Journal articles: 'Psychological work climate'

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O'Neill, Bonnie S., and Lucy A. Arendt. "Psychological Climate and Work Attitudes." Journal of Leadership & Organizational Studies 14, no. 4 (May 2008): 353–70. http://dx.doi.org/10.1177/1548051808315553.

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Weziak-Bialowolska, Dorota, Piotr Bialowolski, Carlued Leon, Tamar Koosed, and Eileen McNeely. "Psychological Climate for Caring and Work Outcomes: A Virtuous Cycle." International Journal of Environmental Research and Public Health 17, no. 19 (September 25, 2020): 7035. http://dx.doi.org/10.3390/ijerph17197035.

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The current literature’s focus on unidirectional effects of psychological and organizational climates at work on work outcomes fails to capture the full relationship between these factors. This article examines whether a psychological climate for caring contributes to specific work outcomes and investigates whether work outcomes support the climate for caring, creating a feedback loop. Results confirm a bi-directional, temporal association between perceived climate for caring and two of the four explored work outcomes: self-reported productivity and self-reported work quality. The effect of a perceived caring climate on these work outcomes was stronger than the effect in the opposite direction. The perception that the work climate was caring was also found to affect work engagement, but the reverse relationship was not identified. We did not find any evidence for a link between job satisfaction and a climate for caring at work in either direction.

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Vanajan, Anushiya, Ute Bültmann, and Kène Henkens. "Health-related Work Limitations Among Older Workers—the Role of Flexible Work Arrangements and Organizational Climate." Gerontologist 60, no. 3 (May 31, 2019): 450–59. http://dx.doi.org/10.1093/geront/gnz073.

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Abstract Background and Objectives Given their increasing prevalence with age, chronic health conditions (CHCs) are substantially affecting older workers and organizations. An important question is whether and how flexible work arrangements and organizational climates may help to reduce the work limitations experienced by older workers. Grounded on the Job Demand–Resource model, we hypothesize that access to flexible work arrangements (working-time flexibility, workplace flexibility, phased retirement) and supportive organizational climates (healthy ageing climate, psychological safety climate) are vital job resources that are associated with fewer health-related work limitations among older workers experiencing CHCs. Research Design and Methods Multilevel data were collected among 5,419 older workers (60–65 years) in 624 organizations in the Netherlands. Perceived health-related work limitations of older workers diagnosed with arthritis (N = 2,330), cardiovascular disease (N = 720), and sleep disorders (N = 816) were analyzed. Results Multilevel ordered logistic regression analyses revealed that perceived access to flexible working hours and a psychologically safe organizational climate was associated with fewer health-related work limitations among older workers with CHCs. Discussion and Implications Facilitating longer working lives is a key policy challenge within organizations, in particular if older workers are constraint by CHCs. This study shows that offering flexible working hours and ensuring a psychologically safe climate, where older workers with health issues are inclined to share their work needs and preferences, are likely to contribute to healthy ageing in the workplace.

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Day, David V., and Arthur G. Bedeian. "Predicting Job Performance Across Organizations: The Interaction of Work Orientation and Psychological Climate." Journal of Management 17, no. 3 (September 1991): 589–600. http://dx.doi.org/10.1177/014920639101700304.

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We investigated whether perceived psychological climate interacted with an individual personality dimension in predicting the job performance of a national sample (n = 483) of accounting professionals. Work orientation (Wo; Gough, 1985)-a specialty index developed from the California Psychological Inventory-was used to predict job performance as a function of climate. Results from a series of hierarchical regression analyses indicated that overall climate, a composite offactors derivedfrom the Litwin-Stringer (1968) Organizational Climate Questionnaire, significantly interacted with Wo such that more positive climates were associated with better performance for high Wo individuals regardless of organizational tenure. Subsequent analyses indicated that three specific climate dimensions (viz., Warmth-Support, Reward, and Accommodation) significantly interacted with Wo in predicting job performance. Consistent with an interactional perspective, these results suggest a need to consider both personality and situational characteristics to better understand the job performance of accounting professionals across organizations.

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Chaudhary, Richa, and Santosh Rangnekar. "Development climate and work engagement: a multilevel study." Evidence-based HRM: a Global Forum for Empirical Scholarship 5, no. 2 (August 7, 2017): 166–82. http://dx.doi.org/10.1108/ebhrm-01-2016-0001.

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Purpose The purpose of this paper is to examine the relative impact of psychological HRD climate and HRD climate quality on work engagement. In addition, the paper attempts to examine the boundary conditions of the proposed relationship by proposing and testing HRD climate strength as the moderator of the relationship between psychological HRD climate, HRD climate quality and work engagement. Design/methodology/approach Data were collected from a total of 375 business executives from select business organizations in India using standardized measurement instruments. As the present study involved variables at different levels of analysis, hierarchical linear modeling (HLM) approach was utilized for the purpose of data analyses. Findings The results of HLM revealed that the shared employee perception of development climate accounted for significant percentage of between person variance in work engagement above and beyond individual climate perceptions. HRD climate strength was found to moderate the psychological HRD climate and work engagement relationship but the interaction of HRD climate strength with HRD climate quality did not add further to the understanding of work engagement process. Practical implications The findings of the present research imply that creating a climate of human resource development is a compelling intervention, which could provide competitive advantage to the firm in terms of enhanced work engagement levels among employees. Originality/value The study established the importance of social system or social interaction climate in its own right by demonstrating its unique effects on individual attitudes over individuals’ idiosyncratic perceptions.

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D'Amato, Alessia, and Fred R. H. Zijlstra. "Psychological climate and individual factors as antecedents of work outcomes." European Journal of Work and Organizational Psychology 17, no. 1 (March 2008): 33–54. http://dx.doi.org/10.1080/13594320701307420.

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Vartia, Maarit. "The sources of bullying–psychological work environment and organizational climate." European Journal of Work and Organizational Psychology 5, no. 2 (June 1996): 203–14. http://dx.doi.org/10.1080/13594329608414855.

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Chang, Po-Chien, Jui-Ching Chien, and Tong-Ming Lin. "Moderated Mediation Effect by Group Interaction in a Political Work Environment." Social Behavior and Personality: an international journal 42, no. 10 (November 18, 2014): 1651–60. http://dx.doi.org/10.2224/sbp.2014.42.10.1651.

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We drew on social exchange and situational strength theoretical perspectives to examine the mechanism through which the political climate influences employee turnover intention. Participants comprised 750 employees working in 56 work groups in Taiwan. The findings demonstrated that psychological contract breach partially mediated the relationship between political climate and employee turnover intention. In addition, group interaction moderated the indirect effect of political climate on employee turnover intention through psychological contract breach, such that the mediated effect of political climate was weaker in good group interaction than in poor group interaction.

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Gagnon, Serge, Maxime Paquet, François Courcy, and Christopher P. Parker. "Measurement and Management of Work Climate: Cross-Validation of the CRISO Psychological Climate Questionnaire." Healthcare Management Forum 22, no. 1 (March 2009): 57–65. http://dx.doi.org/10.1016/s0840-4704(10)60294-3.

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Sušanj, Zoran, Ana Jakopec, and Antonija Radoš. "Interactive Effects of Multi-Foci Justice Climates on Teams’ Psychological Empowerment." Suvremena psihologija 22, no. 1 (June 10, 2019): 27–37. http://dx.doi.org/10.21465/2019-sp-221-02.

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Psychological empowerment refers to the degree in which an employee feels that he controls events in the organization. This construct is studied on a group level as well, as a team members’ common experience. Team empowerment is a multidimensional construct that includes the collective belief about freedom, independence and discretion in decision-making (autonomy), teams’ effectiveness (potency), the importance and value of teams’ work (meaningfulness), and the contribution of the teams’ work to organizational performance (impact). Organizations are interested in empowering individuals and teams because empowerment relates to positive work outcomes. Justice climate, as an important component of the overall experience of the working environment, greatly determines psychological empowerment. The aim of this study is to verify the interactive effects of organizational, supervisory and peer justice climate on teams’ psychological empowerment. We analyzed data collected from 196 work teams from different organizations. Results of polynomial regression combined with response surface methodology show that with the increase of the level of congruence between multi-foci justice climates, teams’ psychological empowerment increases as well. Misalignment between different sources of justice climate, a situation in which one source is fair while the other is unfair, does not affect the team members’ joint perception of psychological empowerment. As long as the team perceives one source of justice as fair, the teams’ psychological empowerment is high, regardless of the injustice of another source. Although the cross- sectional study design does not allow inferring causality, the theoretical implications of the results for the application of the congruence theory in the organizational context in understanding the effects of (mis)alignment between different sources of justice climate, as well as the practical applicability of the results in human resource management, are discussed. Keywords: teams’ psychological empowerment, multi-foci justice climate

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J. Yanchus, Nancy, Ryan Derickson, Scott C. Moore, Daniele Bologna, and Katerine Osatuke. "Communication and psychological safety in veterans health administration work environments." Journal of Health Organization and Management 28, no. 6 (November 11, 2014): 754–76. http://dx.doi.org/10.1108/jhom-12-2012-0241.

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Purpose – The purpose of this paper is to explore employee perceptions of communication in psychologically safe and unsafe clinical care environments. Design/methodology/approach – Clinical providers at the USA Veterans Health Administration were interviewed as part of planning organizational interventions. They discussed strengths, weaknesses, and desired changes in their workplaces. A subset of respondents also discussed workplace psychological safety (i.e. employee perceptions of being able to speak up or report errors without retaliation or ostracism – Edmondson, 1999). Two trained coders analysed the interview data using a grounded theory-based method. They excerpted passages that discussed job-related communication and summarized specific themes. Subsequent analyses compared frequencies of themes across workgroups defined as having psychologically safe vs unsafe climate based upon an independently administered employee survey. Findings – Perceptions of work-related communication differed across clinical provider groups with high vs low psychological safety. The differences in frequencies of communication-related themes across the compared groups matched the expected pattern of problem-laden communication characterizing psychologically unsafe workplaces. Originality/value – Previous research implied the existence of a connection between communication and psychological safety whereas this study offers substantive evidence of it. The paper summarized the differences in perceptions of communication in high vs low psychological safety environments drawing from qualitative data that reflected clinical providers’ direct experience on the job. The paper also illustrated the conclusions with multiple specific examples. The findings are informative to health care providers seeking to improve communication within care delivery teams.

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Tierney, Pamela. "Work relations as a precursor to a psychological climate for change." Journal of Organizational Change Management 12, no. 2 (April 1999): 120–34. http://dx.doi.org/10.1108/09534819910263668.

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Kataria, Aakanksha, Pooja Garg, and Renu Rastogi. "Does psychological climate augment OCBs? The mediating role of work engagement." Psychologist-Manager Journal 16, no. 4 (November 2013): 217–42. http://dx.doi.org/10.1037/mgr0000007.

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Frazier, M. Lance, and Stav Fainshmidt. "Voice Climate, Work Outcomes, and the Mediating Role of Psychological Empowerment." Group & Organization Management 37, no. 6 (November 26, 2012): 691–715. http://dx.doi.org/10.1177/1059601112463960.

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Yeh, Ching-Wen. "Relationships among service climate, psychological contract, work engagement and service performance." Journal of Air Transport Management 25 (December 2012): 67–70. http://dx.doi.org/10.1016/j.jairtraman.2012.08.011.

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Schultz, Patricia P., Richard M. Ryan, Christopher P. Niemiec, Nicole Legate, and Geoffrey C. Williams. "Mindfulness, Work Climate, and Psychological Need Satisfaction in Employee Well-being." Mindfulness 6, no. 5 (September 25, 2014): 971–85. http://dx.doi.org/10.1007/s12671-014-0338-7.

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Park, Jina, and Shezeen Oah. "The relationship of work overload and unreasonable organizational climate to emotional exhaustion and mediating effects of psychological detachment." Korean Journal of Industrial and Organizational Psychology 24, no. 4 (November 30, 2011): 809–33. http://dx.doi.org/10.24230/kjiop.v24i4.809-833.

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The purpose of the present study was to examine whether work overload and unreasonable organizational climate have significant relationship with emotional exhaustion. The present study also attempted to find out whether psychological detachment has mediating effects on the relationship. Psychological detachment refers to an individual's experience of being mentally away from work, to make a pause in thinking about work-related issues, thus to “switch off”. Previous research has suggested that psychological detachment from work during off-job time is important in order to recover from stress encountered at the job. Data were collected from 234 workers employed in a variety of organizations. It was found that work overload and unreasonable organizational climate were significantly associated with low psychological detachment and high emotional exhaustion. In addition, psychological detachment had mediating effects on the relationship of work overload and unreasonable organizational climate to emotional exhaustion.

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Прохорова, М., M. Prohorova, Т. Лебедева, and T. Lebedeva. "Development of Training Activities to Improve the Socio-Psychological Climate in the Workforce." Scientific Research and Development. Socio-Humanitarian Research and Technology 8, no. 1 (March 27, 2019): 35–41. http://dx.doi.org/10.12737/article_5c8f4e27977b68.21892744.

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The article presents the results of an experiment on the development and application of training activities to improve the socio-psychological climate in the workforce of the educational organization. The theoretical substantiation of the interrelation of organizational culture and socio-psychological climate in the work collective is given, the preferred type of organizational culture for modern educational organizations is described. The results of diagnostics of the type of organizational culture and socio-psychological climate on the example of an educational organization are described, conclusions are drawn about the need for their development. A set of training measures to improve the socio-psychological climate and the development of organizational culture is described. The results of experimental work on the implementation of the described training activities are presented, and the effectiveness of their application for the development of the work collective is proved.

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H.M. Tse, Herman. "Linking leader-member exchange differentiation to work team performance." Leadership & Organization Development Journal 35, no. 8 (October 28, 2014): 710–24. http://dx.doi.org/10.1108/lodj-09-2012-0119.

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Purpose – The purpose of this paper is to propose a conceptual model that delineates the psychological process and boundary condition of how leader-member exchange (LMX) differentiation influences team performance. Design/methodology/approach – Based on theories of LMX and social information processing, it is argued that several important mechanisms underpin the relationship between LMX differentiation and team performance. The role of these variables in the relationship is discussed. Findings – The team mechanisms such as affective climate and team-member exchange (TMX) serve as a boundary condition and psychological process to influence the LMX differentiation-team performance relationship. Their conceptual significance and how they affect the relationship are discussed. Research limitations/implications – This study focusses on theorizing TMX and affective climate as key variables in the LMX differentiation-team performance relationship. Future research considers examining the relative importance of other variables such as team potency or team cohesion to advance the understanding of the precise mechanisms that explain the relationship. Practical implications – The proposed model increases the understanding of the role of affective climate in the relationships between LMX differentiation, TMX and team performance. It helps minimize the negative effect of LMX differentiation, and may ultimately lead to better team performance. Originality/value – Although the implication of LMX differentiation has been discussed extensively, the research has not yet led to a firm conclusion as to its relationship with team outcomes. This study is one of the first to theorize affective climate and TMX as an important psychological mechanism and boundary condition to simultaneously influence the LMX differentiation – team performance relationship.

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Abou Hashish, Ebtsam Aly, Neveen Hassan Abdel All, and Amal Awad Mousa. "Nurses’ perception of psychological empowerment and its relationship to work engagement and job insecurity." Journal of Nursing Education and Practice 8, no. 9 (April 19, 2018): 36. http://dx.doi.org/10.5430/jnep.v8n9p36.

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Background and objective: Psychological empowerment and work engagement are vital factors to consider when managing changes in workplace and enhancing both individual and overall organizational performance and increasing nurses’ job security. This study aimed to explore how nurses perceive their psychological empowerment, work engagement, and job insecurity. Further, to investigate whether nurses’ perception of psychological empowerment is related to their work engagement and job insecurity.Methods: A descriptive correlational research design was conducted using a convenience sample of nurses (N = 400) working in Damanhur educational hospital, Egypt. Psychological Empowerment Questionnaire, Utrecht Work Engagement Scale, and Job Insecurity Inventory proved valid and reliable to measure study variables.Results: The present study revealed that nurses experienced high psychological empowerment and work engagement and perceive a lower level of job insecurity. A significant positive correlation was found between nurses’ perception of psychological empowerment and their work engagement. On the contrary, Job Insecurity was negatively correlated with each of psychological empowerment and work engagement (p < .001). In addition, psychological empowerment and work engagement can significantly predict 6.6%, and 9.3% of job insecurity respectively where the regression model is significant (p < .001).Conclusions: Nurses perceived their work environment as empowering and their work as challenging and stimulating, rending their competence, so they psychologically attached to and engaged in work and feel less job insecurity. Recommendations: Creating an atmosphere of trust and empowering nurses psychologically is inevitable. Hospital managers can adopt strategies that facilitate nurses’ engagement and reduce the levels of job insecurity. Positive empowering work climate, social support, and nurse managers leadership styles are factors that foster work engagement and job security.

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Randel, Amy E., Michelle A. Dean, Karen Holcombe Ehrhart, Beth Chung, and Lynn Shore. "Leader inclusiveness, psychological diversity climate, and helping behaviors." Journal of Managerial Psychology 31, no. 1 (February 8, 2016): 216–34. http://dx.doi.org/10.1108/jmp-04-2013-0123.

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Purpose – The purpose of this paper is to examine how psychological diversity climate and leader inclusiveness relate to an employee’s self-reported propensity to engage in helping behaviors toward the leader or work group. The authors also tested whether these elements operate differently for women and racioethnic minorities. Design/methodology/approach – A sample of 534 respondents completed electronic surveys. Hypotheses were tested with hierarchical multiple regression. Findings – Results indicate a positive relationship between leader inclusiveness and leader-directed and work group-directed helping behaviors, particularly when accompanied by a positive psychological diversity climate. These relationships were stronger for racioethnic minorities and women relative to racioethnic majority members and men for leader-directed helping. Research limitations/implications – Data were self-report. Future research should incorporate data from other sources and additional outcomes. Practical/implications – Leaders who act inclusively can obtain measurable benefits with respect to employee helping by reinforcing a diversity climate. Social/implications – Leaders should act in ways that demonstrate that they are inclusive; coupled with a positive diversity climate, this may encourage all members to engage in helping behaviors, which may have a positive impact on society at large. Originality/value – The authors addressed the call in past research for sending consistent signals across the organization regarding the value of diversity and inclusion.

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Newman, Alexander, Gary Schwarz, Jia Joya Yu, and Varina Paisley. "Psychological Entitlement and Work Outcomes: The Moderating Effect of Employee Involvement Climate." Academy of Management Proceedings 2016, no. 1 (January 2016): 15797. http://dx.doi.org/10.5465/ambpp.2016.15797abstract.

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Garner, Bryan R., and Brooke D. Hunter. "Examining the temporal relationship between psychological climate, work attitude, and staff turnover." Journal of Substance Abuse Treatment 44, no. 2 (February 2013): 193–200. http://dx.doi.org/10.1016/j.jsat.2012.05.002.

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Kernan, Mary C., Bernadette M. Racicot, and Allan M. Fisher. "Effects of Abusive Supervision, Psychological Climate, and Felt Violation on Work Outcomes." Journal of Leadership & Organizational Studies 23, no. 3 (January 25, 2016): 309–21. http://dx.doi.org/10.1177/1548051815627358.

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Woodard, Ginger, Nancy Cassill, and David Herr. "The relationship between psychological climate and work motivation in a retail environment." International Review of Retail, Distribution and Consumer Research 4, no. 3 (January 1994): 297–314. http://dx.doi.org/10.1080/09593969400000022.

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Parker, Christopher P., Boris B. Baltes, Scott A. Young, Joseph W. Huff, Robert A. Altmann, Heather A. LaCost, and Joanne E. Roberts. "Relationships between psychological climate perceptions and work outcomes: a meta-analytic review." Journal of Organizational Behavior 24, no. 4 (2003): 389–416. http://dx.doi.org/10.1002/job.198.

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Rice, Darryl, Jamila Maxie, and Steven William Day. "Moral Allyship At Work: Ethical Leadership and Black Employees' Psychological Diversity Climate." Academy of Management Proceedings 2021, no. 1 (August 2021): 13844. http://dx.doi.org/10.5465/ambpp.2021.13844abstract.

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Nerstad, Christina G. L., Sut I. Wong, and Astrid M. Richardsen. "Can Engagement Go Awry and Lead to Burnout? The Moderating Role of the Perceived Motivational Climate." International Journal of Environmental Research and Public Health 16, no. 11 (June 4, 2019): 1979. http://dx.doi.org/10.3390/ijerph16111979.

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In this study, we propose that when employees become too engaged, they may become burnt out due to resource depletion. We further suggest that this negative outcome is contingent upon the perceived motivational psychological climate (mastery and performance climates) at work. A two-wave field study of 1081 employees revealed an inverted U-shaped relationship between work engagement and burnout. This finding suggests that employees with too much work engagement may be exposed to a higher risk of burnout. Further, a performance climate, with its emphasis on social comparison, may enhance—and a mastery climate, which focuses on growth, cooperation and effort, may mitigate the likelihood that employees become cynical towards work—an important dimension of burnout.

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Sahadev, Sunil, Sudarshan Seshanna, and Keyoor Purani. "Effects of competitive psychological climate, work-family conflict and role conflict on customer orientation." Journal of Indian Business Research 6, no. 1 (May 14, 2014): 70–84. http://dx.doi.org/10.1108/jibr-09-2012-0079.

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Purpose – The purpose of this paper is to consider the impact of a competitive psychological climate on the levels of role conflict and work-family conflict in call center employees and their further impact on customer orientation. Design/methodology/approach – The conceptual model is developed through a review of literature and is then validated in the context of call center employees in India. A total of 281 responses were considered. The model is validated using a multi-group analysis in order to consider a possible influence of gender. Findings – The model is found to have a very good fit and four of the five hypothesized relationships are found to be significant. The study thus establishes the impact of a competitive psychological climate on the role conflict and work-life conflict in the case of service employees. Research limitations/implications – The study uses a self-reported measure of customer orientation as well as the sampling methodology is not random. These two aspects could limit the generalizability of the results. Practical implications – The paper gives empirical support against adoption of competition-based practices in service organizations. This is an important implication for practitioners. Originality/value – The study looks at the impact of competitive psychological climate in call centers, a construct hitherto not much analyzed. The analysis of the relationship between competitive psychological climate, role conflict and work-family conflict have also not been looked into in the previous literature.

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Albion, Majella J., Gerard J. Fogarty, Michael A. Machin, and Jeff Patrick. "Predicting absenteeism and turnover intentions in the health professions." Australian Health Review 32, no. 2 (2008): 271. http://dx.doi.org/10.1071/ah080271.

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Objectives: The study examined the mediating influence of individual psychological reactions to work on the relationship between organisational climate and job withdrawal behaviours (viz, intention to leave and absenteeism). Methods: 1097 hospital employees were surveyed using the Queensland Public Agency Staff Survey (QPASS) to obtain measures of organisational climate, psychological reactions to work, job satisfaction, and self-reported levels of intention to leave. Group-level absenteeism data were provided from the Health Service District files. Results: Two psychological states, quality of work life and job satisfaction, were found to fully mediate the relationship between the organisational climate variable, role clarity, and intention to leave, while individual distress was found to partially mediate the same relationship. However, the hypothesised mediation effect of psychological states on the relationship between organisational climate and absenteeism did not emerge. Conclusion: Skills shortages and increasing demands for health services make retention of staff in the health service industry vitally important. As a means of addressing this issue, this study presents an emergent mediating model defining relationships among individual psychological factors, aspects of organisational climate and intention to leave. Identification of the processes associated with staff withdrawal behaviours or intentions will assist in devising interventions to improve retention.

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Amenumey, Edem K., and Andrew Lockwood. "Psychological Climate and Psychological Empowerment: An Exploration in a Luxury UK Hotel Group." Tourism and Hospitality Research 8, no. 4 (October 2008): 265–81. http://dx.doi.org/10.1057/thr.2008.34.

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The purpose of this study was to identify aspects of employees' work environment that were related to their feelings of psychological empowerment in a luxury hotel group. Data were collected through the administration of a self-completed questionnaire. Exploratory and confirmatory factors analyses were run to purify the scales measuring the two constructs before testing the relationship using structural equation modelling. The results here, which form part of a larger study, suggest that the four dimensions of psychological climate identified (Managerial Support, Customer Orientation, Internal Service, and Information/Communication) positively influenced employees' feelings of psychological empowerment, conceptualised as a three-dimensional construct (Meaning, Influence, and Competence), with clear implications for managerial policy and practice.

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Deng, Hong, Kwok Leung, Catherine K. Lam, and Xu Huang. "Slacking Off in Comfort: A Dual-Pathway Model for Psychological Safety Climate." Journal of Management 45, no. 3 (February 1, 2017): 1114–44. http://dx.doi.org/10.1177/0149206317693083.

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Research on psychological safety climate has primarily focused on its salutary effects on group risk-taking behaviors. We developed a group-level dual-pathway model in which psychological safety climate also exerts a simultaneous negative effect on risk-taking behaviors by diminishing group average work motivation. In a field survey, we found that psychological safety climate was positively related to group learning behavior and voice through a reduction in group average fear of failure but negatively related to them through a reduction in group average work motivation. This dual-pathway model and its mechanisms were conceptually replicated in a laboratory experiment with group creativity as a different risk-taking behavior. In this experiment, we examined the moderating effects of group individualism/collectivism and found that psychological safety climate increased the originality and flexibility dimensions of group creativity through a reduction in group average fear of failure only in groups with a collectivistic orientation and reduced the fluency dimension of and time spent on creativity through a reduction in group average work motivation only in individualistic groups.

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Burenina, Natal'ya. "Process of Effective Management by a Socially- Psychological Climate in Organization." Management of the Personnel and Intellectual Resources in Russia 9, no. 2 (June 11, 2020): 15–18. http://dx.doi.org/10.12737/2305-7807-2020-15-18.

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The article is devoted to the study of the process of effective management of the socio-psychological climate in the organization. The author notes that the socio-psychological climate is an indicator of the level of development of the workforce, capable of more efficient work. The aim of the study is to study the factors that ensure a favorable socio-psychological climate in the workforce using modern research methods: analysis, synthesis, grouping methods, tabular; systematization of factors affecting the process of effective management of the socio-psychological climate in the team. The methodological basis of the study was the theoretical provisions for determining the definition of the socio-psychological climate of the team, an analytical review of practical studies of the factors influencing it in modern market conditions. As a result of the study, a systematization of factors affecting the creation of a favorable socio-psychological climate in the team was carried out.

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Dollard, M. F., and W. McTernan. "Psychosocial safety climate: a multilevel theory of work stress in the health and community service sector." Epidemiology and Psychiatric Sciences 20, no. 4 (September 5, 2011): 287–93. http://dx.doi.org/10.1017/s2045796011000588.

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Work stress is widely thought to be a significant problem in the health and community services sector. We reviewed evidence from a range of different data sources that confirms this belief. High levels of psychosocial risk factors, psychological health problems and workers compensation claims for stress are found in the sector. We propose a multilevel theoretical model of work stress to account for the results. Psychosocial safety climate (PSC) refers to a climate for psychological health and safety. It reflects the balance of concern by management about psychological healthv.productivity. By extending the health erosion and motivational paths of the Job Demands-Resources model, we propose that PSC within work organisations predicts work conditions and in turn psychological health and engagement. Over and above this, however, we expect that the external environment of the sector particularly government policies, driven by economic rationalist ideology, is increasing work pressure and exhaustion. These conditions are likely to lead to a reduced quality of service, errors and mistakes.

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Binti, Nor Hidayah. "Psychosocial Safety Climate in Organization: An Overview of Theoretical and Empirical Development." Journal of Social and Development Sciences 4, no. 9 (September 20, 2013): 407–11. http://dx.doi.org/10.22610/jsds.v4i9.779.

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Psychosocial safety climate (PSC) is a new aspect to be considered in organization in order to overcome work stress issues among employees. The critical study of PSC which build from the foundation of work of psychological safety and safety climate pioneered in 2010 by Maureen F. Dollard and Arnold B Bakker in Australia. The features of climate specifically expected to affect psychological health. New construct of PSC was defined as shared perception of organizational policies, practices and procedures to protect employeesâ€™ psychological safety and health. Previous studies stated that there are four main elements in PSC which are management commitment, management priority, management and employee participation involvement in stress prevention and organizational communication. It is believed that PSC could be a potential contributor in achieving organizationâ€™s aim for more positive psychological health environment among employees. Therefore, this paper aims to explicate the theoretical development of PSC and identify the impact on work stress among employees.

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Рогач, О., O. Rogach, Т. Рябова, T. Ryabova, Е. Фролова, and E. Frolova. "Socio-Psychological Climate in the State Authorities." Management of the Personnel and Intellectual Resources in Russia 7, no. 4 (September 25, 2018): 26–32. http://dx.doi.org/10.12737/article_5b8d0ddf9eb7e5.79864871.

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The development of the Institute of public service is connected, fi rst of all, with the improvement of its personnel policy, the fi ght against corruption, the introduction of ethical standards and technologies for managing the career of employees. These problems are the most signifi cant limitations of socio-economic and political development of the state and their solution should pay considerable attention to the socio-psychological well-being and climate of the employees of public authorities in order to minimize the negative eff ects of psychological support for their professional activities. In order to determine the specifi cs of the formation of socio-psychological climate in public authorities, whose employees should be focused on solving signifi cant problems of state construction, the authors conducted a study in the Federal service for fi nancial monitoring of the Russian Federation. By applying the test “Pulsar”, the test of the “Integral job satisfaction”, by A.V. Batashevy, the observation method and personal interview by the authors has been partially refuted the hypothesis that the rigid formalization of the activities of public servants, including the regimentation of action, the pressure of the authorities, routine and emphasis on discipline and high level of personal responsibility, is a dominant factor disturbing the socio-psychological climate in state government. The study revealed that socio-psychological climate in the team of a public authority can be described as favorable and unstable. A team of employees — quite a mature group, able to perform a production job, despite the rather widespread phenomenon: “staff turnover”. According to the results of the tests, the authors characterize a modern civil servant as an effective, purposeful, energetic, constantly increasing his level of knowledge, interested in effective work, which is contrary to the image of a public servant who is tired in society.

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Byrne, Zinta S., Jason Stoner, Kenneth R. Thompson, and Wayne Hochwarter. "The interactive effects of conscientiousness, work effort, and psychological climate on job performance." Journal of Vocational Behavior 66, no. 2 (April 2005): 326–38. http://dx.doi.org/10.1016/j.jvb.2004.08.005.

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Морозова, I. Morozova, Козлов, and V. Kozlov. "Problem of Creation of Work Safety Climate for Personnel." Management of the Personnel and Intellectual Resources in Russia 4, no. 4 (August 17, 2015): 69–71. http://dx.doi.org/10.12737/13245.

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In recent years Management of personnel health and safety has gained a new value. Formation of culture of personnel safety creates the possibility of quality increase of level of the guaranteed work safety. The authors explore the essence of such notions as «labour protection culture» and «labour safety culture». They analyze the main factors infl uencing the person’s behavior at modern production site and aggravating technological health risks. The Research has shown that the study of safety culture is inextricably linked to safety climate. The climate of safety opens a way to overcoming social and psychological problems of work safety of the personnel. In this regard, the article provides a list of indicators of safety climate. These indicators can serve as a practical tool for the assessment and recognition of the potential problem areas of the human resource management in the organization.

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GHAFOOR, AZKA, and JARROD HAAR. "A CLIMATE AND PERSONALITY APPROACH TOWARDS CREATIVITY BEHAVIOURS: A MODERATED MEDIATION STUDY." International Journal of Innovation Management 24, no. 06 (January 23, 2020): 2050080. http://dx.doi.org/10.1142/s1363919620500802.

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Organisations are interested in how to get the best performance out of their workforce and this study focuses on creativity behaviours. The present study focuses on psychological safety climate, which relates to shared beliefs amongst co-workers regarding the safety for risk-taking in their work teams. We combine this with another organisational factor and a psychological factor towards testing a robust model of employee creativity behaviours. These factors include organisational-based self-esteem (OBSE) as a mediator and climate for innovation as a moderator, and we then examine these in combination (moderated mediation). Using a sample of 269 diverse employees, we find psychological safety climate is positively related to creativity behaviours and OBSE, and OBSE influences creativity behaviours and fully mediates the effect of psychological safety climate. We also find a significant interaction effect, showing that the highest creativity behaviour is registered when there is high psychological safety climate and high climate for innovation. We also find a significant moderated mediation effect whereby the indirect effect of psychological safety climate on creativity behaviours (through OBSE) increases when climate for innovation gets stronger. We discuss the implications for managing people and teams.

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Evans, Mary Ann, and Leora Rosen. "Pregnancy planning and the impact on work climate, psychological well-being, and work effort in the military." Journal of Occupational Health Psychology 2, no. 4 (1997): 353–61. http://dx.doi.org/10.1037/1076-8998.2.4.353.

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Tomas, Jasmina, Darja Maslić Seršić, and Hans De Witte. "Psychological climate predicting job insecurity through occupational self-efficacy." Personnel Review 48, no. 2 (March 4, 2019): 360–80. http://dx.doi.org/10.1108/pr-05-2017-0163.

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Purpose The purpose of this paper is to test the hypothesized mediation model that specifies psychological climate dimensions as antecedents of job insecurity, while accounting for occupational self-efficacy. Stemming from the conservation of resources theory, the authors hypothesize that job challenge, role harmony, leader support and co-worker cooperation negatively relate to job insecurity due to its positive correlation with occupational self-efficacy. Design/methodology/approach Data were collected with a sample of 329 white-collar employees from the ICT sector who were employed full-time and for a period of at least six months in their current organization. All hypotheses were tested via structural equation modeling using the bootstrap method to test the significance of indirect effects. Findings Among the four work environment domains, only job challenge had a significant contribution in explaining job insecurity variance. This relationship was fully mediated by occupational self-efficacy. Research limitations/implications The cross-sectional research design limits the ability to make causality inferences, while the convenience sampling method limits the generalizability of findings. Practical implications The study results indicate that well-designed (i.e. challenging, autonomous and important) job tasks may be advantageous in organizational interventions aimed at reducing job insecurity due to their potential to strengthen employees’ efficacy beliefs. Originality/value The study results contribute to current knowledge regarding the relative importance of work environment antecedents of job insecurity, as well as the prominent role played by occupational self-efficacy in explaining some of these relationships.

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Schirle, Lori, Brian E. McCabe, and Victoria Mitrani. "The Relationship Between Practice Environment and Psychological Ownership in Advanced Practice Nurses." Western Journal of Nursing Research 41, no. 1 (January 22, 2018): 6–24. http://dx.doi.org/10.1177/0193945918754496.

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Barriers in advanced practice nurses’ work environment impede effective use in acute care settings, reduce job satisfaction, and increase intent to leave. Fostering psychological ownership for work through improved work design has increased satisfaction, motivation, and productivity, and lowered turnover in other fields, and may have similar effects for advanced practice nurses. This multilevel cross-sectional survey study examined the relationship between advanced practice nurse work environment and psychological ownership using data from a survey of advanced practice nurses and nurse executives in Florida hospitals. Barriers in scope of practice and exclusion from hospital governance were common. Advanced practice nurses reported good relations with physicians and moderate organizational climate but poor relations with administrators and limited control over work. Organizational climate had a strong positive relationship with psychological ownership. Fostering advanced practice nurse psychological ownership could improve job satisfaction and decrease turnover leading to increased effectiveness in acute care settings.

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Magnano, Paola, Giuseppe Santisi, Silvia Platania, Andrea Zammitti, and Jordi Tous Pallares. "The Italian version of the Work Psychosocial Climate Scale (Escala Clima Psicosocial en el Trabajo)." Work 66, no. 4 (September 17, 2020): 789–98. http://dx.doi.org/10.3233/wor-203225.

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BACKGROUND: The organizational climate is a quality of the internal environment of an organization that is shared by its members, can be described in terms of the values of the characteristics of an organization, influencing the workers’ behaviour. A number of empirical studies have examined the relationship between climate perceptions and a variety of variables such as job satisfaction, performance, psychological well-being, absenteeism and turnover. OBJECTIVE: The aim of the present study was to verify the psychometric properties of the Work Psychosocial Climate Scale in the Italian context. METHODS: The participants were 1063 Italian workers. The survey comprised: Work Psychosocial Climate Scale, Majer D’Amato Organizational Questionnaire 10, Work and Organizational Motivation Inventory, Mindfulness Organising Scale, Job Satisfaction Scale, and Organizational outcomes (Turnover intentions, Exit and neglect, Performance). RESULTS: The results provide evidence for the reliability and validity of the Italian version of the Work Psychosocial Climate Scale, after some modifications of the original version. CONCLUSIONS: The evaluation of the psychosocial climate in an organization is one of most important steps to recognize the indicators of work-related stress. The Work Psychosocial Climate Scale allows to conduct the evaluation with a reduced number of items.

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Mazzetti, Greta, Wilmar B. Schaufeli, Dina Guglielmi, and Marco Depolo. "Overwork climate scale: psychometric properties and relationships with working hard." Journal of Managerial Psychology 31, no. 4 (May 9, 2016): 880–96. http://dx.doi.org/10.1108/jmp-03-2014-0100.

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Purpose – The purpose of this paper is to evaluate whether employees’ tendency to work excessive hours is motivated by the perception of a work environment that encourages overwork (overwork climate). Thus, this study introduces a self-report questionnaire aimed at assessing the perception of a psychological climate for overwork in the workplace. Design/methodology/approach – In Study 1, the overwork climate scale (OWCS) was developed and evaluated using principal component analysis (n=395) and confirmatory factor analysis (n=396). In Study 2, the total sample (n=791) was used to explore the association of the overwork climate with opposite types of working hard (work engagement and workaholism). Findings – Two overwork climate dimensions were distinguished, namely, overwork endorsement and lacking overwork rewards. The lack of overwork rewards was negatively associated with engagement, whereas workaholism showed a strong positive association with overwork endorsement. These relationships remained significant after controlling for the impact of psychological job demands. Research limitations/implications – The findings rely on self-report data and a cross-sectional design. Practical implications – The perception of a work environment that encourages overwork but does not allocate additional compensation seems to foster workaholism. Moreover, the inadequacy of overwork rewards constitutes a lack of resources that negatively affect employees’ engagement. Originality/value – This study represents one of the first attempts to develop a questionnaire aimed at assessing a psychological climate for overwork and to explore whether the perception of this type of climate may be significantly related to workaholism and work engagement.

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der Kinderen, Susan, Amber Valk, Svetlana N. Khapova, and Maria Tims. "Facilitating Eudaimonic Well-Being in Mental Health Care Organizations: The Role of Servant Leadership and Workplace Civility Climate." International Journal of Environmental Research and Public Health 17, no. 4 (February 12, 2020): 1173. http://dx.doi.org/10.3390/ijerph17041173.

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Demanding and complex work within mental health care organizations places employee well-being at risk and raises the question of how we can positively influence the psychological well-being and functioning of these employees. This study explores the role of servant leadership and workplace civility climate in shaping eudaimonic well-being among 312 employees in a Dutch mental health care organization. The findings showed that servant leadership had a stronger relationship with eudaimonic well-being when workplace civility climate was high. Furthermore, the results showed that servant leadership was positively related to workplace outcomes, partially through eudaimonic well-being, and that this mediating process varied across different levels of workplace civility climate. This study contributes to the scholarly understanding of the role of servant leadership and a positive work climate in shaping psychological well-being at work.

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Karanika-Murray, Maria, George Michaelides, and Stephen J. Wood. "Job demands, job control, psychological climate, and job satisfaction." Journal of Organizational Effectiveness: People and Performance 4, no. 3 (September 4, 2017): 238–55. http://dx.doi.org/10.1108/joepp-02-2017-0012.

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Purpose Research into job design and employee outcomes has tended to examine job design in isolation of the wider organizational context, leading to calls to attend to the context in which work is embedded. The purpose of this paper is to examine the effects of the interaction between job design and psychological climate on job satisfaction. Design/methodology/approach Cognitive dissonance theory was used to explore the nature of this relationship and its effect on job satisfaction. The authors hypothesized that psychological climate (autonomy, competence, relatedness dimensions) augments favorable perceptions of job demands and control when there is consistency between them (augmentation effect) and compensates for unfavorable perceptions when they are inconsistent (compensation effect). Findings Analysis of data from 3,587 individuals partially supported the hypotheses. Compensation effects were observed for job demands under a high autonomy and competence climate and for job control under a low competence climate. Augmentation effects were observed for job demands under a high relatedness climate. Practical implications When designing jobs managers should take into account the effects of psychological climate on employee outcomes. Originality/value This study has offered a way to bridge the job design and psychological climate fields and demonstrated that the call for more attention to the context in which jobs are embedded is worth heeding.

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Moake, Timothy R., Nahyun Oh, and Clarissa R. Steele. "The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea." International Journal of Cross Cultural Management 19, no. 3 (November 12, 2019): 353–68. http://dx.doi.org/10.1177/1470595819887192.

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Indigenous cultural nuances such as age-related hierarchies in South Korea have the potential to impact workers’ engagement in innovation-related behaviors (IRBs). We use self-categorization theory to examine both the relationship between employee age and IRBs and the cross-level interaction effects of team psychological safety climate. Using a multilevel sample of 282 South Korean employees working in 65 teams across 45 different organizations in various industries, we find that team psychological safety climate moderates the relationship between age and engaging in IRBs. More specifically, we find that when teams have a weaker psychological safety climate, age is positively related to engaging in IRBs. However, when teams have a stronger psychological safety climate, age is not related to engaging in IRBs. We discuss the implications of these findings for innovation and managing work teams in Eastern contexts.

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Kataria, Aakanksha, Pooja Garg, and Renu Rastogi. "Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement." International Journal of Productivity and Performance Management 68, no. 6 (July 8, 2019): 1057–77. http://dx.doi.org/10.1108/ijppm-02-2018-0057.

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Purpose The purpose of this paper is to explore the relationship between high-performance HR practices (HPHRPs), psychological climate (PC), work engagement (WE) and organizational citizenship behaviors (OCBs) among IT professionals. This study further intends to provide a framework to understand and predict factors affecting organizational citizenship performance in the Indian IT sector. Design/methodology/approach The analysis is based on a sample of 464 IT employees working in 29 information-intensive global organizations, and the statistical method employed is structural equation modeling. Findings The results of the present study demonstrated the significance of employees’ perceptions of PC through which HPHRPs can boost employees’ WE, which, in turn, has come out to be the principal mechanism through which HPHRPs and PC have impact on OCBs. Research limitations/implications The results have established a platform where HR managers can be motivated to open up new avenues to employees where they can be psychologically involved in work roles and feel highly motivated to bring their good spirits at the workplace in order to benefit the organization at large. Originality/value This research explores the changing dynamics of Indian business scenario in the IT context. IT professionals may perceive and react differently to the HR system in the organization and have higher expectations of congenial working conditions that enhance their capability to employ personal skills and resources in the realization of organizational goals. Thus, the study tries to tap their experiences and perceptions and map their performances in the organization.

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Stasiła-Sieradzka, Marta, Agata Chudzicka-Czupała, and Marta Znajmiecka-Sikora. "Work safety climate. Comparison of selected occupational groups." PLOS ONE 15, no. 12 (December 14, 2020): e0243056. http://dx.doi.org/10.1371/journal.pone.0243056.

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Implementation of effective programs to improve occupational safety should be linked to an understanding of the specific nature of the given job. The aim of the research was to compare occupational groups with different job-related specificities: industrial production line workers, retail workers and mine rescuers, in terms of their assessment of the work safety climate. The survey covered 2,995 respondents with diversified demographic characteristics. The study used an abridged version of the Safety Climate Questionnaire by Znajmiecka-Sikora (2019) to assess 10 separate safety climate dimensions. The results of the MANOVA multivariate analysis, Wilks’ multivariate F-tests and univariate F tests prove that there is a statistically significant difference between the respondents representing the three occupational groups collectively in terms of global assessment of all work safety climate dimensions, and also indicate significant differences between workers belonging to the three occupational groups in terms of their assessment of the individual dimensions of the work safety climate, except the organization’s occupational health and safety management policy as well as technical facilities and ergonomics, which may be due to the universality of the requirements set for organizations with regard to these two aspects of safe behavior. The differences observed in the assessment of the remaining work safety climate dimensions induces one to promote more differentiated and individualized activities, taking into account the work specificity and the nature of the threats occurring in the respective working environment of the representatives of the different occupations. The difference in assessment of the work safety climate found in the research encourages one to create practical programs for safety, not only in the procedural and technical dimension, but also in the social and psychological one.

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Clarke, Sharon. "An integrative model of safety climate: Linking psychological climate and work attitudes to individual safety outcomes using meta-analysis." Journal of Occupational and Organizational Psychology 83, no. 3 (September 2010): 553–78. http://dx.doi.org/10.1348/096317909x452122.

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Journal articles on the topic 'Psychological work climate'

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