The cross‐level effects of culture and climate in human service teams

Glisson, Charles; James, Lawrence R.

doi:10.1002/job.162

Cited by 607 publications

(611 citation statements)

References 61 publications

(89 reference statements)

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“…This integration is important for the fact culture and climate represent the why and what of organizational behavior (Askanasy and Härtel 2014): the Bwhy^in terms of the deep-seated history of the organization, as reflected in its policies, practices, and procedures; the Bwhatî n terms of the meaning employees attribute to these events, policies, practices and procedures and the behaviors they see rewarded, supported and expected. In the language of cause and effect, culture is therefore seen as the cause and climate the effect (Askanasy and Härtel 2014), a distinction made explicit in Glisson and James (2002), where cross-level analyses risked confound if measured one without the other. Ehrhart et al (2014) cites three modeled examples of culture and climate integration, with two (Schneider et al 2011a, b, andOstroff et al 2012) providing links to employee wellbeing.…”

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

View full text Add to dashboard Cite

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“…Culture is also the shared beliefs and behavioral expectations of an organizational unit (Barney, 1986;Cooke and Szumal, 1993;Denison, 1996;Glisson and James, 2002). It is often the creation of the firm's founders even before members choose to adopt its values (Bass and Avolio, 1993, pp.…”

Section: Firm Culture In Contextmentioning

confidence: 99%

“…culture versus climate), measurement techniques that miss the essence of the construct, and insufficient emphasis on the organizational level of the environment (Ashkanasy et al, 2000). Culture theory must bridge such gaps to explain firm performance because shared values and assumptions are largely outside the scope of most business research (Asif, 2011;Glisson and James, 2002;Gregory et al, 2009;Richard et al, 2009;Schneider et al, 2002).…”

Section: Introductionmentioning

confidence: 99%

Firm culture and performance: intensity's effects and limits

Murphy

Cooke

Lopez

2013

Management Decision

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Purpose -The aim of this paper is to clarify distinct aspects of firm culture, delineate its effects on performance outcomes, and to examine culture intensity on theoretic grounds with attention to its effects and limits. Design/methodology/approach -The study analyzes a data set of 2,657 individual cases that are empirically aggregated into 302 organizational units. Its operationalization of culture intensity derives from distinct culture theory. Hypothesized relations are examined via structural equation modeling and hierarchical regression analysis. Findings -Structural equation modeling results show culture relates positively to cooperation, coordination, and performance. Hierarchical regression analysis results show intensity influences cooperation and coordination directly and does not moderate culture's relations with those outcomes. Research limitations/implications -The large scale empirical study of a broad diversity of firms has advantages over smaller and more targeted studies of lesser generalizability. Practical implications -Firms with cultures of higher intensity can enhance performance indirectly by driving cooperation and coordination directly. Social implications -Culture entails shared values and touches the human side of a firm. Managers can promote a firm's culture to enhance cooperation and coordination outcomes within that firm which, in turn, influence firm performance. Originality/value -This study distinguishes culture from climate on conceptual grounds. Climate strength, an analog of culture intensity, is known to moderate climate's relations with outcomes. By contrast, this study shows that culture intensity has a main effect on outcomes, in line with culture's distinct theoretic bases.

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“…The intra-class correlation 2 (ICC(2)) was calculated for teaching presence, social presence, and cognitive presence to measure within-class agreement, and intra-class correlation 1 (ICC(1)) was calculated as an index of betweenclass differences (Biemann, Cole, & Voelpel, 2012;Conway & Briner, 2012;Glisson & James, 2002;LeBreton & Senter, 2008;Lüdtke et al, 2006;Zohar & Luria, 2010).…”

Section: Data Aggregationmentioning

confidence: 99%

The teacher as leader: Effect of teaching behaviors on class community and agreement

Rubin

Fernandes

2013

IRRODL

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This article examines the effects of teaching behaviors in online university classes, focusing on the agreement among class members. Literature on group leaders' effects on group agreement about workplace climate is reviewed. Hypotheses are generated about the effects that teachers of online courses, as class leaders, have on both the level and agreement about the community of inquiry. They are tested with a sample of 874 students in 126 online courses. The aggregate class level and strength of agreement about the teaching presence have significant effects on the level and agreement about cognitive presence and social presence. Although the aggregate levels and agreement about community of inquiry are related, different patterns emerge.The paper explores the interaction effects of level and agreement, finding that in classes with high levels of teaching presence, the higher the agreement about teaching presence, the higher the agreement about cognitive and social presence especially for classes reporting stronger levels of cognitive and social presence. In classes with lower levels of teaching presence, agreement has a different effect.

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The cross‐level effects of culture and climate in human service teams

Cited by 607 publications

References 61 publications

Sector Well-Being Differences Among UK Police Custody Staff

Sector Well-Being Differences Among UK Police Custody Staff

Firm culture and performance: intensity's effects and limits

The teacher as leader: Effect of teaching behaviors on class community and agreement

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