Perspectives on organizational climate and culture.

Schneider, Benjamin; Ehrhart, Mark G.; Macey, William H.

doi:10.1037/12169-012

Cited by 148 publications

(179 citation statements)

References 123 publications

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“…The third model is that of Zohar and Hofmann (2012) whose more traditional integration has top-down (deep-layered/espoused) culture contrasting bottom-up (enacted) strategic climate. A final, unpublished example, based its structure on the theory of planned behavior (TPB; Ajzen 1991) and for this reason shares parsimony with the Bclimcult^model of Schneider et al (2011b) (Werner-de-Sondberg, 2008). However, this last model was focused on the behavioral outcome of effective communication.…”

Section: Culture and Climate Links To Police Custody Staff Well-beingmentioning

confidence: 99%

Sector Well-Being Differences Among UK Police Custody Staff

Werner-de-Sondberg

Karanika‐Murray

Baguley

et al. 2017

J Police Crim Psych

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The research explores a new model of staff wellbeing across UK police custodial services (public and private). These services are unique for the fact that police sergeant custody officers are supported by detention officers who can be publicly or privately contracted, with the latter providing a heterogeneous mix never previously researched. The model informs a survey approach conducted across four English police forces. Drawing on a diverse literature which compares health and criminal justice professions, this study explores the possibility that private sector detention officers will report lower levels of emotional exhaustion and workplace stress and higher levels of personal accomplishment than their public sector counterparts. Multilevel analyses, supplemented by ANOVA and t tests, detected statistically significant differences for private sector detention officers regarding higher levels of emotional exhaustion and lower levels of personal accomplishment and workplace stress (with the stress result the only one in the predicted direction). However, results should be interpreted as sample specific linked to privately contracted detention officer disquiet with their then employer (since replaced). That said, the results provide a good exploration of the model's utility together with important lessons for model and survey development in the future.

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Section: Culture and Climate Links To Police Custody Staff Well-beingmentioning

confidence: 99%

Sector Well-Being Differences Among UK Police Custody Staff

Werner-de-Sondberg

Karanika‐Murray

Baguley

et al. 2017

J Police Crim Psych

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“…Psychological climate also has important practical implications, as it is related to a variety of major work outcomes, such as organisational commitment, job satisfaction, and performance (Carr et al, 2003;Parker et al, 2003). It is important to note that we are concerned with processes at the individual level, and research on organisational climate (Schneider et al, 2011), which conceptualizes climate as a property of an organisation, is not our focus.Despite the well-documented importance of psychological climate, our knowledge of its antecedents is surprisingly limited. This gap is problematic because a theory of psychological climate is incomplete without a clear understanding of the factors that shape its formation.…”

mentioning

confidence: 99%

mentioning

confidence: 99%

A dispositional approach to psychological climate: Relationships between interpersonal harmony motives and psychological climate for communication safety

Wang¹,

Leung

Zhou

2013

Human Relations

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and motivating environment to help employees fully unfold their potential (e.g., Pfeffer, 1994;Shalley et al., 2000). However, employees do not respond to the work environment mechanically, and their perception and interpretation of the environment are crucial in shaping their attitudinal and behavioural responses (James et al., 1978). For instance, a work environment designed to be motivating may not show the intended effects because employees do not perceive the environment as motivating (e.g., Deci et al., 1999). To address this issue, there has been considerable research in the past several decades on the role and dynamics of psychological climate -defined as 'the meanings that people impute to their jobs, co-workers, leaders, pay, performance expectations, opportunities for promotion, equity of treatment, and the like ' (James et al., 2008: 6). Psychological climate also has important practical implications, as it is related to a variety of major work outcomes, such as organisational commitment, job satisfaction, and performance (Carr et al., 2003;Parker et al., 2003). It is important to note that we are concerned with processes at the individual level, and research on organisational climate (Schneider et al., 2011), which conceptualizes climate as a property of an organisation, is not our focus.Despite the well-documented importance of psychological climate, our knowledge of its antecedents is surprisingly limited. This gap is problematic because a theory of psychological climate is incomplete without a clear understanding of the factors that shape its formation. Indeed, Parker et al. (2003: 408) recommended that 'clarifying the origins of psychological climate perceptions would help to clarify the specific mechanisms by which perceptions of the work environment influence individual outcomes.' The limited research on the antecedents of psychological climate has primarily focused on situational factors, such as 3 supportive supervisor, rewarding co-worker relationships, and high-performance human resource practices (e.g., May et al., 2004;Wei et al., 2010), which are conceptualized as cues for drawing inferences about the nature of a workplace. This line of work, while important, does not consider the possibility that people exhibit some degree of across-situation consistency in the perception of psychological climate because they tend to confirm what they are prepared to see (Snyder and Ickes, 1985). For example, some employees complain vehemently about their work environment even if many other employees perceive the same environment as attractive (Grensing-Pophal, 2001). Situational factors are not the only antecedents of psychological climate, as Brown and Leigh (1996: 359) suggested that 'psychological climate is likely to result from individual differences among employees, from differences in situations (i.e. features of organizational environments), as well as from the interaction between the person and situation.' The lack of research on dispositional antecedents of psychological climate limits the...

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“…Quando os empregados percebem que a empresa está preocupada com o seu bem-estar, estes empregados são mais receptivos às iniciativas da administração para implementar a estratégias e metas organizacionais (SCHNEIDER; EHRHART; MACEY, 2011). Já o quadrante de sistemas abertos foi escolhido para que medíssemos se a presença (ou falta) de incentivo a novas ideias e iniciativas inovadoras, influencia o desempenho inovador e criativo dos indivíduos dentro do seu ambiente de trabalho (AMABILE et al, 1996;MOULTRIE;YOUNG, 2009;MACEY, 2011;2013). Na próxima seção, descrevemos as etapas de execução da pesquisa, a metodologia e o modelo de conceitual da pesquisa.…”

Section: Objetivo Racionalunclassified

Análise da relação entre clima organizacional e o desempenho criativo em organizações brasileiras

Araújo

Modolo

Carneiro

et al. 2017

Navus

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RESUMOA criatividade é um elemento essencial para a sobrevivência e crescimento das organizações. Estudos também indicam que o clima organizacional impacta em vários componentes do desempenho organizacional como inovação e qualidade de serviço. Com base na importância destes dois elementos no desempenho das organizações, este estudo tem por finalidade analisar a relação entre o clima organizacional e o desempenho criativo dos indivíduos no ambiente organizacional. Para atingir o objetivo, foi realizada uma pesquisa quantitativa, com coleta de dados realizada por meio de um survey on-line. Nesta coleta de dados, obtivemos 314 respondentes. Os resultados mostraram que há diferença do desempenho criativo do indivíduo dentro e fora do ambiente de trabalho, indicando que o clima organizacional influencia o desempenho criativo.Palavras-chave: Clima organizacional. Desempenho criativo. Inovação. Analysis of the Relation between Corporate Environment and Creative Performance in Brazilian Organizations ABSTRACTCreativity is a fundamental element for the survival and growth of organizations. Studies also confirm that organizational climate is related to organizational outcomes such as innovation and service. Based on these facts, this research aims to answer the following question: does organizational climate influence the creative performance of individuals in work environment? To answer this question, we conducted a quantitative research, in which we applied an online survey. Three hundred and fourteen valid responses were collected. Research findings show that individuals' creative performance changes when they are inside and outside work environment, indicating that organizational environment does influence creative performance.

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Perspectives on organizational climate and culture.

Cited by 148 publications

References 123 publications

Sector Well-Being Differences Among UK Police Custody Staff

Sector Well-Being Differences Among UK Police Custody Staff

A dispositional approach to psychological climate: Relationships between interpersonal harmony motives and psychological climate for communication safety

Análise da relação entre clima organizacional e o desempenho criativo em organizações brasileiras

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