The Effect of Organizational Climate on Faculty Burnout at State and Private Universities: A Comparative Analysis

Abstract

Organizational climate, that is, the atmosphere surrounding an organization, unites features with individual, organizational, and environmental characteristics that affect the behaviors of individuals within the organization. Burnout is accepted as a syndrome that often occurs in people who work together with others. Faculty members in universities are potential burnout candidates due to their relationships with many students, employees, and administrators. To reduce burnout of the faculty members, it is crucial to maintain a healthy organizational climate. It is also projected that discrepancies in organizational climate can manifest differently between public and private universities. So, the purpose of this study is to examine the effect of organizational climate on the burnout of faculty members at both state and private universities. By using the survey method, 984 responses were collected from faculty members. A covariance-based structural equation modeling was constructed to test the reliability and validity of both the measurement and the structural model. The results of the study supported the hypotheses mostly and indicated that all dimensions of organizational climate negatively influenced faculty members’ emotional exhaustion. While the balanced workload, clarity of task, cohesion, and the ethical dimensions within the organizational climate produced a negative effect on the depersonalization of faculty members, the lack of clarity of task and ethical dimensions contributed negatively to the diminished personal accomplishment. In addition, the study demonstrated that state university faculty members having cohesion dimension of organizational climate were less likely to be exhausted emotionally, whereas cohesion among private university faculty members negatively influenced the depersonalization. Theoretical and practical implications regarding organizational climate dimensions and burnout levels of faculty members were discussed.

Evaluation of organizational climate factors on tax administration enterprise resource planning (ERP) system

“…According to Furnham and Goodstein (1997) , organizational climate encompasses a variety of dimensions, including role clarity, career development, respect, communication, reward systems, planning and decision-making, innovation, relationships, teamwork and support, service quality, conflict management, commitment and morale, training and learning, and direction. Dinibutun et al. (2020) identified additional dimensions of organizational climate as managerial competence, balanced workload, task clarity, cohesion, ethics, and participation.…”

Strategic Leadership as a Mediating Variable between Organisational Climate and Quality Improvement in Higher Education

“…Moreover, the study of [104] indicated that the absence of collaboration between the work team is one of the most important causes of the weak organizational climate that affects quality improvement because continuous improvement can only be achieved through a collaboration team. The previous study, for example, [11], [105] contended that climate has a great important role in higher education institutions due to its prominent role in achieving employee satisfaction and development. Therefore, organizations care to study their internal climate and improve them to continuous quality improvement.…”

“…Based on previous studies, the data reveals that organizational climate can enhance quality improvement in the higher education sector [9], [10] affirmed that organizational climate is the most important factor which reflects positive outcome in the institution. Additionally, [11] clarified that appropriate organizational climate is becoming a fundamental approach that stimulates to increase the university's performance and improve the quality of education. Also, [12] revealed that organizational climate is the basis for continuous improvements in quality by identifying imbalance and inefficiency in a performance referred to by employees of all levels in the organization through effective communication between them and the administration.…”

Insights from Theory of Reason Action to Determine the Faculty Turn-Over Intentions in HEI’s of Southern Punjab: Mediating and Moderating Role of Perceived Organizational Justice and Organizational Climate

“…Because of its closeness to employee positive work attitudes such as job satisfaction, dedication, work efficiency, and employee loyalty, organizational climate has garnered substantial attention from previous and present studies (Bahrami et al, 2016;Jyoti, 2013;Langi et al, 2022;Permarupan et al, 2013;Shanker et al, 2017). An array of past and contemporary studies associated the organizational climate with negative out comes such as intention to leave (Jyoti, 2013;Yousef et al, 2014), job burn out (Dinibutun et al, 2020;Seyyedmoharrami et al, 2019). Whereas , an array of past and contemporary researchers have associated the organizational climate with turnover intentions such as Bracarense et al (2022) conducted in the health industry, a research indicated that organizational atmosphere predicted turnover intentions.…”