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.

Crafting better team climate: the benefits of using creative methods during team initiation

This study employs a mixed methods approach to investigate the effect of creative methods, the combinative use of model building and storytelling, during team initiation on team climate, a critical people-related factor in the management of collective innovation work. Qualitative analysis provides empirical evidence that creative methods benefit team initiation by raising participative confidence, engagement with the social environment as well as the team activities, friendly competition among team members, and by reducing fear of failure and habitual thinking. We also find support that the use of creative methods initiates and supports the development of positive team climate over the span of a team’s life. A quantitative comparison with two control groups using the 14-item team climate inventory (TCI) 13 weeks after the team initiation indicates that the test group has significantly higher values in all dimensions of the TCI than the two control groups. Overall, this examination informs the work of innovation managers and scholars with vital insights about the effectiveness of using creative methods during team initiation

The Influence of Staff Nurse Ethnicity on Perceptions of the Work Environment

This study investigated the relationship among Registered Nurses (RNs) from different ethnic groups and their perceptions of the work environment in a community hospital in California. Moos\u27 Work Environment Scale (WES) was used to examine three Dimensions of the work climate. Statistically significant differences were found in the way Caucasian and non-Caucasian RNs perceived Peer Cohesion and Work Pressure. These findings have implications for nurse leaders interested in transforming the work environment as perceptions of Peer Cohesion and Work Pressure are important factors influencing RN retention and quality of patient care

Assessing the organizational context for EBP implementation: the development and validity testing of the Implementation Climate Scale (ICS).

BackgroundAlthough the importance of the organizational environment for implementing evidence-based practices (EBP) has been widely recognized, there are limited options for measuring implementation climate in public sector health settings. The goal of this research was to develop and test a measure of EBP implementation climate that would both capture a broad range of issues important for effective EBP implementation and be of practical use to researchers and managers seeking to understand and improve the implementation of EBPs.MethodsParticipants were 630 clinicians working in 128 work groups in 32 US-based mental health agencies. Items to measure climate for EBP implementation were developed based on past literature on implementation climate and other strategic climates and in consultation with experts on the implementation of EBPs in mental health settings. The sample was randomly split at the work group level of analysis; half of the sample was used for exploratory factor analysis (EFA), and the other half was used for confirmatory factor analysis (CFA). The entire sample was utilized for additional analyses assessing the reliability, support for level of aggregation, and construct-based evidence of validity.ResultsThe EFA resulted in a final factor structure of six dimensions for the Implementation Climate Scale (ICS): 1) focus on EBP, 2) educational support for EBP, 3) recognition for EBP, 4) rewards for EBP, 5) selection for EBP, and 6) selection for openness. This structure was supported in the other half of the sample using CFA. Additional analyses supported the reliability and construct-based evidence of validity for the ICS, as well as the aggregation of the measure to the work group level.ConclusionsThe ICS is a very brief (18 item) and pragmatic measure of a strategic climate for EBP implementation. It captures six dimensions of the organizational context that indicate to employees the extent to which their organization prioritizes and values the successful implementation of EBPs. The ICS can be used by researchers to better understand the role of the organizational context on implementation outcomes and by organizations to evaluate their current climate as they consider how to improve the likelihood of implementation success

Predicting employees' commitment to and support for organisational change

This study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the relationship between organisational climate and behavioural support for organisational change. Data were collected from a Queensland government department (N = 342). Analysis of correlations revealed that organisational climate, commitment to change, and behavioural support for change variables were all significantly related. Structural equation modelling demonstrated that affective, normative, and continuance commitment to change were all predictors of behavioural support for organisational change. Positive work climate also contributed directly to the prediction of behavioural support for change over and above the indirect influence through commitment to organisational change, indicating a partial mediation effect. These findings support Herscovitch and Meyer's (2002) three-component model of commitment to organisational change and extend their nomological network by showing the relevance of two types of organisational climate to the core components of the model. Affective commitment to organisational change is a positive influence on employees' behavioural support for change and also reflects healthy aspects of the organisational climate. However, continuance commitment to organisational change is detrimental influence on employees' behavioural support for change and is linked with unhealthy dimensions of the organisational climate

The Work Environment Index: Technical Background Paper

The vast majority of Americans work for a living. The track record of different states varies widely when it comes to providing decent opportunities for working people. The Work Environment Index (WEI) captures these differences and provides a basis for evaluating how well each state does in creating an economy that supports its working population. The purpose of this article is to detail the construction of the WEI and to explain the design of the Index. This paper serves as a technical companion to the report Decent Work In America: The 2005 Work Environment Index. Many factors contribute to a good environment for working people: quality jobs, adequate opportunities for employment, basic social protections, and being treated fairly. The WEI is a composite measure of these different dimensions and provides a basis for comparing the quality of the work environment in all 50 states and the District of Columbia. The WEI has multiple objectives: 1) to capture and quantify the various dimensions of the work environment on a state-by-state basis. 2) to provide a direct, relatively transparent, and easy-to-understand measurement that is firmly rooted in publicly available data sources. 3) to provide a basis for making comparisons between the states that are fair and objective. 4) to create a tool for analyzing other socio-economic issues at the state level: e.g. poverty rate differentials, job quality and quantity trade-offs, and patterns of economic growth.labor, work environment, business climate, decent work, poverty, job growth, economic growth, business start-ups

PERCEPTIONS OF AUTHENTIZOTIC CLIMATES AND EMPLOYEE HAPPINESS: PATHWAYS TO INDIVIDUAL PERFORMANCE?1

We discuss how six dimensions of the authentizotic psychological climate explain stress and affective well-being at work, and how stress and affective well-being explain self-reported individual performance. The sample comprises 199 employees from 118 organizations. The findings indicate the good psychometric properties of the authentizotic climate measure, and suggest that (a) affective well-being, mainly enthusiasm and vigor, explain unique variance of selfreported performance and (b) the perceptions of authentizotic climates explain unique variance of stress, affective well-being and self-reported performance. A configurational approach is also presented for dealing with the ways people combine their perceptions of authentizotic climates, emotional states, stress and self-reported performance.