Importance Of Organizational Climate Research Articles

The Impact of Performance Appraisal System on Organizational Climate (Case Study - Gaza Electricity Distribution Company – 2022)

This article aimed to explore the impact of performance appraisal system on organizational climate in Gaza Electricity Distribution Company. Focusing on the importance of organizational climate, this study tested the performance appraisal system's influence which consists of several constructs including (appraisal process, appraisal method, and appraisal feedback). The survey design employed a probability-stratified random sampling method, and questionnaires were distributed to collect data. In total, 221 individuals from the Gaza Electricity Distribution Company's six branches took part as participants, with a response rate of 82.16%. For the analysis, a quantitative research methodology was employed. In order to analyze the structural equation model and consider the study hypothesis, AMOS software was employed. The study findings showed that the organizational climate is directly, strongly and significantly influenced by the performance appraisal system (74.8%). The results also showed that the two dimensions, appraisal method and appraisal feedback, had the greatest influence on organizational climate, whereas dimension appraisal process had the least.

Agreement and Importance of Organizational Climate on Employee Engagement in a Privately-Held Company in the Retail Hardware Industry of Cebu City

Agreement and Importance of Organizational Climate on Employee Engagement in a Privately-Held Company in the Retail Hardware Industry of Cebu City

The importance of Organizational Climate as a factor in customer satisfaction: Coppel Villa Guerrero Case Study

The study of the organizational climate is fundamental for any company, since it is the most precise indicator that shows the levels of positive and negative labor relations in the organization. Organizational climate is a variable that reflects the interaction between personal and organizational characteristics; it is considered a fundamental element in the perception that the worker has of the structures and processes that occur in his work environment (Goncalves, 1997). Therefore, this research was applied in the Coppel Villa Guerrero branch through a series of questions analyzing the variable as a factor of customer satisfaction both internally (employees) and externally (customers). Therefore, a questionnaire was designed that contemplates the proposed dimensions, with the objective of measuring the organizational climate, and thus determine if this variable is a correlational factor for customer satisfaction, before this was defined a sample of 261 customers and 57 employees, who with their support allowed to conclude the research for the verification of the hypotheses proposed, which is that, The impact on job satisfaction can be both positive and negative because when employees are not satisfied with their work, they generate a negative, toxic environment and this harms the organization in all its processes, which showed that there is indeed a correlation between the organizational climate and customer satisfaction, since the employee usually feels valued by the company and is reflected directly in the treatment of the customer, which leads to job satisfaction.

Impact of ethical leadership on organizational climate and its subsequent influence on job commitment: a study in hospital context

PurposeIndividuals often look up to external influencers (leaders) that determine their conduct and form their perception regarding organizational policies and practices which constitute their organizational climate. The importance of organizational climate has been realized off late in various job outcomes among doctors, such as commitment, turnover, etc. Therefore this study aims to investigate the relationship of ethical leadership with organizational climate that may further affect the commitment of doctors in Indian hospitals.Design/methodology/approachAn empirical study has been done in 10 public and private Indian hospitals using a questionnaire survey. Data were collected from a sample of 537 doctors, which were further analyzed statistically using structural equation modeling (SEM) through AMOS and SPSS software.FindingsThe results show a significant influence of ethical leadership on organizational climate and organizational climate further has significant relationship with commitment of doctors in Indian hospitals.Practical implicationsThe study has important implication for hospital administration, to identify and place an ethical leadership team at the top, which will further influence the behavior of the followers (doctors). This will further lead to formation of favorable organizational climate fostering commitment in doctors.Originality/valueThis is one of the few studies that determines the relationship of ethical leadership with organizational climate and it's further influence on commitment of doctors in large (500 beds and above) public and private hospitals in Indian context.

The Importance of Organizational Climate in Healthy Workplaces: Considerations for Disability Management

AbstractBackground:In 2013, the Canadian Standards Association (CSA) released national, comprehensive guidelines for psychological health in the workplace. Nevertheless, follow-up surveys report poor uptake of the guidelines, particularly within the manufacturing sector, despite recent Workplace Safety and Insurance Tribunal (WSAIT) decisions that place greater responsibilities on employers to protect employees from psychological injury. Hence, this program of research has focused on the context of the work environment with a goal to better understand and inform current application of healthy workplace practices and policies. The overarching premise is that the full potential of a healthy workplace is optimised when set within a specific climate that values the health of workers. Therefore, Phase 1 reported the development of a workplace scale measuring a domain-specific climate for healthy practices in the workplace. Phase 2, reported here, tests the differential influence of culture, leadership and social climate on workers’ perceptions of healthy workplace practices and occupational bond.Method:Self-reported measures of culture, leadership social climate, healthy workplace practices and occupational bond from 162 participants were analysed to test the organisation’s culture, climate, leadership and practices as internal processes that influence the development of a healthy workplaceResults:Adequately powered (N= 162), the mediational analyses demonstrated the significance of the proximal work environment of climate over the distal influence of culture and leadership. The key results demonstrate that the proximal environment has a significant influence on how workers perceive their workplaces. This has implications for the implementation of the guidelines for healthy workplaces.

Organizational climate for innovation and creativity – a study in Swedish retail organizations

ABSTRACT Innovation in retailing is under-investigated in academia and yet a highly relevant concern given the current changes in the retail landscape. Although retailing is often characterized by a dynamic and highly competitive environment, retail organizations are not often considered as ‘innovative,’ at least when compared with manufacturing industries, or when using existing innovation frameworks in academic literature. There are many aspects of innovation discussed in literature and a need to consider different ways of looking into retail’s innovativeness. Among them, the importance of organizational climate on influencing creativity and innovation may help explain how to enable innovation in service organizations, such as retailers. The purpose of this study is to evaluate the climate for innovation and creativity and examine how retail organizations perceive it. We applied a mixed-methods approach using an established organizational climate survey and semi-structured, one-on-one interviews regarding the innovation climate and other aspects of innovation management in the companies. The study shows that despite retail organizations still struggling to incorporate innovation on a strategic level and move beyond incremental developments in their operations, retailers score positively on being innovative regarding certain dimensions of the organizational climate survey. This indicates that retailers (especially conventional ones) could benefit from challenging current practices and moving towards becoming more active and strategic innovators since their organizational climate to a certain extent allows for it. Respondents within the organizations also express a need for better innovation support, whether it is through established structures and processes or an improvement in the current conditions of the organizational climate. How retailers could enable themselves to become more active innovators – based on what we know that retailers look more towards entrepreneurship and continuous development as a driving force rather than formalized innovation practices per se – is a potential avenue for further research.

FOSTERING EMPLOYEES’ INNOVATIVE WORK BEHAVIOUR IN HEALTHCARE ORGANISATIONS

Healthcare workers’ innovative work behaviour plays a key role in generating innovation. To date determinants of innovative work behaviour are not completely detected and there is a call for additional empirical evidence on organizational-level factors influencing individual’s innovation.This study empirically explores the relationships between organizational climate, organisation’s openness to innovation, and innovative work behaviour in the context of a public sector healthcare organization.A survey has been conducted on employees of a large Italian public sector hospital. Data collected on 560 professionals have been analyzed through Structural Equation Modelling technique.The results show that organisational climate affects employees’ innovative work behavior both directly and indirectly through organisation’s openness to innovation. Specifically our findings highlight that organization’s openness to innovation partially mediates the relationship between organizational climate and employees’ innovative work behavior.The results should lead managers to consider the importance of organizational climate and openness to innovation as effective levers to pull in order to improve employees’ innovative work behavior.

Human Resource Management Practices on Human Resource Outcomes in Libyan Firms: Empirical Evidence

Globalization has brought about the need for organizations to be at pace with the trends to improve performance that can lead to greater competitive advantage. The aim of this study is to elaborate on the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in Libyan firms. From the literature scrutiny, this paper concludes that HRM practices, i.e., HR planning, recruitment & selection and rewards and compensations; and HR outcomes, i.e., employee satisfaction and employee relations can improve organizational performance. This study employs the use of quantitative survey to collect data. Multiple linear regressions were used to test the hypotheses, and the research data is effectively analyzed using SPSS. The findings indicate that there is a significant relationship between HRM practices and HR outcomes, and better and effective HR outcomes can be achieved through good organizational climate in Libyan firms. Thus, organizations should place more emphasis on organizational climate, as doing so would help organizations achieve their HR outcomes, including performance objectives. Effective HR outcomes can be achieved if HRM practices, such as performance appraisal, compensation and rewards and human resource planning are integrated with organizational climate in the organization. Recruitment and selection does not produce better HR outcomes when combined with organizational climate. Hence, recruitment and selection should be given greater consideration. This research is considered as the first in Libya to examine the effect of organizational climate on the relationship between human resource practices and HR outcomes predictability in a developing country, such as Libya. The findings of this paper serve as a clarion call to HR managers as well as policy makers to evaluate the importance of organizational climate on HR practices and HR outcomes in improving performance within the organization.

The importance of organizational climate and implementation strategy at the introduction of a new working tool in primary health care

The transmission of research findings into routine care is a slow and unpredictable process. Important factors predicting receptivity for innovations within organizations have been identified, but there is a need for further research in this area. The aim of this study was to describe contextual factors and evaluate if organizational climate and implementation strategy influenced outcome, when a computer-based concept for lifestyle intervention was introduced in primary health care (PHC). The study was conducted using a prospective intervention design. The computer-based concept was implemented at six PHC units. Contextual factors in terms of size, leadership, organizational climate and political environment at the units included in the study were assessed before implementation. Organizational climate was measured using the Creative Climate Questionnaire (CCQ). Two different implementation strategies were used: one explicit strategy, based on Rogers' theories about the innovation-decision process, and one implicit strategy. After 6 months, implementation outcome in terms of the proportion of patients who had been referred to the test, was measured. The CCQ questionnaire response rates among staff ranged from 67% to 91% at the six units. Organizational climate differed substantially between the units. Managers scored higher on CCQ than staff at the same unit. A combination of high CCQ scores and explicit implementation strategy was associated with a positive implementation outcome. Organizational climate varies substantially between different PHC units. High CCQ scores in combination with an explicit implementation strategy predict a positive implementation outcome when a new working tool is introduced in PHC.

Stages in the project life cycle in R&D organizations and the differing relationships between organizational climate and performance

Differential characteristics of organizational climate and the relationship between various dimensions of organizational climate and performance were examined across stages in the project life cycle in R&D organizations. Characteristics of organizational climate which were investigated included: responsibility, reward, tolerance for risk, warmth support, standards, management of conflict, structure, and identity with the organization. Differences were found across stages in the project life cycle indicating the importance of organizational climate as a contingency variable. This finding suggests important implications for future research on factors influencing R&D performance.

The importance of organizational climate for management development

The article records the opinions of nine South African managers in the personnel and training fields regarding the importance of organizational climate for management development, and relates these to some relevant theory. The author examines what management development is, why corporations invest in management development programmes, and who is responsible for this task. He then discusses the relationship between management development and organizational climate, and shows how a poorly implemented management development programme can adversely affect organizational climate. Factors considered include: top-management commitment, management style, attitude towards delegation, insecurity and resistance to change, counselling and coaching, profit orientation, organizational pressures, and incentive for development. The practical experience and opinions of the managers interviewed enhance and illustrate the points discussed.Die artikel gee 'n opsomming van die menings van nege Suid-Afrikaanse bestuurders in die personeel- en opleidingsgebiede aangaande die belangrikheid van organisasieklimaat in bestuursontwikkeling en bring dit in verband met toepaslike teorie. Die outeur ontleed bestuursontwikkeling, waarom maatskappye daarin bele, en wie vir hierdie taak verantwoordelik is. Hy bespreek daarna die verhouding tussen bestuursontwikkeling en organisasieklimaat en dui aan hoe 'n swak geimplementeerde bestuursontwikkelingsprogram organisasieklimaat nadelig kan beinvloed. Faktore wat oorweeg word, sluit in: ondersteuning van topbestuur vir die projek, bestuurstyl, houding teenoor delegasie, insekuriteit en weerstand teen verandering, voorligting en onderrig, winsorientasie, organisasiedruk en aansporing tot ontwikkeling. Die praktiese ervaring en menings van bestuurders met wie onderhoude gevoer is, belig en illustreer die punte wat bespreek word.