The impact of organizational climate and strategic fit on firm performance

Burton, Richard M.; Lauridsen, Jørgen; Obel, Børge

doi:10.1002/hrm.20003

Cited by 149 publications

(99 citation statements)

References 27 publications

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“…Organizational climate is a set of measurable properties like trust, morale, reward, equity, conflict, leader"s credibility, and resistance to change, that influen-ces their motivation, behavior at work, and work environ-ment as perceived by employees of the organization (Burton et al, 2004;Mathisen and Einarsen, 2004;Anderson and West 1998). The perceptions of em-ployees about work environment, is based upon value system, prevalent conditions, factors affecting and events occurring at workplace (Ekvall et al, 2001;Verbeke et al, 1998).…”

Section: Introductionmentioning

confidence: 99%

Organizational climate: A study of pharmaceutical industry in Pakistan

Ahmad¹,

Ali²,

Ahmad³

2012

Afr. J. Bus. Manage.

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The satisfaction with organizational climate positively affects the performance and has negative relationship with turnover and deviant behavior of the employees at work. This paper reports the results of a study on investigation of perceptions of middle managers about the organizational climate at their workplaces. Organizational climate is measured on the basis of seven component factors: internal communication, organizational structure, political climate, professional development opportunities, evaluation, promotion and regard for personal concerns. The data are collected from 246 middle managers, predominantly male and working in local organizations, on cluster sampling basis. The perceptions are measured through a 5-point Likert-type scale. The results show internal communication as open, organizational structure highly structured, political climate is not highly politicized, highly encouraged professional development opportunities, evaluation is for improvement, and highly encouraged internal promotion. However, managers perceived that organizational managements are not sensitive in relation to the regard for personal concerns of employees. The middle managers differed significantly in respect of political climate, professional development opportunities and regard for personal concerns, when comparison was made between local and multinational organizations as perceived by them.

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Section: Introductionmentioning

confidence: 99%

Organizational climate: A study of pharmaceutical industry in Pakistan

Ahmad¹,

Ali²,

Ahmad³

2012

Afr. J. Bus. Manage.

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“…El desempeño tuvo una mayor asociación con la dimensión de identidad, luego recompensa, apoyo, calidez, normas, conflicto, estructura y riesgo. Cabe destacar que los son congruentes con otros estudios en que se ha mostrado una relación entre el clima y desempeño, desde Forehand y Gilmer en 1964, hasta estudios más actuales (Kangis & Williams, 2000;Fey & Beamish, 2001;Burton & Lauridsen, 2004;Griffith, 2006). Además los resultados concuerdan con los meta-análisis realizados por Schratz (1993), donde se menciona que dimensiones de clima como, apoyo, riesgo y decisiones, recompensas, relaciones entre compañeros y estructura se han asociado históricamente con desempeños y resultados organizacionales.…”

Section: Discussionunclassified

“…Por ejemplo, Silva (1996), señala que el clima es simplemente una herramienta útil para comprender y mejorar el desempeño, por lo que los autores hablan más bien del impacto potencial del clima sobre el desempeño como un determinante indirecto de éste, sin establecer así una relación causal entre ambas variables (Silva, 1996;Burton & Lauridsen, 2004). Algunos metaanálisis al respecto, han revelado que dentro de las dimensiones de clima que más se han relacionado con el desempeño y el rendimiento de las personas son los estilos de supervisión, el apoyo, el riesgo y la toma de decisiones, las recompensas, las relaciones entre compañeros y la estructura (Schratz, 1993).…”

Section: Clima Satisfacción Laboral Y Desempeño: Algunas Clarificaciunclassified

Clima y satisfacción laboral como predictores del desempeño: en una organización estatal chilena.

Rodríguez¹,

Retamal

Lizana

et al. 2011

Salud soc.

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“…OC has important outcomes at individual, group and organisational levels [10] and can greatly influence job satisfaction [4], individual job performance [11], and organisational performance [12,13]. OC also helps in determining organisational success [14], and is important for achieving organisational effectiveness [15].…”

Section: Introductionmentioning

confidence: 99%

Organisational climate from view point of motivation in district hospital, India

Purohit¹,

Wadhwa²

2012

Health

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Organisational Climate (OC) has been an important topic of research in Organisational Development. There are several frameworks and approaches to study OC. One such framework focuses on the effect of OC on motivation. Although studying OC from viewpoint of motivetion is an important one, there is very limited research in Indian public health system on assessing OC from the view point of motivation. The present study uses a comprehensive framework that focuses on assessing OC from the view point of motivation in a government district hospital. The overall objective of the study was to assess the OC of a District Hospital (DH) from the view point of motivation. A total of 66 staff (all from the same district hospital) participated in the study that included 12 Class I doctor specialists; 14 Class II doctors and 40 Class III staff The data was collected using a validated instrument called Motivational Analysis of Climate (MAO-C). The instrument included six needs or motives and twelve dimensions of organisational climate that were ranked by individuals according to their perception. Based on the ranks, final scores were calculated that reflected the dominant climate (highest score for a particular motive) and backup climates (second highest score for a particular motive). Also a combination of the two motives, dominant and back up motives or climates indicated a particular OC. According to the study, the dominant climate in the organisation was that for Dependency motive while the backup climate for the organisation was for Control motive. According to the literature, both Dependency and Control motives are dysfunctional climates. A high dependency motive indicates that the overall organisational climate is characterized by no initiatives by the people and the employees always look for approval from their seniors; assistance of others in developing oneself; a need to check with others who are more knowledgeable. Similarly high score for control motive indicates that order is maintained in organisation; indicates display of personal power; a desire to stay informed and an urge to monitor events and to take corrective action when needed. When the two motives are combined, the study indicates a dependency-control climate profile which means that the organisational practices are similar to government offices, where subordinates have no say in decision making and they have to follow the established rules of the organisation. Such organisations have clearly laid communication channels controlled from higher authority indicating typical characteristics of a beaurocratic organisation.

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The impact of organizational climate and strategic fit on firm performance

Cited by 149 publications

References 27 publications

Organizational climate: A study of pharmaceutical industry in Pakistan

Organizational climate: A study of pharmaceutical industry in Pakistan

Clima y satisfacción laboral como predictores del desempeño: en una organización estatal chilena.

Organisational climate from view point of motivation in district hospital, India

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