Differences in Supervisor and Non-Supervisor Perceptions of Quality Culture and Organizational Climate

Abstract

Data were collected from 8,126 employees in a large government service agency using an anonymous survey measuring 9 aspects of quality culture and 10 aspects of organizational climate. Results show that supervisors perceived all 19 aspects of the culture and climate measured on the survey significantly more positively than did non-supervisors. Results are discussed in terms of their implications for organizational effectiveness.

The role of the organizational climate in the process innovation at sport organizations (Some evidence from the Sports and Youth Departments of Mazandaran Province)

“…A review of the literature reveals that the innovation studies at the organizational level have been done in a broad range including the innovation nature, innovation types, their comparison, or their effectiveness and efficiencies [3].…”

Career decision‐making self‐efficacy, integration, and the likelihood of managerial retention in governmental agencies

“…There are various linkages between dimensions of the work environment of organizations, managerial practices, and employee turnover. According to the literature, attitudes toward one' s work environment are disseminated through managerial practices (Chan & Clegg, 2002;Gunz, 2000;Johnson, 2000;Kim, 2004;Kuchinke, 1999;Paul & Ananthuraman, 2004). In fact, it appears that the influence of managers is pervasive throughout an organization.…”

“…There are other linkages between employee turnover and aspects of the work environment. For example, Johnson (2000) found that organizational culture was positively correlated with job satisfaction and a key influence on turnover. Similarly, Paul and Ananthuraman (2004) concluded that "work environment, which is the combination of both the physical and the social environment, plays a significant role in enhancing organizational commitment" (p. 83), which is also a key influence on turnover.…”

“…Overall Integration represents the holistic nature of organizational behavior, which, in effect, represents the organization' s culture (Johnson, 2000;Paul & Ananthuraman, 2004). Eliminating the four categories into which the various dimensions of an organizational climate were placed, and simply including all 54 items into a single general score, allowed for a less constrained analysis.…”

“…Although low turnover is more often the case among civil servants, according to Friel (2001), government agencies are increasingly concerned about escalating turnover. Just as in the private sector, managers and supervisors in government agencies play a major role in influencing organizational work climate (Abbasi & Hollman, 2000;Berman, 1999;Johnson, 2000;Toulson & Smith, 1994). The knowledge gap is lack of specific studies conducted in the public sector to identify how and the extent to which work climate impacts turnover as it does in the private sector.…”