Psychological Climate: Relevance for Sales Managers and Impact on Consequent Job Satisfaction

High-performance HR practices and OCB: a cross-level investigation of a causal path

“…When employees perceive that changes and originality are encouraged and valued within the organization, they are willing to take risks and will be less threatened (Sgro, Worchel, Pence and Orben 1980). Evidence from a variety of research has consistently demonstrated that job satisfaction is the consequence of psychological climate perceptions (Baltes, Bauer, Bajdo and Parker 2002;Parker et al 2003;Swift and Campbell 1998). Thus, we predict that:…”

“…When employees receive support from superiors, they tend to feel more content with their jobs (Eisenberger, Cummings, Armeli and Lynch 1997;Swift and Campbell 1998). If employees are rewarded and recognized for their efforts and contributions, they will feel more appreciated and fulfilled (Swift and Campbell 1998). When employees perceive that changes and originality are encouraged and valued within the organization, they are willing to take risks and will be less threatened (Sgro, Worchel, Pence and Orben 1980).…”

“…When employees receive support from superiors, they tend to feel more content with their jobs (Eisenberger, Cummings, Armeli and Lynch 1997;Swift and Campbell 1998). If employees are rewarded and recognized for their efforts and contributions, they will feel more appreciated and fulfilled (Swift and Campbell 1998).…”

“…In this study, our operational definition of psychological climate perceptions is based on James et al (1990) and incorporates hybrid dimensions of psychological climate perceptions that are conceptually similar to those of Koys and DeCotiis (1991), including perceptions of organizational support, recognition, and innovation. Support represents employee perceptions that their superiors will be tolerant and allow them to learn from their mistakes (Koys and DeCotiis 1991;Swift and Campbell 1998). Recognition refers to the perception that employee contributions to the organization are acknowledged.…”

The influence of ethical climate on marketing employees' job attitudes and behaviors

“…Perceived work climate has been related to various work outcomes such as job satisfaction (Schneider and Snyder, 1975;Schulte et al, 2006;Swift andCampbell, 1998), organizational commitment (DeCotiis andSummers, 1987), job involvement (Brown and Leigh, 1996), organizational citizenship behavior (Moorman, 1991), workplace violence (Cole et al, 1997), and job performance (Day and Bedian, 1991;Pritchard and Karasick, 1973). In their meta-analysis, Parker et al (2003) reported that perceived work climate was related directly to job satisfaction and work attitudes (job involvement and organizational commitment) and related indirectly to performance.…”