Background: Today, human power has a deep connection with organization, and the dimensions of personal and organizational life of people are intertwined in a complicated way. The present study was ...conducted with the aim of designing a structural model of the effect of organizational climate on life satisfaction with the mediating role of job satisfaction among employees of emergency medical centers. Methods: The present descriptive-analytical study was conducted cross-sectionally in 2021. The statistical population of the research included 270 employees of emergency medical centers in Ahvaz city, including the headquarters, urban and road bases, who were all included in the study using the census method. Data collection tools consisted of Halpin and Croft's organizational climate questionnaires, life satisfaction and Spector's job satisfaction. Data were analyzed using structural equation modeling technique in Smart PLS 3 software. Results: The findings showed that there was a significant and positive relationship between organizational climate and job satisfaction and job satisfaction and life satisfaction in emergency medical workers in Ahvaz city. Organizational climate has a significant and positive effect on life satisfaction through the mediation of job satisfaction. According to the path coefficients, the job satisfaction variable plays a mediating role in the relationship between organizational climate and life satisfaction with 0.51 units (0.776 x 0.663). The values of Standardized Root Mean Square Residual (SRMR) and Normed Fit Index (NFI) index were 0.089 and 0.571, respectively, which indicated the suitability of the presented model regarding the relationship between organizational climate, life satisfaction, and job satisfaction. Conclusion: Considering the effect of organizational climate on life satisfaction and the mediating role of job satisfaction, it is possible to increase employees' life satisfaction by providing a favorable environment in the organization and improving job satisfaction.
The pivotal role of teachers in delivering quality education is undeniable. However, the influence of the organizational climate on teachers’ motivation, which is crucial for educational outcomes, ...has not been extensively explored. This research delves into the impact of the school organizational climate on teacher job motivation, with a focus on the experiences of EFL teachers in Iran. The study sampled 25 EFL teachers using criterion sampling, including both male and female teachers. Participants engaged in semi-structured interviews, which were audio-recorded and analyzed using a phenomenological approach to elicit their views on the influence of school organizational climate on their motivation. The analysis revealed six salient themes: dysfunctional principal leadership, inequitable salary system and benefits, high teaching load, lack of autonomy, lack of constructive educational relationships, and unsatisfactory school facilities. The findings indicate that a negative school organizational climate significantly undermines EFL teachers’ motivation. In conclusion, the study highlights managerial and pedagogical implications for stakeholders in the education sector, emphasizing the need for an improved school organizational climate to bolster teacher motivation
Organizational climates are instrumental in guiding patterns of worker behavior across varied domains; yet it is noteworthy that climates do not exist in vacuums. Rather, climates are embedded within ...broader contexts with which they are not always congruent or harmonious. Incongruence between a climate and its context can occur when a climate emerges from strategic values that are divergent from meaningful features of the group or organization's environment. We propose, based on congruence theory, that when climates are incongruent with their context, they are less able to affect group performance. We tested a general hypothesis of climate-context congruence (CCC) by considering both the nature of the work performed by group members (CCC-work) and the predominant societal culture values (CCC-culture) as contextual boundary conditions for climate-performance associations. Using the competing values framework to conceptually distinguish climates based on their underlying values, we examined the extent to which CCC-work and CCC-culture explain variance in climate-performance relationships using meta-analytic regression. Our meta-analyses support the congruence hypothesis in several instances for both CCC-work and CCC-culture but also support a divergent compensatory perspective in others, where climate-context incongruence appears to provide offsetting performance benefits in some cases. We elaborate on the implications of these findings.
Although safety climate research has increased in recent years, persisting conceptual ambiguity not only raises questions about what safety climate really is—as operationalized in the literature—but ...also inhibits increased scientific understanding of the construct. Consequently, using climate theory and research as a conceptual basis, we inductively articulated safety climate’s general content domain by identifying seven core indicators of safety’s perceived workplace priority: leader safety commitment, safety communication, safety training, coworker safety practices, safety equipment and housekeeping, safety involvement, and safety rewards. These indicators formed the basis for a generalized safety climate measure that we designed for use across organizations, industries, and construct levels. We then conducted a multilevel construct validation of safety climate using the newly created measure in two separate studies. Results from five samples spanning multiple organizations, industries, and cultural settings revealed that the identified safety climate indicators were parsimoniously explained by an overarching safety climate factor at the individual and workgroup levels. In addition, multilevel homology tests indicated that safety climate’s associations with past safety incidents were nearly two times stronger at the workgroup level relative to the individual level, although this difference was not statistically significant. Finally, workgroup-level validity evidence demonstrated expected associations between safety climate and organization-reported pre- and postsurvey safety incidents. On the basis of this supportive evidence, we recommend that this conceptualization and measure of safety climate be adopted in research and practice to facilitate future scientific progress.
Based on the conservation of resource theory, this manuscript explores the impact mechanism of the challenge and hindrance stressors on innovation performance, introduces emotional atmosphere as a ...mediation variable, and on this basis, it examines the moderating role of organizational climate on emotional atmosphere and innovation performance. A two-wave survey of 263 subordinates and 29 supervisors who come from multisource field offered support for our model. Results showed that challenge stressors have a positive effect on innovation performance, positive emotional atmosphere mediates the relationship between challenge stressors and innovation performance; hindrance stressors have a negative effect on innovation performance, and negative emotional atmosphere mediates the relationship between hindrance stressors and innovation performance. Organizational climate strengthens the positive relationship between positive emotional atmosphere and innovation performance and weakens the negative relationship between negative emotional atmosphere and innovation performance. This study enriches the existing literature by identifying the impact of stressors on employee innovation performance and has certain practical significance for optimizing the management of enterprises and improving employee innovation performance.
A theoretical model of safety leadership, which incorporated both transformational and active transactional leadership styles, was tested using meta‐analytic path analysis. The final model showed ...that transformational leadership had a positive association with both perceived safety climate and safety participation, with perceived safety climate partially mediating the effect of leadership on safety participation. Active transactional leadership had a positive association with perceived safety climate, safety participation and safety compliance. The effect of leadership on safety compliance was partially mediated by perceived safety climate and the effect on safety participation fully mediated by perceived safety climate. The findings suggest that active transactional leadership is important in ensuring compliance with rules and regulations, whereas transformational leadership is primarily associated with encouraging employee participation in safety. Therefore, in line with the augmentation hypothesis of leadership, a combination of both transformational and transactional styles appeared to be most beneficial for safety. Avenues for further research and practical implications in terms of leadership training and development are discussed.
Practitioner Points
Developed and tested a model of safety leadership, which shows that both transformational and active transactional leadership styles are important aspects of effective safety leadership.
Study has implications for practitioners who are involved with the design of leadership training and development programmes, as such programmes should be tailored to focus on a range of leader behaviours that encompass active transactional as well as transformational style.
Findings suggest that leadership styles have a differential effect on safety compliance and safety participation – thus, training and development programmes should make specific links between leader behaviours and their subsequent influence on employee behaviour.
Purpose: This study aims to explore the relationships between leadership style, organizational climate, motivation, and organizational citizenship behaviors (OCB) among lower and middle-level ...employees in Jordanian telecommunications companies. The primary goal is to investigate how leadership style and organizational climate influence OCB, with motivation serving as an intermediary variable. By examining these interrelationships, the research seeks to provide insights into the factors shaping employee behaviors and performance within organizational settings. Methods: A random sample approach was utilized to select 450 employees from three Jordanian telecommunications companies. Self-completed questionnaires were distributed via email to the respondents during the latter half of 2021, resulting in 350 usable responses for analysis. Smart PLS 3.0 software was employed to test the interrelationships between leadership style, organizational climate, motivation, and OCB. The study utilized structural equation modeling (SEM) techniques to examine the direct and indirect effects of the variables of interest. Results and discussion: The findings reveal significant relationships between transformational leadership, transactional leadership, organizational climate, motivation, and OCB among employees in the telecommunications sector. Specifically, transformational and transactional leadership styles, as well as organizational climate, were found to significantly influence both motivation and OCB. The analysis also supported three hypotheses on the mediation effects of motivation. These results contribute to a deeper understanding of the complex dynamics driving employee behaviors and performance within organizational contexts. Implications of the research: The research findings carry implications for organizational leaders, managers, and policymakers seeking to enhance employee engagement, performance, and organizational citizenship behaviors. By recognizing the influence of leadership style and organizational climate on motivation and OCB, organizations can develop strategies to foster a positive work environment and cultivate a culture of proactive employee behaviors. The study underscores the importance of aligning leadership practices and organizational climate with motivational factors to promote desirable outcomes and organizational effectiveness. Originality/value: This study contributes to the literature by providing insights into the relationships between leadership style, organizational climate, motivation, and OCB within the context of Jordanian telecommunications companies. The examination of these interrelationships offers a unique perspective on the factors shaping employee behaviors and performance. Moreover, by exploring the mediating role of motivation, the study advances our understanding of the mechanisms through which leadership and organizational factors influence employee engagement and citizenship behaviors. The research adds to the body of knowledge on organizational behavior and provides practical implications for fostering a positive workplace environment and enhancing organizational effectiveness.
Work climates exert an important influence on organizations and the people who work in them. For more than half a century, scholars have sought to understand their antecedents and consequences. ...However, in recent years, this literature has become fragmented and somewhat adrift. This article attempts to remedy this by reviewing existing research related to organizational work climates and providing a review and critique of the current state of knowledge. Furthermore, the authors seek to assemble the individual pieces into a unified lens capable of identifying overarching themes and challenges facing researchers. Finally, the authors turn this lens to the future, so as to provide a clearer view of some promising avenues for research opportunities and potential for reintegrating the field.
The objectives of this study were to assess organizational climate in restaurants and to examine the impact of the individual-level characteristics of employees on organizational climate based on the ...well-known 17-dimension-framework. Survey questionnaires were distributed to more than 380 foodservice establishments in the United States. For the data analysis, 418 responses from managers and frontline employees were used. Principal component analysis, factor analysis, and analysis of variance were employed. This study indicated that age, education, work experience, title, and employee status impacted the organizational climate in restaurants. These results will be useful in developing managerial strategies to improve organizational performance in restaurants.
The purpose of this study is to examine the combined effects of organizational climate (OC) with emotional labor (EL) on turnover intention in Korean firefighters.
The data were obtained from the ...study Firefighters Research: Enhancement of Safety and Health. A total of 4,860 firefighters whose main duty was providing “emergency medical aid” were included. To examine the effects of OC on the relationships between five subscales of EL and turnover intention, four groups were created using various combinations of OC (“good” vs. “bad”) and EL (“normal” vs. “risk”): (1) “good” and “normal” (Group I), (2) “bad” and “normal” (Group II), (3) “good” and “risk” (Group III), and (4) “bad” and “risk” (Group IV). Multivariate logistic regression analyses were performed to estimate the risk of turnover intention for the combinations of OC and EL.
The results showed turnover intention was significantly higher in the group with “bad” OC (17.7%) than in that with “good” OC (7.6%). Combined effects of OC and EL on turnover intention were found in all five subscales with the exception of Group I for emotional demands and regulation. Groups II, III, and IV were more likely to experience risks of turnover intention than Group I (p for trend <0.001).
A positive and cooperative OC plays a role in decreasing the risk of turnover intention and in attenuating the negative effects of EL on turnover intention in firefighters.
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