Satisfied employees are essential to an organization, as they are often the primary means for meeting organizational needs. Job satisfaction is particularly important among criminal justice agencies, ...specifically probation agencies that largely rely on personnel for the supervision and rehabilitation of individuals. Yet, the correlates of job satisfaction among juvenile probation staff are largely unknown. Following organizational climate theory, the current study utilizes baseline data from the Juvenile Justice–Translational Research on Adolescents in the Legal System (JJ-TRIALS) initiative, a project conducted in seven states with 36 participating juvenile probation agencies. Factor analysis and structural equation modeling were utilized to examine the latent structure of organizational characteristics and potential mediating effects. Regression analyses were utilized to examine the direct relationship between job satisfaction and personal and organizational factors. Results highlight the importance of workplace factors and suggest efforts toward improving job satisfaction should focus on the improvement of organizational characteristics.
Corporate environmental responsibility (CER) practices of small-and medium-sized enterprises (SMEs) are significant to the sustainable development of firms and the whole society. The institutional ...environment affects the environmental response of SMEs in the form of the implementation of CER practices. However, the relationship between institutional pressures and CER practices is quite mixed. To address this research gap, we developed a model that incorporates resource slack and green organizational climate to investigate whether and when institutional pressures affect CER practices. We tested our model with 211 questionnaires from Chinese manufacturing firms. Our results show that SMEs respond positively to mimetic and normative pressures by implementing CER practices, but their responses vary by resource slack and green organizational climate. SMEs are more likely to increase their CER practices when resources are strained and used more efficiently, or when the organizational climate values and recognizes green development. Our study contributes to an institutional perspective on CER by highlighting the negative moderating role of resource slack and the positive moderating role of green organizational climate. It also advances management practices regarding resource allocation and climate shaping for CER in a specific institutional environment.
Employee engagement has recently been introduced as a concept advantageous to organizations. However, little is known about the value of employee engagement in explaining work performance behaviors ...compared with similar concepts. The learning climate, defined as the organization’s beneficial activities in helping employees create, acquire, and transfer knowledge, has also been proposed as an antecedent of employee engagement. Using data from a sample of 625 employees and their supervisors in various occupations and organizations throughout Israel, we investigated employee engagement as a key mechanism for explaining the relationship between perceptions of the organization’s learning climate and employees’ proactivity, knowledge sharing, creativity, and adaptivity. We also tested whether employee engagement explained the relationship more thoroughly than similar concepts such as job satisfaction and job involvement. Multilevel regression analyses supported our hypotheses that employee engagement mediates the relationship between the perceived learning climate and these extra-role behaviors. Moreover, engagement provides a more thorough explanation than job satisfaction or job involvement for these relationships. The implications for organizational theory, research, and practice are discussed.
There has been a growing impetus to bridge the gap between basic science discovery, development of evidence-based practices (EBPs), and the availability and delivery of EBPs in order to improve the ...public health impact of such practices. To capitalize on factors that support implementation and sustainment of EBPs, it is important to consider that health care is delivered within the outer context of public health systems and the inner context of health care organizations and work groups. Leaders play a key role in determining the nature of system and organizational contexts. This article addresses the role of leadership and actions that leaders can take at and across levels in developing a strategic climate for EBP implementation within the outer (i.e., system) and inner (i.e., organization, work group) contexts of health care. Within the framework of Edgar Schein's "climate embedding mechanisms," we describe strategies that leaders at the system, organization, and work group levels can consider and apply to develop strategic climates that support the implementation and sustainment of EBP in health care and allied health care settings.
Organizational climate is arguably the most studied representation of the social context of organizations, having been examined as an antecedent, outcome, or boundary condition in virtually every ...domain of inquiry in the organizational sciences. Yet there is no commonly recognized, domain-independent theory that is used to explain why and how climates both form and affect behavior. Rather, there is a set of climate theories (and literatures) housed across a variety of divergent content domains. As a result, researchers who study climate in one domain are often unaware of climate advancements made in another. This lack of a theoretical lingua franca for climate limits our ability to understand what is known about climate and how climate research-whether domain-specific or domain-independent-can progress in a more cogent fashion. To resolve these fractures and unify climate scholarship, this article integrates existing theoretical perspectives of climate into a singular climate theory that summarizes and articulates domain-independent answers to the questions of why and how climates form and influence behavior in organizations. Using the individual drive to reduce uncertainty in meaningful social settings as the motivational mortar for this theoretical integration, we offer a needed reorientation to the field and illuminate a path forward for both future domain-specific and domain-independent climate advancements.
Direct forms of individual employee voice are potentially important yet underexplored antecedents of work engagement. Based largely in job demands–resources theorizing, we develop a conceptual ...multi-level framework that explores how individual employee perceptions of voice practices affect their level of work engagement. We argue that the extent to which voice practices might converge as ‘best practice’ to create work engagement is influenced by factors at three levels: macro-level national culture (the degree of power distance), meso-level organizational climate (the extent of empowering leadership and participation), and micro-level relationship quality between employee and supervisor (leader–member exchange). Positioning this framework in the human resource management convergence/divergence debate, we develop propositions for future research linking direct employee voice and work engagement.
•Intended voice practices can differ from employee perceptions of these practices.•Macro, meso, and micro-level factors influence voice practice convergence.•Factors affecting employee voice practices can be context-free or context-specific.
"A meta-analysis was conducted on job demands, resources, and attitudes and their relation with burnout in regard to the COR theory. The version of the Maslach Burnout Inventory used was explored as ...a moderator of the aforementioned variables. Results suggest that higher demands, lower resources, and lower adaptive organizational attitudes are associated with burnout. In particular, results of the current study show stronger relations than previous metaanalysis (Lee & Ashforth, 1996) have suggested. The scale type also provided some evidence of moderation, with stronger effects found in samples that utilized the MBI-HSS. Implications of the findings in relation to the COR theory and future research directions to clarify the relation between job demands, job resources, organizational attitudes and burnout are discussed." (Author's abstract, IAB-Doku). Die Untersuchung enthält quantitative Daten. Forschungsmethode: empirisch-quantitativ; empirisch; Metaanalyse.
We examined employees' green organizational identity as a mediator and green organizational climate as a moderator in the relationship between environmental leadership and follower green innovation ...behavior. Through collecting data (
= 313) from public organizations in China at different times, we found that environmental leadership is positively related to employees' green innovation behavior through increasing their green organizational identity. Meanwhile, the mediating relationship is conditional on the moderator of green organizational climate. The current study aims to clarify the mechanism and boundary condition in the relationship between environmental leadership and employees' green innovation behaviors.
Research and the media demonstrate the profound impact hostile work environments have on organizations and their members. Often, the term "toxic work climate" is used to describe patterns of ...aggressive behaviors that harm individuals and manifest in the broader workplace. However, despite these common references, scholars still know relatively little about what a toxic work climate actually entails, the processes by which they emerge, and their influence on organizational outcomes. The research domain is complex. Within the organizational literature alone, toxic work climates have been described as those that harbor abusive bosses, aggressive employees, and those that show signs of bullying or incivility. Our aim in this integrative conceptual review is to add precision and focus to this multidisciplinary and fragmented literature. Grounding our efforts in multilevel theories, we first introduce an overarching definition of the toxic work climate construct and review research on existing hostile climate types that can appropriately be consolidated under this new heading. We then develop a new theoretical model that outlines the dominant causes and mechanisms by which toxic work climates form, and the main pathways by which they influence employees, teams, and organizations. Finally, we provide a unified path forward for advancing theory, research, and practice, including advice on how toxic climates might be combated in years to come. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
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