The present study examined relationships between psychological climate and components of a valence‐instrumentality‐expectancy model. Data were obtained from 504 managerial employees of a large health care company. A principal component analysis of responses to 35 composites representing perceptions of the job, leadership, workgroup, and organization yielded six psychological climate components. Similar analyses were conducted separately for 20 valence items and 20 instrumentality items. Considerable similarity was found among the instrumentality and valence components, with one component in each area representing intrinsic outcomes, one component representing organizationally‐mediated extrinsic outcomes, one representing negative or neutral outcomes, and one representing leader and workgroup‐mediated extrinsic outcomes. Relationships among psychological climate and valence‐instrumentality‐expectancy components were significant and supported several hypotheses proposed in the literature.

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