PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP TURNOVER INTENTION DENGAN IKLIM ORGANISASI SEBAGAIVARIABEL MEDIASI ( Studi Kasus : Karyawan PT. Sejahtera Buana Trada di Kota Malang )

This research aims to determine and analyze the influence of transformational leadership style on turnover intention through organizational climate as a mediating variable. This type of research is explanatory research using a quantitative approach method. The sampling technique used total sampling with a total sample of 76 people. The data analysis technique used in this research is correlation analysis with the SmartPLS tool. The results of this research show that transformational leadership style has a negative and significant effect on turnover intention at PT. Sejahtera Buana Trada. Transformational leadership style has a positive and significant effect on organizational climate. Organizational climate has a negative and significant effect on turnover intention. Organizational climate can mediate the influence of transformational leadership style on turnover intention

Organizational stressors associated with job stress and burnout in correctional officers: a systematic review.

BackgroundIn adult correctional facilities, correctional officers (COs) are responsible for the safety and security of the facility in addition to aiding in offender rehabilitation and preventing recidivism. COs experience higher rates of job stress and burnout that stem from organizational stressors, leading to negative outcomes for not only the CO but the organization as well. Effective interventions could aim at targeting organizational stressors in order to reduce these negative outcomes as well as COs' job stress and burnout. This paper fills a gap in the organizational stress literature among COs by systematically reviewing the relationship between organizational stressors and CO stress and burnout in adult correctional facilities. In doing so, the present review identifies areas that organizational interventions can target in order to reduce CO job stress and burnout.MethodsA systematic search of the literature was conducted using Medline, PsycINFO, Criminal Justice Abstracts, and Sociological Abstracts. All retrieved articles were independently screened based on criteria developed a priori. All included articles underwent quality assessment. Organizational stressors were categorized according to Cooper and Marshall's (1976) model of job stress.ResultsThe systematic review yielded 8 studies that met all inclusion and quality assessment criteria. The five categories of organizational stressors among correctional officers are: stressors intrinsic to the job, role in the organization, rewards at work, supervisory relationships at work and the organizational structure and climate. The organizational structure and climate was demonstrated to have the most consistent relationship with CO job stress and burnout.ConclusionsThe results of this review indicate that the organizational structure and climate of correctional institutions has the most consistent relationship with COs' job stress and burnout. Limitations of the studies reviewed include the cross-sectional design and the use of varying measures for organizational stressors. The results of this review indicate that interventions should aim to improve the organizational structure and climate of the correctional facility by improving communication between management and COs

PENGARUH IKLIM ORGANISASI DAN PENERAPAN KESELAMATAN DAN KESEHATAN KERJA (K3) TERHADAP PRODUKTIVITAS KERJA KARYAWAN PADA PROSES PRODUKSI DI PT BERKAT GANDA SENTOSA

The purpose of this study is to determine the influence of organizational climate and the application of occupational safety and health on employee work productivity in the production process at PT. Berkat Ganda Sentosa partially and simultaneously. This study used quantitative methods. The research population is 1,760 employees at PT. Berkat Ganda Sentosa. The sample was determined using a purposive sampling method to obtain a research sample of 95 respondents in the production sector. The data collection technique used is a questionnaire. The data analysis method uses multiple linear regression tests with the SPSS program. The results proved that the organizational climate had a significant effect on employee work productivity, while the application of occupational safety and health had a significant effect on employee work productivity. The results are simultaneously known that the organizational climate and the implementation of occupational safety and health have a significant effect on employee work productivity in the production process at PT. Berkat Ganda Sentosa, it means that a good organizational climate and the provision of occupational safety and health implementation can increase employee work productivity

Do Organisational Climate and Strategic Orientation Moderate the Relationship Between Human Resource Management Practices and Productivity?

Contingency formulations of Human Resource Management (HRM) theory suggest thatthe effectiveness of HRM practices should vary across firms. This study examinedwhether the relationship between HRM practices and productivity in manufacturingcompanies is contingent upon organizational climate and strategic orientation.Information on HRM, organizational structure, and competitive strategy was collected byinterviewing senior managers, whilst organizational climate was assessed via employeesurveys. Although organizational climate and HRM practices were both positivelyassociated with subsequent productivity, the relationship between HRM practices andsubsequent productivity was stronger for firms with a poor climate.Human Resource Management, organisational structure, organisationalclimate, productivity

The importance of ‘goodness of fit’ between organizational culture and climate in the management of change: a case study in the development of online learning

This paper explores the nexus between organizational culture and organizational climate in the management of change by presenting a case study wherein an Australian regional university is currently undertaking the development of online courses. Important consideration is given to the complementary roles of culture and climate in managing organizational change. The single most important determinant of success is strong, committed senior management whose task is to articulate the organization's new vision and the manner in which it reshapes the organization's culture. At another level the climate of the organization as reflected in the systems that facilitate people's work (including policies, procedures, rewards and communication) must mesh with the new culture if organizational change is to proceed smoothly. This paper discusses the interactive nature of these two powerful organizational variables. The case study draws on the experiences of a school of academics acting as developers and deliverers of online initiatives and a number of concerns are raised that threaten the goodness of fit between the culture and climate of the organization. Policy issues requisite to the successful delivery of online courses are identified and discussed. The most contentious issue revolves around the question of ownership. Many academics, accustomed to exercising autonomy with respect to determining appropriate learning strategies, openly resisted the role the Information Technology department of the university assumed in making decisions that are often seen as having pedagogical overtones. To the extent that transactional issues such as these detract from the climate of the organization, they prevent academics from performing to their full potential. It is concluded that the climate of the organization, if properly managed, contributes to an enduring organizational culture which in turn is better able to deal with the inevitability of change and face the challenges that initiatives such as online education bring

Organizational Citizenship Behaviour - Source of Organizational Performance

Organizational performance has, over time, become a fundamental objective of managerial strategies. Its achievement is conditioned by thorough scientific research concerning the context in which it is obtained as well as the analysis of the concept of Organizational Citizenship Behaviour (OCB) and the way it influences different dimensions of organizational involvement, organizational climate, work satisfaction and, consequently, business results. This study has a two-part structure: the first part is a general presentation of the main theoretical concepts regarding OCB, while the second part analyzes the Organizational Citizenship Behaviour in the case of two Romanian companies activating on the tire-distribution market.organizational behaviour, organizational culture, work satisfaction, citizenship, work climate.

Drivers of organizational creativity

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed

The Precursors and Products of Justice Climates: Group Leader Antecedents and Employee Attitudinal Consequences

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of three types of justice climates (e.g., procedural, interpersonal, and informational), and the moderating effects of these climates on individual level justice- attitude relationships. Largely consistent with the theoretically-derived hypotheses, the results showed that leader (a) agreeableness was positively related to procedural, interpersonal and informational justice climates, (b) conscientiousness was positively related to a procedural justice climate, and (c) neuroticism was negatively related to all three types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high

Anatomy of a Paradox: Management Practices, Organisational Structure and Energy Efficiency

This paper presents new evidence on managerial and organizational factors that explain firm level energy efficiency and TFP. We interviewed managers of 190 randomly selected manufacturing plants in the UK and matched their responses with official business microdata. We find that 'climate friendly' management practices are associated with lower energy intensity and higher TFP. Firms that adopt more such practices also engage in more R&D related to climate change. We show that the variation in management practices across firms can be explained in part by organizational structure. Firms are more likely to adopt climate friendly management practices if climate change issues are managed by the environmental or energy manager, and if this manager is close to the CEO. Our results support the view that the "energy efficiency paradox" can be explained by managerial factors and highlight their importance for private-sector innovation that will sustain future growth in energy efficiency.climate policy, energy efficiency, firm behavior, management practices, manufacturing,microdata, organizational structure