We provide a theory-driven review of empirical research in diversity climate to identify a number of problems with the current state of the science as well as a research agenda to move the field ...forward. The core issues we identify include (a) the fact that diversity climate is typically treated as unidimensional, whereas diversity research would suggest that there are two major perspectives that could be reflected in diversity climate—efforts to ensure equal employment opportunity and the absence of discrimination versus efforts to create synergy from diversity; (b) a tendency to let the level of analysis (individual psychological climate or shared team or organizational climate) be dictated by convenience rather than by careful theoretical consideration, thus sidestepping key issues for research concerning the causes and consequences of the sharedness, or lack thereof, of diversity climate perceptions; and (c) the tendency to include diversity attitudes and other nonclimate elements in climate measures even though they are different from climate both conceptually and in their antecedents and consequences. The research agenda we advance suggests a need both for different operationalizations and for new research questions in diversity climate, diversity, and relational demography research.
Objective: This study aimed to elucidate the relationship between the professional identity of nurses and the organizational climate, and to examine the necessary factors for forming professional ...identity therein. Methods: The study recruited 449 nurses working in hospitals with 100 beds or more in Prefecture A. A bearer self-administered questionnaire was used to investigate the basic attributes and professional identity of nurses, organizational climate, and social support. Results: A multiple regression analysis indicated that occupational identity was associated with a constructive atmosphere, the unfair appraisal of nursing, an atmosphere conductive to research, more than 10 years of experience (long-term tenure), and motivation for choosing this profession. Nurses with more than 10 years of experience reported significantly low levels of support from superiors and seniors, leadership of nurse manager, constructive atmosphere, and research atmosphere. Conclusions: The results suggested that fostering an organizational climate for creating a constructive atmosphere is necessary for the formation of professional identity. Additionally, they stressed the importance of providing social support, including the approval of nursing practice, especially for nurses with a tenure of more than 10 years.
En la actualidad, el entorno laboral se considera el segundo hogar, siendo crucial para el éxito organizacional mantener un clima laboral armonioso. Investigaciones indican que diversos aspectos ...vinculados con la productividad y el comportamiento de los empleados impactan directamente en sus percepciones del lugar de trabajo. En este contexto, se llevó a cabo una investigación en una empresa de servicios en Quintana Roo, México, con el objetivo de analizar el clima organizacional y detectar factores que afectan la productividad. La metodología empleada fue cualitativa y descriptiva, utilizando encuestas como herramienta de recolección de datos. Los resultados revelan un clima organizacional positivo, con empleados comprometidos, satisfechos, talentosos y motivados, lo que se traduce en un mayor desempeño y productividad.
In Chinese kindergartens under a collectivist culture, leadership has a profound and complex impact on both the organization and teacher autonomy. This study explores the link between ...transformational leadership and teacher autonomy and the roles played by organizational climate and teacher empowerment in this relationship. Kindergartens teachers (n = 1593) were randomly selected in China to complete the transformational leadership scale, teacher autonomy scale, teacher empowerment scale and organizational climate scale, with a cross-sectional design and moderated mediation model using latent variables. The results were as follows: (1) transformational leadership can predict the level of teacher autonomy; (2) organizational climate plays a part of mediating role between transformational leadership and teacher autonomy; (3) as levels of teacher empowerment increase, the positive association between transformational leadership and organizational climate becomes stronger, while the positive association between organizational climate on teacher autonomy weakens.
Incivility at work-low intensity deviant behaviors with an ambiguous intent to harm-has been on the rise, yielding negative consequences for employees' well-being and companies' bottom-lines. ...Although examinations of incivility have gained momentum in organizational research, theory and empirical tests involving dynamic, within-person processes associated with this negative interpersonal behavior are limited. Drawing from ego depletion theory, we test how experiencing incivility precipitates instigating incivility toward others at work via reduced self-control. Using an experience sampling design across 2 work weeks, we found that experiencing incivility earlier in the day reduced one's levels of self-control (captured via a performance-based measure of self-control), which in turn resulted in increased instigated incivility later in the day. Moreover, organizational politics-a stable, environmental factor-strengthened the relation between experienced incivility and reduced self-control, whereas construal level-a stable, personal factor-weakened the relation between reduced self-control and instigated incivility. Combined, our results yield multiple theoretical, empirical, and practical implications for the study of incivility at work.
Purpose: The study aims to know the direct and indirect influence of organizational climate variables affecting the quality of education through teacher performance as intervening variables.
...Theoretical framework: The quality of professional teachers will produce graduates who are able to compete competitively. It takes a strong commitment from the foundation to build a conducive work climate. This will enable teachers to bring out their best abilities.
Design/Methodology/Approach: This type of study is quantitative research, the population of this study all students / I high school and high school in Sabang Aceh which totaled 921 people and the sample in this study used simple random sampling which totaled 90 students as respondents. The data analysis technique in this study uses SEM PLS.
Findings: The results of this study show the coefficient of the path of 0.879 This shows that if the higher the organizational climate in high school and high school schools the higher the quality of education. The organization’s climate against teacher performance has a path coefficient of 0.845 This shows that if the higher the organization’s climate in high school and high school schools then the higher the teacher’s performance.
Research, Practical & Social implications: The implication of the findings in this study is that organizational climate is created through working time flexibility. Teachers can choose their working time according to their ability. Currently, the determination of working hours is based on many considerations of the leadership in assigning tasks. Working time can also be done outside of working hours.
Originality/Value: The novelty value in this study is that there has been no research that makes teacher performance a mediating variable in improving the quality of education, especially in Sabang City, Aceh Province, Indonesia.
Purpose
The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and operationalise an ...instrument to measure organisational climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the LSS implementation lifecycle.
Design/methodology/approach
A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisational climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence RFC.
Findings
The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its LSS implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate.
Research limitations/implications
The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results.
Practical implications
Since climate influences RFC it is essential that an organisation can measure it to ensure its environment is conducive to the implementation of change generally and LSS particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument.
Originality/value
Previous papers on LSS concentrate on organisational culture rather that climate as a success factor for LSS implementation. This paper addresses that omission.
Many organizations are working to address diversity, equity, and inclusion. Organizations frequently use implicit bias to explain disparities and marshal implicit bias training as a solution. ...Implicit bias is difficult to change and trainings do not yield more diversity in organizations, so organizations should move beyond implicit bias trainings in their diversity, equity, and inclusion efforts. Organizations should (a) use trainings to educate members of their organizations about bias and about organizational efforts to address diversity, equity, and inclusion; (b) prepare for, rather than accommodate, defensive responses from dominant group members; and (c) implement structures that foster organizational responsibility for diversity, equity, and inclusion goals; opportunities for high-quality intergroup contact; affinity groups for underrepresented people; welcoming and inclusive messaging; and processes that bypass interpersonal bias. Although no simple, one-size-fits-all solutions address organizational diversity, organizational leaders have many tools they can use to design more effective diversity strategies.
Given that organizations need to manage complex situations, multiple organizational climates can coexist and these climates can jointly influence employee behaviors. However, the mechanisms through ...which the latter relationships operate are poorly understood. We take a multilevel approach to examine the mechanisms that link organizational innovative climate and employee innovative behavior, and the moderating effects of organizational proactive and risk-taking climates on these relationships. Using multisource data from 105 managers and 39 CEOs, we found that innovative climate was positively related to employee innovative behavior indirectly through employee passion for inventing. In addition, the relationship between innovative climate and passion for inventing became stronger as proactive climate increased, and the relationship between passion for inventing and employee innovative behavior became stronger as risk-taking climate increased. Our study contributes to entrepreneurial research by highlighting the interactive effects of multiple organizational climates on employee innovative behavior.
•Firms' innovative climate was positively related to employee innovative behavior indirectly through employee passion for inventing.•The positive relationship between innovative climate and passion for inventing became stronger as proactive climate increased.•The positive relationship between passion for inventing and employee innovative behavior became stronger as risk-taking climate increased.
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