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.

Women doctors, on working with each other

2015 ◽  
Vol 30 (2) ◽  
pp. 162-178 ◽  
Author(s):  
Uma Jogulu ◽  
Lavanya Vijayasingham
Keyword(s):  
Medical Profession ◽  
Relevant Literature ◽  
Organizational Outcomes ◽  
Public Hospitals ◽  
Cultural Issues ◽  
Content Type ◽  
Organizational Policies ◽  
Women Doctors ◽  
Similar Work ◽  
Constructive Work

Purpose – This exploratory study aims to explore the perceptions and experience of women doctors on working with each other and draw attention to their ‘voice’ on this issue. The equivocal and limited nature of relevant literature piqued our curiosity on how women perceive working with each other in work settings, particularly within the medical profession. Design/methodology/approach – Twelve women doctors within Australian public hospitals were interviewed through semi-structured informal interviews to “voice” their experiences and views on the comforts and discomforts of working with other women doctors. Their responses were compared to literature to determine similarities and uniqueness of their experiences to women in other settings. Findings – Insights from the respondent’s perceptions and experiences highlight several constructive and negative aspects of working alongside women doctors. Social and psychological constructs of being a “woman” and being a “woman doctor” as well as systemic/cultural issues of the medical fraternity formed how the women in this series of interviews perceived and related to the women doctors they worked with. Research limitations/implications – This exploratory provides initial insights into the experiences of women doctors on working with each other. Many themes identified have been explored in other settings. Hospital as a workplace, presents many similar work dynamics when considering the work interactions of women in other settings. This study should be used to drive more rigorous enquiry and a larger sample size. Practical implications – The working relationships women build with each other influence individual careers and organizational outcomes. Understanding the dynamics that improve and hinder the development of constructive work relationships between women can strengthen women-focused managerial and organizational policies and practices. Originality/value – The consolidation of literature coupled with the exploratory insights of this research contributes to a limited depth of existing literature not only in the medical profession, but in other industries and settings as well.

Rhetoric of Game

2014 ◽  
pp. 145-174 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Organizational Politics ◽  
Well Being ◽  
Employee Attitudes ◽  
Basic Premise ◽  
Group Relations ◽  
Organizational Policies ◽  
Attitudes And Behaviors ◽  
Organizational Policies And Practices ◽  
And Behaviors ◽  
Policies And Practices

The Tavistock method, commonly known as group relations, was originated from the work of British psychoanalyst Wilfred Ruprecht Bion. The Tavistock method's basic premise is that an aggregate cluster of persons becomes a group when interaction between members occurs. Within a group, there is organizational politics, and there are two features of organizational politic that should be considered when investigating its relationships with employee attitudes and behaviors. First, perceptions are more important than reality. Second, organizational politics may be interpreted as either beneficial or detrimental to an individual's well-being. Thus, organizational politics perceptions may result in differing responses to organizational policies and practices depending on whether politics are viewed as an opportunity or as a threat. How well one survives within an organization is correlated with how well one navigates these organizational politics. The Tavistock method is utilized as a game to assess and train individuals on organizational politics.

Organizational Climate and Culture

2016 ◽  
Author(s):  
Mark G. Ehrhart ◽  
Benjamin Schneider
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Organizational Climate ◽  
Deep Level ◽  
Work Organizations ◽  
Organizational Life ◽  
Climate Research ◽  
Strategic Goals ◽  
Almost All ◽  
Contemporary Climate

Research on the internal psychosocial environment of work organizations has largely been captured through the study of two constructs: organizational climate and organizational culture. Despite the inherent similarities between the two constructs, they have largely been studied in separate literatures, by different sets of researchers, and more often than not with different methodologies. For instance, research in organizational climate tends to have a relatively narrow focus on the shared perceptions of employees, and contemporary climate research in particular tends to have a focus on specific strategic goals (such as climates for service or safety) or internal processes (such as climates for fairness or ethics). Organizational culture is broader than organizational climate, starting with deep-level assumptions and values and becoming manifest in almost all aspects of organizational life. A review of both literatures and the suggested integration of them leads to a rich understanding of how employees experience their work organizations and the consequences of organizational behavior for what happens in organizations for people and organizational effectiveness.

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.

Rhetoric of Game

Gamification ◽  
2015 ◽  
pp. 1545-1566 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Organizational Politics ◽  
Well Being ◽  
Employee Attitudes ◽  
Basic Premise ◽  
Group Relations ◽  
Organizational Policies ◽  
Attitudes And Behaviors ◽  
Organizational Policies And Practices ◽  
And Behaviors ◽  
Policies And Practices

The Tavistock method, commonly known as group relations, was originated from the work of British psychoanalyst Wilfred Ruprecht Bion. The Tavistock method's basic premise is that an aggregate cluster of persons becomes a group when interaction between members occurs. Within a group, there is organizational politics, and there are two features of organizational politic that should be considered when investigating its relationships with employee attitudes and behaviors. First, perceptions are more important than reality. Second, organizational politics may be interpreted as either beneficial or detrimental to an individual's well-being. Thus, organizational politics perceptions may result in differing responses to organizational policies and practices depending on whether politics are viewed as an opportunity or as a threat. How well one survives within an organization is correlated with how well one navigates these organizational politics. The Tavistock method is utilized as a game to assess and train individuals on organizational politics.

scholarly journals Identification and Prioritization of Employee Satisfaction Strategies in Tehran Regional Water Company Using Analytic Hierarchy Process (AHP)

2020 ◽  
Vol 14 (3) ◽  
pp. 251-256
Author(s):  
Nasim Bonyadi ◽  
Hormat Asghari ◽  
Mojtaba Kiaei
Keyword(s):  
Analytic Hierarchy Process ◽  
Organizational Climate ◽  
Employee Satisfaction ◽  
Analytic Hierarchy ◽  
Statistical Population ◽  
Organizational Policies ◽  
Population Sampling ◽  
Water Company ◽  
Hierarchy Process ◽  
Regional Water

Employee satisfaction is one of the main indicators of attitudes assessment in organizations and is one of the factors which can be used to assess the status of an organization. This is important because of the role that this construct plays in improvement of the organization and the workforce. Organizationally, a high level of job satisfaction reflects a highly desirable organizational climate which leads to recruitment and retention of employees and increases efficiency and effectiveness. Accordingly, this study tended to identify and prioritize employee satisfaction strategies in Tehran's Regional Water Company using analytic hierarchy process (AHP). The data was analyzed using AHP method by Expert Choice software. The statistical population included 16 experts in human sciences and in management science working in the Tehran Regional Water Company. Due to the limited number of statistical population, sampling was not used and census method was used; that is, all people in the statistical population participated in the study. Prioritization of the criteria showed that organizational strategies are the most important, followed by organizational policies and organizational achievements. Sub-criteria of these criteria were also prioritized.

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