This study aimed to identify the impact of organizational climate with these six dimensions namely organizational structure, communication, leadership style, decision-making, motivation and ...technology on employee loyalty (emotional loyalty, moral loyalty and continuing loyalty) to the management of SONELGAZ distribution in Ain Defla. In this study, we used the method of descriptive analysis through a form randomly distributed to 200 employees, from which we recovered 150 questionnaires, which means that the sample study consisted of 150 workers. We also used the SPSS V28 statistical processing method to collect the data and analyze the results. The results showed a statistically significant effect of organizational climate on employee loyalty at the level of SONELGAZ distribution management in Ain Defla.
Despite a plethora of literature on organizational climate for innovation and the persuasive arguments establishing its link to organizational performance, few studies hitherto have explored ...innovative work behavior of managers. Specifically, limited attention has been paid to explaining how organizations perceive the importance of stimulating innovative work environments. Drawing from organizational climate theory, this study investigates the mediating effects of innovative work behavior on the relationship between organizational climate for innovation and organizational performance. Our findings from a survey of 202 managers working in Malaysian companies demonstrate that innovative work behavior plays a mediating role in the relationship between organizational climate for innovation and organizational performance. Implications of these findings and avenues for future research are discussed.
•Climate for innovation was positively associated with innovative work behavior.•Innovative work behavior was positively associated with organizational performance.•Climate for innovation was positively associated with organizational performance.•Findings showed the mediating role of innovative work behavior
ABSTRACTThis study aims to analyze the magnitude of the influence of work motivation and organizational climate on the performance of employees of the Bureau of Public Relations and Protocol of ...Regional Secretariat of Maluku Province. The approach used in this research is quantitative approach. The population in this study is all employees in the Bureau of Public Relations and Protocol Secretariat of Maluku participating 40 people. The sample is part of the population or part of the number and characteristics of the population. A sample of 25 people were determined randomly based on the sample tables of Issac and Michael. Data were analyzed by multiple linear regression. The result of the research shows that (1) work motivation consisting of salary, job itself, promotion, supervision and organization climate consisting of responsibility, identity, warmth, support, conflict simultaneously has positive and significant effect to employee performance, (2) salary is a variable of work motivation factors that has a positive and significant influence and the most dominant on employee performance and (3) Warmth is a variable of organizational climate factors that has a positive and significant influence and second dominant to the performance of the Bureau of Public Relations and Protocol of Regional Secretariat of Maluku Province.
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.
La investigación presenta como objetivo establecer la relación existente entre el síndrome de Burnout y el clima institucional en un grupo de docentes. Para la toma de datos se eligieron tres ...colegios de modalidad pública del distrito de Lurín y para la recolección de información se utilizó el test de Maslach Burnout Inventory y el cuestionario de Clima institucional, ambos instrumentos validados y con confiabilidad aceptable comprobadas por la prueba estadística Alpha de Cronbach. Se determinó que el 80% de los encuestados presenta el síndrome a varios niveles lo cual es un indicador negativo y se recomienda abordarse en las instituciones respectivas. Se evaluó además cada una de las dimensiones y se ofrecen recomendaciones acordes a las conclusiones arribadas.
Understanding and remedying women's underrepresentation in majority-male fields and occupations require the recognition of a lesser-known form of cultural bias called masculine defaults. Masculine ...defaults exist when aspects of a culture value, reward, or regard as standard, normal, neutral, or necessary characteristics or behaviors associated with the male gender role. Although feminist theorists have previously described and analyzed masculine defaults (e.g., Bem, 1984; de Beauvoir, 1953; Gilligan, 1982; Warren, 1977), here we define masculine defaults in more detail, distinguish them from more well-researched forms of bias, and describe how they contribute to women's underrepresentation. We additionally discuss how to counteract masculine defaults and possible challenges to addressing them. Efforts to increase women's participation in majority-male departments and companies would benefit from identifying and counteracting masculine defaults on multiple levels of organizational culture (i.e., ideas, institutional policies, interactions, individuals).
The purpose of this research is to provide a richer lens on the ethical organizational environment by examining the relationship between ethical leadership and unit‐level unethical behavior through ...ethical organizational climate (EOC), with collective moral identity as a boundary condition. In testing our theoretical model, we first develop and validate a measure of EOC to address concerns with existing measures of ethical climate. Second, we examine the role of collective moral identity as a moderator of the relationship between EOC and unit unethical behavior. We discuss implications regarding the importance of developing a more comprehensive conceptualization of EOC.
Over the last two decades, we have witnessed growing empirical research on the concept of innovation climate at both the team and organizational levels. This article systematically reviews the ...literature surrounding the concept, focusing on its antecedents and outcomes, and empirical work where it has been treated as a moderator. Based on the review, we propose an agenda for future research that highlights the need to incorporate alternative theoretical perspectives to enhance our understanding of the innovation climate concept and its impact in driving team‐ and organizational‐level outcomes. In addition to theoretical future research strands, we also highlight opportunities for empirical advancement of the field. In particular, we highlight the need to examine the negative influence of innovation climate, adopt a more dynamic approach to examine how innovation climates develops over time, and explore the influence of cultural and institutional factors on the development of innovation climate.
Practitioner Points
Innovation is essential for organizations wishing to remain competitive and thrive in the highly competitive global marketplace.
This study consolidates the insights from prior research linking leadership and team/demographic/workplace characteristics to both the team innovation climate and the organizational innovation climate.
Understanding innovation climate provides practitioners with insight into the levers they may utilize to encourage innovation within the organization.
In addition, the outcomes of innovation climate are synthesized in this paper which provides practitioners with insight into the expected benefits of focusing on developing a climate for innovation.
Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices ...or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.
•Caring human resources management (HRM) practices will be positively related to an organizational climate of care and concern for employees.•An organizational climate of care and concern for employees will be positively related to employee caring for their organization.•Employees who care about their organization will enact their care by being more engaged in their job and work roles.•An organizational climate of care and concern for employees will mediate the relationship between caring HRM practices and employee engagement.
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