Improving Workplace Climate in Large Corporations: A Clustered Randomized Intervention

Abstract

We evaluate the impact of a training program aimed at improving the relational atmosphere in the workplace. The program encourages prosocial behavior and the use of professional language, focusing primarily on leaders’ behavior and leader-subordinate interactions. We implement this program using a clustered randomized design involving over 3,000 headquarters employees of 20 large corporations in Turkey. We evaluate the program with respect to employee separation, pro- and antisocial behavior, the prevalence of support networks, and perceived workplace climate. We find that treated firms have a lower likelihood of employee separation at the leadership level, fewer employees lacking professional and personal help, and denser, less segregated support networks. We also find that employees in treated corporations are less inclined to engage in toxic competition, exhibit higher reciprocity toward each other, and report higher workplace satisfaction and a more collegial environment. The program’s success in improving leader-subordinate relationships emerges as a likely mechanism to explain these results. Treated subordinates report higher professionalism and empathy in their leaders and are more likely to consider their leaders as professional-support providers.

Social Desirability Bias in Attitudes Towards Sexism and Dei Policies in the Workplace

“…Our findings suggest that improved communication within organisations may contribute towards more effective policies. Alan et al (2023) finds that a management training program emphasizing communication and pro-social behavior improves workplace climate and productivity. In our survey, we asked questions about perceptions of the quality of communication and trust with colleagues and managers, satisfaction with workplace culture, and whether sexism is a serious problem in the respondents' workplace.…”

Decent Work and Self Determination Needs: Exploring Relational Workplace Civility as a Moderator

“…Additionally, employers could include creative interventions to bolster the workplace relational climate including utilizing an open-door policy or undergoing trainings related to workplace relational climate. Some recent studies (e.g., Alan et al, 2023) have shown positive results from a training intervention to bolster positive relationships in the workplace. The findings from our study may inform future interventions of this nature.…”

Mediating role of emotional intelligence between organizational climate, and transfer of learning among civil service employees

“…That is, the gaps between training and the job for civil servant workers were actually designed to suit the staff training requirements. This finding was backed up by Gegenfurtner et al (2009) and Alan et al (2023), who claims that "work JWL 35,5 characteristics are not presumed to facilitate or block transfer motivation per se, but are depending on how the work climate is viewed individually" in determining their behavior regarding the TOL. On the other hand, the finding contradicts Cheng and Ho's (2001) and Rackman and Ruff's (1991) conclusions that employees may retain only 10% and 13% of the information on training, respectively, applied to the job or even less.…”

“…In a study on organizational climate and learning transfer in Ghana, Gyimah (2015) used the social environment as a unidimensional variable and discovered a positive association between the two variables. Finally, Alan et al (2023) were of the view that a positive organizational climate promotes employee engagement, psychological well-being and employee motivation, which in turn promotes higher employee productivity, encouraged employee retention, improves organizational profitability and fosters high employee innovation. A better understanding of the interrelationship among the variables is provided through a theoretical framework.…”