Sex Differences Among Bank Employees in the Relationships of Commitment with Psychological Climate and Job Satisfaction

Witt, L. A.

doi:10.1080/00221309.1989.9921128

Cited by 12 publications

(8 citation statements)

References 13 publications

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“…All these factors are likely to reduce supervisor±subordinate conflict (Steers and Lee 1983), reduce political manipulation of performance ratings (Tziner 1995), and motivate raters to give (and ratees to be receptive to) accurate and helpful performance feedback (Litwin and Stringer 1968). A participative climate might also increase employees' level of commitment to the organization (Allen and Meyer 1990; Barling et al 1990;Mathieu and Zajac 1990;Morris and Steers 1980;Tyagi and Wotruba 1993;Tziner 1987a;Welsch and LaVan 1981;Witt 1989). As will be noted below, high levels of commitment on the part of raters and ratees are likely to substantially affect the ways both raters and ratees approach performance appraisal.…”

Section: Organizational Climatementioning

confidence: 99%

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

Tziner

Murphy

Cleveland

et al. 2001

Int J Selection Assessment

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Data collected in seven separate samples in three countries (the USA, Canada and Israel) were used to examine the relationships between perceptions of one's organization (climate, commitment), beliefs about appraisal systems (self-efficacy, uses of appraisal) and raters' orientations to appraisal systems (confidence and comfort) and specific rating behaviors. We obtained good fits for structural models suggesting that attitudes and beliefs accounted for substantial variance in raters' likelihood of giving high or low ratings, willingness to discriminate good from poor performers, and willingness to discriminate among various aspects of job performance when completing actual performance ratings. Proximal attitudes and beliefs (i.e., those directly related to the performance appraisal system) appear to have stronger links to rating behavior than do more distal attitudes (i.e., attitudes toward the organization in general).R ecent models of the appraisal process (e.g. Cleveland and Murphy 1992; Cleveland 1991, 1995) have suggested that a number of characteristics of both the appraisal system and the organizational context in which it resides are critical for understanding the rating process. So-called`rater errors' and other shortcomings of appraisals may in fact represent conscious decisions on the part of the rater to distort performance ratings in order to help attain personally or organizationally-valued goals. For example, a supervisor who wishes to motivate a particular subordinate might give that person higher ratings than his or her performance merits.In order to understand the processes involved in deciding how to complete performance evaluations, it is necessary to consider both the rater's attitudes and beliefs that are immediately relevant to the task of evaluating performance (e.g., beliefs about how performance appraisal is used in an organization) and his or her more general beliefs and attitudes toward the organization (e.g., perceptions of the climate of the organization). Empirical research on the roles of attitudes and beliefs about appraisal systems and the organizational contexts in which they reside in shaping rating behavior is just starting to appear. For example, Tziner and Murphy (1999) and Tziner et al. (1998) report links between such beliefs and the ratings supervisors actually give when completing performance appraisals. The aim of this article is to extend and integrate the findings of these initial studies.A major theme of recent performance appraisal research is that performance ratings cannot be adequately understood outside of the organizational contexts in which they are assigned, and that raters' beliefs about the organization and about the appraisal system are a critical determinant of their subsequent rating behavior. The current article reports and integrates the results of a number of studies examining the influence of three broad categories of attitudes and beliefs identified in the research literature as important for understanding performance appraisal: (a) attitudes to...

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Section: Organizational Climatementioning

confidence: 99%

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

Tziner

Murphy

Cleveland

et al. 2001

Int J Selection Assessment

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“…In studies on organizational climate, it has been observed that climate has an effect on employees' attitudes towards job satisfaction, employee performance, motivation, organizational commitment, etc., improve their creative abilities, and has a direct or indirect effect on organizational structure (Witt, 1989;Oldham, 1996;Ornstein, 1990: 197).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This finding is consistent with theories and similar research. (Witt, 1989;Oldham& Cummings, 1996;Ornstein, 1990;Cardy & Selvarajan, 2006;Hawi, Alkhodary & Hashem, 2015;Chen & Chang,2011;Osei &Ackah, 2015;Oldham, 1996;Ornstein, 1990;Schneider, Ehrhart ve Macey,2011).…”

Section: Conclusion and Suggestionsmentioning

confidence: 99%

Human Resources Competencies and the Mediation Role of the Organizational Climate

Bahar

KÖROĞLU

2020

bmij

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The present study aimed to determine the effect of human resources competency levels on organizational structure, and also to identify the mediation role of the organizational climate in this effect. The relationship among these variables was analyzed by statistical methods such as factor analysis, regression analysis, and Sobel tests. All academic and administrative employees in a state university operating in Mersin Province of Turkey were included in the study. Data, collected using a questionnaire developed by the researchers from all employees of the university, were used to determine the relationship between the variables in the study. It was found in the present study that the levels of human resources competence positively affect organizational structure, and the organizational climate has a partial mediation effect in this relationship.

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“…Örgütsel iklim üzerine yapılan araştırmalar, iklimin iş tatmini, işgören performansı, çalışanların işten ayrılma niyetleri, örgütsel bağlılık gibi alanlarda çalışanların tutum ve davranışlarını etkilediğini, onların yaratıcı yeteneklerini geliştirdiğini göstermektedir (Witt, 1989;Lazenby, 1996;Oldham, 1996). Ayrıca örgütün fiziksel ve psikolojik çevresinin tasarımı, çalışanın psikolojik çıktıları üzerine etkili olmaktadır (Ornstein, 1990: 197).…”

Section: öRgüt İklimi Ve İşgören Performansı İlişkisiunclassified

Örgütsel İkli̇mi̇n İşgören Performansi Üzeri̇ne Etki̇si̇:osti̇m İmalat İşletmeleri̇ Çalişanlari Üzeri̇ne Bi̇r Araştirma

Hasan;ALTINÖZ¹

2010

Ankara Üniversitesi SBF Dergisi

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ÖzetBu çalışmanın amacı, Ankara'da kısa adı OSTİM olan Ortadoğu Sanayi ve Ticaret Merkezinde imalat işletmelerinde çalışanların algıladıkları örgütsel iklim ile performansları arasındaki ilişkiyi incelemektir. Bu amaçla, örgüt ikliminin boyutları ile (üstün desteği, iş yükü baskısı, tarafsızlık, bağdaşıklık, içsel takdir) çalışanların performans algıları arasındaki ilişki incelenmiştir. Araştırma tesadüfî örnekleme yöntemine göre belirlenen örneklem üzerinde yapılmıştır. Verilerin analizi için f testi, regresyon ve korelasyon analizleri yapılmıştır. Yapılan analiz sonuçları, örgütsel iklim algısı ile çalışanların performansları arasında ilişkinin olduğu anlaşılmıştır. Ayrıca, çalışanların demografik özellikleri ile örgütsel iklim ve performans algıları bakımından farklılığın olduğu anlaşılmıştır.Anahtar Kelimeler: Örgütsel iklim, iş tatmini, performans, örgütsel kültür, örgütsel verimlilik. The Effect of Organizational Climate on Employee Performance: A Study on the Employees of Ostim Manufacturing Enterprises AbstractThe aim of this paper is to study the relation between the organizational climate perceived by the workers at the Middle East Industrial and Commercial Centre (OSTIM) and their performance. The relation between the dimensions of the organizational climate (superiors' support, workload pressure, impartiality, harmony, appreciation) and the workers' performance perceptions has been looked at. The research has been carried out on a random sample. The f test, regression and correlation analyses have been used for data analysis purposes. The results show indeed a relation between organizational climate perceptions and work performance. Besides, workers' demographics and organizational climate and performance perceptions also show some variations.

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Sex Differences Among Bank Employees in the Relationships of Commitment with Psychological Climate and Job Satisfaction

Cited by 12 publications

References 13 publications

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

Human Resources Competencies and the Mediation Role of the Organizational Climate

Örgütsel İkli̇mi̇n İşgören Performansi Üzeri̇ne Etki̇si̇:osti̇m İmalat İşletmeleri̇ Çalişanlari Üzeri̇ne Bi̇r Araştirma

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