Organizational Climate and Job Performance: an Integrative Approach.

Abstract

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesOrganizational Climate and Job Performance: an Integrative Approach.Bruce MeglinoBruce MeglinoPublished Online:30 Nov 2017https://doi.org/10.5465/ambpp.1974.17530801AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractLaboratory evidence which appears to expand the social psychological paradigm of "social facilitation" to include more complex behavior is presented in this paper. The conclusions state that relatively complex behavioral responses, which are well-learned, can be enhanced, and poorly learned responses diminished, through apprehension produced by the evaluation process. In a cooperative laboratory task, dominant subjects were observed to behave in a more dominant way when they perceived that their behavior would be evaluated by others. Under the same conditions, submissive subjects behaved in a more submissive way. Because dominance and submissiveness are both well-learned characteristics, both were enhanced through the evaluation process. This conclusion appears to integrate and explain the results of a number of previous, and at times contradictory, studies of "organizational climate." In studies where employees emerged from a training program into a climate which may be termed "evaluative," the effect of training appeared to be minimal. Because responses are never fully learned immediately after training, they are retarded by the evaluation process. On the other hand, studies where climate could be termed "supportive" or "non-evaluative" showed more significant training effects. Here, the absence of evaluation permitted the training effect to remain.FiguresReferencesRelatedDetails Vol. 1974, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 August 1974 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsORGANIZATIONAL behavior -- ResearchMOTIVATION (Psychology)PERSONNEL management -- Psychological aspectsEMPLOYEES -- Rating of -- Psychological aspectsINDUSTRIAL organization -- ResearchINFLUENCE (Psychology)JOB performanceCORPORATE culture -- Psychological aspectsINDUSTRIAL management -- Psychological aspectsWORK environment -- Psychological aspectsDownload PDF