Relevant bibliographies by topics / Organizational climate

Academic literature on the topic 'Organizational climate'

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Published: 4 June 2021
Last updated: 9 March 2023

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Journal articles on the topic "Organizational climate"

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Bhattacharya, Dr Swaha, and Dr Monimala Mukherjee. "Organizational Climate and work Motivation - A Study on Private Sector Organization." Paripex - Indian Journal Of Research 2, no. 1 (January 15, 2012): 136–38. http://dx.doi.org/10.15373/22501991/jan2013/50.

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ÇETİNKANAT, Canan. "Organizational Climate." Abant Izzet Baysal University Graduate School of Social Sciences 3, no. 3 (January 1, 2001): 21. http://dx.doi.org/10.11616/abantsbe.42.

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Al‐Shammari, Minwir M. "Organizational Climate." Leadership & Organization Development Journal 13, no. 6 (June 1992): 30–32. http://dx.doi.org/10.1108/01437739210021884.

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Suwinci, Ni Ketut Rai Surasmi. "Influence of Leadership and Organization Climate to Organizational Fairness and Employee Engagement." Journal of Advanced Research in Dynamical and Control Systems 12, SP8 (July 30, 2020): 173–86. http://dx.doi.org/10.5373/jardcs/v12sp8/20202513.

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Guzley, Ruth M. "Organizational Climate and Communication Climate." Management Communication Quarterly 5, no. 4 (May 1992): 379–402. http://dx.doi.org/10.1177/0893318992005004001.

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Magill, Matthew S., Paul R. Yost, Bryn Chighizola, and Alice Stark. "Organizational climate for climate sustainability." Consulting Psychology Journal: Practice and Research 72, no. 3 (September 2020): 198–222. http://dx.doi.org/10.1037/cpb0000163.

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Albrecht, Simon, Emil Breidahl, and Andrew Marty. "Organizational resources, organizational engagement climate, and employee engagement." Career Development International 23, no. 1 (February 6, 2018): 67–85. http://dx.doi.org/10.1108/cdi-04-2017-0064.

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Purpose The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement. Design/methodology/approach The authors tested a model proposing that six specific organizational resources would have positive associations with organizational engagement climate, and positive direct and indirect associations with job resources and employee engagement. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were conducted on cross-sectional survey data provided by 1,578 employees working in a range of different organizations. Findings The CFA and SEM analyses yielded good fit to the data. As proposed, all six organizational resources were positively associated with organizational engagement climate. Four were positively associated with job resources, and two were positively associated with engagement. Organizational engagement climate was positively associated with job resources and employee engagement. Significant indirect relationships were also observed. Research limitations/implications Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. Overall, the results contribute new insights about what may influence engagement, and highlight the importance of organizational engagement climate as a motivational construct. Practical implications The research offers up potentially useful measures of six organizational resources and a measure of organizational engagement climate that can complement and broaden the current focus on job-level diagnostics. As such, targeted management action and survey feedback processes can be used to identify processes to build sustainable organizational engagement capability. Originality/value No previous research has identified a comprehensive set of organizational resources, operationalized organizational engagement climate, or examined their relationships within a JD-R context. The results suggest that the JD-R can perhaps usefully be extended to include more organizationally focused constructs.
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Törner, Marianne, Anders Pousette, Pernilla Larsman, and Sven Hemlin. "Coping With Paradoxical Demands Through an Organizational Climate of Perceived Organizational Support." Journal of Applied Behavioral Science 53, no. 1 (October 3, 2016): 117–41. http://dx.doi.org/10.1177/0021886316671577.

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Organizational demands on productivity, innovations, and safety may seem paradoxical. How can the organization support employees to cope with such paradox? Based on organizational climate measures of safety, occupational health, innovativeness, and production effectiveness, we explored if a second-order organizational climate could be identified, that was associated with staff safety, health, innovations and team effectiveness, and if such a climate could be represented by an organizational climate of perceived organizational support (POS). Questionnaire data were collected from 137 workgroups in four Swedish companies in construction and mining. Analyses (structural equation modeling) were done at the workgroup level and a split sample technique used to investigate relations between climates and outcomes. A general second-order organizational climate was identified. Also, an organizational climate constructed by items selected to represent POS, was associated with team effectiveness, innovations, and safety. A POS-climate may facilitate employees’ coping with paradoxes, and provide a heuristic for managers in decision making.
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Marinova, Sophia V., Xiaoyun Cao, and Haesang Park. "Constructive Organizational Values Climate and Organizational Citizenship Behaviors: A Configurational View." Journal of Management 45, no. 5 (February 5, 2018): 2045–71. http://dx.doi.org/10.1177/0149206318755301.

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The discretionary efforts of employees to go above and beyond illustrated by organizational citizenship behaviors (OCBs) provide an important path to organizational success. Organizational work environment characteristics, notably, organizational climates, serve as fundamental mechanisms for eliciting OCBs. However, existing research on organizational climate and OCBs frequently adopts a variable-centered approach that breaks down climate into individual dimensions. In contrast to past research, our goal is to respond to calls to more fully contextualize organizational climate by offering a configuration of climate attributes. Drawing on a typology of research problematizing, we replace the metaphor of individual dimensions with a metaphor of a climate configuration. To theorize and test the relationship between organizational climate and OCBs, we examine organizational values embodied in the competing values framework through a mesolevel organizational climate perspective. Building on the literature on managing paradox, we propose a constructive organizational values climate configuration, which captures how the different dimensions of the competing values framework coexist and work together. In turn, we propose that constructive organizational values climate predicts three types of OCBs: helping, taking charge, and creative behavior. Furthermore, drawing on regulatory focus theory and on the change-oriented and affiliative roots of OCBs, we offer two distinct mediators that shed light on the underlying processes. We test the proposed theory with data from 737 respondents residing in 166 work units in a wide variety of organizations.
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Moon, Kuk-Kyoung. "Fairness at the Organizational Level: Examining the Effect of Organizational Justice Climate on Collective Turnover Rates and Organizational Performance." Public Personnel Management 46, no. 2 (April 3, 2017): 118–43. http://dx.doi.org/10.1177/0091026017702610.

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In the continuing quest to understand public employees’ reactions to fair (or unfair) treatment in the workplace, perceived organizational justice has been conceptualized primarily as an individual-level phenomenon. Although individuals create collective perceptions of the fair treatment of their work unit as a whole, little attention has been paid to consequences of justice climate at the organizational level. Using panel data from the U.S. federal government, this study seeks to fill this gap by examining the effect of four dimensions of organizational justice climate—distributive, procedural, informational, and interpersonal—on collective turnover rates and organizational performance. The findings show the negative association of distributive and interpersonal justice climates with turnover rates and the positive association of distributive, procedural, and interpersonal justice climates with organizational performance. Moreover, further analysis confirms that each dimension of justice climate has relative influence on both outcomes. Implications and contributions of these results for public administration theory and practice are discussed.
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Dissertations / Theses on the topic "Organizational climate"

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King, James C. "Organizational Climate in Texas Private Schools." Thesis, The University of Texas at San Antonio, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10813356.

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Private schools are by definition separate corporate entities, not supported by the government, but primarily by private funds. While private schools are independently owned and operated, their similarities end there. Their extensive organizational diversity creates problems for researchers and results in few studies with practical significance for the private school leader. Likewise, studies utilizing instruments and lenses common to public school research has limited private school data.

The purpose of this research was to describe the organizational climate of Texas private schools. Based on 3,000 faculty respondents from 75 organizations, representing an estimated 120,000 K-12 students, this research will begin to fill a void in the organizational climate literature as it relates to private schools. Furthermore, this study will equip private school leaders with practical information to assess and improve their organizations’ climate. The findings reflect healthy and open environments across three dimensions of the Organizational Climate Index (OCI) for all participating schools representing all three major private school typologies.

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Leung, Sau-kuen, and 梁秀娟. "Organizational climate in Hong Kong secondary schools." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31958801.

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Leung, Sau-kuen. "Organizational climate in Hong Kong secondary schools." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17605088.

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Maus, Michelle Christine. "Examining the Relationship Between Organizational Climate and Organizational Citizenship Behaviors Within Hospitals." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5901.

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Members of the healthcare industry have not fully understood organizational climate factors that enhance organizational citizenship behaviors (OCBs). This lack of understanding can result in negative patient outcomes. The purpose of this cross-sectional quantitative study was to examine the relationships between organizational climate factors and OCBs of employees at hospitals via person-organization fit theory. More, specifically, the purpose of this research was to explore (a) the relationships between organizational climate variables (i.e., welfare, autonomy, involvement, effort, training, integration, and supervisory support) and OCBs (n = 218), (b) differences in OCB scores between hospital leaders (n = 72) and followers (n = 146), and (c) differences in OCB scores between clinical (n = 167) and nonclinical (n = 51) hospital employees. The data were collected from alumni of healthcare degree programs via an anonymous online questionnaire. Results indicated that effort and integration were statistically significant predictors of OCBs. Independent t-test results indicated no significant differences in OCB scores between leaders and followers and between clinical and nonclinical employees. To increase OCBs, a cultural shift is required that includes rewarding actions that align with organizational goals and engaging in interdepartmental collaboration. Implications include increased organizational sustainability; more efficient use of healthcare resources; positive, data-driven decision making regarding healthcare policy; and an increase in aggregate displays of OCBs. Emphasizing effort and integration can promote positive social change that results in enhanced patient care, alignment between employee actions and organizational goals, and improved overall societal health.
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Karamfilov, Krasimir. "Leaders' Endorsement of Idiosyncratic Workplace Fun, Organizational Playfulness Climate, And Organizational Creativity." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5886.

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Emotionally disconnected employees, about 70% in the U.S., do not experience positive affect at work, are disengaged, and not creative. The purpose of this quantitative quasi-experimental study was to investigate the effects of leaders' endorsement of idiosyncratic workplace fun (independent variable) and organizational playfulness climate (independent variable) on organizational creativity (dependent variable). Complexity-based theoretical perspectives on organizational creativity framed this quantitative study. Data were collected via three survey instruments at two data points from 7 project teams, divided into two experimental groups, at 6 companies in northwestern United States. One group received an intervention for 1 month. Pearson's correlation analysis showed no significant relationships between leaders' endorsement of idiosyncratic workplace fun and organizational playfulness climate with organizational creativity. Repeated measures analysis of variance revealed that the 2 experimental groups did not differ significantly in terms of their creativity when team leaders endorsed idiosyncratic workplace fun and when project teams worked in an organizational playfulness climate. Bivariate regression analysis and multiple regression analysis showed that leaders' endorsement of idiosyncratic workplace fun and organizational playfulness climate did not predict organizational creativity, neither individually nor collectively. Although the study's findings cannot be used to affect social change, the examination of the relationships between leaders' endorsement of idiosyncratic workplace fun, organizational playfulness climate, and organizational creativity in the future might yield important insights about the mechanisms facilitating the emergence of organizational creativity at companies.
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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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Govan, Venita M. "Employee Awareness of Organizational Cultural and Climate Expectations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7651.

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Organizational culture statements are established to pronounce and promote core values for employees to live while performing roles and responsibilities. It is essential for employees to be knowledgeable of cultural expectations. When considering organizational alignment, research has indicated there is deficient linkage when analyzing applied strategies versus envisioned strategies focusing on employees’ actual lived experiences. The purpose of this phenomenological study was to survey whether the corporate health care employees’ lived experiences mirrored the stated cultural values associated with the theoretical framework concerning artifacts, espoused values, and basic assumptions. Through an online survey, this phenomenological study analyzed cultural experiences of 10 corporate health care employees, ranging from administrative support to the executive level. This study revealed experiences by employees based on stated cultural values and expectations. Many of the participants’ lived experiences linked back to the organization’s advertised cultural values. Results relative to behaviors emulating the culture statement were expressed based on employees’ alignment with the organizational mission and vision. They feel included, recognize integrity, and have an appreciation for serving the community. Other findings linked to the communication mediums were based on utilization, frequency, and access to appropriate communication tools. Findings also demonstrated leaders’ behaviors which align with innovation and granting autonomy for optimal performance. These results may influence social change by providing insight for better understanding employees’ lived experiences, thus creating improved alignment, replication of behaviors, mutual respect, and collaboration.
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Fontes, Ricardo Miguel Martins. "Cultura organizacional e gestão de recursos humanos." Master's thesis, Instituto Superior de Ciências Sociais e Politicas, 2011. http://hdl.handle.net/10400.5/3391.

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Dissertação de Mestrado em Sociologia das Organizações e do Trabalho
A cultura organizacional é um elemento determinante nas acções e no sucesso organizacional, em consequência da sua implicação na motivação e no desempenho dos colaboradores. Numa época de profundas mudanças nos paradigmas organizacionais, o diagnóstico da cultura organizacional existente, revela-se um factor crítico de sucesso. Este estudo pretende diagnosticar o clima e cultura de uma organização, destacando o contributo destes como factores condicionadores de outras variáveis organizacionais, funcionando como o ponto de partida do diagnóstico e da intervenção na organização, dotando os gestores de um instrumento de eficácia organizacional. Utiliza-se uma metodologia quantitativa, e o questionário FOCUS para a recolha dos dados, que foram analisados através do programa SPSS. Em termos de procedimentos e recorrendo à técnica da análise de clusters, aplicaram-se os seguintes testes, CATPCA na análise das componentes principais, o TwoStep para a obtenção do número ideal de clusters e o K-Mean para apurar o valor dos centróides do cluster. A análise baseou-se na teoria dos valores contrastantes de Quinn (1983) e o modelo do clima de Cock, Epuwen e de Witte (1986). Os resultados indicam que a percepção da cultura na organização estudada é predominantemente baseada na orientação para regras, existindo no entanto diferentes percepções de cultura (subculturas) por categorias profissionais.
Organizational culture is a determining factor in the actions and organizational success as a result of its involvement in motivation and performance of employees. In a time of profound changes in organizational paradigms, the diagnosis of organizational culture, is a critical success factor. This study aims to diagnose the organizational culture and climate of an organization, highlighting the contribution of such factors as conditioners of other organizational variables, functioning as the starting point of diagnosis and intervention in the organization, giving managers a tool for organizational effectiveness. We use a quantitative methodology, and FOCUS questionnaire for collecting data, these were analyzed using SPSS. In terms of procedures, using the technique of cluster analysis was applied the test CATPCA in the analysis of main components, the TwoStep for obtaining the optimal number of clusters and K-Mean to investigate the value of the cluster centroids. The analysis was based on the theory of contrasting values of Quinn (1983) and climate model de Cock, Epuwen and Witte (1986). The results indicate that the perception of culture in the organization studied is predominantly based on the rules orientation, however there are different perceptions of culture (subcultures) for professional categories.
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McGlone, Gregory Scott. "A study of the measurement of the construct validity of organizational and dyadic communication climate using instruments which measure communication climate, organizational climate, and job satisfaction /." The Ohio State University, 1987. http://rave.ohiolink.edu/etdc/view?acc_num=osu14873276956244.

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Cotten, Virginia E. "Elementary Teacher Attrition and Factors of Organizational Climate." Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc5525/.

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As the United States faces a critical teacher shortage, it is important to examine all factors that may contribute to the revolving door of teacher attrition. This study explored the climate of elementary schools to determine if there was a correlation between teacher attrition and school organizational climate. Three basic research questions were addressed: 1) Is there a relationship between school organizational climate and teacher attrition? 2) Is a change in campus leadership related to school organizational climate? 3) Is there a relationship between a change in campus leadership and teacher attrition? Thirty-seven elementary schools were examined in terms of their individual teacher attrition rates and their climate survey scores. The data utilized in this study came from one school district's climate survey and teacher attrition rates for the 2000-2001 school year. The findings of this study indicate that factors of organizational climate may predict teacher attrition rates. Specifically, instructiona support may be related to teacher attrition. Major components of instructional support include principal behaviors, respect for teaching and learning, and communication with administrators. Teacher attrition was not related to principal experience. Also, principal experience was not related to factors of school organizational climate.
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Books on the topic "Organizational climate"

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Hoßbach, Christian. Organizational Climate for Creativity. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-25241-0.

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Benjamin, Schneider, ed. Organizational climate and culture. San Francisco: Jossey-Bass, 1990.

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Panneerselvam, Palaniappan. Organizational Climate of Libraries. Saarbrücken: LAP LAMBERT Academic Publishing, 2017.

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1938-, Schneider Benjamin, ed. Organizational climate and culture. San Francisco: Jossey-Bass, 1990.

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1945-, Ashkanasy Neal M., Wilderom Celeste, and Peterson Mark F, eds. Handbook of organizational culture & climate. Thousand Oaks, Calif: Sage Publications, 2000.

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Nelson, Shanelle. Organizational Climate and Hospital Infection Preventionists. [New York, N.Y.?]: [publisher not identified], 2013.

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The handbook of organizational culture and climate. 2nd ed. Thousand Oaks: SAGE Publications, 2011.

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John, Tarter Clemens, and Kottkamp Robert B, eds. Open schools, healthy schools: Measuring organizational climate. Newbury Park, Calif: Sage Publications, 1991.

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A Climate of Success. Burlington: Elsevier, 2006.

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Ryu, Keikoh. The Impact of Organizational Ethical Climate on Organizational Commitment and Job Performance. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-2813-2.

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Book chapters on the topic "Organizational climate"

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Sells, S. B., and L. R. James. "Organizational Climate." In Handbook of Multivariate Experimental Psychology, 915–37. Boston, MA: Springer US, 1988. http://dx.doi.org/10.1007/978-1-4613-0893-5_25.

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Burton, Richard M., and Børge Obel. "Organizational Climate." In Information and Organization Design Series, 127–62. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-1-4419-9114-0_4.

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Burton, Richard M., and Børge Obel. "Organizational Climate." In Information and Organization Design Series, 111–44. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4684-0021-2_4.

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McCarthy, Quinn. "Organizational Climate." In Police Leadership, 71–95. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137005939_6.

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Molina, Agustin, Ana Jakopec, Russell Cropanzano, and Carolina Moliner. "The Role of Peer Justice Climate." In Organizational Justice, 87–106. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315648194-5.

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İşçi, Sabiha, Esra Çakmak, and Engin Karadağ. "The Effect of Leadership Leadership on Organizational Climate Organizational climate." In Leadership and Organizational Outcomes, 123–41. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14908-0_8.

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Jones, Leslie, and Eugene Kennedy. "Organizational Culture and Climate." In Effective Technology Tools for School Leadership, 143–72. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003269472-6.

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McCauley, Cynthia. "Organizational Climate for Development." In Experience-Driven Leader Development, 483–86. San Francisco: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118918838.ch72.

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Nolan, Terry, and Wendelin Küpers. "Organizational Climate, Organizational Culture and Workplace Relationships." In Friends and Enemies in Organizations, 57–77. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230248359_4.

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Hoßbach, Christian. "Introduction." In Organizational Climate for Creativity, 1–3. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-25241-0_1.

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Conference papers on the topic "Organizational climate"

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Prastiawan, Arif, Imam Gunawan, Arda Purnama Putra, Dimas Arif Dewantoro, Puri Selfi Cholifah, Ni Luh Sakinah Nuraini, Titis Angga Rini, et al. "Organizational Climate in School Organizations: A Literature Review." In 1st International Conference on Information Technology and Education (ICITE 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201214.327.

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Liu, Bing, and Yuqing Yuan. "Organizational Ethical Climate Review." In 2014 International Conference on e-Education, e-Business and Information Management (ICEEIM 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/iceeim-14.2014.40.

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Shi, Shengpeng. "Organizational Conflict in Caring Climate." In 2018 2nd International Conference on Management, Education and Social Science (ICMESS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icmess-18.2018.264.

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Werner Hermann Albert Sommerlatte, Tom. "Interrelation of organizational climate of trust, the trust profile of leaders and business performance." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002239.

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Recent research on the role of trust for productivity, innovativeness and the effectiveness of change of business organizations (1) has shown a significant interaction of the individual trust profile of leaders, the psychological contract between the leadership of an organization and its members, and the trust climate of the organization.Trust climate in turn has been shown by empirical studies to have a so far underestimated bearing on how effectively people work together in business processes, how innovative ideas and projects are treated, and how strong the buy-in is in strategic and organizational change.The Trust Management Institute has – working with an academic advisory board and a business executives advisory board – built on these research findings to develop psychometric approaches for assessing the trust climate of organizations, the individual trust profile of leaders, and the quality of the (unwritten) psychological contract in organizations. Thus, we are able to trace weaknesses of an organization’s trust climate back to assessable flaws in the trust profile of its leaders in terms of their self-confidence, their interpersonal relations, their behavior in team situations and their decision-making patterns. In fact, the characteristics of the trust climate of an organization, e.g. the quality of communication, its employees’ commitment, cooperation and views of the future potential of the organization, has been shown to be largely conditioned by the trust profile of individual leaders and the employees’ reading of the psychological contract resulting from their behavior.Comparative case studies by the Trust Management Institute and others (2) in a number of companies, based on psychometric surveys with samples of employees and managers, indicate that a positive climate of trust favors readiness to constructively work towards a common result. A poor climate of trust, on the other hand, typically leads to more control and bureaucracy and slows down innovation.The approach to the assessment of the trust climate is to ask the participants in a structured sample to rate a battery of operational statements on a scale of true to false. The consolidated result reveals reasons for the extent to which trust exists or is missing, and the segmentation by functional and hierarchical sub-samples points to the causes of trustworthiness or mistrust.An interesting finding of our empirical work is that poor individual trust profiles and the resulting damage to the climate of trust in an organization is often the consequence of poor communication, a lack of openness and a control-minded leadership style. By creating awareness of these flaws and stimulating corrective behavioral changes, leaders have in many cases been enabled to rebuild the trust which their organization needs to improve performance. Publications:(1)Keuper, F., Sommerlatte, T., Vertrauensbasierte Führung – Devise und Forschung, Springer-Gabler, Berlin, Heidelberg, 2016(2)Sommerlatte,T., Fallou, J.-L., Quintessenz der Vertrauensbildung, Springer-Gabler, Berlin, Heidelberg, 2012
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Yomtovian, Avinoam, and Ticu Constantin. "Psychometric Characteristics Of The Organizational Climate In Israeli Educational Organizations." In 9th International Conference Education, Reflection, Development. European Publisher, 2022. http://dx.doi.org/10.15405/epes.22032.13.

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ARGENTERO, PIERGIORGIO, and ILARIA SETTI. "ORGANIZATIONAL CLIMATE ASSESSMENT: A SYSTEMIC PERSPECTIVE." In Proceedings of the International Conference. WORLD SCIENTIFIC, 2008. http://dx.doi.org/10.1142/9789812793478_0022.

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Rinawati, Ermi Girsang, and Ali Napiah Nasution. "Organizational Climate and Doctor's Works Satisfaction." In International Conference on Health Informatics, Medical, Biological Engineering, and Pharmaceutical. SCITEPRESS - Science and Technology Publications, 2020. http://dx.doi.org/10.5220/0010293102070214.

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Ayundhasurya, De Rembulan, and Firman Kurniawan. "The Influence of Organizational Communication Climate on Organizational Communication Satisfaction to Non-Profit Organization CIOFF Indonesia." In 4th Bandung Creative Movement International Conference on Creative Industries 2017 (4th BCM 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/bcm-17.2018.25.

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Papsiene, Palmira. "CONCEPTUAL MODEL OF HUMAN RESOURCE ASSESSMENT, ORGANIZATIONAL CLIMATE AND ORGANIZATIONAL INTERNATIONALIZATION." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.024.

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Sugianingrat, Ida Ayu, I. Wayan Suartina, Sang Ayu Indraswarawati, and Gusti Suputra. "Organizational Ethical Climate for Reduce Fraud Behavioral." In Proceedings of The First International Conference on Financial Forensics and Fraud, ICFF, 13-14 August 2019, Bali, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.13-8-2019.2294253.

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Reports on the topic "Organizational climate"

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Truhon, Stephen A., and Kizzy M. Parks. Norming the DEOMI Organizational Climate Survey. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada496522.

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Murray, John M. The Key to Unit Effectiveness - A Supportive Organizational Climate. Fort Belvoir, VA: Defense Technical Information Center, March 2003. http://dx.doi.org/10.21236/ada414172.

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Easter, Cornelius. Organizational Climate Building and Cultural Integration in Coalition Warfare. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada308636.

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Sage, Melanie. Child Welfare Workforce Turnover: Frontline Workers' Experiences with Organizational Culture and Climate, and Implications for Organizational Practice. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.365.

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Song, Unsuk. The Impact of Organizational Climate on the Relationship Between Job Characteristics and Job Satisfaction: An Empirical Assessment of Public Sector Managers. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1323.

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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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Gentemann, Michor M. Setting the Ethical Climate in an Organization. Fort Belvoir, VA: Defense Technical Information Center, March 1991. http://dx.doi.org/10.21236/ada233983.

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Cadiz, David. The Effects of Ageism Climates and Core Self-Evaluations on Nurses' Turnover Intentions, Organizational Commitment, and Work Engagement. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.50.

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Avis, William. Role of Faith and Belief in Environmental Engagement and Action in MENA Region. Institute of Development Studies (IDS), May 2021. http://dx.doi.org/10.19088/k4d.2021.086.

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This helpdesk report provides a critical review of the literature on the role of faith and religious values in environmental engagement and action. Contemporary studies have examined the relationship between religion and climate change including the ongoing “greening” process of religions. The review focuses on the responses of the Islamic faith in the MENA region to climate-related issues. MENA is considered one of the region’s most vulnerable to the impacts of climate change. The rapid review drawing from empirical findings notes that religious organizations have great potential in the protection of the environment. Religious organizations possess resources and infrastructure to positively impact the conversation on climate change. While the review acknowledges the important role that religion plays in environmental engagement, there is still no unified perception of climate change among members of the Islamic faith. There are those who believe that there are other more urgent issues such as radicalism, terrorism, democracy, and human rights. The review notes that the shared challenge of climate change can provide a mechanism to bring together faiths to discuss, share teachings, and agree on common action.
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Dellmuth, Lisa Maria, Maria-Therese Gustafsson, Niklas Bremberg, and Malin Mobjörk. IGOs and Global Climate Security Challenges: Implications for Academic Research and Policymaking. Stockholm International Peace Research Institute, December 2017. http://dx.doi.org/10.55163/cayw7004.

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Climate change poses a new class of security challenges that is confronting societies worldwide. Increased risk of famine, destroyed infrastructure, houses and shelter, and violent conflicts might all be consequences of climate change through gradual changes to ecosystems and extreme weather events. As a way to mitigate these challenges, states have delegated increased power to intergovernmental organizations (IGOs). This Fact Sheet summarizes the key findings of the first systematic review of research on IGOs and climate security, and the implications of existing studies for the theory and practice of global climate security governance.
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