Organizacijska se klima odnosi na doživljaj različitih, zaposlenicima relevantnih aspekata organizacijskog okruženja. Jedan je od njih i sustav nagrađivanja. U ovom se radu, upotrebom ...višedimenzionalnog skaliranja, analizira relativno značenje i položaj koji nagrađivanje zauzima u odnosu na viđenje drugih važnih faceta organizacijske klime. Analizirani su podaci prikupljeni na velikom uzorku organizacija različitih djelatnosti, a korišteni je upitnik mjerio percepciju dvanaest sadržajno različitih aspekata organizacijskog okruženja. Rezultati upućuju na semantičku sličnost nagrađivanja i drugih zaposlenicima bitnih organizacijskih sustava - napredovanja i informiranja, dok su percepcije stavova zaposlenika prema radu i organizaciji - odnos prema kvaliteti rada, motivacija i zaokupljenost, inovativnost i inicijativa te pripadnost organizaciji - relativno najudaljenije ovoj faceti klime. Nastoje se ponuditi različita teorijska objašnjenja mogućih interpretacija ukupne kognitivne mape organizacijskog konteksta, a raspravlja se i o praktičnim implikacijama dobivenih rezultata u području upravljanja i razvoja ljudskih potencijala. Ključne riječi: nagrađivanje, organizacijska klima, višedimenzionalno skaliranje
Surabaya Surgical Hospital has quality indicators on personnel affairs to maintain the quality of employees in providing services. One indicator is the number of delays and the fast return of ...structural officials. The average number of structural official delays in 2017 reached 74.94% of the predetermined standard of 0%. The indicator is used as a benchmark for assessing employee work discipline. This study was conducted to analyze the effect of human capital components consisting of individual motivation and organizational climate on employee work discipline at Surabaya Surgical Hospital. This research was an observational analytic study with cross sectional study design. Data analysis used in this study is Logistic Regression. The results of statistical test of individual motivation on work discipline show an influence, with a p value of 0.019 (smaller than α = 0.05). Statistical test results of influence organizational climate on work discipline showed an influence, namely with a p value of 0.046 (smaller than α = 0.05). The conclusion of this study is individual motivation and organizational climate have an influence on employee work discipline. It is necessary to increase employee motivation and change in the organizational climate at Surabaya Surgical Hospital with the implementation of a system reward for employees who obey the rules and give punishment to employees who violate.
Organizational climate and collaborative work management are essential to the success of educational organizations. The study examined the relationship between these constructs in students and ...teachers. The results confirmed a positive and significant correlation between organizational climate and collaborative work management in both groups. ...the linear regression analysis highlighted that students showed greater motivation towards managing the climate and the educational process compared to teachers, although teachers demonstrated organizational commitment.
The commentary first briefly presents selected notes on the Chen et al. (in press) excellent and inclusive article on primed goals and their effects. Then, it suggests that there exist at least two ...major streams of research that are conceptually allied with the priming construct that can serve to expand the range and importance of the implications of primed goals: the self‐fulfilling prophecy (SFP) and the organizational climate constructs. Brief reviews of these robust research literatures are then presented and linked conceptually to priming. The conclusion reached is that the validity of the priming construct has potentially wider conceptual and practical application and validity than a surface reading of the Chen et al. (2020) review might suggest.
To explore the association between nurse managers' paternalistic leadership and nurses' perceived workplace bullying (WPB), as well as to examine the mediating role of organizational climate in this ...association.
There is a lack of empirical evidence regarding the relationship between nurse managers' paternalistic leadership, organizational climate and nurses' perceived WPB. Clarifying this relationship is crucial to understand how paternalistic leadership influences WPB and for nursing managers to seek organizational-level solutions to prevent it.
A cross-sectional survey was performed from 4 January to 10 February 2022, in six tertiary hospitals in mainland China. Demographic information, Paternalistic Leadership Scale, Organizational Climate Scale and Negative Acts Questionnaire-Revised were used in the survey. Descriptive statistics, Spearman correlation analyses and a structural equation model were used for data analysis.
A total of 5093 valid questionnaires were collected. Moral leadership and authoritarian leadership have both direct and indirect effects on WPB through the mediating effect of organizational climate. The former is negatively related to WPB and the latter is positively related to WPB. Benevolent leadership was only negatively associated with WPB via the mediating effect of organizational climate.
The three components of paternalistic leadership have different effects on WPB through the mediating effect of organizational climate. Nurse managers are recommended to strengthen moral leadership, balance benevolent leadership, reduce authoritarian leadership and strive to create a positive organizational climate in their efforts to mitigate WPB among nurses.
This study enhanced our comprehension of the relationship between different leadership styles and WPB. Greater emphasis should be placed on moral leadership in the promotion of nursing managers and nursing leadership training programs. Additionally, nursing managers should focus on establishing a positive organizational climate that helps to reduce WPB.
No patient or public contribution. This study did not involve patients, service users, caregivers or members of the public.
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.
Employee silence impedes sustainable organizational development, and it can conceal harm for internal and external stakeholders. Established approaches to overcoming silence in organizations draw on ...the assumption that employees withhold their views based on deliberate elaborations on the effectiveness and risks they associate with voice. Our research aims at complementing these approaches. Applying an information processing approach to culture and using implicit voice theories (IVTs; i.e., taken‐for‐granted beliefs about when and why speaking up at work is risky or inappropriate) as an example, we introduce a model proposing ways through which shared implicit knowledge structures emerge in teams and organizations, and how they affect motives to remain silent. We examine parts of the model with a sample of 696 employees nested in 129 teams and 67 organizations. Our findings show that IVTs can be shared at the team and organizational level, that shared IVTs explain variance in silence motives above and beyond perceptions of organizational climate and manager openness at the team and organization level, and that IVTs function as a mediator between team manager openness and silence motives. In sum, our findings point at shared IVTs as a way to conceptualize underlying basic assumptions of cultures of silence.
ABSTRACTThis research aims to determine and analyze the influence of organizational climate on simultaneous general election public services during the Covid-19 Pandemic at the General Election ...Commission Bone Bolango regency. This study uses a questionnaire as a primary data collection tool and data analysis techniques in quantitative research using statistics. The statistical test used in this study is descriptive statistics which is carried out to find the effect between the two variables through analysis of the regression test. The variables used in this study are Organizational Climate as the independent variable and public service as the dependent variable. This study found that the simple linear regression coefficients from organizational climate data and the effectiveness of simultaneous general election public services during the Covid-19 Pandemic were obtained at a = 19.38 and b = 0.30. Thus, the form of the simple linear regression equation obtained is Y = 19.38 + 0.30x. The results of the analysis of variance show that this equation is linear. In other words, the linear regression equation model is accepted and can be used to predict that if the organizational climate increases by one unit, the effectiveness of simultaneous general election public services during the Covid-19 Pandemic will increase by 0.30 units at a constant rate of 19.38 .
Organizational climate is a concept that has attracted considerable attention from practitioners and academics alike. However, recent developments in the B2B space, including the emergence of complex ...and dynamic environments, the expansion in the number and types of parties involved in B2B exchanges, and changes in the work environment, require a better understanding of the role of organizational climate. To synthesize B2B knowledge associated with organizational climates, we undertook a systematic review. Our results point toward six organizational climate dimensions, which have at their core issues related to Human Resources, Service, Interpersonal Relationships, Coordination, Environmental, and Exploration. Among these, the Exploration dimension is specific to B2B. Building from these dimensions, we highlight emerging research streams focused on interactions and relationships. We contribute to the literature on B2B organizational climate by bringing clarity and a research agenda for central topics that require further attention.
•Organizational climate reflects perceptions related to the workplace in the increasingly complex and competitive B2B space•There are six main themes of research in B2B organizational climate, corresponding to six B2B climate dimensions: human resources, service, interpersonal relationships, coordination, environmental, and exploration.•There is an emphasis on ethical, psychological and innovation climate, at the expense of other types of focused climates•For B2B organizations, the nature and the type of interactions that take place between parties are evolving and become more complex•Avenues for future research delineate how organizational climate can be employed in B2B relationships
Organizational culture is an important predictor of organizational effectiveness, but it is also part of an organizational system that consists of highly interdependent elements such as strategy, ...structure, leadership, and high performance work practices (HPWPs). As such, accounting for the effect of culture's system correlates is important to specify more precisely organizational culture's predictive value for organizational outcomes. To date, however, efforts to connect culture with its system correlates have proceeded independently without integration. This trend is problematic because it raises questions about the strength of culture's association with its system correlates, and it casts uncertainty about organizational culture's predictive validity for organizational outcomes relative to other elements of an organization's system. We addressed these issues by conducting a meta-analysis based on 148 independent samples (N = 26,196 organizations and 556,945 informants). Results generally supported hypothesized predictions linking culture with strategy, structure, leadership, and HPWPs. Meta-analytic regressions and relative weight analyses further revealed that culture dimensions explained unique variance in effectiveness criteria after controlling for the effects of leadership and HPWPs but varied across effectiveness criteria in terms of relative importance. We discuss theoretical and practical implications and highlight several avenues for future research.
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