Supportive Organizational Climate Research Articles

Exploring the management in tourism: The Case of co-destruction of value in the portuguese hotel industry

The Literature Review presented here aims to bring theoretical considerations about the co-destruction of value. The term “co-destruction” is now used in the hospitality service environment to describe the phenomenon in which multiple actors interact and integrate their resources to realize valuable benefits, yet their collaborations result in a decline of the well being of at least one of the participating actors.
 In the recent past, scholars have begun to dedicate their attention towards destructive relationships as a critical component of organizational life, facing it from various points of view, such as trust and partnering, project management, and relational coordination. The theme of value co-creation is consolidated from the discussions of Zikmund et al (2013), Meyer & Schwager (2015), Rajnish et al. (2017) and Mxunyelwa e Henama (2019) Cunha et al. (2021) among other authors.
 The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality Continental Portugal and islands, where 1200 responses were obtained for analysis. All participants were hospitality employees. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.

Resilient communities? A qualitative interview study on sustaining a community project for health promotion among socially disadvantaged women during the first two years of the COVID-19 pandemic

ObjectivesWith the emergence of SARS-CoV-2 a global pandemic impacted on health promotion, overlapping and hindering efforts to overcome the worldwide pandemic of lacking physical activity (PA). Nationwide lockdowns, the closure of public facilities and sports venues, made it significantly more difficult to sustain community-run PA projects. In our case study, we explore (a) under which circumstances a community-basedhealth promotion project can be maintained during crisis and (b) what resilience capacities are important for community project coordinators to deal with those aggravating circumstances.MethodsOur case study looks at a community-based project called BIG, an exercise promotion project for women in difficult life circumstances. The case study was conducted between July 2021 and January 2022 with six municipalities implementing the project. Following a triangulation approach, we used minutes from short exchanges (n=17) with community project coordinators, information brochures about current exercise classes (n=6) and semi-structured qualitative interviews with project coordinators (n=6). All data were analyzed using the framework approach.ResultsAll sites showed a high level of willingness to adapt to the pandemic situation and to maintain the project as best as possible. Findings highlight that coordinators whose work routine was characterized by intense relationship management with participants and trainers demonstrated higher levels of adaptive and absorptive capacities on an individual level than coordinators of those communities with less social cohesion. At a community level, important resources for strengthening adaptive and absorptive resilience capacities were job security of the coordinators, sufficient financial resources to adapt classes to changing circumstances, and a supportive organizational climate in the coordinators’ working environment to allow them to react flexibly according to current pandemic regulations.ConclusionDespite high resilience capacities especially on an individual level, the low-threshold nature of the project could not be maintained at a pre-pandemic level. For many women, participation in the project was no longer possible at times. Awareness should be raised in communities that PA promotion programs are crucial to strengthening physical and mental health, even in times of crisis. It seems necessary to find permanent funding options for such programs, to integrate them permanently into municipal structures.

The interrelationships between organisational climate and job satisfaction and their impact on training outcomes

PurposeThe purpose of this paper is to analyse the relationship between a supportive organisational climate and training process outcomes; to analyse the mediating effect of job satisfaction between a supportive organisational climate and training process outcomes; and to analyse the moderating effect of a proactive attitude on a supportive organisational climate and training process outcomes.Design/methodology/approachThe participants consisted of 359 employees recruited from 18 companies in Spain. The hypotheses were tested with structural equations via partial least squares regression.FindingsThe data indicated a positive and statistically significant relationship between a supportive organisational climate and training process outcomes. The proposed moderating and mediating effects are also verified.Originality/valueThis work contributes to the literature on human resource management and the relationship between organisational behaviour and training outcomes. In addition, it shows the role of attitudes between organisational climate and training outcomes.

How transformational leadership, workplace spirituality and resilience enhance the service recovery performance of FLEs: a theoretical integration of COR theory and SDT

PurposeThe present study aims to explore the linkages among transformational leadership, workplace spirituality and frontline employee (FLE) service recovery performance in the aviation service industry. The resilience of individuals was taken as a mediator for the associations between transformational leadership as well as workplace spirituality and frontline employee's service recovery performance. The hypothesized research model was examined by integrating the principles of COR theory and the SDT perspective on psychological needs.Design/methodology/approachThe research model was evaluated via partial least squares (PLS). In particular, SmartPLS 3.0 software was utilized to examine anticipated correlations through a poll of 371 air service provider frontline employees.FindingsResults demonstrated that transformational leadership had a positive impact on both service recovery performance and spirituality in the workplace. The positive connection between workplace spirituality and service recovery performance was also supported. Further, the mediating role of an employee's resilience in these relationships was established. The paper provides a significant contribution with both theoretical and practical implications.Practical implicationsThe present research also provides some practical implications for the aviation industry. Since the aviation industry is a high-contact service industry, aviation frontline employees play a crucial role in service recovery strategies. Thus, air service providers need to provide these employees with ample resources to effectively handle service failures. Moreover, the service recovery performance of air service providers may benefit from the hiring of managers with strong transformational leadership styles. Therefore, these providers should take leadership style into account when recruiting, promoting and training supervisors. Managers should, among other activities, implement transformational leadership approaches, such as inspiring and motivating, establishing a supportive organizational climate, paying attention to employees' needs and engaging in active listening.Originality/valueThe current study contributes to the stream of research on SRP and the role of transformational leadership, workplace spirituality and resilience in service recovery in particular. Furthermore, by integrating the COR and SDT theories, the current study gives more real-world proof of the importance of leadership for organizations.

Understanding Low Utilization of Employee Assistance Programs and Time Off by US Public Health Workers During the COVID-19 Pandemic.

Despite high rates of reported mental health symptoms among public health workers (PHWs) during the COVID-19 pandemic, utilization of employer-offered resources was low. Our objective was to understand what barriers and deterrents exist for PHWs accessing employer-offered resources. Four national public health organizations disseminated a national online survey of public health department employees during March-April 2021; 26 174 PHWs completed the survey. We examined 5164 write-in survey responses using thematic analysis to identify key reasons why PHWs were not accessing time off and employee assistance programs (EAPs) and to understand what resources PHWs would like to see their employers offer. The top reasons that PHWs reported for not taking time off during the COVID-19 pandemic were financial concerns (24.4%), fear of judgment or retaliation (20.8%), and limitations in the amount of time off offered or available (11.0%). The top reasons that PHWs reported for not using EAPs during the COVID-19 pandemic were difficulty accessing EAPs (53.1%), use of external services (21.5%), and a lack of awareness about EAPs or motivation to initiate their use (11.3%). While desired employer-offered resources varied widely, PHWs most frequently listed financial incentives, paid time off, flexible scheduling, and organizational change. Organizations can best help their employees by organizing the workforce in a way that allows PHWs to take time off, creating a positive and supportive organizational climate, regularly assessing the needs of PHWs, clearly communicating the availability of employer-offered benefits, and emphasizing the acceptability of using those benefits.

Does inclusive leadership foster employee psychological resilience? The role of perceived insider status and supportive organizational climate.

Employee psychological resilience correlates with individual performance and well-being, which can help employees cope with work pressure under a complex situation. Drawing upon social identity and information processing theories, this paper explores how inclusive leadership stimulates employees' psychological resilience by integrating the cross-level mediation effect of perceived insider status. This study scrutinized the moderating function of supportive organizational climate with inclusive leadership and employees' perceived insider status, which expanded the inclusive leadership influence boundary. This study used a cross-sectional survey design and collected two-wave data from individuals who are currently employed in the context of Chinese organizations. Multiple linear regression was used to analyze the paired survey data of 220 employees of valid samples. Inclusive leadership was positively related to employee psychological resilience; Perceived insider status mediated the relationship between inclusive leadership and employee psychological resilience; The indirect relationship above is moderated by supportive organizational climate such that the positive relationship will be enhanced when the supportive organizational climate is high, rather than low. The theoretical and practical implications of these findings are discussed.

Factors Associated with Work-Related Quality of Life in Shift-Working Nurses

Purpose: The purpose of this study was to identify factors associated with work-related quality of life (WRQoL) in shift-working nurses. Methods: The design was a cross-sectional observational study. The participants were 187 nurses who were shift-working at C university hospital. Data were collected using structured self-administered questionnaires from December 7 to 31, 2022. The data were analyzed using linear multiple regression. Results: WRQoL in shift-working nurses was borderline between low and moderate (75.35±9.46). Factors associated with WRQoL were job satisfaction (=0.75, p ＜.001) and quality of sleep (=−0.12, p =.017), and these variables explained 58.4% of the variance in WRQoL. Conclusion: Job satisfaction and quality of sleep should be considered to improve WRQoL in shift-working nurses. Employers or managers should create a supportive organizational climate to maintain family and work balance and to reduce job stress for shift-working nurses. Shift-working nurses are also encouraged to adhere to healthy behaviors for those who are experiencing poor sleep quality.

Removing barriers to a sharing economy helps attain sustainable development goals in ASEAN countries

Globally, the barriers to the sharing economy are significant. They present a hurdle to attaining sustainable development goals (SDGs) and require the focus of policymakers and researchers. Hence, this article investigates the influence of removing economic, social and technical barriers on the achievement of SDGs. A supportive organizational climate is considered as a mediator, and its impact on the link between removing economic, social and technical barriers and SDG achievement in the tourism industry of ASEAN countries is examined. Adapted questionnaires are used to gather data from respondents, and Smart-PLS is applied to analyse the data. The findings show that removing economic, social and technical barriers positively influences the achievement of SDGs. The results also indicate that a supportive organizational climate positively and significantly mediates the association between removing economic, social and technical barriers, and the achievement of SDGs. The current research provides guidelines for regulators developing policies related to SDG achievement by removing the economic, social and technical barriers to the sharing economy.

When is Authoritarian Treatment Less Harmful to Employee Trust? From A Social Contextual Leadership

Authoritarian leadership (AL) can harm the social exchange relationship between leaders and followers. However, it matters a lot how followers interpret a leader’s treatment. Drawing on implicit leadership theory and the contextual leadership perspective, we examined three discrete social contexts in which coworkers experienced authoritarianism, manager authoritarian behavior, and a supportive organizational climate, affecting employees’ expectations toward leader authoritarianism to influence their reactions toward AL. Using a dataset of 311 employees in 99 teams in Study 1, results showed that when coworkers experienced high authoritarianism from their supervisor, and when managers demonstrate high authoritarian behavior, an authoritarian supervisor is less detrimental to employees’ affective trust, which is less harmful to their task and organization performance. In Study 2, using a sample of 3,058 employees from 19 companies, we demonstrated how a supportive organizational climate affects employees’ reactions to AL. Using multilevel path modeling, we found that an authoritarian supervisor is more harmful to employees’ affective trust and their organizational performance when there is a high-level supportive climate. Our study contributes to the leadership literature by showing how the discrete work context affects employees’ leadership expectations and reactions to leader treatment.

Organisational implementation climate in implementing internet-based cognitive behaviour therapy for depression

BackgroundInternet-based Cognitive Behaviour Therapy (iCBT) for depression have been implemented in routine care across Europe in varying ways, at various scales and with varying success. This study aimed to advance our understanding of organisational implementation climate from the perspectives of implementers and mental health service deliverers.MethodsQualitative and quantitative methods were combined to study the concept of organisational implementation climate in mental health care settings. Based on concept mapping, a qualitative workshop with implementers was used to conceptualise organisational implementation climate for optimizing iCBT use in routine practice. Service deliverers involved in the provision of iCBT were invited to participate in an explorative cross-sectional survey assessing levels of satisfaction and usability of iCBT, and organisational implementation climate in implementing iCBT. The two methods were applied independently to study viewpoints of implementers as well as service deliverers. Corresponding to the explorative nature of the study, inductive reasoning was applied to identify patterns and develop a reasonable explanation of the observations made. Correlative associations between satisfaction, usability and implementation climate were explored.ResultsSixteen implementers representing fourteen service delivery organisations across Europe participated in the workshop. The top-three characteristics of a supportive organisational implementation climate included: (1) clear roles and skills of implementers, (2) feasible implementation targets, and (3) a dedicated implementation team. The top-three tools for creating a supportive implementation climate included: (1) feedback on job performance, (2) progress monitoring in achieving implementation targets, and (3) guidelines for assessing the impact of iCBT. The survey (n=111) indicated that service providers generally regarded their organisational implementation climate as supportive in implementing iCBT services. Organisational implementation climate was weakly associated with perceived usability and moderately with satisfaction with iCBT services.ConclusionsOrganisational implementation climate is a relevant factor to implementers and service deliverers in implementing iCBT in routine care. It is not only an inherent characteristic of the context in which implementation takes place, it can also be shaped to improve implementation of iCBT services. Future research should further theorise organisational implementation climate and empirically validate the measurement instruments such as used in this study.

Impact of Psychological Resources on Employee Engagement: The Mediating Role of Positive Affect and Ego-Resilience

The main purpose of this research is to examine the role of psychological resources in predicting the engagement of night shift employees. Specifically, it tests how resources like supportive organizational climate, family support, and self-efficacy could help employees stay engaged during night shift work. Additionally, this study explores the mediating role of positive affect and ego-resilience. The cross-sectional data collected from night shift employees ( n = 208) working full-time in Canada, the UK, and the US were collected over a period of 3 months. Results of the statistical analysis confirm the significant direct role of self-efficacy and supportive organizational climate in predicting employee engagement. Furthermore, the indirect role of such resources through the mediation of positive affect and ego-resilience was also found. The impact of family support on employee engagement appears significant only through mediators. The current study extends the existing understanding about the role of psychological resources in determining the engagement of night shift employees. It further adds to the literature by explaining mechanisms using positive affect and ego-resilience as mediators.

The Effect of Supportive Organizational Climate on Employee Turnover Intention: A Cross-Level Analysis

Employee turnover affects the stable development of enterprise. It is not only an urgent problem that leaders need to think about, but also a research topic that management scholars and economists focus on. Turnover intention can well predict the turnover behavior of employee. Therefore, this paper investigates 50 enterprises and 305 employees in China and uses a cross-level regression model to test the mechanism between supportive organizational climate and employee turnover intention based on the organizational support theory. The results show that the supportive organizational climate can significantly reduce employee turnover intention, and job embedding plays a cross-level partial mediating role, and high commitment work system plays a cross-level moderating role between them. The research suggests that in the Chinese context, managers should not only devote themselves to creating a fine organizational climate for employee, but also actively implement high commitment work system to meet the spiritual needs and material needs of employee, thus reducing their turnover intention and promoting the long-term and stable development of the enterprise.

Sustainable Practices Through Competitive Capabilities in the Apparel Industry: Sri Lankan Experience

The study aims to explore competitive capabilities that enable sustainability practices in the Apparel Industry in the Sri Lankan context. It employs an exploratory approach using the case study method. The study discloses six competitive capabilities: organizational climate, operational flexibility, technological competency, alliance and partnership, knowledge sharing, and learning capabilities which drives twenty-four sustainable practices explored in ten categories: water conservation, energy conservation, carbon footprint reduction, fabric waste management, use of environment-friendly materials, controlling mechanism for suppliers, controlling mechanism for leasing/sub-contracting manufacturing plants, reduce the polluted air release, transportation, and ensuring the well-being of the people. Companies in the apparel industry should inculcate a supportive organizational climate, maintain operational flexibility, invest in required technology, maintain healthy relationships in the supply chain, share knowledge and encourage learning to adopt sustainable practices in the Apparel Industry. This study is the first to explore the specific competitive capabilities that bring respective sustainable practices in the Apparel Industry in a South Asian country.

An empirical investigation into organizational level antecedents of value co-destruction in Lisbon, Portugal: A hospitality sector case

In recent years, scholars have begun to dedicate their attention to destructive relationships as a critical component of organizational life. Prior research has approached it from various points of view, such as trust and partnering, project management, and relational coordination. The purpose of this research is to explore organizational level antecedents of value co-destruction in Lisbon, Portugal within the hospitality sector. The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality sector of Lisbon, Portugal where 600 responses were obtained for analysis. All participants were employees from the hospitality sector. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.

Organizational climate and counterproductive work behaviors - the moderating role of gender.

The aim of the research was to check whether the organizational climate explains behaviors harmful to the organization. Theoretical justification for the research was provided by the Stressor-Emotion Model by Spector and Fox (2005), in which various stressors lead to the depletion of resources, which in effect favors engaging in unethical work behaviors. The research was conducted with the participation of 230 people aged 19-67 (125 women and 105 men) with at least 1 year of seniority. The following set of techniques was used: the Organizational Climate Questionnaire by Kolb, the Counterproductive Work Behaviors-Checklist by Spector et al., and metrics. The obtained results indicate that the higher the employees assess the climate in the company, the rarer counterproductive work behaviors (CWBs) appear in the form of abuse, sabotage, theft and withdrawal, both in the group of women and men. All the dimensions of the organizational climate, such as the level of responsibility, requirements, organization, evaluation of awards, management, and the sense of warmth and support, are important for this relationship. The moderating role of gender in the relationship between organizational climate and CWBs was achieved for sabotage and withdrawal, and the following environmental conditions: organizational climate, responsibility, requirements, and organization. These results may be applied in designing a supportive organizational climate to weaken CWBs such as abuse, sabotage, theft and withdrawal. Int J Occup Med Environ Health. 2021;34(4):513-25.

Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities

With the increasing separation of the of the roles of the CEO and Chairperson, the interplay between them has been attracting considerable interest in both communities of scholarlship and practice. We examine the ways in which the work relationships between these two supreme executive functions may help in developing organizational processes and outcomes. In so doing, we shift the discussion from a corporate governance lens to examining how micro-level mechanisms, which are rooted in individual actions and interactions involving behavioral, cognitive and emotional mechanisms, may help cultivate higher-level processes and outcomes. Using a qualitative methodology in which pairs of Chairpersons and CEOs were interviewed, we developed a conceptual model which specifies how the nature of Chairperson-CEO work relationships may be conducive to cultivating organizational capabilities of knowledge creation and cultivate collective resilience, through the shaping of a supportive organizational communication climate. In so doing, we extended a micro-foundation framework by advancing a micro-relational lens to the corporate governance research and theory and more broadly to the literature on strategic leadership.

Perceived age discrimination in the workplace: the mediating roles of job resources and demands

PurposeWith a growing number of older workers in the labor force, cultivating an age-friendly working environment becomes increasingly important. Inspired by the job demands–resources (JD-R) model, this study aims to investigate whether the negative effects of perceived age discrimination (PAD) on work-related outcomes would be explained by job resources and demands.Design/methodology/approachA total of 333 Hong Kong Chinese employees aged 40 and above (M = 46.62, SD = 6.21; 60% female) completed an online survey that covered measures on workplace age discrimination, job resources and demands, work engagement, intention to stay and work strain.FindingsPAD at work was associated with reduced job resources and increased job demands. The results of the mediation analyses showed support from supervisor and coworkers could account for the effects of PAD on work engagement and intention to stay, whereas emotional demand or workload could explain the effects of PAD on work engagement and work strain.Practical implicationsThe findings of this research unveil the underlying mechanisms between age discrimination and work-related outcomes through job resources and job demands. Cultivating a supportive organizational climate toward older employees and offering awareness-based training programs are necessary to mitigate age biases in the workplace.Originality/valueBuilding on the JD-R model, this study revealed the possible mechanism underlying the negative effects of PAD. Perceptions of age discrimination decrease older workers' job resources and increase their job demands, subsequently lower their work engagement and intention to stay and increase their work strain.

Linking supportive leadership to satisfaction with care: proposing and testing a service-profit chain inspired model in the context of elderly care

PurposeAs marketization has gained ground in elderly care, satisfaction with care has come to play a crucial role in designing for high-quality care. Inspired by the service-profit chain (SPC) model, the authors aimed to gain a deeper understanding of the intricate interplay between supportive leadership practices, organizational climate, job satisfaction and service quality in predicting satisfaction with care.Design/methodology/approachA Swedish sample of frontline elderly care staff (n = 1,342) participated in a cross-sectional questionnaire study. Mediation analyses were conducted to test the proposed model.FindingsAs predicted, engaging in supportive leadership practices was directly and positively associated with satisfaction with care. In addition, as predicted, this relationship was partially mediated by organizational climate and job satisfaction. Moreover, job satisfaction predicted satisfaction with care with service quality explaining a statistically significant part of this relationship.Practical implicationsManagers in elderly care services may improve satisfaction with care in multiple ways but primarily by showing that they care about the staff and ensuring that they are satisfied with their working conditions. Employee job satisfaction seems to be particularly crucial for satisfaction with care, beyond what can be accounted for by care service quality.Originality/valueThe authors proposed a novel service-outcome model. Adding to the original SPC model, the model in this study suggested previously unexplored relationships including a direct path between leadership practices and satisfaction with service and a multiple-mediator model explaining this relationship. Also, new measures of organizational climate and supportive leadership were developed for which satisfactory reliability estimates were obtained.

Examining Organizational Factors Supporting the Adoption and Use of Evidence-Based Interventions.

The purpose of this study was to develop a greater understanding of the factors influencing the adoption of evidence-based interventions in outpatient mental health clinics serving youth. An improved understanding of these factors can potentially improve efforts to ensure effective adoption, implementation, and sustainment of evidence-based interventions, and thus improve treatment for youth in mental health settings. This explanatory cross-sectional study involves secondary data analysis of a longitudinal randomized control intervention trial. The SEM- based model that was tested supported the primary hypothesis that a more supportive organizational climate with greater readiness for change is more likely to improve the chances for the adoption of evidence-based interventions in outpatient mental health clinics serving youths.

Supportive organizational climate: a moderated mediation model of workplace bullying and employee well-being

PurposeDrawing from conservation of resources theory, this study explores how perceived organizational support mitigates the adverse consequences of workplace bullying on employee well-being mediated through burnout.Design/methodology/approachThe data (N = 360) were collected from the hotel sector in Pakistan. Structural equation modeling (SEM) was employed to analyze the data.FindingsThe findings demonstrated that workplace bullying not only has a direct negative impact on employee well-being but it also indirectly leads to diminished employee well-being by increasing employee burnout. In addition, the findings confirmed the moderating role of perceived organizational support, revealing that perceived organizational support plays a mitigating role in linking workplace bullying to employee well-being and burnout. Employees who experience workplace bullying may compensate for the depletion of their cognitive resources if they feel supported by their organization.Practical implicationsThis study highlights the utility of managing workplace bullying to improve employee well-being and encourages human resource practitioners to develop policies that prevent workplace bullying.Originality/valueThe current research contributes to the validation of theory by examining the impact of workplace bullying on employee well-being in a cultural context with high power distance and subsequently, higher tolerance for workplace bullying. To the best of the authors' knowledge, this research is the first to investigate the moderating role of perceived organizational support on the meditated relationship between workplace bullying and employee well-being in Pakistan. Furthermore, the current study employs the conservation of resources theory to explore how employees obtain external resources such as organizational support to enhance their resource repository in handling workplace bullying.