Suchergebnisse

Eight summary dimensions of psychological climate, i.e., autonomy, trust, cohesiveness, pressure, support, recognition, fairness, and innovation, were derived from over 80 differently labeled dimensions reported in the literature. Five item scales of each summary dimension were developed and tested in a sample (n = 367) of managerial employees. Coefficients alpha for the scales ranged from 0.80-0.89. When the 40 items were submitted to a factor analysis with an oblique rotation, eight factors were produced, generally corresponding to the eight summary dimensions. These results were validated by using a separate sample (n 84) of managerial and professional employees.

This study examined the dispositional antecedents of a climate at the individual level, psychological climate for communication safety. The impact of two interpersonal harmony motives, harmony enhancement and disintegration avoidance, on psychological climate for communication safety, innovative performance and the moderated mediated processes associated with job autonomy were examined in a survey study in China. Results showed that harmony enhancement was positively related to innovative performance through psychological climate for communication safety. Moreover, job autonomy moderated the relationship between harmony motives and psychological climate for communication safety. Harmony enhancement was more strongly associated with psychological climate for communication safety when job autonomy was low. The relationship between disintegration avoidance and psychological climate for communication safety was positive when job autonomy was high, but negative when job autonomy was low. Conditional indirect effects consistent with these interaction effects were also found.

Objective: Organizational climate has emerged as an important factor in understanding and addressing the complexities of providing services in child welfare. This research examines the psychometric properties of each of the dimensions of Parker and colleagues' Psychological Climate Survey in a sample of voluntary child welfare workers. Methods: Confirmatory factor analysis was utilized to analyze data on 640 child welfare workers providing services directly to children and families. Results: Strong models were developed for each dimension. Each validated model was more parsimonious than in the original instrument but supported the theoretical underpinnings of each. Discussion and Applications to Social Work: Psychological climate in voluntary child welfare agencies can be assessed along each of four dimensions identified by Parker and colleagues: job, role, organization, and supervision. Those wishing to examine psychological climate in voluntary child welfare settings should consider using the models identified in the current research.

The research reported here was designed to investigate the notion of psychological climate. The study presents the types of climate in organizations, namely, psychological, socio-psychological, organizational, innovative and psychological and carries out their scientific analysis. In addition, it presents the author's understanding of the concepts of innovative and psychological climate and its integrated parameters (psychological impact, educational communication, multi-motivation, positive and harmonious I-concept) as multi-dimensional phenomenon of modern education. The approach used in the research is based on the parallels drawn between the abilities and efficacy of human activity in certain geographical and psychological climate conditions, thus climatic determinism approach was referred to.
Key words: system of education, socio-psychological and organizational types of climate, innovative and psychological climate, climate parameters.

Psychological climate is defined as individual employee perceptions of their work environment. This study advances our understanding of the psychological climate construct by addressing a generally ignored issue of frame of reference through measuring psychological climate with an organizational referent (PCo) and an individual referent (PCi). PCo reflects employee perceptions of their organizational environment in general; whereas, PCi reflects employee perceptions of their own experiences within an organization. This study found that a) there are mean level differences between the two types of psychological climate, b) the two types of psychological climate uniquely predict job satisfaction, and c) a discrepancy between the two types of psychological climate is found to relate to job satisfaction.

With the approach of managing performance, employee responsibility has risen as a current authoritative idea as of late. The general objective was to establish the influence of Psychological Climate on organization performance at Kakamega County Government. The study was anchored in the Resource-Based View (RBV). The study hypothesized that there is a relationship between Psychological Climate and organization performance. The descriptive research design was applied. The target population was 332 employees of all degrees of the board and supervisory unit. Purposive examining was utilized to concentrate on specific qualities of a populace that are of enthusiasm under examination. A pilot test was directed on 10 employees to gauge the unwavering quality of the instruments. Data was examined utilizing Statistical Package for Social Sciences (SPSS) programming. To test unwavering quality and legitimacy, a pilot study was directed and Cronbach's coefficient alpha was utilized to set up consistency. A relapse model was utilized to show the connection between factors. The after-effects of the exploration were introduced utilizing recurrence, figures and diagrams. The findings of the study, there is a positive relationship between Psychological Climate and organization performance. In Conclusion, that high-quality Psychological Climate will enhance teamwork and better employee engagement to improve on overall organization performance. Study recommendation is that Kakamega County can enhance its organization performance by creating a better psychological climate. This can be done by creating an environment where there is teamwork cooperation, flexibility in schedules.

PurposeThe purpose of this study is to investigate the relationship between psychological climate and employee performance, in the Indian environment, in order to understand better the conditions that foster high levels of in‐role and extra‐role performance.Design/methodology/approachBased on a literature review, the paper includes organizational citizenship behaviour (OCB) and job satisfaction as mediating variables. Further, it uses data obtained from 357 managerial employees in the manufacturing and service sectors in India to analyze the relationships.FindingsThe results support the hypotheses that an individual's perception of the psychological climate in the organization has a significant positive impact on his/her willingness to engage in OCBs, as well as on his/her job satisfaction levels. Further, OCB and job satisfaction levels have a significant impact on individuals' performance.Research limitations/implicationsThe present study relies exclusively on cross‐sectional data, limiting the ability to generalize beyond a point. Further, a significant majority of the respondents were male, again limiting generalizability.Practical implicationsThe findings suggest that Indian organizations need to pay attention to employee perceptions of the work environment, and that human resource strategies should go beyond establishing policies and procedures to fostering a employee‐friendly work environment that promotes both in‐role and extra‐role performance.Originality/valueThis study emphasizes the importance of both in‐role and extra‐role performance in the Indian context. Further, given India's rise on the world economic scene, the findings suggest that organizations wishing to sustain their competitiveness and growth levels need to pay attention to their employees' perceptions and beliefs.

With the approach of managing performance, employee responsibility has risen as a current authoritative idea as of late. The general objective was to establish the influence of Psychological Climate on organization performance at Kakamega County Government. The study was anchored in the Resource-Based View (RBV). The study hypothesized that there is a relationship between Psychological Climate and organization performance. The descriptive research design was applied. The target population was 332 employees of all degrees of the board and supervisory unit. Purposive examining was utilized to concentrate on specific qualities of a populace that are of enthusiasm under examination. A pilot test was directed on 10 employees to gauge the unwavering quality of the instruments. Data was examined utilizing Statistical Package for Social Sciences (SPSS) programming. To test unwavering quality and legitimacy, a pilot study was directed and Cronbach's coefficient alpha was utilized to set up consistency. A relapse model was utilized to show the connection between factors. The after-effects of the exploration were introduced utilizing recurrence, figures and diagrams. The findings of the study, there is a positive relationship between Psychological Climate and organization performance. In Conclusion, that high-quality Psychological Climate will enhance teamwork and better employee engagement to improve on overall organization performance. Study recommendation is that Kakamega County can enhance its organization performance by creating a better psychological climate. This can be done by creating an environment where there is teamwork cooperation, flexibility in schedules.