Psychological climate: Dimensions and relationships of individual and aggregated work environment perceptions

Jones, Allan P.; James, Lawrence R.

doi:10.1016/0030-5073(79)90056-4

Cited by 636 publications

(497 citation statements)

References 85 publications

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“…Jones & James (1979) defined psychological climate as organizational members' shared perceptions and interpretations of their work environment, in terms of psycho-logical meaning and significance. In particular, researchers have focused on the role that climate plays in motivational processes for individual and team outcomes (Ashkanasy, Wilderon, & Peterson, 2000;Kozlowski & Klein, 2000).…”

Section: The Moderating Role Of Affective Climatementioning

confidence: 99%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

234

183

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This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager-employee dyads working in 36 teams. At the individual level, leader-member exchange (LMX) was found to be related to workplace friendship. Further, workplace friendship was positively related to team-member exchange (TMX) and mediated the LMX-TMX relationship. At the team level, HLM results indicated that the relationship between LMX and workplace friendship was moderated by affective climate. These findings suggest that high-quality LMX relationships are associated with enhanced workplace friendship between employees, especially when the affective climate is strong.

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Section: The Moderating Role Of Affective Climatementioning

confidence: 99%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

234

183

View full text Add to dashboard Cite

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“…It was constructed by developing scales similar to those used in earlier organizational climate research (Jones & James, 1979), including measures on perceptions of organizational climate, staff attributes, program resources, and program needs and pressures. The ORC measures have been shown to be significant program-level predictors of innovation adoption in drug abuse programs (e.g., Simpson et al, this issue) and of treatment program process indicators (Greener et al, this issue), as well as individual-level predictors of attitudes toward evidence-based practices (Saldana et al, this issue).…”

mentioning

confidence: 99%

“…Because perceptions of organizational climate and of other aspects of organizations tend to be correlated (e.g., Jones & James, 1979;Lehman et al, 2002;Greener et al, this issue), it seems reasonable that they should be considered simultaneously in the study of counselorperceived organizational functioning. One way of doing this and keeping the data as an integrative whole is to use it as a profile to identify types (or subgroups) of counselors.…”

mentioning

confidence: 99%

“…One way of doing this and keeping the data as an integrative whole is to use it as a profile to identify types (or subgroups) of counselors. This approach keeps the focus on the counselors rather than on individual measures and can show the interrelated nature of these characteristics while providing insight into "psychological environment" (e.g., Jones & James, 1979) of the drug treatment programs.…”

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confidence: 99%

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Counselor perceptions of organizational factors and innovations training experiences

Joe

Broome

Simpson

et al. 2007

Journal of Substance Abuse Treatment

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Because work environment is central to understanding job performance, drug counselor perceptions of their programs and their skills were examined in relation to their attitudes about innovations training and its utilization. Latent profile analysis of measures on organizational climate and staff attributes for 1047 counselors from 345 programs defined three categories of counselors -labeled as Isolated, Integrated, and Exceptional. All had generally positive views of their professional skills, although the Isolated group scored lower on scales representing professional growth and influence on peers. They were less positive about the "climate" of programs in which they worked and were higher on stress. Program resources predicted the counselor groups, with the Isolated having more limited resources. Counselor categorizations also differed in terms of workshop training experiences, with the Isolated group of counselors reporting significantly less exposure, satisfaction, and program-wide use of workshop training.

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“…This also illustrates the characteristics of a humanistic approach to action learning (Rogers, 1983;McGill and Brockbank, 2006), where such values as support, trust and safety are essential aspects that ensure that individuals will work together in a meaningful way. This is a feature of the psychological climate that exists in any successful group (Koys and Decotis, 1991;Jones and James, (1979). The humanistic approach focuses on the human element of learning and is concerned with the subjective nature of each individual and their unique view of the world.…”

Section: Psychological Climatementioning

confidence: 99%

An analysis of the use of action learning on an MBA programme

Yeadon-Lee

Worsdale

2012

The International Journal of Management Education

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An analysis of the use of action learning on an MBA programme ABSTRACT The aim of this paper is to enrich our understanding of action learning by listening to the voices of the students who have been participants in an action learning set on an academic programme. In this case, the final year of a part time the Master of Administration (MBA) programme. One university, responding to calls for innovation in postgraduate education, made the decision to use a differing approach to the teaching and learning on their part time Master of Business Administration (MBA) by introducing action learning into the final year research methodology and dissertation module. The paper reports the outcome of that decision, focusing on the student experience in learning sets. Data was captured by means of a semi-structured and the findings were thematically analysed. Insights are offered into aspects of learning set psychological dynamics such as psychological climate, the emergence of hierarchy in learning sets and the inevitable leadership struggles that follow, all of which have an impact on both student satisfaction and effectiveness of the learning set. The paper also offers insights into action learning as both a teaching and learning methodology in the area of post graduate study as experienced by the participants themselves.

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Psychological climate: Dimensions and relationships of individual and aggregated work environment perceptions

Cited by 636 publications

References 85 publications

A multi-level analysis of team climate and interpersonal exchange relationships at work

A multi-level analysis of team climate and interpersonal exchange relationships at work

Counselor perceptions of organizational factors and innovations training experiences

An analysis of the use of action learning on an MBA programme

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