Purpose/significance Knowledge sharing has become the mainstream of the times, and how to manage knowledge sharing has been paid more and more attention by scholars and enterprise managers. Employee ...knowledge sharing is a kind of social interaction, and the knowledge sharing behavior is not only affected by motivation, but also affected by the working environment. Method/process On the basis of theoretical analysis, the research model and research hypothesis were proposed, and the questionnaire was designed. Based on the results of 224 questionnaires, this paper explored the influence of organizational atmosphere on employees' knowledge sharing motivation. Result/conclusion The results show that organizational atmosphere has a significant positive effect on employees' knowledge sharing motivation. The friendly relationship atmosphere, innovation atmosphere and fair atmosphere in organizational atmosphere have significant positive influence on the incentive motivation, reciprocity motivation, fun motivat
This study was conducted to determine directly the effect of three independent variables competence, compensation and organizational atmosphere on the performance of employees of PT. Persada Multi ...Mandiri Jakarta. Determination of employee performance is determined because the development of information technology is very fast causing very big changes in the world of business communication. Therefore, companies engaged in communication must prioritize appropriate human resource activities. On this occasion, three independent variables of competence, compensation and organizational atmosphere are used which have a direct effect either partially or simultaneously on the performance of the employees of Persada Multi Mandiri Jakarta. The method used in this research is a quantitative method with a descriptive research type that describes the phenomenon being studied through a regression equation that is determined after all research data is tested with validity, reliability, normality, multicollinearity and heteroscedasticity tests. The sample in this study was 100 respondents from a population of 132 people with an accuracy of 5%. The simple regression equation is said to be significant and positive if t count >t table . Meanwhile, for multiple regression equations, it will meet the significant and positive criteria if F count > F table . The results of the study found that all effects were positive and significant, because for the partial effect, all t count > t table (3,033; 4,789 and 4,692 > 2,365). Simultaneous effect is also significant and positive because F count >F table (10,182>3.99). The partial effect in percent (%) for compensation, competence, and organizational atmosphere was (8.6%; 19.0% and 18.3%). This effect is true because all F count >F table (9,197; 22,930 and 22,012 > 6.90) While the simultaneous effect in percent is 21.8 %). This effect is true because F count >F table (10,182>3.99).
This research aimed to study the level of organizational climate, happiness at work, and organization engagement. It included research into the relationship between organizational climate and ...employee happiness and engagement, as well as the direct and indirect effects of organizational climate on employee happiness and engagement. A sample of 400 employees was used. The findings revealed the following: 1) Organizational Climate (OC) directly influencing Happiness at Work (HW) had an influence coefficient of 0.92 with a statistical significance level of 0.05. 2) Organizational Climate (OC) directly influencing Organization Engagement (OE) had the influence coefficient of 0.32 with the statistical significance at the level of 0.05 and indirectly influencing Organization Engagement (OE) through Happiness at Work (HW) had the influence coefficient of 0.59 with the statistical significance at the level of 0.05. 3) Happiness at Work (HW) directly influencing Organization Engagement (OE) had an influence coefficient of 0.64 with a statistical significance level of 0.05. 4) Organizational Climate (OC) could forecast 85 percent of Happiness at Work (HW). 5) Organizational Climate (OC) and Happiness at Work (HW) could jointly forecast 89 percent of Organization Engagement (OE). Doi: 10.28991/ESJ-2023-07-02-018 Full Text: PDF
In recent years, it has been argued that the public sector should stage citizen experiences to put the human before the system. The paper explores how a public organization stages such citizen ...experience in practice. In order to do that, the paper builds on Gernot Böhme’s understanding of atmosphere as a scenographic practice, reflecting how aesthetic practices have become pivotal in an ongoing aesthetization process in society as an enhanced focus on experiental value. The paper engages with contemporary theatre to critically elaborate the theatricality of staging organizational atmospheres as both a social and political concern. While the paper studies how the staging of atmospheres can be theoretically understood and empirically investigated, the paper argues that the staging of organizational atmosphere contributes to thinking organization as an aesthetic phenomenon.
Las organizaciones hoy en día se encuentras en un constante cambio con el fin de mantenerse en el mercado, por esto el liderazgo es fundamental y de suma importancia en las organizaciones y ha tenido ...relevancia en las últimas décadas siendo asociado con el clima organizacional, es decir según el tipo de liderazgo que exista en la organización se ejerce una influencia en el bienestar y la efectividad de los seguidores dando como resultado positivo o negativo la productividad de las organizaciones. El propósito de la investigación fue determinar la relación entre el estilo de dirección y el clima organizacional en las empresas del sector solidario de Ocaña, Norte de Santander. El estudio asumió una perspectiva epistemológica con paradigma positivista, a partir de una metodología cuantitativa, donde se evalúan dos variables (liderazgo y clima organizacional) de tipo correlacional, a su vez no experimental de corte transaccional. El instrumento que se utilizo es el cuestionario adoptado en el modelo Multifactor Leadership Questionnaire, conocido por sus siglas como MLQ, un modelo desarrollado por Bernard Bass y Bruce Avolio a través de una escala de Likert. Los resultados pudieron evidenciar que existe una correlación positiva y moderada entre las variables objeto del estudio del 56.2%, además se evidencia que el liderazgo transaccional es el predominante en las empresas del sector solidario de Ocaña, Norte de Santander
Expanding on the literature on rapport-building behavior within the airline industry, this study analyzed the influence of rapport-building behaviors (uncommonly attentive behavior, common-grounding ...behavior, courteous behavior, connecting behavior, and information-sharing behavior) on cabin crew members’ empathy toward their colleagues. We also analyzed the effect of empathy on variables such as team performance, organizational atmosphere, and instances of irregularity. We analyzed 230 samples obtained from an online questionnaire and convenience sampling of full-service domestic and international carriers in South Korea. A structural equation modeling (SEM) revealed that uncommonly attentive behavior, courteous behavior, connecting behavior, and information-sharing behavior showed a positive effect on empathy among colleagues, which in turn positively influenced team performance, organizational atmosphere, and possible irregularities. Moreover, we found that the presence of participants’ closest colleagues within the same team did not moderate the relationship between rapport-building and empathic behavior between airline crew members. Our study has important implications for crew members’ dignity and protection from emotional labor while working in high-pressure environments. Our findings can be used to revise the airline industry’s crew management guidelines and improve the crew’s psychological health and quality of life.
The third millennium management calls for a paradigm shift from negativity to the positivity for optimal use of potentials, statuses, and positive human resource capabilities using positive ...organizational policies and procedures. Positive psychology movement has led to significant achievements for human resources management and leaders. In practice, it is also revealed that applying positive psychological maxims in work is correlated with increased productivity. The present paper, which is a scientific review, intends to study the positive psychology concept and the effect of authentic leadership and organizational atmosphere through literature review.
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