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Journal articles on the topic 'Organizational climate'

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Published: 4 June 2021

Last updated: 9 March 2023

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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9

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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10

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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Soelton, Mochamad. "The THE IMPLICATION OF JOB SATISFACTION THAT INFLUENCE WORKERS TO PRACTICE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) IN THE WORK PLACE." Archives of Business Research 8, no. 5 (May 10, 2020): 33–48. http://dx.doi.org/10.14738/abr.85.8139.

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This research aims to examine and analyze the political organization, organizational climate and organizational culture with organizational citizenship behavior (OCB) and job satisfaction as an intervening variable for employees of Distributor Company. The object of this research is 73 employees of Distributor Company. The approach used in this research is Component or Variance Based Structural Equation Model with analysis tool Smart-PLS. The results showed Political organizationa that has positive significant effect on job satisfaction. Organizational climate that has positive significant effect on job satisfaction to employees Distributor Company. Organizational culture that has positive significant effect on job satisfaction. Political organization does not affect organizational citizenship behavior (OCB). Organizational climate that has positive significant effect on organizational citizenship behavior (OCB). Organizationa culture that has positive significant effect on organizational citizenship behavior (OCB). Job satisfaction that has positive significant effect on organizational citizenship behavior (OCB).

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12

Koo Moon, Hyoung, and Byoung Kwon Choi. "How an organization's ethical climate contributes to customer satisfaction and financial performance." European Journal of Innovation Management 17, no. 1 (January 7, 2014): 85–106. http://dx.doi.org/10.1108/ejim-03-2013-0020.

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Purpose – Researchers in the field of business ethics have posited that an organization's ethical climate can benefit for employees as well as organizations. However, most of the prior research has been conducted at the level of the individual, not organization. Thus, the purpose of this paper is to examine how an organization's ethical climate has a positive influence on two its performance indicators – customer satisfaction and financial performance – with a perspective of organizational innovation. Design/methodology/approach – The data were collected from 29 subsidiaries of a conglomerate in South Korea. Hypotheses were tested using the partial least squares (PLS). Findings – The result showed that an organization's ethical climate was positively related to customer satisfaction as well as financial performance, and this relationship was mediated by perceived organizational innovation. Additionally, the positive influence of an ethical climate on employees’ perceived organizational innovation was mediated by their organizational commitment and the climate for innovation. Originality/value – With a focus on innovation, the study explained how an organization's ethical climate influences customer satisfaction and financial performance. Furthermore, as was the case in studies conducted in other developed countries, the results derived from South Korea sample demonstrated that an ethical climate is critical for organizational performances in developing countries.

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13

Supriyati, Sri, Udin Udin, Sugeng Wahyudi, and Mahfudz Mahfudz. "Investigating the Relationships Between Organizational Change, Organizational Climate, and Organizational Performance." International Journal of Financial Research 10, no. 6 (August 8, 2019): 88. http://dx.doi.org/10.5430/ijfr.v10n6p88.

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This study aims to analyze the effect of organizational change (i.e., technostructure change, work procedure, and individual) on organizational climate and organizational performance. By using the census technique, the respondents are all employees of regional drinking water company (PDAM) in Kendal regency of Indonesia. Data are analyzed using simple and multiple regression analysis. The results show that technostructure change partially has a significant negative effect on organizational climate, while work procedure and individual change have a significant positive effect on organizational climate. Furthermore, organizational change simultaneously has a significant positive effect on organizational climate and organizational performance.

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14

Boshoff, A. B., and J. H. Boer. "nAch training, organizational climate and organizational performance." Development Southern Africa 5, no. 1 (January 1988): 73–87. http://dx.doi.org/10.1080/03768358808439376.

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15

Viitala, Riitta, Jussi Tanskanen, and Risto Säntti. "The connection between organizational climate and well-being at work." International Journal of Organizational Analysis 23, no. 4 (October 12, 2015): 606–20. http://dx.doi.org/10.1108/ijoa-10-2013-0716.

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Purpose – The purpose of this paper is to examine the connections between organizational climate and well-being at work. Design/methodology/approach – Connections between perceived organizational climate and well-being at work were studied through quantitative data gathered from 24 public day-care centers in Finland. Findings – The unit-level analyses revealed that different types of organizational climates were connected to different types of job well-being in the unit. Organizational climate types were differentially connected to stress and cynicism, but were not connected to work engagement. Employees in units where work climate was collectively evaluated as particularly weak reported significantly lower well-being than those in units with better work climate. The most positive climates – “relaxed and friendly” and “encouraging and supportive of new ideas” – seemed to be more strongly connected to well-being than negative climates. Originality/value – The study confirmed and clarified the link between organizational climate and job well-being and emphasized how different climate types have varying types of connection to well-being at work.

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16

Schneider, Benjamin, Mark G. Ehrhart, and William H. Macey. "Organizational Climate and Culture." Annual Review of Psychology 64, no. 1 (January 3, 2013): 361–88. http://dx.doi.org/10.1146/annurev-psych-113011-143809.

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17

Mikkelsen, Aslaug, and Kjell Grønhaug. "Measuring Organizational Learning Climate." Review of Public Personnel Administration 19, no. 4 (October 1999): 31–44. http://dx.doi.org/10.1177/0734371x9901900404.

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18

Coelho, D. R., and R. T. S. Pires. "Impact of Organizational Climate." Scientific Electronic Archives 14, no. 1 (December 9, 2020): 67. http://dx.doi.org/10.36560/14120211260.

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19

Vallen, Gary K. "Organizational Climate and Burnout." Cornell Hotel and Restaurant Administration Quarterly 34, no. 1 (February 1993): 54–59. http://dx.doi.org/10.1177/001088049303400110.

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20

Kumar, Manish, Hemang Jauhari, Rani S. Ladha, and Niti Shekhar. "Gender and organizational climate." Gender in Management: An International Journal 33, no. 3 (May 8, 2018): 217–33. http://dx.doi.org/10.1108/gm-11-2015-0092.

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Purpose This paper aims to study gender differences on six organizational climate variables. Employees’ views on their identification level, clarity of goals, perceived equity, welfare measures and outward focus of the organization were solicited in two different studies, while supervisors’ views on subordinates’ deviant behavior was explored in one of the studies. Design/methodology/approach The research design incorporated getting data using a questionnaire from two large organizations in India: a government utility and a private sector company. In all, 545 responses from government utility and 8,853 responses from the private company were analyzed, which formed the basis for this study. Findings The paper demonstrates that gender differences in employee perceptions are not only socially determined for some variables but in fact may also depend on the organizational structural contexts in presence of explicit supporting policies. Gender differences in identification level and goal clarity were determined by larger social context in the absence of any structural arrangement in both organizations. However, gender differences regarding perceived climate of welfare measures, outward focus of the organization and fairness were contingent on the structural context of the two organizations on account of differing arrangements in both the organizations. Also, women participants were perceived by their supervisors to indulge less in deviant behavior as compared to male participants in one of the study. Research limitations/implications Although this research includes only two organizations and the findings may, thus, not be generalizable, a key finding that emerges is that to balance the needs of both genders, managers may need to be cognizant of both organizational and social contexts. Originality/value To the best of the authors’ knowledge, this study is first to consider a detailed analysis of organizational climate with respect to gender perception particularly in the Indian context. The context of the study in two structurally different large organizations further adds to the value of this research.

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Vallen, G. "Organizational climate and burnout." Cornell Hotel and Restaurant Administration Quarterly 34, no. 1 (February 1993): 54–59. http://dx.doi.org/10.1016/0010-8804(93)90031-d.

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22

Chaudhary, Richa, Santosh Rangnekar, and Mukesh Kumar Barua. "Organizational Climate, Climate Strength and Work Engagement." Procedia - Social and Behavioral Sciences 133 (May 2014): 291–303. http://dx.doi.org/10.1016/j.sbspro.2014.04.195.

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23

Rizka Apriasdittika and Bambang Dwi Hartono. "Pengaruh Individual Motivation Dan Organization Climate Terhadap Kinerja Pegawai Sekretariat Direktorat Jenderal Pencegahan Dan Pengendalian Penyakit Kementerian Kesehatan RI." Jurnal Manajemen Bisnis dan Publik 1, no. 1 (November 5, 2020): 1–11. http://dx.doi.org/10.22236/jmbp.v1i1.5708.

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Penelitian ini bertujuan untuk mengetahui pengaruh individual motivation dan organizational climate terhadap kinerja pegawai Sekretariat Direktorat Jenderal Pencegahan dan Penegendalian Penyakit Kementerian Kesehatan RI. Hipotesis yang di uji adalah : (1) Terdapat pengaruh langsung individual motivation terhadap kinerja pegawai, (2) Terdapat pengaruh langsung organizational climate terhadap kinerja pegawai, (3) Terdapat pengaruh langsung individual motivation terhadap organizational climate, (4) Terdapat pengaruh langsung individual motivation terhadap kinerja pegawai melalui organizational climate. Metode yang digunakan kuantitatif dengan teknik analisis jalur (Path Analysis). Pengambilan sampel menggunakan teknik acak sederhana proporsional (proportional random sampling). Sampel yang digunakan pegawai Aparatur Sipil Negara di Kantor Sekretariat Direktorat Jenderal Pencegahan dan Penegendalian Penyakit Kementerian Kesehatan RI yaitu sebanyak 111 responden. Data diperoleh dengan menggunakan kuesioner yang berbentuk skala likert. Hasil penelitian menunjukkan bahwa: Pertama, skor koefisien jalur antara individual motivation terhadap kinerja pegawai (ρ31) sebesar 0,338 dengan thitung sebesar 3,653 > ttabel (1,981 pada α = 0,05). Karena thitung 3,653 > ttabel 1,981 pada α = 0,05, maka H0 di tolak, hasil penelitian membuktikan bahwa individual motivation berpengaruh langsung dan positif terhadap kinerja pegawai.. Kedua, skor koefisien jalur antara organizatioanl climate terhadap kinerja pegawai (ρ32) sebesar 0,362 dengan thitung sebesar 3,905 > ttabel (1,981 pada α = 0,05). Karena thitung 3,905 > ttabel 1,981 pada α = 0,05, maka H0 di tolak, hasil penelitian membuktikan bahwa organizatioanl climate berpengaruh langsung dan positif terhadap kinerja pegawai. Ketiga, skor koefisien jalur antara individual motivation terhadap organizational climate (ρ21) sebesar 0,583 dengan thitung sebesar 7,492 > ttabel (1,981 pada α = 0,05). Karena thitung 7,492 > ttabel 1,981 pada α = 0,05, maka H0 di tolak, hasil penelitian membuktikan bahwa individual motivation berpengaruh langsung dan positif terhadap organizational climate. Keempat, skor koefisien jalur pengaruh individual motivation terhadap kinerja pegawai melalui organizational climate sebesar 0,549 berarti hasil penelitian membuktikan bahwa terdapat pengaruh individual motivation terhadap kinerja pegawai melalui organizational climate.

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Bosak, Janine, Jeremy Dawson, Patrick Flood, and Riccardo Peccei. "Employee involvement climate and climate strength." Journal of Organizational Effectiveness: People and Performance 4, no. 1 (March 13, 2017): 18–38. http://dx.doi.org/10.1108/joepp-10-2016-0060.

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Purpose Addressing the continuing productivity challenge, the purpose of this paper is to analyze data from the National Health Service on employee involvement (EI) in order to gain critical insights into how employees’ shared perception of EI in organizational decision making (i.e. EI climate) might address two persistent issues: how to enhance positive staff attitudes and improve organizational performance. In doing so, the authors respond to recent calls for more multilevel research and extend previous research on EI climate by attending to both EI climate level and EI climate strength. Design/methodology/approach Data from 4,702 employees nested in 33 UK hospitals were used to test the moderating role of EI climate strength in the cross-level EI climate level employee level-attitudes relationship and in the organizational-level EI climate-organizational effectiveness relationship. Findings The results of the multilevel analyses showed that EI climate level was positively associated with individual-level employee attitudes (i.e. job satisfaction, organizational commitment). Further the results of the hierarchical regression analysis and the ordinal logistic regression analysis showed that EI climate level was also related to organizational effectiveness (i.e. lower outpatient waiting times, higher performance quality). In addition, both analyses demonstrated the moderating role of EI climate strength, in that the positive impact of EI climate level on employee attitudes and organizational effectiveness was more marked in the presence of a strong climate compared to a weak EI climate. Practical implications By creating and maintaining a positive and strong climate for involvement, hospital managers can tackle the productivity challenge that UK hospitals and health care institutions more generally are currently facing while improving the attitudes of their employees who are critical in the transformative process and ultimately underpin the organizational success. Originality/value This is the first study which provides evidence that favorable and consistent collective recognition of EI opportunities by staff contributes to enhance both employee attitudes and hospital performance. Results highlight the role of EI climate strength and underscore its importance in future research and practice.

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ÖZGENEL, Mustafa. "An Organizational Factor Predicting School Effectiveness: School Climate." International Journal of Psychology and Educational Studies 7, no. 1 (January 30, 2020): 38–50. http://dx.doi.org/10.17220/ijpes.2020.01.004.

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26

Ghezzi, Valerio, Tahira M. Probst, Laura Petitta, and Claudio Barbaranelli. "Multilevel Job Demands and Resources: Cross-Level Effects of Competing Organizational Facet-Specific Climates on Risky Safety Behaviors." International Journal of Environmental Research and Public Health 17, no. 10 (May 17, 2020): 3496. http://dx.doi.org/10.3390/ijerph17103496.

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Both individual demands (i.e., workload) and organizational demands and resources (i.e., production pressure and safety climates) may affect the likelihood that employees undertake risky safety behaviors in different ways. Adopting an organizational multilevel perspective, the aim of the present research was fourfold: (1) to examine the impact of individual-level job demands (i.e., workload) on the enactment of risky safety behaviors; (2) to evaluate the effects of coexisting and competing organizational facet-specific climates (i.e., for safety and for production pressure) on the above outcome; (3) to assess their cross-level interactions with individual job demands, and (4) to test the interaction among such organizational demands and resources in shaping risky behaviors. A series of multilevel regression models tested on surveydata from 1375 employees nested within 33 organizations indicated that high workload increases the likelihood of employees enacting risky safety behaviors, while organizational safety and production pressure climates showed significant and opposite direct effects on this safety outcome. Moreover, organizational safety climate significantly mitigated the effect of individual job demands on risky safety behaviors, while organizational production pressure climate exacerbated this individual-level relationship. Finally, organizational safety climate mitigates the cross-level direct effect of organizational production pressure climate on the enactment of risky safety behaviors.

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Madhura, B. "The Impact of Organizational Climate on Organizational Commitment." Asian Journal of Management 11, no. 1 (2020): 11. http://dx.doi.org/10.5958/2321-5763.2020.00003.7.

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28

Shafer, William E. "Ethical climate, organizational‐professional conflict and organizational commitment." Accounting, Auditing & Accountability Journal 22, no. 7 (September 18, 2009): 1087–110. http://dx.doi.org/10.1108/09513570910987385.

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Sugiarto, Irwan. "Organizational climate, organizational commitment, job satisfaction, and employee performance." Diponegoro International Journal of Business 1, no. 2 (December 30, 2018): 112. http://dx.doi.org/10.14710/dijb.1.2.2018.112-120.

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The purpose of this study was to examine the relationship between organizational climate, organizational commitment, job satisfaction, and employee performance. Particularly, we examine the effect of organizational climate and organizational commitmenton job satisfaction. Furthermore, we also test the effect of job satisfaction on employee performance.Results of path analysis on 90 respondents showsopports for all hypotheses. Partially, organizational climate and organizational commitment have positive effect on job satisfaction. Simultaneously, organizational climate and organizational commitment positivelyaffect job satisfaction. In addition, job satisfaction has positive effect on employee performance.

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Ancarani, Alessandro, Carmela Di Mauro, and Maria D. Giammanco. "Patient satisfaction, managers' climate orientation and organizational climate." International Journal of Operations & Production Management 31, no. 3 (February 22, 2011): 224–50. http://dx.doi.org/10.1108/01443571111111900.

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Dawson, Jeremy F., Vicente González-Romá, Ann Davis, and Michael A. West. "Organizational climate and climate strength in UK hospitals." European Journal of Work and Organizational Psychology 17, no. 1 (March 2008): 89–111. http://dx.doi.org/10.1080/13594320601046664.

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32

Schyns, Birgit, Marc van Veldhoven, and Stephen Wood. "Organizational climate, relative psychological climate and job satisfaction." Leadership & Organization Development Journal 30, no. 7 (September 18, 2009): 649–63. http://dx.doi.org/10.1108/01437730910991664.

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33

ERTURK, Abbas, and Lukman ZIBLIM. "Is The Perception of Organizational Deviation Affected by The Organizational Climate? Research in Schools." Eurasian Journal of Educational Research 20, no. 85 (February 1, 2020): 1–22. http://dx.doi.org/10.14689/ejer.2020.85.1.

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34

Junça-Silva, Ana, and Mara Freire. "The Role of Organizational Climate, and Work–Family Conflict in Burnout: The Case of Teachers." Sustainability 14, no. 21 (October 25, 2022): 13871. http://dx.doi.org/10.3390/su142113871.

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Burnout is a major concern for the scientific and educational community, as it leads to harmful consequences, both at a personal and organizational level. Several studies showed that burnout is influenced by multiple factors, including organizational climate and work–family conflict. However, studies analyzing these three variables together in the educational sector are scarce. Thus, this study aimed to analyze whether the organizational climate influenced burnout through work–family conflict. We collected data in two-time points with 253 teachers. The results showed that only the organizational climate dimensions of involvement, control, autonomy, task orientation, and physical comfort were associated with burnout. Plus, only the physical comfort and autonomy climates significantly reduced burnout via the decreases in work–family conflict. Thus, these organizational climates’ dimensions seem to be essential factors to reduce not only work–family conflict but also burnout in the educational sector. This study tested the mediating role of work–family conflict on the link between organizational climate and burnout, with a group of teachers. Additionally, the data was collected during the pandemic crisis of COVID-19.

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Platania, Silvia, Anna Paolillo, and Silvia A. Silva. "The Italian Validation of OSCI: The Organizational and Safety Climate Inventory." Safety 7, no. 1 (March 16, 2021): 22. http://dx.doi.org/10.3390/safety7010022.

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Although safety climate has been the object of multiple studies in the last thirty years, the relationship between safety climate and organizational climate has been scarcely investigated. The Organizational and Safety Climate Inventory (OSCI) was the first and only validated instrument to allow the assessment of organizational and safety climates simultaneously and by using the same theoretical framework. The present work investigated the psychometric properties of OSCI in an Italian sample at the group level; study 1 (N = 745) examined the factor structure of the scale by using confirmatory factor analyses. Study 2 (N = 471) advanced the original Portuguese validation by testing its measurement equivalence across gender and company sector through multiple-group confirmatory factor analyses. Results confirmed one higher-order factor structure with four first-order factors for both Organizational Climate and Safety Climate, with Organizational Climate predicting Safety Climate. Moreover, the scale was found to be invariant between men and women and between different types of company. Reliability, discriminant, and criterion validities of the scale showed very good values. Overall, the findings strengthened the original claim of the OSCI to be a valid and innovative instrument, which allows the identification of specific dimensions of safety climate, starting from a more general model of organizational climate.

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A, ESTHER ZIONIA, and SATHYAPRIYA J. "Organizational Climate As Bedrock For Talent Retention." Restaurant Business 118, no. 5 (May 12, 2019): 132–42. http://dx.doi.org/10.26643/rb.v118i5.7998.

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India’s growth rate has been increasing in this global economy. Organization plays a major role in it. Every organization has some unique climate to satisfy the employees and to retain them. Organizational climate is considered a molar concept. In this highly competitive world, Employees are expecting management support and a friendly atmosphere in order to continue their career in their respective organization. Back in the year of 1930’s organization climate is a synonym for the corporate environment. Whenever employees feel they are not satisfied with the job and the climate of an organization, they are ready to switch over the job. Employee’s migration affected the organization, especially talented employees. To retain the talented employees every organization should look into each and every nook and cranny to satisfy the employees need. The organizational climate is one of the ways to retain talented employees. This research paper, therefore, identifies the role of organizational climate & Talent Retention in promoting sustainable development at organizations and identifies the relationship between organizational climate and talent retention, to find out the impact of talent retention on organizational climate and to identify the most preferred organizational activities offered by employers to retain a talented employee with particular reference to Chennai using descriptive survey research design. The research hypothesis was tested using Statistical tools such as Correlation, Multiple Regression, and Weighted Mean Average. 277 respondents were analyzed using a Systematic Random sampling method. The findings revealed that there is a relationship between organizational climate and talent retention. Internal Promotion & Friendly Environment influences more in an organizational climate to retain a talented employee. Flexibility & Physical comfort are the most preferred organizational activities offered by employers to retain a talented employee. Hence it is proved that organizational climates drive the talented employees to retain in the organization.

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Zainal, Henni, Rani Siti Fitriani, Rahmuniar Rahmuniar, Andi Idham Ashar, Yusriadi Yusriadi, and Andi Hafidah. "organization's climate againts the work motivation." Linguistics and Culture Review 5, S1 (October 25, 2021): 1522–34. http://dx.doi.org/10.21744/lingcure.v5ns1.1605.

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The organizational climate is a collection of attitudes and beliefs related to the organization that is perceived and collectively implemented by members of the Organization as a whole. This research aims to know the organization's climate for employees' work motivation at the Regional Civil Service Agency and the statistics of Bone District. This study uses the type of exploitive research with a quantitative approach (positivism). This research uses two types of data, namely secondary and primary data. The data collection techniques used in this research are using polls, observations, and documentation. The data analysis techniques used in this study are Structural Equation Modelling-Partial Least Squares (SEM-PLS). The results showed that the organization's climate has a significant positive impact on employees ' work motivation. Create an organizational climate by implementing rules and policies to feel accountable in carrying out duties and responsibilities.

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Clarke, Sean P. "Organizational Climate and Culture Factors." Annual Review of Nursing Research 24, no. 1 (January 2006): 255–72. http://dx.doi.org/10.1891/0739-6686.24.1.255.

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Nurses and others have expressed a great deal of interest in the potential for incorporating notions about organizational culture and climate in research and practice aiming to improve health care safety. In this review, definitions and measures of these terms are explored, the state of the research literature connecting culture and climate with safety is reviewed, and directions for future research and leadership practice are outlined.

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Miller, Duane I., Jeff S. Topping, and Elisabeth N. Wells-Parker. "Ecological Dissonance and Organizational Climate." Psychological Reports 64, no. 1 (February 1989): 163–66. http://dx.doi.org/10.2466/pr0.1989.64.1.163.

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Using some of the principles of cognitive dissonance theory, a theoretical corollary to Barker's 1968 ecological theory was developed. The result, referred to as ecological dissonance, was proposed as a theoretical explanation for several of the phenomena associated with the concept of organizational climate. The theory was also offered as an explanation of behaviors that can result from the introduction of stringent penalties for such offenses as driving-under-the-influence.

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Hashim, Hasnizawati, Noormala Amir Ishak, and Zulkifli Ab. Ghani Hilmi. "Job Embeddedness and Organizational Climate." Asian Journal of Quality of Life 2, no. 6 (April 1, 2017): 31. http://dx.doi.org/10.21834/ajqol.v2i6.44.

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Issues regarding persons with disability (PWD) at workplace have become an endless argument. PWD faced difficulties at their workplaces after struggling to get the job. They faced with problems that could not make them work longer. This paper examines the relationship between organizational climate and their job embeddedness. It reveals that disabled employees must be supported by an appropriate organizational climate to ensure their embeddedness with the company. The findings can be used in the creation of a better organizational climate specially prepared for the disabled employees as part of the company’s responsibilities as the PWD have their rights in receiving the same treatment as received by other normal employees.Keywords: Organizational Climate; Job Embeddedness; Disabled Employee; Person with Disability2398-4279 © 2017 The Authors. Published for AMER ABRA by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, UniversitiTeknologi MARA, Malaysia.

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Carlucci, Daniela, and Giovanni Schiuma. "Organizational Climate as Performance Driver." Journal of Health Management 16, no. 4 (November 26, 2014): 583–94. http://dx.doi.org/10.1177/0972063414548561.

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Recently health care (HC) organizations have increasingly embarked on organizational climate (OC) assessment with the intent to improve their efficiency and the quality of the delivered services. This is important; however, it is even if more crucial to ensure that workers engaged in the evaluation process are aware of the importance of their fruitful engagement in this investigation as well as of its potential benefits. From the management viewpoint, this is crucial to plan and implement management initiatives able to create a great place to work. The purpose of this paper is to shed empirical light on how, in effect, HC workers perceive OC for itself and as a performance driver to assess and manage. The study was carried out through an action research (AR) project, which included the use of both qualitative and quantitative approaches. Key phases of the AR project were some focus groups and a survey. During the focus groups, several methods and approaches were adopted for getting opinions from people and animating discussion. About the survey, a total sample of 560 HC workers was investigated. The AR project has shown that even if HC workers intuitively conceive OC as an important performance driver, the meaning of the construct is not completely clear. Moreover, a good level of awareness among HC workers about how and why OC can improve individual and organizational performance represents a key issue to address in evaluating and managing OC.

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Kakabadse, Andrew. "Organizational Alienation and Job Climate." Small Group Behavior 17, no. 4 (November 1986): 458–71. http://dx.doi.org/10.1177/104649648601700406.

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Srinath, Manorama. "THE ORGANIZATIONAL CLIMATE OF UNIVERSITY." Library Management 14, no. 1 (January 1993): 28–30. http://dx.doi.org/10.1108/01435129310023484.

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Cárdenas Niño, Lucila, Yuly Cristina Arciniegas Rodríguez, and Mónica Barrera Cárdenas. "Intervention model in organizational climate." International Journal of Psychological Research 2, no. 2 (December 30, 2009): 121–27. http://dx.doi.org/10.21500/20112084.867.

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The aim of this study was to assess whether the intervention model in organizational climate PMCO, was effective in the Hospital of Yopal, Colombia. The following five phases, proposed by the model, were implemented: 1) problem analysis, 2) awareness, 3) strategies design and planning, at the individual, intergroup, and organizational levels, 4) implementation of the strategy, and 5) process evaluation. A design composed of two groups, experimental and control, was chosen, analyzing whether there was significant differences between the means of the groups; the t test was applied to high risk dimensions in the organizational climate, such as level of work (t = 2.65), organizational communication (t = 4.32), and the management model (t = 7.99), showing all of them a significant difference (p = ,01) between experimental and control group. It is concluded that the implementation of this model improved the organizational climate in the entity.

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Lugo, Melissa. "Measuring Organizational Climate in Prisons." Journal of Contemporary Criminal Justice 32, no. 4 (September 19, 2016): 357–82. http://dx.doi.org/10.1177/1043986216665528.

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Hunt, Brian, and Toni Ivergard. "Organizational climate and workplace efficiency." Public Management Review 9, no. 1 (March 2007): 27–47. http://dx.doi.org/10.1080/14719030600853501.

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Wibowo, Danan Satriyo. "PERCEIVED ORGANIZATIONAL SUPPORT DAN ORGANIZATIONAL CLIMATE DALAM MEMBENTUK OCCUPATIONAL COMMITMENT." Jurnal Psikohumanika 14, no. 2 (December 26, 2022): 117–28. http://dx.doi.org/10.31001/j.psi.v14i2.1633.

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Work is a form of self-actualization effort, where work requires support and a supportive environment so that the performance can be carried out productively and has a commitment to work, this condition cannot be separated from the existence of organizational support (perceived organizational support) and organizational climate ( organizational climate) which provides perceptions for employees at work and involvement in the work they do (occupational commitment. The purpose of this study is to reveal and explain how perceived organizational support (POS) and organizational climate in forming occupational commitment in the education profession (teachers and lecturers) and medical personnel (nurses). The method used is quantitative with a cross sectional survey design model, with a sample of educators (teachers and lecturers) and health workers (nurses). The results show that perceived organizational support affects on in forming occupational commitment. While the results of organizational climate research have no effect in forming occupational commitment. Perceived organizational support and organizational climate together have an influence in forming occupational commitment.

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BOGDANOVI, MARIO. "ORGANIZATIONAL CLIMATE AND ORGANIZATIONAL EFFICACY IN CROATIAN MANUFACTURING ENTERPRISES." International Journal of Management Cases 13, no. 4 (January 1, 2011): 185–90. http://dx.doi.org/10.5848/apbj.2011.00126.

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Wangombe, James Gachahi, Tabitha Wangare Wambui, and Alice Wangui Kamau. "The Perceived Supervisor and Organizational support on Organizational Climate." IOSR Journal of Humanities and Social Science 19, no. 3 (2014): 53–69. http://dx.doi.org/10.9790/0837-19375369.

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Chang, Chang-Hsing. "Evaluating potential organizational change through organizational climate and leadership." Journal of Statistics and Management Systems 12, no. 4 (July 2009): 721–36. http://dx.doi.org/10.1080/09720510.2009.10701418.

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