The Effect of Organizational Climate Interactions on Multiple Organizational Outcomes

2012 ◽  
Author(s):  
Nataliya Baytalskaya ◽  
Susan Mohammed
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Climate Interactions

scholarly journals Comparison of Organizational Climate in the Regional Unit of the National Institute of Public Health Before and After Reorganization

2017 ◽  
Vol 14 (4) ◽  
Author(s):  
Gašper Jordan ◽  
Gozdana Miglič ◽  
Miha Marič
Keyword(s):  
Public Health ◽  
Organizational Climate ◽  
Employee Satisfaction ◽  
Organizational Outcomes ◽  
Organizational Goals ◽  
Regional Unit ◽  
Complicated Process ◽  
Before And After ◽  
The Relationship ◽  
Shed Light

Organizations have been focused on organizational climate (OC) as one of the influencing factors, which has an impact on organizational outcomes, attaining organizational goals and employee satisfaction. Our research focuses on the regional unit of the National Institute of Public Health in Slovenia and the comparison of the OC before (2013) and after reorganization (2015). We used a modified SiOK (Slovenian Organizational climate) questionnaire to shed light on employees’ perception of OC. OC and reorganization are closely connected on account of the relationship between management and employees; if OC is positive, we can expect less complicated process of reorganization as it can be if it is negative. The research revealed misfired attempt of OC improvement in all dimensions, though we expected ameliorated results in the three worst assessed OC dimensions before reorganization. Further, in the paper several recommendations are suggested to managers facing reorganization.

scholarly journals Reconciling Employee Dissimilarity And P-O Fit

2007 ◽  
Vol 2 (4) ◽  
pp. 33-42 ◽  
Author(s):  
Amy McMillan-Capehart ◽  
Tara Burnthorne Lopez
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Negative Consequences ◽  
Negative Effects ◽  
Organizational Diversity ◽  
Diverse Workforce ◽  
Key Factor ◽  
Person Organization Fit ◽  
Organizational Climates ◽  
The Relationship

Organizational diversity and person-organization fit have been found to have both positive and negative effects on organizational outcomes. These negative consequences of diversity are often attributed to a lack of fit between traditional employees and employees who differ based on observable or unobservable characteristics. The positive consequences of P-O fit are attributed to a lack of diversity within an organization. Thus, the question emerges: is it possible to have both a diverse workforce and one with high levels of P-O fit? If so, then perhaps it is possible to harness the positive outcomes of diversity and P-O fit and to minimize some of the negative consequences. We propose that the organizational climate and socialization tactics of the firm are a key factor in achieving balance between diversity and fit. We suggest that some organizational climates are better at embracing diversity than others and thus result in a higher level of P-O fit despite the degree of diversity among employees. In addition, we suggest that certain socialization tactics encourage inclusion and acceptance and thus result in a higher level of P-0 fit despite the number of dissimilar employees. Accordingly, we offer a framework in which organizational climate and socialization tactics moderate the relationship between employee dissimilarity and perceptions of P-O fit.

Strategic Climate Research

2020 ◽  
pp. 121-134
Author(s):  
Benjamin Schneider
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Convincing Evidence ◽  
Organizational Policies ◽  
Climate Research ◽  
And Behaviors ◽  
Conceptual Logic

The chapter summarizes the conceptual and empirical writing and research on organizational climate surveys that have strategic foci. Strategic foci means that such surveys contain items descriptive of organizational policies, practices, procedures, and behaviors that get rewarded, supported, and expected and that link directly with important strategic organizational outcomes like service and safety. The conceptual logic for such surveys was stimulated by an early emphasis on the need for organizational climate surveys to “focus on something” and not be abstract or undefined. The chapter reviews the theory and the resultant convincing evidence that supports this climate for something approach, focusing especially on the climate for service and the climate for safety. Examples of foci-specific climate survey items are also provided.

Antecedents and Consequences of Perceived Gender Discrimination in the Audit Profession

2014 ◽  
Vol 33 (3) ◽  
pp. 1-32 ◽  
Author(s):  
Derek W. Dalton ◽  
Jeffrey R. Cohen ◽  
Nancy L. Harp ◽  
Jeffrey J. McMillan
Keyword(s):  
Organizational Climate ◽  
Organizational Citizenship Behavior ◽  
Gender Discrimination ◽  
Turnover Intentions ◽  
Well Being ◽  
Organizational Outcomes ◽  
Citizenship Behavior ◽  
Management Support ◽  
Female Partners ◽  
The Impact

SUMMARY: This paper tests a model of perceived gender discrimination in the audit profession. Using a sample of 234 female auditors employed in public accounting firms, we examine the effects of workgroup composition factors and organizational climate factors on perceived gender discrimination, along with the impact of perceived gender discrimination on several critical organizational outcomes. We find that female auditors report lower levels of gender discrimination when employed (1) in firms with more female partners, (2) in firms with stronger ethical climates, (3) in firms that are more supportive of alternative work arrangements, and (4) in firms that provide higher levels of top management support for the personal well-being of their employees. Further, we find that perceived gender discrimination is associated with lower organizational citizenship behavior and higher turnover intentions. Implications for research and public policy are discussed.

The Tipping Point: The Intersection of Race, Gender, and Sexual Orientation in Intercollegiate Sports

2015 ◽  
Vol 29 (3) ◽  
pp. 257-271 ◽  
Author(s):  
Nefertiti A. Walker ◽  
E. Nicole Melton
Keyword(s):  
Sexual Orientation ◽  
Organizational Climate ◽  
Turnover Intention ◽  
Organizational Outcomes ◽  
Sexual Prejudice ◽  
Tipping Point ◽  
Racial Minorities ◽  
Collegiate Sport ◽  
Intercollegiate Sports ◽  
And Gender

To date, sport research on sexuality has primarily focused on White lesbian, bisexual, and gay (LBG) persons or heterosexual racial minorities; few studies have provided meaningful insight into how sexual prejudice affects racial minorities. Thus, the purpose of the current study is to explore the intersection of race, sexual orientation, and gender in the context of collegiate sport and examine the influence of multiple marginalized identities on organizational outcomes. Grounded in intersectionality literature and feminist standpoint theory, semistructured interviews were conducted with 15 current and former intercollegiate sport employees. Results revealed four higher order themes: (a) racially influenced experiences, (b) managing lesbian-ness, (c) organizational climate, and (d) organizational outcomes. This research expands the theoretical knowledge of intersectionality, introduces a turnover intention tipping point phenomenon, and provides mangers with firsthand feedback on current policy and norms that may decrease satisfaction.

Impact on Organizations

2015 ◽  
Author(s):  
Alexis Smith ◽  
Shalei Simms
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Well Being ◽  
Organizational Outcomes ◽  
Organizational Impact ◽  
Applicant Attraction ◽  
Firm Reputation ◽  
Retention Group ◽  
The Impact

This chapter examines the organizational impact of discrimination. Through its effect on organizational personnel processes, unfair discrimination has far-reaching and long-lasting impact on individuals, groups, and the organization as a whole. The chapter reviews the multiple ways that discrimination can infect human resource practices and policies, which in turn negatively impacts organizational outcomes such as applicant attraction, employee well-being and retention, group and organizational performance, and firm reputation. It then turns to the role of organizational climate for diversity, which has a potentially mitigating effect on the impact of discrimination. It suggests that, through deliberate organizational learning, companies with positive climates for diversity have the capacity to use events of discrimination as a turning point toward sustained organizational change and growth. The chapter closes by exploring how organizations can create the conditions for this redemptive potential and, ultimately, learn from discrimination and prevent its reoccurrence.

Do top management performance attribution patterns matter to subsequent organizational outcomes? A two-country study of attribution in economic crisis

2018 ◽  
Vol 26 (5) ◽  
pp. 736-755 ◽  
Author(s):  
Derek Lehmberg ◽  
Chanchai Tangpong
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Top Management ◽  
Internal Attribution ◽  
Subsequent Performance ◽  
Performance Attribution ◽  
External Attribution ◽  
Country Study ◽  
Different Types ◽  
And Performance

AbstractTop management plays a central role in interpreting the organization’s performance and communicating to stakeholders. Management’s performance attributions set the tone for accountability and shape organizational climate. However, prior studies of the relationships between attribution patterns and subsequent performance have been limited and reported mixed results. This study extends this literature stream by examining the relationships of four different types of attribution and subsequent performance concurrently and testing them in a two-country sample. We find a significant positive relationship between positive internal attribution and subsequent performance, and reaffirm prior findings on negative external attribution and performance.

scholarly journals The Impact of Occupational Stress on Job Satisfaction and Counterproductive Work Behaviour

2020 ◽  
Vol 7 (2) ◽  
pp. 30-39
Author(s):  
Horia Pitariu ◽  
Andreea Budean
Keyword(s):  
Job Satisfaction ◽  
Organizational Climate ◽  
Financial Services ◽  
Job Strain ◽  
Organizational Outcomes ◽  
Family Balance ◽  
Present Context ◽  
Work Family ◽  
Counterproductive Work Behaviour ◽  
The Impact

The present economical challenges increase the level of demand and pressure on people in their workplaces, eventually affecting the efficiency of organizations. Given the relationship between job strain and individual and organizational outcomes (Robertson, 2009), the present context places an even higher importance on understanding and dealing correctly with these issues. The research at hand examines the predictive value of different occupational sources of pressure on job satisfaction and counterproductive work behaviour, using an occupational sample in the financial services field. The participants were asked to complete two questionnaires: OSI-90 (Cooper, Sloan & Williams, 1996) and Workplace Deviance Scale (Bennett & Robinson, 2000). The results indicate that stressors related to the organizational climate, the work relationships, organizational hassles and workload predict counterproductive work behaviour. Furthermore, job satisfaction was positively related to the high quality of the work relationship and low levels of tension in the organizational climate and hassles, while the level of satisfaction with the organization was associated with the work-family balance and the organizational climate. Implications for developing programs that help employees effectively cope with these sources of stress as well as recommendations for developing healthier organizations are discussed.

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

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