Organizational Climate as Performance Driver

Abstract

Recently health care (HC) organizations have increasingly embarked on organizational climate (OC) assessment with the intent to improve their efficiency and the quality of the delivered services. This is important; however, it is even if more crucial to ensure that workers engaged in the evaluation process are aware of the importance of their fruitful engagement in this investigation as well as of its potential benefits. From the management viewpoint, this is crucial to plan and implement management initiatives able to create a great place to work. The purpose of this paper is to shed empirical light on how, in effect, HC workers perceive OC for itself and as a performance driver to assess and manage. The study was carried out through an action research (AR) project, which included the use of both qualitative and quantitative approaches. Key phases of the AR project were some focus groups and a survey. During the focus groups, several methods and approaches were adopted for getting opinions from people and animating discussion. About the survey, a total sample of 560 HC workers was investigated. The AR project has shown that even if HC workers intuitively conceive OC as an important performance driver, the meaning of the construct is not completely clear. Moreover, a good level of awareness among HC workers about how and why OC can improve individual and organizational performance represents a key issue to address in evaluating and managing OC.

The impact of organizational culture and leadership climate on organizational attractiveness and innovative behavior: a study of Norwegian hospital employees

“…By examining the direct and indirect relations of IMOC and SA, this study both extends and deepens understanding and knowledge on the role of these intangible resources in healthcare services research. Specifically, this study answers the call of Carlucci and Schiuma [104] for further knowledge "about the role and the value of intangible resources in performance improvement" in research in healthcare organizations.…”

“…1, the aim of this study has been to examine the effect of organizational culture, IMOC, and leadership climate, SA, on hospital employees' IIB. Organizational climate includes "rather superficial elements such as employees' reactions, opinions and tendencies regarding changing or conflictual organization contexts" [104]. In this study, the climatic conditions, SA, concern leadership being supportive of employees.…”

“…Some would even say that organizational culture fundamentally holds more importance than organizational climate. As Carlucci and Schiuma [104] noted, "climate can be understood as a surface manifestation of culture. " Similarly, Banaszak-Holl et al [59] noted that organizational culture "pervades all aspects of organizational life. "…”

Impact of Structural Employee Empowerment on Hospital Ratings: Mediating Role of Social Climate and First-Line Managers’ Resilience

“…SC, vital in bolstering FLM performance, aligns with previous research emphasizing its role in motivation and innovative behavior. 74 , 75 …”

Leadership to promote patient safety culture in public hospitals managed by social health organizations

“…Health-care organizations increasingly want to strengthen their internal climate to improve efficiency, service quality and patient safety (Carlucci and Schiuma, 2014; Reyes et al , 2021). In public hospitals, the need to meet high demand, provide safe services and satisfy patients requires institutions to identify negative factors related to the internal climate to positively influence their professionals’ attitudes, generating benefits for them and health system users (Reyes et al , 2021).…”