Perceptions Of Organizational Climate Research Articles

The structure-climate relationship in Korean organizations

Research using U.S. samples has demonstrated a significant relationship between organizational structure and organizational climate. Given recent developments in Korea, as well as the call to test organization theory and behavior concepts across cultures, this study analyzed the structure-climate relationship in large Korean organizations (N = 1,192 employees in 27 firms). Similar to U.S.-based results, it was found that lower levels of centralization and conflict in the Korean firms were associated with more positive employee perceptions of organizational climate. However, contrary to U.S.-based findings, greater formalization in the Korean firms also led to positive perceptions of climate. Interpretations of these findings are discussed and implications for future management practice offered.

The Relationship between Organizational Climate and Employee Perceptions of Personnel Management Practices

Industrial/organizational psychology is concerned with empirically testing relationships between concepts that are purported to reflect behaviour in the workplace. This study tested the relationship between measures on three personnel management practices (as independent variables) and a measure of organizational climate (as the dependent variable). The Litwin and Stringer Organizational Climate Questionnaire was administered to 2,111 subjects employed in a sample of 40 organizations. Structured interviews with senior personnel executives were conducted in these organizations to establish measures of participation, proaction, and management style. Factor analysis was used to derive a general measure of climate. The results of this measure were analyzed at the organizational level. The results of this study raise two important implications for industrial/organizational psychology. The first is that much of the theory associated with personnel management practice is not reflected in the workplace. The second is that current conceptualizations from which such measures are derived, are ambiguous and lack clarity. It is suggested that industrial/organizational psychology needs to reduce the semantic ambiguity of its concepts, and consequently improve the construct validity of measures of these constructs.

Organizational climate, communication, and role strain in clinical nursing faculty.

This study examined factors contributing to role strain experienced by clinical nursing faculty while they oversaw the clinical experiences of nursing students. Specifically, the study focused on differences between clinical nursing faculty's perceptions of organizational climate and communication within affiliating agencies and perceptions of these factors held by their respective nursing unit managers in the affiliating agencies. Perceptions of organizational climate and communication were related to role strain reported by clinical nursing faculty, and predictors of role strain in clinical nursing faculty were identified. The instruments used for data collection were the Organizational Climate Questionnaire, Communication Within Organizations Questionnaire, and Role Strain Questionnaire. Data were analyzed using independent Student's t Tests, Pearson Product-Moment Correlation Coefficients, and stepwise multiple regression analysis. Significant differences in perceptions of organizational climate were not found; however, clinical nursing faculty and nursing unit managers differed significantly in their perception of communication. There was a significant positive correlation between organizational climate, communication, and reported role strain in clinical nursing faculty, and a linear relationship was demonstrated between reported role strain in clinical nursing faculty, perceptions of communication, and length of time on the nursing unit in the affiliating agency.

Continuous quality improvement in an acute hospital: a report of an action research project in three hospital departments.

Describes an action research project to improve quality in three hospital departments including operating theatres, X-ray, and medical records. The approach combined quality assurance (QA) or audit methods with those of continuous quality improvement (CQI) or TQM. The intention was to bring about improved organizational performance through an emphasis on bottom-up rather than top-down methodology, and to assess the relative effectiveness of different quality strategies being used within the hospital. Baseline studies of organizational climate and of patient perceptions enabled evaluation of effectiveness. Provides a description of the background to various health-care quality strategies, and argues that several perspectives are required if all stakeholders (e.g. policy makers, professionals, patients, and managers) are to be satisfied. Describes the responses of staff, superiors and professionals and recommendations offered for more effective quality strategy implementation.

Genetic and environmental influences on perceptions of organizational climate.

Genetic and environmental influences on perceptions of organizational climate were assessed by using a 4-group twin design. Data were obtained as part of the Swedish Adoption/Twin Study of Aging. The Work Environment Scale (WES) was used to evaluate perceptions of organizational climate. A measure of job satisfaction was also used to evaluate the effects of genes and environments on job attitudes. Maximum likelihood estimates of genetic and environmental influence suggested significant genetic effects for Supportive Climate--1 factor resulting from a factor analysis of the WES--but not for a second factor, Time Pressure. Significant environmental effects were found for both Supportive Climate and Time Pressure. Genetic effects were not significant for job satisfaction. The relevance of findings to organizational climate research and personnel selection are discussed.

Genetic and environmental influences on perceptions of organizational climate.

Genetic and environmental influences on perceptions of organizational climate.

R&D-marketing integration in Japanese high-technology firms: Hypotheses and empirical evidence

The authors review studies of U.S. high-technology firms and hypothesize that, in Japanese high-technology firms, the perceived level of achieved integration reflects perceptions of organizational structure and climate. To evaluate these hypotheses, the authors examine the perceptions of marketing managers from 264 Japanese high-technology firms. Findings indicate that managerial perceptions of information-sharing and integration in budgeting were negatively correlated with perceptions of formalization. The authors also find that perceptions of information-sharing and integration in the early stages of new product development were positively correlated with perceptions of employee participation in decision-making and with perceptions of the value placed by senior management on R&D-marketing integration.

Determinants of R&D–Marketing Integration in High‐Tech Japanese Firms

Although the R&D/marketing interface has been extensively studied in U.S. firms, this article reports the results of a study of this important relationship in Japanese high‐tech firms. Based on published studies of U.S. firms, Mark Parry and Michael Song hypothesize that Japanese R&D managers' perceptions of the ideal level of R&D/marketing integration will reflect perceptions of both their firm's strategy and environmental uncertainty. They also hypothesize that perceptions of the level of achieved R&D/marketing integration are related to perceptions of organizational structure and climate. To test these hypotheses, they examine the survey responses of 274 Japanese R&D managers. Their analysis suggests that R&D managers' perceptions of firm strategy and the level of environmental uncertainty are significantly correlated with the perceived need for integration. Findings also indicate that R&D managers' perceptions of achieved integration reflect perceptions of the quality of R&D/marketing relations, the value placed on integration by senior management, the business background of R&D personnel and the risk‐orientation of senior management.

Determinants of R&D—marketing integration in high-tech Japanese firms

Although the R&D/marketing interface has been extensively studied in U.S. firms, this article reports the results of a study of this important relationship in Japanese high-tech firms. Based on published studies of U.S. firms, Mark Parry and Michael Song hypothesize that Japanese R&D managers' perceptions of the ideal level of R&D/marketing integration will reflect perceptions of both their firm's strategy and environment uncertainty. They also hypothesize that perceptions of the level of achieved R&D/marketing integration are related to perceptions of organizational structure and climate. To test these hypotheses, they examine the survey responses of 274 Japanese R&D managers. Their analysis suggests that R&D managers' perceptions of firm strategy and the level of environmental uncertainty are significantly correlated with the perceived need for integration. Findings also indicate that R&D managers' perceptions of achieved integration reflect perceptions of the quality of R&D/marketing relations, the value placed on integration by senior management, the business background of R&D personnel and the risk-orientation of senior management.

Work Locus of Control and Perceived Organizational Climate

Abstract A total of 865 bank employees from all grades completed the Spector Work Locus of Control Scale and the adapted Furnham Corporate Assessment Scale, which measure corporate climate on various dimensions. Both questionnaires demonstrated high internal reliability and were closely related. The results suggest that internal locus of control is related to a positive perception of organizational climate, particularly commitment and morale.

Organizational Climate and Communication Climate

Employees of a large service organization based in the Southwest were surveyed to determine if individual levels of organizational commitment were related positively to perceptions of organizational climate and of communication climate. The results of the study suggest that employees' perceptions of organizational climate and communication climate were correlated positively with the level of employees' organizational commitment. Specifically, multiple regression analysis indicated that organizational clarity, participation, and superior-subordinate communication accounted for 41% of the variance in organizational commitment, with participation and organizational clarity emerging as significant predictors of commitment. Tenure was included in the study as a moderating variable, using Buchanan's conceptualization of tenure stages: Stage 1 representing the first year of employment, Stage 2 representing Years 2 through 4, and Stage 3 representing Year 5 and beyond. Results varied by tenure stage.

Developing Customer Orientation among Service Employees

A conceptual framework is proposed that considers the customer orientation of service employees and its relationship with their perceived level of organizational socialization and perceptions of the organizational climate for service, motivational effort and direction, and organizational commitment. Structural equation modeling techniques are applied to data collected from employees in the financial services industry to test the framework. The results of this study indicate higher levels of customer orientation result from favorable perceptions of the organizational climate for service and higher levels of motivational direction and organizational commitment. In addition, organizational socialization was found to have a positive impact on perceptions of climate, levels of motivation, and organizational commitment.

The influence of management training upon organizational climate: An exploratory study

AbstractThe influence of three management training programs (MT) for first line supervisors (foremen) upon organizational climate were evaluated using a questionnaire design with repeated testing and statistical controls. The main objective for two of the three MT programs under study was to change the organizational climate in a direction that would facilitate learning at work. Results indicate that the most process‐oriented training program did change the organizational climate, as perceived by the supervisors, but paradoxically in an apparently negative direction, especially as far as interpersonal conflicts and supervisorial skills were concerned. This finding is interpreted as reflecting changes in supervisors' perception of organizational climate without any necessary ‘real’ change in the climate itself. The supervisors' increased awareness of organizational climate factors was, on a theoretical basis, considered to facilitate learning at work, thus explaining the apparent paradox.

Locus of Control, Organizational Climate, and Participation in Staff Development: A Study of College Instructors

This study identifies some factors affecting community college instructors' participation in staff development activities. Social learning theory suggests that both situational and personal factors explain the behaviour of individuals. Consequently, a theoretical model explaining staff development participation rates was developed, and tested on community college instructors. Sex, academic attainment, college teaching experience, locus of control, and perception of organizational climate, were included as independent variables. In addition, locus of control, and perception of organizational climate, were considered as intervening between these variables and staff development participation rates. The results illustrated that college teaching experience, and perception of administration climate, which is one aspect of organizational climate, were the most important determinants of staff development participation rates. This suggests that administrators play a key role in determining staff development participation rates, first by making the funds available that enable staff to access staff development opportunities, and second by establishing an administrative and reward structure that encourages and facilitates continuous enhancement of instructors' skill levels.

Job attitudes among full- and part-time employees

Many researchers have speculated that full- and part-time workers differ in ways that influence job attitudes. Empirical findings related to this contention have been mixed and conflicting. In view of this research and in the absence of strong theoretical justification, it was hypothesized that employment status is unrelated to facets of job satisfaction, work commitment, and perceptions of organizational climate. Results from a sample of 350 hospital employees support this contention. In addition, shift assignment was observed to be unrelated to job attitudes. The findings suggest that employment status may not be a useful predictor of work-related attitudes and that future investigation of potential differences between full- and part-time workers should include a wider variety of factors.

Breadwinner vs. Non-Breadwinner Differences in Married Women's Job Satisfaction and Perceptions of Organizational Climate

The present study investigated differences in job satisfaction, interpersonal values, and perceptions of organizational climate between "breadwinning" and non-breadwinning married working women in a private sector organization. The data suggested that the breadwinners were significantly more satisfied with their pay and their opportunities for promotion and that they perceived a more favorable reward system in the organization. The results suggest that the family status of employees may be a variable important in accounting for variance in organizational behavior and for identifying issues particularly salient to female employees.

NAch training, organizational climate and organizational performance

The aim was to investigate the effects of nAch training given to managerial staff in clothing factories on four dependent variables, ie perception of organization climate, labour productivity, labour turnover and labour absenteeism. A field experiment done on a pre‐test post‐test basis was carried out. Three factory management teams were assigned to an experimental group and were subjected to the training intervention. The members of the management teams from nine factories formed the control group. Psychometric measuring instruments used were the Organization Diagnostic Questionnaire and Strumpfer's Inventory of Some Personal Reactions. Analysis of Variance based on trend analyses and some other parametric and non‐parametric statistical techniques were used to analyse the data. The analysis indicated that perceptions of organization climate were not altered by the experimental intervention but that achievement values did increase. Labour productivity was also elevated significantly by the intervention. N...

ORGANIZATIONAL CLIMATE AND WORK SATISFACTION: THE CASE OF BEDUIN ELEMENTARY SCHOOLS IN ISRAEL

The purpose of this study is to focus on Israeli Beduin school teachers and examine the nature of their satisfaction with the job, perception of organizational climate, and their interaction. The 185 elementary school teachers included in the study are predominantly Israeli Arabs, expected to function within a modern organization and become change agents to the Beduin pupils. Job satisfaction has been measured by twenty‐three items, resulting in two major factors: task issues and interaction with other people. Organizational climate includes fifty‐four items, condensed into two factors: principal‐teachers relations, and negative feelings about the school's atmosphere. The effect of climate on satisfaction was examined in two separate regression models, one where the dependent variable is the task aspect of satisfaction, and the other is the human relations aspect. Climate factors have been found to have a strong and meaningful explanatory power only in the former satisfaction model. The latter has an overall weak explanatory value. Throughout the analyses, the role of principal‐teachers relations appears to be dominant.

Examining organizational climate in institutions of higher education

Two major questions related to organizational climate have existed in the organizational theory literature for the past twenty years. First, at what level of analysis should the construct of climate be operationalized (i.e., does climate have greater relevance at an organizationwide or subunit level?). Second, in what specific ways do organizations with positive climates differ from those with comparatively more negative climates. This study examines organizational climate in nine four-year public colleges and utilizes data from 2,937 respondents. The most significant findings are: (1) Climate does have relevance at the organizational level in that it distinguishes carnpuses from one another, but subunits, particularly academic departments, account for the largest proportion of variance; (2) administrators have significantly and consistently more positive perceptions of organizational climate than do faculty; (3) faculty at campuses with comparatively more positive climates report greater goal clarity and performance standards.

Closing the gap: An analysis of teacher and administrator perceptions of organizational climate in the early childhood setting

This paper provides an overview of the dimensions of organizational climate as they relate to early childhood work environments. It reports the results of a study involving 629 early childhood workers representing 65 nonprofit and for-profit, center-based programs. The focus of the inquiry was to determine in what ways the administrators ( N = 94) and teachers ( N = 535) differed in their perceptions of organizational practices. Results of the data anlaysis show statistically significant differences with respect to how administrators and teachers view all 10 dimensions of organizational climate. In eight of the 10 dimensions, the differences were significant at p < .01. Program administrators consistently rated organizational climate more favorably than teachers. Research on differential climate perceptions in other work settings is summarized along with a review of studies supporting the importance of implementing practices that promote perceptual congruence.