Previous organizational climate research, definitions, and measurement approaches are reviewed and differentiated into 3 categories: a multiple measurement-organizational attribute approach, a perceptual measurement-organizational attribute approach, and a perceptual measurement-individual attribute approach. Similarities and differences between these approaches are discussed in an attempt to address a number of theoretical and psychometric concerns. A major focus is the extent to which organizational climate duplicates other organizational and individual domains. Recommendations for future research include a rationale for differentiating between organizational climate and psychological or individual climate, and an emphasis upon the distinction between level of measurement and level of explanation as related to future definitions of climate. (52 ref)

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Three types of supervisor-subordinate similarity were identified: (a) perceived similarity, perceptions of how similar the supervisor and subordinate are; (b) perceptual congruence, similarity of perceptions about behaviors important in receiving a high merit pay raise; and (c) actual similarity of individual characteristics. The relation(s) among the types of similarity and of each type with various employee outcomes were examined. Results supported the distinctions among types. Each type was related to subordinate performance. Results were less consistent for job satisfaction and pay ratings. Perceived similarity yielded the strongest relation with the dependent variables. The findings also suggest that similarity affects evaluations not only through bias, but also partly because of differences in supervisor-subordinate interactions. Numerous studies have identified factors that affect performance ratings. One such factor is supervisor-subordinate similarity (Landy & Farr, 1980). The present study explores possible effects of three types of similarity: (a) perceived similarity between the evaluator and another person, (b) similarity of supervisor and subordinate perceptions about aspects of the work environment, and (c) actual or demographic similarity. In research on perceived similarity it has generally been assumed that a person who is perceived as similar to the evaluator is more attractive, so that decisions and evaluations regarding that person are biased positively (Byrne, 196 l; Byrne, Young, & Griffitt, 1966). Experimental manipulations of similarity have generally supported this assumption. Persons seen as similar in attitudes and background were treated and evaluated more favorably than were those seen as dissimilar (

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At least two alternative hypotheses have been offered to describe relationships of job-related stress and social support with various outcomes. One hypothesis holds that stress and support are additive, that is, each exerts a direct influence on outcomes such as satisfaction, self-esteem, retention, and so forth. The second hypothesis holds that support buffers or moderates the effects of stress, that is, high levels of support may overcome negative outcomes normally related to stress. The present study compared direct effect with interactive or moderator models for relationships between measures of job stress (role ambiguity and role conflict) and support from leaders and co-workers. Measures were derived from questionnaire responses of 3,725 Navy enlisted personnel. Potential moderating or buffering effects of social support were assessed by both moderated regression and subgrouping analyses techniques. Results supported the direct effects hypothesis but generally failed to provide evidence for the buffering hypothesis.Considerable attention has focused on the negative outcomes of job stress. For example, job stress in the form of role conflict and role ambiguity has been linked to job dissatisfaction, job-related tension and anxiety, reduced performance and effectiveness, and a greater propensity to leave the organization (House

This study examines the effect of job involvement upon the relationship between perceived leader behaviors and confidence and trust in the leader. A sample of 112 civil service and military engineering employees were subdivided into two groups on the basis of their job involvement scores. The high-jobinvolvement sample tended to have significantly lower correlations between confidence and trust and leadership variables. Implications of the findings are discussed and a direction for future research is suggested.

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