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.
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.
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.
The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate ...plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees' perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.
This study examines how service orientation influences profitability in retail trade contexts. The authors develop a conceptual model based on the service-profit chain (SPC) framework suggesting that ...employee satisfaction and customer relationship performance (i.e., customer satisfaction, customer loyalty, and store image building) function as intermediate steps linking service orientation to retailer profitability. The model is tested with a matched sample of retail managers and employees from Brazil. Results demonstrate that service orientation directly influences employee satisfaction and customer relationship performance. Consistent with the traditional SPC framework, the analyses did not support a direct relationship between employee satisfaction and customer relationship performance when controlling for the effects of service orientation. Finally, customer relationship performance fully mediated the influence of service orientation on retailer profitability. Collectively, study findings support the notion that service orientation is reflective of both internal and external service quality. Managerial recommendations for implementing a service orientation are provided.
Introduction: Division of research and development to produce performance played a central role in the form of technological innovation cultivation of sugar cane and innovation performance of the ...global industrial competition. Required organizational climate that support performance improvement and business development research staff. Mutual support and encouragement in every settlement between management and employees work will provide a comfortable atmosphere in the performance of employees. High motivation for staff to be able to grow a maximum potential and competence of employees wants to work hard to realize the company's strategic objectives.Methods: To examine these issues, a questionnaire distributed to 35 staff in research and development of PTPNXI (Persero). The collected data were analyzed using SPSS analysis techniques. Results: The results showed that the significant effect of organizational climate on employee performance. Thus a good organizational climate will cause the employee improve performance. Good organizational climate and always oriented employment relationship in shaping the behavior of employees can motivate employees that will result in optimal performance of employees at work.Conclusion and suggestion: Managerial advice to do is apply organizational climate in PTPN XI (Persero) staff research and development efforts should be made clear again that the work climate that is able to adapt to the situation and condition of the employee. The next suggestion, leaders continue to increase employee motivation by not ignoring the rights and interests of employees as provide promotional opportunities, improved employee supervision system, increase confidence in the leadership, and maintain harmonious relationships between colleagues.
Aims and objectives
To investigate how nurses who worked in Guangdong province in China perceived empathy, nursing organization climate and burnout.
Design
A cross‐sectional quantitative research ...design was used. We carried out the research in accordance with the Strengthening the Reporting of Observational studies in Epidemiology checklist.
Methods
The study was carried out from August–October of 2018 using a structured electronic questionnaire. A total of 965 participants were selected with convenience sampling in Guangdong province.
Results
A total of 786 valid questionnaires were collected in this study. The average burnout score of participants was 38.19 (SD 13.32) and 67.4% of them rated their burnout as more than 30 points, while 5.7% were higher than 60 points. The multi‐variable linear regression model explained 9.4% of the variance in burnout related to sociodemographic variables (p < 0.001). Empathy was significantly and positively associated with nursing organizational climate and emotional exhaustion while negatively associated with reduced personal accomplishment. In addition, nursing organizational climate mediated the relationship between empathy and reduced personal accomplishment.
Conclusion
Our findings suggest that both empathy and nursing organizational climate are protective factors that prevent burnout in this population. Managers can alleviate nurses’ burnout through developing empathy and improving the organizational climate.
Impact
This study demonstrates that empathy is not the cause of burnout; rather, it can prevent nurses from experiencing burnout. Nursing organizational climate is another protective factor that has a mediating effect on empathy and burnout. Improving empathy and nursing organizational climate could help reduce nurse burnout.
摘要
目标与目的
探讨中国广东省护士对移情、护理组织氛围和工作倦怠的认知。
设计
采用横断面定量研究设计。我们按照《流行病学检查表》中加强观察性研究报告的要求开展研究。
方法
于2018年8月至10月采用结构化电子问卷开展研究。采用任意抽样的方法,在广东省抽取共965名受访者。
结果
本研究共收集有效问卷786份。受访者的平均工作倦怠得分为38.19分(标准差13.32分),67.4%的受访者认为其工作倦怠在30分以上,5.7%的受访者认为其分值高于60分。多变量线性回归模型说明与社会人口统计学变量相关的工作倦怠方差为9.4%(p<0.001)。移情与护理组织氛围、情绪衰竭呈显著的正相关性,与个人成就感降低呈负相关性。此外,护理组织氛围在移情与个人成就感降低之间具有调节作用。
结论
我们的研究发现表明,移情和护理组织氛围都是防止护士出现工作倦怠的保护性因素。管理者可以通过培养移情能力和改善组织氛围来缓解护士的工作倦怠。
影响
这项研究表明,移情并非护士出现工作倦怠的原因,相反,它可以防止护士产生工作倦怠。护理组织氛围是影响移情与工作倦怠的另一个保护因素。改善移情和护理组织氛围有助于降低护士的工作倦怠。
Inclusion is increasingly recognized as a critical leadership issue, yet research points to effectiveness variability among diversity and inclusion initiatives, indicative of potential ...policy-practice decoupling. Drawing on climate theory, we develop supervisors’ inclusive leadership and climate for inclusion and introducing CEO’s inclusive leadership and group diversity as moderators. To gain a deep understanding of decoupling, we use a multilevel approach and include in our model both top level leadership (CEOs), where espoused policies are determined, and group level leadership (supervisor), where enacted behaviors are experienced. We offer a novel perspective on climate theory for inclusion, which we have identified as “the anomaly of climate for inclusion.” Unlike other organizational climate facets, inclusion climate is shaped not only by the shared experiences of group members but also by their identities. Individuals from minority or underrepresented groups might experience decoupling in ways that are similar to other members from the same identity group even if they belong to different work groups. Our model, therefore, explains the process in which leaders create inclusive climate and point to boundary conditions in the process. We focus on two climate indicators: climate level and climate strength, and indicate that both are essential for understanding inclusion climate. Our conceptual model suggests that truly inclusive leaders would succeed at minimizing policy-practice coupling as perceived by all group members, not just historically dominant or high-status members. Implications for practice and future research are discussed.
Digital technologies profoundly reshape working arrangements in the public sector. Digitization may trigger a depersonalization of workplaces, desensitizing the social organizational climate. ...However, it facilitates people-centred human resource management practices. The article sheds light into the manifold implications of work digitization on organizational climate. The findings of a serial mediation analysis suggested that digitization had side effects on social organizational climate. However, its indirect effects mediated by employee-manager relationships and employee involvement were positive. Tailored interventions are needed to address the drawbacks of digitization on social organizational climate and to exploit its positive implications in terms of employees' centredness.
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