Psychosocial safety climate versus team climate

Abstract

Purpose The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.

Job Resources as a Mediator Between Management Trust Climate and Employees’ Well-Being: A Cross-Sectional Multilevel Approach

“…We discovered that management trust not only contributes to better job performance but also is a precursor to employees' working conditions. Hence, this supports the idea that employees' behaviour can be affected by their working environment (Lee & Idris, 2017). This is particularly important considering the fact that Malaysia is a collectivistic country where the environment exerts considerable influences on individuals (Poon, 2006).…”

Can the Human Resources Index (HRI) Be Used as a Process Feedback Measurement in a Structured Support Model for Systematic Work Environment Management?

“…When employees are given an opportunity to evaluate aspects of their work environment with the use of open-ended free-text answers, the results come closer to the experiences of the employees and thus are easier to interpret and decipher. Other studies have identified the mediating effect of psychological safety on engagement and job performance, highlighting the need to develop a climate of psychological safety [58] before addressing issues of resources and other working conditions [59]. Concern for the social environment is identified as an important factor in preventive occupational behavior at work [60].…”

Innovation climate: A systematic review of the literature and agenda for future research

“…They have found strong links between team innovation climate and employees' job attitudes, including job and patient satisfaction (Antoni, 2005;Proudfoot et al, 2007), job engagement (Lee & Idris, 2017), intention to leave (Kivim€ aki et al, 2007), organizational commitment (Antoni, 2005), and attitudes towards evidence-based practice (Aarons & Sommerfeld, 2012). They have found strong links between team innovation climate and employees' job attitudes, including job and patient satisfaction (Antoni, 2005;Proudfoot et al, 2007), job engagement (Lee & Idris, 2017), intention to leave (Kivim€ aki et al, 2007), organizational commitment (Antoni, 2005), and attitudes towards evidence-based practice (Aarons & Sommerfeld, 2012).…”

“…Researchers have begun to examine the influence of both team and organizational innovation climate on employees' work attitudes and behaviours. They have found strong links between team innovation climate and employees' job attitudes, including job and patient satisfaction (Antoni, 2005;Proudfoot et al, 2007), job engagement (Lee & Idris, 2017), intention to leave (Kivim€ aki et al, 2007), organizational commitment (Antoni, 2005), and attitudes towards evidence-based practice (Aarons & Sommerfeld, 2012). They have also found a positive relationship between team innovation climate and the psychological well-being of employees (Rose et al, 2006), and a negative relationship between team innovation climate and different measures of occupational stress and strain (Dackert, 2010;Elovainio, Kivim€ aki, Eccles, & Sinervo, 2002).…”