Climate as an organizational attribute was examined to determine whether it has organization-specific variance. Additionally, the relative strength of organizational versus subunit (departmental) effects were tested. The measure of climate, descriptive of organizational conditions and procedures, was a composite of the climate indexes in the Survey of Organizations. The data were obtained from 1,256 groups representing 6,996 individuals in 21 organizations. A main effect of organization was found, which explained 42.2% of the variance. Tests using more homogeneous subsamples resulted in similar findings and ruled out a selection-effect interpretation. Subunit effects were also found, but they were much weaker than the organizational effects. When measures similar to these are used in climate research, they should still be said to measure organizational climate.Organizational climate, an element of organizational environments, is a construct that distinguishes among organizations and one that should have organization-specific variance (e.g., Campbell, Dunnette, Lawler, & Weick, 1970; Forehand & Gihner, 1964; Tagiuri, 1968). As such, it should be relatively homogeneous within organizations. Recently, James and Jones (1974) pointed out some confusion with some current operationalizations and conceptualizations of this construct (i.e., multiple measurement-organizational attribute approach, perceptual measurement-organizational attribute approach, and perceptual measurement-individual attribute approach). They concluded that if measures of organizational climate were limited to This study is based on the author's doctoral dissertation "Some Effects of Organizational Climate on Supervisory Behavior," which was completed at the University of Michigan.
SummaryMembers of the owning family of a small family ®rm are reputed to experience special problems, most notably speci®c types of con¯icts and outcomes associated with them. This analysis uncovered more advantages than disadvantages, however, when family members were compared to non-family members of the same ®rms and to members of similar non-family-owned businesses. Previous literature had not used comparison groups and may have been based upon a subset of family businesses that diers systematically from family ®rms in general and from this study's sample speci®cally.
Although previous theory suggests that social support, job autonomy, and hierarchical level moderate role characteristics‐employee outcome relationships, the strength of these moderating effects among 2046 bank employees was practically zero. These theoretical moderators and three role characteristics (conflict, ambiguity, and overload) did have direct relationships with the outcomes (job satisfaction and job search intent), as summarized by canonical correlation. Recommendations for future research are offered.
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