Organizational culture is supposed to be characterized by sharing of positive norms and values that are in the favor of every single member of the organization. Every member has self-respect and ...trust in the organizational practices. If employees are satisfied with their work and relationship with different aspects of the organization, the organizational culture is said to be positive and employee friendly. Likewise, transformational leadership is characterized by sharing-culture where leader keeps contact with every individual employee, the creativity and innovation of the workforce is given due weight and the well-being of the worker is valued and supported. While transactional leadership is more organizational and rules oriented than the employees. It is therefore assumed that organizational culture is supportive for transformational leadership but less or insignificantly connected with transactional leadership. For this purpose, data were collected through structures questionnaire from the workforces hailing from southern region's higher educational institutions of Khyber Pakhtunkhwa. Statistical evidence also supports these assumptions with varying values and strength of statistical results. The findings have implications for organizational management to reconsider the role of organizational culture in relation to transformational and transactional models of leadership in the organizations.
Service climate captures employees' consensual perceptions of organizations' emphasis on service quality. Although many studies have examined the foundation issues and outcomes of service climate, ...there is a lack of a comprehensive model explicating the antecedents, outcomes, and moderators of service climate. The current study fills this void in the literature. By conducting a meta-analysis of 58 independent samples (
N
= 9,363), we found support for service climate as a critical linkage between internal and external service parameters. In addition, we found differential effects of service-oriented versus general human resource practices and leadership on service climate, as well as disparate impacts of service climate contingent on types of service, measures of service climate, and sources of rating. Research and practical implications are discussed.
Building upon and extending Parker, Bindl, and Strauss's (2010) theory of proactive motivation, we develop an integrated, multilevel model to examine how contextual factors shape employees' proactive ...motivational states and, through these proactive motivational states, influence their personal initiative behavior. Using data from a sample of hotels collected from 3 sources and over 2 time periods, we show that establishment-level initiative-enhancing human resource management (HRM) systems were positively related to departmental initiative climate, which was positively related to employee personal initiative through employee role-breadth self-efficacy. Further, department-level empowering leadership was positively related to initiative climate only when initiative-enhancing HRM systems were low. These findings offer interesting implications for research on personal initiative and for the management of employee proactivity in organizations.
Through its focus on the City of London as a particular work sector and setting, this paper emphasizes the symbolic and material significance of place to understanding the lived experiences of power ...relations within organizational life. The socio-cultural and material aspects of the City are explored through an analysis of the rhythms of place, as well through interview data. Using a methodological approach based on Lefebvre’s Rhythmanalysis in order to develop an embodied, immersive sense of how the City is experienced as a workplace, the paper makes a methodological, empirical and theoretical contribution to an understanding of the way in which rhythms shape how place is performed. Using rhythmanalysis as a method, the paper shows the relationship between rhythms and the performances of place, foregrounding a subjective, embodied and experiential way of researching the places and spaces of organizing.
In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational ...embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.
Social media are prominent channels to foster the social debate about climate change. This research explores the strategies that institutions supporting scientific consensus on climate change ...undertake in order to communicate through social media. We conducted 21 semi-structured interviews with community managers and communication directors of organizations of different characteristics in several countries. From the responses we have identified strategies that are based on communicators’ perceptions and experience. We identified strategies that: (a) orientate the communication objectives, (b) help to approach citizens in an effective way, and (c) create interaction with the users. This provides a repertoire of well-grounded strategies that can work as a guide that may help organizations to design their actions to communicate climate change through social media. We conclude that including higher levels of interaction in social media strategies remains a challenge that could lead to a more effective social debate on climate change.
This article contributes to our understanding of public service motivation and leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of ...public service motivation on employees' attraction to the organizations mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation.Second, the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important indirect effect on mission valence through its influence on chrifying organizational goals and fostering public service motivation.
This article develops the argument that team-member exchange (TMX) relationships operate at both between- and within-group levels of analysis to influence an employee's sense of identification with ...coworkers in the group and their helping organizational citizenship behavior (OCB) directed at coworkers. Specifically, we propose that relatively higher quality TMX relationships of an employee as compared with other members of the group influence an employee's sense of positive uniqueness, whereas higher average level of TMX quality in the group creates a greater sense of belonging. Multilevel modeling analysis of field data from 236 bank managers and their subordinates supports the hypotheses and demonstrates 3 key findings. First, team members identify more with their coworkers when they have high relative TMX quality compared with other group members and are also embedded in groups with higher average TMX. Second, identification with coworkers is positively related to helping OCB directed toward team members. Finally, identification with coworkers mediates the interactive effect of relative TMX quality and group average TMX quality on helping. When TMX group relations allow individuals to feel a valued part of the group, but still unique, they engage in higher levels of helping. Overall moderated mediation analysis demonstrates that the mediated relationship linking relative TMX quality with helping OCB via identification with coworkers is stronger when group average TMX is high, but not present when group average TMX is low. We discuss theoretical and practical implications and recommend future research on multilevel conceptualizations of TMX.
Organizational Citizenship Behavior (OCB) is a voluntary act of creativity and innovation designed to enhance an individual's or organization's performance with persistence and enthusiasm, involving ...taking more responsibility and encouraging others to do the same. One of the challenges that must be faced is low OCB. Instances reflecting low OCB behavior include difficulty finding replacements when colleagues are not available, a lack of commitment to tasks beyond routine work, and a strong sense of indifference. Therefore, an analysis is needed to determine the relationship between tenure, job satisfaction, organizational culture, and OCB at Delta Surya Sidoarjo Hospital. The research method used is descriptive quantitative. The number of randomly selected respondents was 165. There were two variables in this study: the independent variable and the dependent variable. Independent variables include tenure (X1), job satisfaction (X2), and organizational culture (X3). The dependent variable in this study was Organizational Citizenship Behavior (Y). Two data analysis techniques employed in this study: the linear regression test and the chi-square test. Based on the research results, it was found that the measurements of Organizational Citizenship Behavior for Delta Surya Hospital employees on December 19, 2022, showed that 33.33% of employees had high OCB, while 66.66% had low OCB. Using the linear regression test, it was stated that tenure did not affect OCB (sig = 0.396), Organizational Culture affected OCB (sig = 0.000), and job satisfaction influenced OCB (sig = 0.000). Job satisfaction at Delta Surya Hospital is high, while Organizational Culture and Organizational Citizenship Behavior are low. Job Satisfaction and Organizational Culture affect Organizational Citizenship Behavior, while tenure has no effect.
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