Contemporary perspectives on the study of psychological climate: A commentary

Burke, Michael J.; Borucki, Chester C.; Kaufman, Jennifer D.

doi:10.1080/13594320244000210

Cited by 72 publications

(61 citation statements)

References 44 publications

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“…Qualitative research can tell us which elements of an organization's climate are more salient to employees and are, thus, potentially stronger determinants of adjustment during change. Attention has also been Employee adjustment directed towards the measurement of climate dimensions that apply to non-employee stakeholder groups such as customers or other stakeholders (Burke et al, 2002).…”

Section: Psychological Climatementioning

confidence: 99%

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Status differences in employee adjustment during organizational change

Martin

Jones

Callan

2006

Journal of Managerial Psychology

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Purpose -The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change programme would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role). Design/methodology/approach -Two questionnaire studies were conducted and data were analysed using Multivariate Analysis of Variance (MANOVA). Study one examined differences among 669 public sector employees as a function of status (organizational hierarchal level). Study two examined differences among 732 hospital employees as a function of role (occupational group) and status (managerial responsibility). Findings -The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non-clinical staff reported more negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non-managers, but felt more in control of the situation. Research limitations/implications -A limitation of the paper is the cross sectional and self-report nature of measurement. Future research could utilize a longitudinal design and collect alternative sources of data to indicate the constructs of interest, e.g. supervisor ratings of employee adjustment during change. Practical implications -Together, the results of both studies highlighted the importance of implementing change management interventions that are targeted at the sub-group level. Originality/value -The findings of the paper add empirical evidence to the emerging literature on group differences in adjustment during organizational change. The paper will be of interest to academics and practicing managers, particularly those concerned with the effective management of change programmes.

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Section: Psychological Climatementioning

confidence: 99%

“…The climate construct was operationalized according to the aforementioned assertions of Payne (2000) and Burke et al (2002). Thus, a unique climate dimension, theorized to be important in predicting employee perceptions of change was determined through interviews in each of the organizations studied.…”

Section: Psychological Climatementioning

confidence: 99%

Status differences in employee adjustment during organizational change

Martin

Jones

Callan

2006

Journal of Managerial Psychology

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“…These items asked staff to rate their level of agreement with statements about different aspects of working at the hospital (e.g., ''Staff at my level treat each other with respect''; 1 = ''strongly disagree'' to 6 = ''strongly agree''). The second climate measure related to the stakeholder dimension (see Burke et al, 2002;Schneider et al, 2000). In this organization, the need to deliver and maintain quality care to patients (despite changes to resources, relocation problems, and decreasing staffing levels) was of great concern.…”

Section: Employee Adjustment During Organizational Change 269mentioning

confidence: 99%

“…Payne (2000) also suggested that climate scales be designed in collaboration with members of the organization to increase their ecological and predictive validity. Recently, attention has also been directed towards the measurement of climate dimensions that apply to nonemployee stakeholder groups such as customers or other stakeholders (Burke, Borucki, & Kaufman, 2002;Schneider, Bowen, Ehrhart, & Holcombe, 2000). …”

mentioning

confidence: 99%

The role of psychological climate in facilitating employee adjustment during organizational change

Martin

Jones

Callan

2005

European Journal of Work and Organizational Psychology

166

125

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The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's (1984) cognitivephenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.Effective management of the psychological transition of employees is integral in the achievement of successful organizational change (Bennett & Durkin, 2000;St. Amour, 2001 The research reported in this article was supported by an Australian Research Council Strategic Partners Industry, Research and Training grant held by V. Callan, C. Gallois, E. Jones, and P. Bordia. Financial support from the Department of Management and the School of Applied Psychology at Griffith University is also acknowledged. In addition, many thanks are due to Stephen Cox for his assistance with the structural equation analyses and Bernadette Watson for her assistance with data collection.Correspondence should be addressed to Dr Angela J. Martin, School of Management, University of Tasmania, Hobart, Australia. Email: Angela.Martin@utas.edu.au EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2005, 14 (3), in higher levels of enthusiasm for future change, providing opportunities for learning and growth. Alternatively, poor adjustment to change is characterized by feelings of threat, uncertainty, frustration, alienation, and anxiety, particularly in relation to issues of job security, status, work tasks, co-worker relations, and reporting relationships (Ashford, 1988). Organizational change is a major source of workplace stress and is associated with a wide range of negative behavioural, psychological, and physiological outcomes (Ashford, 1988;Lokk & Arnetz, 1997;Roney & Cooper, 1997;Schabracq & Cooper 1998). A lack of attention to employees' psychological responses to organizational change is implicated in the failure of change programs (Kotter, 1995) and other important organizational outcomes such as impaired productivity, and increased levels of absenteeism, industrial dispute, and turnover (Eby, Adams, Russell, & Gaby, 2000;Mack, Nelson, & Quick, 1998).Little research attention has been paid to the development and testing of theory-based models of the psychological experiences of employees during organizational change. Such knowledge has important implications for improved chan...

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“…Burke et al 1992;Burke et al 2002;Koys and Decotiis 1991;Rousseau 1988). Moran and Volkwein (1992) (Moran & Volkwein, 1992, p. 20).…”

Section: Organizational Climate and Sexual Orientation Diversity Manamentioning

confidence: 99%

Lessening the difference is more – the relationship between diversity management and the perceived organizational climate for gay men and lesbians

Köllen

2015

The International Journal of Human Resource Management

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Contemporary perspectives on the study of psychological climate: A commentary

Cited by 72 publications

References 44 publications

Status differences in employee adjustment during organizational change

Status differences in employee adjustment during organizational change

The role of psychological climate in facilitating employee adjustment during organizational change

Lessening the difference is more – the relationship between diversity management and the perceived organizational climate for gay men and lesbians

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