematics achievement, respectively. We used a quantitative design with a positivist philosophical stance. Maslow’s hierarchy of needs was used as theoretical framework, as learners attending a school with a negative climate cannot devote their full attention to learning. We analysed cross-sectional TIMSS 2019 South African data by considering two models: one with the dependent variable being mathematics achievement and the other with it being science achievement. For both models, gender and socio-economic status were included as control variables, the sense of belonging scale was included as a predictor at learner-level, and nine predictors relating to school climate were considered at school-level. The multi-level analysis using HLM software showed that learners with a high sense of belonging, schools with sufficient instructional materials, and technologically competent staff are significant predictors of both mathematics and science achievement. We recommend that South African schools with insufficient instructional materials be prioritised for receiving the necessary material and that all South African teachers be trained in the use of technologies, as these are significant predictors of learner achievement. This will, in turn, enhance learners’ sense of belonging, which is also a significant predictor. Another recommendation is that stakeholders invest in school climate surveys and other interventions supporting a healthy school environment, as many researchers, including this study, have shown that a healthy school climate is a significant predictor of learner achievement. Additional research is encouraged to establish the nature of the impact that a healthy school climate has on learner achievement through longitudinal studies where causation can be proven."
Reports on the topic "Organisational climate"
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Price, Roz. Climate Adaptation: Lessons and Insights for Governance, Budgeting, and Accountability. Institute of Development Studies (IDS), December 2020. http://dx.doi.org/10.19088/k4d.2022.008.
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This rapid review draws on literature from academic, policy and non-governmental organisation sources. There is a huge literature on climate governance issues in general, but less is known about effective support and the political-economy of adaptation. A large literature base and case studies on climate finance accountability and budgeting in governments is nascent and growing. Section 2 of this report briefly discusses governance of climate change issues, with a focus on the complexity and cross-cutting nature of climate change compared to the often static organisational landscape of government structured along sectoral lines. Section 3 explores green public financial management (PFM). Section 4 then brings together several principles and lessons learned on green PFM highlighted in the guidance notes. Transparency and accountability lessons are then highlighted in Section 5. The Key findings are: 1) Engaging with the governance context and the political economy of climate governance and financing is crucial to climate objectives being realised. 2) More attention is needed on whether and how governments are prioritising adaptation and resilience in their own operations. 3) Countries in Africa further along in the green PFM agenda give accounts of reform approaches that are gradual, iterative and context-specific, building on existing PFM systems and their functionality. 4) A well-functioning “accountability ecosystem” is needed in which state and non-state accountability actors engage with one another. 5) Climate change finance accountability systems and ecosystems in countries are at best emerging. 6) Although case studies from Nepal, the Philippines and Bangladesh are commonly cited in the literature and are seen as some of the most advanced developing country examples of green PFM, none of the countries have had significant examples of collaboration and engagement between actors. 7) Lessons and guiding principles for green PFM reform include: use the existing budget cycle and legal frameworks; ensure that the basic elements of a functional PFM system are in place; strong leadership of the Ministry of Finance (MoF) and clear linkages with the overall PFM reform agenda are needed; smart sequencing of reforms; real political ownership and clearly defined roles and responsibilities; and good communication to stakeholders).
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Price, Roz. Climate Change Risks and Opportunities in Yemen. Institute of Development Studies, May 2022. http://dx.doi.org/10.19088/k4d.2022.096.
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This rapid review provides insight into the effects of climate change in the Republic of Yemen (Yemen), with particular attention on key sectors of concern, including food security, water, energy and health. Many contextual and background factors are relevant when discussing climate-related impacts and potential priorities in Yemen. Limited studies and tools that provide climate data for Yemen exist, and there is a clear lack of recent and reliable climate data and statistics for past and future climates in Yemen, both at the national and more local levels (downscaled). Country-level information in this report is drawn mostly from information reported in Yemen’s UNFCCC reporting (Republic of Yemen, 2013, 2015) and other sources, which tend to be donor climate change country profiles, such as a USAID (2017) climate change risk profile for Yemen and a Climate Service Center Germany (GERICS) (2015) climate fact sheet on Yemen. Many of these are based on projections from older sources. Studies more commonly tend to look at water scarcity or food insecurity issues in relation to Yemen, with climate change mentioned as a factor (one of many) but not the main focus. Regional information is taken from the latest Intergovernmental Panel on Climate Change (IPCC) Sixth Assessment Report (AR6) report in relation to the Arabian Peninsula (and hence Yemen). Academic sources as well as donor, research institutes and intergovernmental organisations sources are also included. It was outside the scope of this report to review literature in the Arabic language.
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García-Dory, Fernando, Ella Houzer, and Ian Scoones. Livestock and Climate Justice: Challenging Mainstream Policy Narratives. Institute of Development Studies (IDS), October 2021. http://dx.doi.org/10.19088/1968-2021.128.
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In discussions around food systems and the climate, livestock is often painted as the villain. While some livestock production in some places contributes significantly to climate change, this is not universally the case. This article focuses on pastoral production systems – extensive, often mobile systems using marginal rangelands across around half of the world’s surface, involving many millions of people. By examining the assumptions behind standard calculations of greenhouse gas emissions, a systematic bias against pastoralism is revealed. Many policy and campaign stances fail to discriminate between different material conditions of production, lumping all livestock systems together. Injustices arise through the framing of debates and policy knowledge; through procedures that exclude certain people and perspectives; and through the distributional consequences of policies. In all cases, extensive livestock keepers lose out. In reflecting on the implications for European pastoralism, an alternative approach is explored where pastoralists’ knowledge, practices and organisations take centre‑stage.
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Price, Roz. Access to Climate Finance by Women and Marginalised Groups in the Global South. Institute of Development Studies (IDS), May 2021. http://dx.doi.org/10.19088/k4d.2021.083.
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This paper examines the issue of management of climate finance in the Global South. It acknowledges the efforts made by the various stakeholders so far but seeks to advance a clarion call for a more inclusive and targeted approach in dealing with climate change. The authors highlight the limited role played by least developed countries and small island developing states in contributing to the conversation on climate change. The authors emphasize the need for enhancing the role of the most vulnerable countries, marginalized groups, and indigenous peoples in the management of climate change. This rapid review focusses on the access to the Green Climate Fund by local civil society organisations (CSOs), indigenous peoples, and women organizations within the Global South. The authors observe that there still exist barriers to climate finance by local actors in the Global South. The authors note the need for more significant engagement of all local actors and the need to devolve climate finance to the lowest level possible to the most vulnerable groups. Particularly, climate finance should take into consideration gender equality in any mitigation measures. The paper also highlights the benefits of engaging CSOs in the engagement of climate finance. The paper argues that local actors have the potential to deliver more targeted, context-relevant, and appropriate climate adaptation outcomes. This can be attributed to the growing movement for locally-led adaptation, a new paradigm where decisions over how, when, and where to adapt are led by communities and local actors. There is also a need to build capacities and strengthen institutions and organisations. Further, it is important to ensure transparency and equitable use and allocation of climate finance by all players.
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Lunsgaarde, Erik, Kevin Adams, Kendra Dupuy, Adis Dzebo, Mikkel Funder, Adam Fejerskov, Zoha Shawoo, and Jakob Skovgaard. The politics of climate finance coordination. Stockholm Environment Institute, October 2021. http://dx.doi.org/10.51414/sei2021.022.
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As COP26 approaches, governments are facing calls to increase the ambition of their climate commitments under the Paris Agreement. The mobilization of climate finance will be key to meeting these goals, prompting the need for renewed attention on how to enhance the coordination of existing funds and thus increase their effectiveness, efficiency and equity. The climate finance landscape is fragmented due to the variety of actors involved at different levels. Coordination difficulties emerge in multiple arenas and reflect the diversity of funding sources, implementation channels, and sectors relevant for climate action (Lundsgaarde, Dupuy and Persson, 2018). The Organisation for Economic Cooperation and Development has identified over 90 climate-specific funds. Most of them are multilateral. While bilateral climate finance remains significant, growth in multilateral funding has been the main driver of recent funding increases and remains a focus of international negotiations. Practitioners often highlight organizational resource constraints – such as staffing levels, the continuity of personnel, or the availability of adequate information management systems – as factors limiting coordination. In this brief, we argue that improving climate finance coordination requires considering coordination challenges in a political context where both fund secretariats and external stakeholders play an important role in shaping collaboration prospects. To illustrate this point, we highlight the political nature of global-level coordination challenges between the multilateral Climate Investment Funds (CIF) and Green Climate Fund (GCF), as well as national-level challenges in Kenya and Zambia. Key challenges influencing coordination relate to the governance of climate funds, domestic bureaucratic politics in recipient countries, and the existence of multiple coordination frameworks at the country level.
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Máñez Costa, Maria, Amy M. P. Oen, Tina-Simone Schmid Neset, Loius Celliers, Mirko Suhari, Jo-Ting Huang-Lachmann, Rafael Pimentel, et al. Co-production of Climate Services : A diversity of approaches and good practice from the ERA4CS projects (2017–2021). Linköping Univeristy Electronic Press, February 2022. http://dx.doi.org/10.3384/9789179291990.
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This guide presents a joint effort of projects funded under the European Research Area for Climate Services (ERA4CS) (http://www.jpi-climate.eu/ERA4CS), a co- funded action initiated by JPI Climate with co-funding by the European Union (Grant 690462), 15 national public Research Funding Organisations (RFOs), and 30 Research Performing Organisations (RPOs) from 18 European countries. This guide sets out to increase the understanding of different pathways, methods, and approaches to improve knowledge co-production of climate services with users as a value-added activity of the ERA4CS Programme. Reflecting on the experiences of 16 of the 26 projects funded under ERA4CS, this guide aims to define and recommend good practices for transdisciplinary knowledge co-production of climate services to researchers, users, funding agencies, and private sector service providers. Drawing on responses from ERA4CS project teams to a questionnaire and interviews, this guide maps the diversity of methods for stakeholder identification, involvement, and engagement. It also conducts an analysis of methods, tools, and mechanisms for engagement as well as evaluation of co-production processes. This guide presents and discusses good practice examples based on the review of the ERA4CS projects, identifying enablers and barriers for key elements in climate service co-production processes. These were: namely (i) Forms of Engagement; (ii) Entry Points for Engagement; and, (iii) Intensity of Involvement. It further outlines key ingredients to enhance the quality of co-producing climate services with users and stakeholders. Based on the analysis of the lessons learned from ERA4CS projects, as well as a review of key concepts in the recent literature on climate service co-production, we provide a set of recommendations for researchers, users, funders and private sector providers of climate services.
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Aalto, Juha, and Ari Venäläinen, eds. Climate change and forest management affect forest fire risk in Fennoscandia. Finnish Meteorological Institute, June 2021. http://dx.doi.org/10.35614/isbn.9789523361355.
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Forest and wildland fires are a natural part of ecosystems worldwide, but large fires in particular can cause societal, economic and ecological disruption. Fires are an important source of greenhouse gases and black carbon that can further amplify and accelerate climate change. In recent years, large forest fires in Sweden demonstrate that the issue should also be considered in other parts of Fennoscandia. This final report of the project “Forest fires in Fennoscandia under changing climate and forest cover (IBA ForestFires)” funded by the Ministry for Foreign Affairs of Finland, synthesises current knowledge of the occurrence, monitoring, modelling and suppression of forest fires in Fennoscandia. The report also focuses on elaborating the role of forest fires as a source of black carbon (BC) emissions over the Arctic and discussing the importance of international collaboration in tackling forest fires. The report explains the factors regulating fire ignition, spread and intensity in Fennoscandian conditions. It highlights that the climate in Fennoscandia is characterised by large inter-annual variability, which is reflected in forest fire risk. Here, the majority of forest fires are caused by human activities such as careless handling of fire and ignitions related to forest harvesting. In addition to weather and climate, fuel characteristics in forests influence fire ignition, intensity and spread. In the report, long-term fire statistics are presented for Finland, Sweden and the Republic of Karelia. The statistics indicate that the amount of annually burnt forest has decreased in Fennoscandia. However, with the exception of recent large fires in Sweden, during the past 25 years the annually burnt area and number of fires have been fairly stable, which is mainly due to effective fire mitigation. Land surface models were used to investigate how climate change and forest management can influence forest fires in the future. The simulations were conducted using different regional climate models and greenhouse gas emission scenarios. Simulations, extending to 2100, indicate that forest fire risk is likely to increase over the coming decades. The report also highlights that globally, forest fires are a significant source of BC in the Arctic, having adverse health effects and further amplifying climate warming. However, simulations made using an atmospheric dispersion model indicate that the impact of forest fires in Fennoscandia on the environment and air quality is relatively minor and highly seasonal. Efficient forest fire mitigation requires the development of forest fire detection tools including satellites and drones, high spatial resolution modelling of fire risk and fire spreading that account for detailed terrain and weather information. Moreover, increasing the general preparedness and operational efficiency of firefighting is highly important. Forest fires are a large challenge requiring multidisciplinary research and close cooperation between the various administrative operators, e.g. rescue services, weather services, forest organisations and forest owners is required at both the national and international level.
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Idris, Iffat. Areas and Population Groups in Pakistan Most Exposed to Combined Effects of Climate Change, Food Insecurity and COVID-19. Institute of Development Studies, March 2021. http://dx.doi.org/10.19088/k4d.2021.058.
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There are strong interlinkages between the effects of climate change and natural disasters in Pakistan, food insecurity, and exposure to COVID-19. Areas/groups at risk of one will often be at risk of the others as well, demonstrating the complexities and multifaceted nature of vulnerability, risk, and exposure. In areas exposed to natural disasters, for example, there are likely to be higher levels of food insecurity. Key geographic areas at risk of the combined effects of climate change natural disasters and food insecurity in Pakistan are Balochistan, Sindh, southern Punjab, and parts of Khyber Pakhtunkhwa (KP). With the exception of Balochistan due to its very low population density, these are all also regions at high risk of COVID-19. Key population groups, especially at risk, are the poor and landless, and women. The poor, in particular, lack the capacity to adapt or recover from climate change impacts and natural disasters, face difficulties in accessing adequate food, and often live/work in conditions that promote transmission of COVID-19. This rapid review looks at areas and population groups in Pakistan most exposed to the combined effects of climate change and natural disasters, food insecurity and malnutrition, and COVID-19. The review draws on a mixture of academic and grey literature, including reports by development organisations. While considerable information was found about the diverse effects of climate change and natural disasters on different parts of the country (including down to district level), data on food insecurity was largely only at the provincial level. There are also significant gaps in the evidence base on specific population groups, notably religious minorities.
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Scialabba, Nadia El-Hage, Sarah Zitterbarth, and Tavseef Mairaj Shah. State of the Debate on Agri-Food Systems Transformation. TMG Research gGmbH, 2023. http://dx.doi.org/10.35435/1.2023.2.
Full textAbstract:
TMG Research gGmbH aims to help develop a more systematic understanding of how agri-food systems can be transformed as part of a project on the Assessment and Communication of Climate Impacts of Food (CLIF), funded through the International Climate Initiative (IKI) of the German Federal Ministry for the Environment, Nature Conservation, Nuclear Safety and Consumer Protection (BMUV) and jointly implemented with corsus and WWF Germany. This project promotes sustainable consumption patterns and helps companies, policymakers, and consumers choose more sustainable options in relation to food. The main contribution of TMG to this project is in developing a more systematic understanding of how to transform agri-food systems by publishing a series of strategic reports on the current status of agri-food systems and the likely drivers and agents of their transformation. This report is part of the FORESEE (4C) series on The Transformation of Agri-Food Systems in Times of Multiple Crises, which explores the current agri-food system in light of challenges linked to the four crises known as the 4 Cs (Climate, Covid-19, Conflict, and Cost of externalities). This part of the series reviews the state of the debate around agri-food systems transformation from the perspective of different organisations that represent a wide range of actors and stakeholders. Furthermore, this report provides an overview of the different proposed approaches to achieving the goals of agri-food system transformation aligned to the themes of people, planet, and prosperity. The report was drafted by TMG in consultations with an extended group of experts.
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Megersa, Kelbesa. Creating Green Jobs in Developing Countries. Institute of Development Studies, March 2021. http://dx.doi.org/10.19088/k4d.2021.054.
Full textAbstract:
This rapid literature review examines evidence on interventions have been used to create green jobs in developing countries. The ‘green jobs’ concept does not have a singular and universally accepted definition. Many development organisations have come up with their own definitions, however all definitions share both an “environmental” and “decent jobs” component. Green job growth has been mostly documented in developed countries and some rapidly growing middle-income countries. However, it is becoming clearer that a green economy can create more and better jobs in all parts of the world (including the poorer developing countries) – and that these jobs can be ‘decent’. There are, however, some difficulties. Some new (green) jobs created in the food, agriculture, and recycling sectors (particularly in developing countries) can hardly be considered ‘decent’ – i.e., due to their poor labour standards. In some cases, climate change is also having a negative impact on jobs. Donors have a crucial role to play in supporting and financing green jobs initiatives and ‘green employment’ across developing countries – given the inadequate investment in the sector, growing unemployment issues and their unique vulnerability to climate change. Nevertheless, the ‘green jobs’ sector – thus far – has only been able to receive limited financial assistance from donors. Lack of focus and funding by donors and development agencies not only stymies the creation of green jobs in developing countries, but it can also result in the loss of many existing jobs and livelihoods, particularly in agriculture, because of climate change. Furthermore, the funding for most green jobs programmes by donors usually tends to be project-based, which fails to be part of a larger strategy to promote sustainable development – thus, limiting its impact. However, it is worth noting that there is relatively limited donor programming on ‘green jobs’ – i.e., most donor funded jobs creation programmes are not explicitly ‘green’. Another poignant observation is the general lack of proper programme evaluation, especially independent evaluation, on donor interventions around ‘green jobs’ (which are usually small projects). As such, there is a lack of good evidence base.