This study aimed to identify the impact of organizational climate with these six dimensions namely organizational structure, communication, leadership style, decision-making, motivation and ...technology on employee loyalty (emotional loyalty, moral loyalty and continuing loyalty) to the management of SONELGAZ distribution in Ain Defla. In this study, we used the method of descriptive analysis through a form randomly distributed to 200 employees, from which we recovered 150 questionnaires, which means that the sample study consisted of 150 workers. We also used the SPSS V28 statistical processing method to collect the data and analyze the results. The results showed a statistically significant effect of organizational climate on employee loyalty at the level of SONELGAZ distribution management in Ain Defla.
Despite a plethora of literature on organizational climate for innovation and the persuasive arguments establishing its link to organizational performance, few studies hitherto have explored ...innovative work behavior of managers. Specifically, limited attention has been paid to explaining how organizations perceive the importance of stimulating innovative work environments. Drawing from organizational climate theory, this study investigates the mediating effects of innovative work behavior on the relationship between organizational climate for innovation and organizational performance. Our findings from a survey of 202 managers working in Malaysian companies demonstrate that innovative work behavior plays a mediating role in the relationship between organizational climate for innovation and organizational performance. Implications of these findings and avenues for future research are discussed.
•Climate for innovation was positively associated with innovative work behavior.•Innovative work behavior was positively associated with organizational performance.•Climate for innovation was positively associated with organizational performance.•Findings showed the mediating role of innovative work behavior
ABSTRACTThis study aims to analyze the magnitude of the influence of work motivation and organizational climate on the performance of employees of the Bureau of Public Relations and Protocol of ...Regional Secretariat of Maluku Province. The approach used in this research is quantitative approach. The population in this study is all employees in the Bureau of Public Relations and Protocol Secretariat of Maluku participating 40 people. The sample is part of the population or part of the number and characteristics of the population. A sample of 25 people were determined randomly based on the sample tables of Issac and Michael. Data were analyzed by multiple linear regression. The result of the research shows that (1) work motivation consisting of salary, job itself, promotion, supervision and organization climate consisting of responsibility, identity, warmth, support, conflict simultaneously has positive and significant effect to employee performance, (2) salary is a variable of work motivation factors that has a positive and significant influence and the most dominant on employee performance and (3) Warmth is a variable of organizational climate factors that has a positive and significant influence and second dominant to the performance of the Bureau of Public Relations and Protocol of Regional Secretariat of Maluku Province.
Understanding and remedying women's underrepresentation in majority-male fields and occupations require the recognition of a lesser-known form of cultural bias called masculine defaults. Masculine ...defaults exist when aspects of a culture value, reward, or regard as standard, normal, neutral, or necessary characteristics or behaviors associated with the male gender role. Although feminist theorists have previously described and analyzed masculine defaults (e.g., Bem, 1984; de Beauvoir, 1953; Gilligan, 1982; Warren, 1977), here we define masculine defaults in more detail, distinguish them from more well-researched forms of bias, and describe how they contribute to women's underrepresentation. We additionally discuss how to counteract masculine defaults and possible challenges to addressing them. Efforts to increase women's participation in majority-male departments and companies would benefit from identifying and counteracting masculine defaults on multiple levels of organizational culture (i.e., ideas, institutional policies, interactions, individuals).
The purpose of this research is to provide a richer lens on the ethical organizational environment by examining the relationship between ethical leadership and unit‐level unethical behavior through ...ethical organizational climate (EOC), with collective moral identity as a boundary condition. In testing our theoretical model, we first develop and validate a measure of EOC to address concerns with existing measures of ethical climate. Second, we examine the role of collective moral identity as a moderator of the relationship between EOC and unit unethical behavior. We discuss implications regarding the importance of developing a more comprehensive conceptualization of EOC.
This research paper presents the situation of the labor market in Mexico, the behavior of organizations through their managers to integrate work teams, as well as the elements that stand out for ...being the most reasonable for the integration of millennials in the work force. On the other hand, the distinctive characteristics of this generational group are analyzed in search of communicative elements that favor their insertion in new organizations. The importance of communication, the favorable organizational climate through psychological contracts that improve and define the labor expectations of both parties (employer and millennials) are highlighted. The findings of this research allow identifying various communication problems between employers and millennials, mainly due to various inconsistencies between the expectations of each group.
The article presents a randomized field study designed to improve safety climate and resultant safety performance by modifying daily messages in supervisor-member communications. Supervisors in the ...experimental group received 2 individualized feedback sessions regarding the extent to which they integrated safety and productivity-related issues in daily verbal exchanges with their members; those in the control group received no feedback. Feedback data originated from 7-9 workers for each supervisor, reporting about received supervisory messages during the most recent verbal exchange. Questionnaire data collected 8 weeks before and after the 12-week intervention phase revealed significant changes for safety climate, safety behavior, subjective workload, teamwork, and (independently measured) safety audit scores for the experimental group. Data for the control group (except for safety behavior) remained unchanged. These results are explained by corresponding changes (or lack thereof in the control group) in perceived discourse messages during the 6-week period between the 1st and 2nd feedback sessions. Theoretical and practical implications for climate improvement and organizational discourse research are discussed.
We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article ...traces the history of the 2 constructs though JAP has been far more important for climate than culture research. We distinguish 4 main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971-1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986-1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000-2014 era, characterized by multilevel work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge.
Studying the relationship between work-related stress and sick leave is valuable in identifying and assessing employees at risk of sick leave, but also in developing interventions and taking actions ...for workers' health. The overall aim of this study was to analyse the association between work-related stress, measured with the work stress questionnaire (WSQ), and registered sick leave in a working population seeking care at primary health care centres in Sweden.
A prospective longitudinal study was performed with 232 employed patients aged 18-64 years seeking care for mental and/or physical health complaints at seven primary health care centres. Bivariate logistic regression analysis adjusted for educational level, occupational class and marital status was performed using questionnaire data on work-related stress and sociodemographic factors collected between May 2015 until January 2016 together with registered sick leave data from a national database.
High stress due to indistinct organization and conflicts was reported by 21% (n = 49), while 45% (n = 105) reported high stress due to individual demands and commitment. Thirty-six percent were on sick leave for 15 days or more during 12 months after baseline. The odds of being on registered sick leave during this period was approximately twice as high for patients perceiving high stress due to indistinct organization and conflicts (OR 2.25, 95% CI 1.18;4.26), high stress due to individual demands and commitment (OR 2.21, 95% CI 1.28;3.82), low influence at work (OR 2.07, 95% CI 1.20;3.57), or high interference between work and leisure time (OR 2.19, 95% CI 1.27;3.80). Perceiving high stress due to both indistinct organization and conflicts as well as individual demands and commitment quadrupled the odds of sick leave, OR 4.15 (95% CI 1.84; 9.38).
Work-related stress and sick leave were prevalent among the patients. Perceiving one or more of the work-related stressors and stress increased the odds of registered sick leave between two to four times. Hence, to capture the dynamic interaction between the individual and the work environment, a wide spectrum of factors must be considered. In addition, primary health care could be a suitable arena for preventing sick leave due to work-related stress.
ClinicalTrials.gov. Identifier: NCT02480855 . Registered 20 May 2015.
Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices ...or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.
•Caring human resources management (HRM) practices will be positively related to an organizational climate of care and concern for employees.•An organizational climate of care and concern for employees will be positively related to employee caring for their organization.•Employees who care about their organization will enact their care by being more engaged in their job and work roles.•An organizational climate of care and concern for employees will mediate the relationship between caring HRM practices and employee engagement.
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