ლიდერობის გავლენა ორგანიზაციულ კულტურაზე

While research demonstrates child welfare workers are at an increased risk of secondary traumatic stress (STS) and burnout (BO), less is known about organizational factors that reduce these negative health outcomes. This study draws on organizational research to explore factors related to child welfare workers’ well-being. Compassion climate is an individual-level measure of compassion experienced by a worker. Organizational culture of compassion is an meso-level measure of everyday practices of compassion. This cross-sectional study uses a sample of child welfare workers in one Midwestern state (n = 454). Participants completed the Professional Quality of Life and organizational compassion climate and culture measure. Multiple linear regression was used to examine the relationship between STS, BO, and compassion satisfaction (CS) with organizational compassion climate and culture. Results revealed organizational climate statistically significantly predicted lower STS, BO, and higher CS. However, the inclusion of organizational culture measures rendered organizational climate no longer significant. Organizational culture measures statistically significantly predicted lower BO and higher CS. Only one organizational culture measure predicted lower STS, namely help offering. Overall results suggest organizational culture being more important to well-being than organizational climate and provide initial evidence for organizational compassion as one pathway toward positive well-being among child welfare workers.

A significant number of scientific works by foreign and domestic scientists are devoted to studying the problems of the development of the company's organizational culture and the search for ways to transform the company's organizational culture in the conditions of globalization. An essential factor in increasing the competitiveness of a modern company, on the one hand, and one of the strategic resources of the company's development is precisely its organizational culture. In current economic science, the study of the essence of the concept of corporate culture, its components, mechanisms of formation, and development of the company's organizational culture occupies a leading place in both theoretical and practical aspects of the activities of modern companies. This study aims to identify and analyze the features and components of the development of the company's organizational culture. Organizational culture has a relatively significant influence on employees and the entire company's activities. Corporate culture allows you to develop and maintain a stable social and psychological climate in the team. It ensures the strength and development of the organization, including the development of personnel competen-cies. Developing organizational culture is an essential process of every company's activity. It is this factor that will depend on the efficiency of the enterprise in the future. A high degree of compatibility with the organization's strategy and culture is an essential factor in the organization's competitiveness, success, and development. The sequence of developing the compa-ny's organizational culture was proposed, which included four stages. The first stage is the organization of work on develop-ing the company's corporate culture. The second stage is planning the development of organizational culture. The third stage is administrative and regulatory support for developing the company's organizational culture. In addition, the fourth stage is the implementation of measures to establish the company's corporate culture. Keywords: organizational culture, development of organizational culture, stages of development of organizational culture, main competitive advantages of the company.

The purpose of this paper is to describe employee organizational culture and work ethic in an endeavor to improve organizational performance. The assumption built was organizational culture becoming the driving factor of work ethic. In turn, organizational culture and work ethic are capable to influence organizational performance. This research utilized a qualitative approach and case study research. The research was conducted at the Regional Secretariat of the Malaka Regency, East Nusa Tenggara Province. The focus of this research was; (1) Organizational culture; values developed in the organization and are the behaviors of the members of the organization. (2) Work Ethic; the employee’s ability to self-actualize in achieving goals as reflected through work spirit. (3) Performance; the work or achievement shown by employees. The research informants were determined through purposive technique. Data collection techniques used were interviews, documentation, and observation.The research results exhibited that the organizational culture in the Regional Secretariat of Malaka Regency was influenced by several factors including Workload, Human Resources, Organizational Structure, Relations of Power, and Wages. The work ethic in the Regional Secretariat of Malaka Regency is influenced by organizational culture and organizational climate. Organizational climate is influenced by several factors including Workplace Conditions, Organization / Leadership Trust, Organizational / Leadership Rewards, Work Associates, Leadership Character / Leadership Style, Organizational Physical Environment, and Assessment of Others. In addition, the Regional Secretariat of the Malaka Regency performance was influenced by the work ethic. The work ethic itself is influenced by organizational culture and organizational climate. Higher response to existing factors in the organizational culture and organizational climate indicates higher employee's work ethic which would improve performance. On the contrary, lower response to existing factor in organizational culture and organizational climate indicates lower work ethic which would reduce performance. Keyword: Organizational Culture, Work Ethic, Performance, Organization DOI : 10.7176/DCS/9-11-01 Publication date: November 30 th 2019

Factors influencing child welfare employee's turnover: Focusing on organizational culture and climate

This study aims to examine and analyze the influence of Political Organization, Organizational Climate, and Organizational Culture on Organizational Citizenship Behavior (OCB) with Job Satisfaction as an intervening variable at Liquor Distributor. The object of this research is the employees of Liquor Distributor as many as 45 respondents. The approach used in this research is the Component or Variance Based Structural Equation Model with Smart-PLS analysis tools. The results Showed that the Political Organization had no significant effect on Job Satisfaction on the employees of Liquor Distributor. Organizational Climate has a significant positive effect on Job Satisfaction on Liquor Distributor. Organizational Culture has a significant positive effect on Job Satisfaction on Liquor Distributor. Political Organizational positive significant effect on Organizational Citizenship Behavior (OCB) on employees of Liquor Distributor Organizational Climate has a significant positive effect on Organizational Citizenship Behavior (OCB) for employees of Liquor Distributor. Significantly positive effect Organizational Culture on Organizational Citizenship Behavior (OCB) on employees of Liquor Distributor. Job Satisfaction has a significant positive effect on Organizational Citizenship Behavior (OCB) for employees of Liquor Distributor . Keywords: Political Organization, Organizational Climate, Organizational Culture, Organizational Citizenship Behavior. Job satisfaction DOI: 10.7176/EJBM/12-13-08 Publication date: May 31 st 2020

The article discusses the features of formation and development of organizational culture of the University as customer-centric technology. The phenomenon of organizational culture is an essential resource for improving the competitiveness of the University, innovative development, indicators of international and research activities of the University. Stream organizational culture external (students, parents, employers) and internal (students, faculty, University administration, staff/employees) customers of the University determines the integration of elements of organizational culture of University in business environment of enterprises, through the involvement of graduates in professional environment. Organizational culture plays a very active role in the governance of higher education institution. At the present level of development of the market of educational services with the introduction of the national project of modernization of the education system organizational culture becomes a significant part of the formation of the University as an economic entity. It is a powerful factor in increasing the attractiveness of higher education institutions for potential consumers of educational and other services, as well as his staff. Organizational culture affects each student during his adaptation and socialization, psychological growth and learning at the University. Organizational culture and, after graduation, is in a symbiotic relationship with the employee as the object of professional activity. Potential employee during the period of study at the University “consumes” the historically established values of the University, participates in the established and developing its traditions, abides by the norms and rules of behavior, adapts to the society through various kinds of symbolism of the University, etc. In turn, the organizational culture of the University, as a basis for the development and socialization of a young man, becoming an integral source of positioning of the student in the process of employment and professional activities. In the future professional activity of the specialist brings formed in the period of study in the University organizational culture in the workplace. Consumption of organizational culture of the students as customers of educational services necessitates consideration of the phenomenon of the position of customer focus. Customer-oriented approach is a system consisting of several major elements: customer-oriented philosophy of the organization, the product that meets the expectations of customers, internal processes, staff who are carriers of competences, customer service. Customer-oriented approach of the University has its own characteristics and limitations associated with the nature of educational services designed to meet the needs in education. Appropriate consideration of customer-oriented organizational culture of the University as a system of values, behavioral norms, traditions, rituals and symbols, focused on the internal or external client for the purpose of accounting and the implementation of its requirements and interests in the activities of educational institutions. The influence of customer-oriented organizational culture as an effective factor in the professionalization and labour market adaptation of University graduates. Analysis of the results of sociological research allowed to identify the main problems and prospects customer-oriented approach in the development of organizational culture of higher educational institutions. The results of the study highlighted the problem of continuity of norms and values formed within the organizational culture of the University, and the requirements of normative-value characteristics of graduates by employers. Differences in rating the importance of values and normative components of organizational culture of educational institutions and organizations can be seen as a barrier, hindering the process of employment and adaptation of graduates at the enterprises. This requires defining the requirements of the business community for higher education institutions in the development of the preferred set of cultural competencies necessary for the graduate to successfully realize their career aspirations in terms of a specific organization.

This study aims to: (1) describe the variable servant leadership, teacher job satisfaction, work motivation, organizational culture, and organizational climate, (2) analyze the relationship between servant leadership and teacher elementary school job satisfaction moderated by work motivation, organizational culture, and organizational climate, and (3) analyze the influence of servant leadership on teacher job satisfaction moderated by work motivation, organizational culture, and organizational climate. The approach used in this research is quantitative, with descriptive and correlation method. The population of the research is elementary school teachers in the Nganjuk Regency, with a total of the sample are 274 respondents. Samples were taken by non-probability sampling, namely purposive sampling. Data were taken by questionnaire. The data analysis technique used SPSS relation 24.0 and SmartPLS 4. The results of the study: (1) The description of servant leadership was dominated by excellent answers, teacher job satisfaction respondents answered satisfied, very high work motivation, good organizational culture, and good organizational climate. (2) The results of the path analysis simultaneously show a relationship. However, partially the relationship between servant leadership and teacher job satisfaction has only a relationship if moderated by the variables of work motivation and organizational climate, which have a significant relationship. In contrast, moderation of organizational culture has nothing to do. (3) there is an influence between servant leadership and teacher job satisfaction which is moderated by work motivation, organizational culture, and organizational climate. The results of the analysis of specific indirect effects are, the strongest is the relationship between servant leadership and teacher job satisfaction which is moderated by organizational climate variables. The results of the analysis of the influence between variables, namely that there is a contribution between servant leadership and teacher job satisfaction which is moderated by work motivation, organizational culture, and organizational climate.

This chapter addresses the impact that organizational culture and climate have on employee turnover. Organizational culture and climate capture the meaning employees derive from cues in their work environment. The interaction between individuals and their work environment has important implications for employees' attitudes and behaviours, which in turn have direct effects on employee turnover. For organizational culture, the chapter examines three perspectives: that some cultures may be more desirable to employees and thus have lower turnover; that the fit between employee values and the organization's values are a primary predictor of turnover; and that some organizations may have a culture of turnover. For organizational climate, it also examines the general effects of the molar climate on turnover, as well as the relationships found between a variety of specific, focused climates and turnover. The chapter concludes with a number of future directions for research on organizational culture, climate and turnover.

This study aims to examine and analyze the influence of leadership and organizational culture on employee performance through organizational commitment as an intervening variable of the Makassar New Port Project of PT. PP (Persero) Tbk. Data was collected by a survey method, using direct observation and questionnaire instrument made on the paper and distributed to 103 employees with three job divisions, namely finance & administration, engineering, and operational. Of the 103 employees, 103 responded. Data is then analyzed using the IBM SPSS Statistics 25 program. The results showed that leadership styles and organizational culture have a positive and significant direct effect on organizational commitment, leadership styles and organizational culture have a positive and significant direct effect on employee performance, Organizational commitment has a positive and significant direct effect on employee performance. The results of the analysis also show that leadership styles and organizational culture have no significant effect on employee performance through organizational commitment. This implies that leadership style, organizational culture, and organizational commitment play a key role in increasing employee performance.

This study aims to determine the effect of organizational culture on employee performance, leadership style on employee performance, work motivation on employee performance, organizational culture on work motivation, leadership style on work motivation, organizational culture on employee performance through work motivation and determine the effect of leadership style and organizational culture on employee performance through work motivation. The research was conducted at PT. Kereta Commuter Indonesia involves 122 employees of the company. Data analysis using path analysis. The results showed that organizational culture variables affect employee performance, leadership style affects employee performance, motivation affects employee performance, organizational culture affects motivation, leadership style affects motivation. Organizational culture on employee performance is 0.564. The influence of organizational culture on performance through motivation is 0.697 x 0.865 = 0.603. In this case, the indirect effect is greater than the direct effect, so it can be said that the work motivation variable is intervening. The direct influence of organizational work culture on employee performance is 0.657. In contrast, the influence of work organizational culture on employee performance through motivation is 0.782 x 0.865 = 0.676. In this case, the indirect effect is greater than the direct effect, so it can be said that the work motivation variable is intervening.

This research examines the impact of leadership style and obedience pressure on budgetary slack, with organizational culture as a moderating variable. By employing a descriptive quantitative approach, the study investigates how these factors interact within organizations to influence the practice of intentional budgetary slack creation. A sample of 110 accounting students who have taken professional and business ethics courses was analyzed, providing significant insights into the dynamics between leadership, obedience pressure, and budgetary slack. Objective: This research aims to determine the extent to which leadership style and obedience pressure influence budgetary slack and how organizational culture moderates this relationship. It seeks to contribute to understanding budget management within companies, particularly the factors that encourage or mitigate the creation of budgetary slack. Theoretical Framework: This study is grounded in theories related to leadership styles, organizational culture, and budgetary practices. It examines the concept of budgetary slack within the framework of obedience pressure and leadership influence, highlighting the role of organizational culture as a potential moderating factor. Method: The research adopts a descriptive quantitative method, with a population comprising all accounting students who have completed professional and business ethics courses. A total of 110 students were sampled for the study. Data were collected and analyzed to assess the relationships between leadership style, obedience pressure, budgetary slack, and the moderating role of organizational culture. Results and Discussion: The findings indicate that obedience pressure and leadership style positively and significantly impact budgetary slack. Additionally, organizational culture was found to moderate the relationship between leadership style and budgetary slack. However, it does not moderate the impact of obedience pressure on budgetary slack. These results are discussed in the context of existing theoretical frameworks and previous studies. Research Implications: This study offers practical and theoretical implications for understanding and managing organisational budgetary slack. It highlights the importance of considering organizational culture and leadership style to control or leverage budgetary slack for organizational benefit. This research contributes to the literature by exploring the moderating role of organizational culture in the relationship between leadership style, obedience pressure, and budgetary slack. It provides new insights into how organizational dynamics influence budget management practices, offering valuable implications for both academic research and practical management. Originality/Value: This research contributes to the literature by exploring the moderating role of organizational culture in the relationship between leadership style, obedience pressure, and budgetary slack. It provides new insights into how organizational dynamics influence budget management practices, offering valuable implications for both academic research and practical management.

This article explains organizational climate and organizational culture and presents a brief history of research. The role of national culture in understanding organizational culture and climate is explained through a specific focus on the system of Polish administration. The paper presents both theoretical literature and empirical research in the field of Polish organizational culture and climate with due respect to dysfunctions. Recommendations are made for additional thinking and research. The purpose of the study is to discover the perception of the organizational climate in the Polish system of administration from the opinions of civil servants and address this perception with the scientific literature that reveals how the Polish administration institutions possess an organizational climate and culture flawed by anti-efficiency and pathological phenomena. The results of the research indicate that despite the disconnect between the more negative image of organizational climate presented in the literature and the opinions expressed by the surveyed civil servants, large improvements are necessary to make the climate more efficient according to the latest Western standards.

Since leadership beliefs differ across cultures, there remains a paucity of evidence on the relationship between leadership styles, organizational culture, and affective organizational commitment. Therefore, this study made an attempt to examine the relationship between leadership styles, organizational mission-driven culture, and affective commitment of Qatari Primary Health Care Corporation (PHCC) employees. Under the lens of implicit leadership theory, the study hypothesized the conditional role of organizational mission-driven culture on the relationship between transactional leadership style and affective organizational commitment. The study also hypothesized the direct relationship between transformational leadership and affective organizational commitment. Data was collected from 23 health care centes, and a total of 1029 valid responses were analyzed via SPSS. Findings of the study revealed that the direct relationship between transformational leadership and affective organizational commitment of employees is positive and significant. Conversely, the direct relationship between transactional leadership and affective organizational commitment of employees is insignificant. Interestingly, the conditional role of mission-driven culture magnifies the relationship between transactional leadership and affective organizational commitment of employees, indicating that to reach a balance between transactional and transformational leadership styles, the role of mission-driven culture is considerable. These findings confirm that leadership beliefs differ across culture and conclude that transformational leaders reinforce organizational culture while transactional leaders work under existing organizational culture.

Organizational climate and culture may influence different work-related outcomes, including responsible conduct of research and research misconduct in academic or research organizations. In this scoping review we collected evidence on outcomes of interventions to change organizational climate or culture in academic or research settings. Out of 32,093 documents retrieved by the search, we analysed 207 documents in full text, out of which 7 met the eligibility criteria and were included in the final analysis. The included studies measured organizational climate (2 studies), organizational culture (4 studies), or both (1 study) at biomedical faculties (4 studies) or non-academic university departments (3 studies). Four studies had post-test, and three before-and-after study designs. The majority of interventions were face-to-face activities (meetings, different teambuilding activities), and two were based on organizational change. Six studies reported positive changes in organizational climate/culture after the intervention. These positive changes were measured as improvements in score on different questionnaire survey or were described through authors' or external evaluator's narrative reports. However, the methodological quality of the studies was low, both for qualitative and quantitative study designs. Replicable studies, using rigorous methods and clearly defined outcomes are urgently needed if organizations want to achieve a real change in organizational climate or culture for responsible research. The protocol for this scoping review was registered at https://osf.io/7zjqb .

Leadership, organizational culture, and their effects on employee attitudes are key focuses in organizational behavior studies. In this research, there were two main aims: first, to explore how organizational trust influences the relationship between leadership styles and organizational culture, and second, to clarify the mediating role of organizational culture in the link between leadership styles and affective occupational commitment among academics in Istanbul, Türkiye. Participants were selected from various states and private universities using convenience sampling. A cross-sectional survey involving quantitative methods were used to examine the relationships between key variables. The data was collected from 352 respondents. Effective leaders build trust and adapt organizational culture, which fosters employee commitment to their roles. Despite the relevant theoretical framework, there is a strong and positive link between trust in organization, leadership, and organizational culture, so the hypothesized moderating role of trust in organization was rejected. In contrast, the findings confirm the mediating role of organizational culture in the connection between leadership styles and affective occupational commitment. Moreover, another significant research finding was that leadership styles are effective when an organization has a supportive and innovative culture. Most academics expressed dissatisfaction with the effectiveness of leadership and their work environment, indicating challenges in promoting a positive culture. This study clarifies the dimensions of leadership styles, organizational trust, culture, and emotional commitment, thereby contributing to the literature concerning these areas.