The effects of organizational climate on managerial job performance and job satisfaction

Pritchard, Robert D.; Karasick, Bernard W.

doi:10.1016/0030-5073(73)90042-1

Cited by 490 publications

(270 citation statements)

References 16 publications

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“…Bass, Valenzi, Farrow, & Solomon, 1975;Drexler, 1977;Gavin & Howe, 1975;Howe, 1977;James, Demaree, & Hater, 1980;Jones & James, 1979;Litwin & Stringer, 1968;Payne & Mansfield, 1973;Payne & Pheysey, 1971;Pritchard & Karasick, 1973;Schneider, 1972;Scnneider & Bartlett, 1970;Schneider & Snyder, 1975; Campbell & Beaty, Note 1; Curtis, Note 2; Hater, Note 3).…”

Section: Aggregation Bias In Estimates Of Perceptual Agreementmentioning

confidence: 99%

Aggregation bias in estimates of perceptual agreement.

James

1982

Journal of Applied Psychology

1,851

1,374

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The need to demonstrate agreement among individuals' perceptions of climate prior to averaging climate scores is discussed from the perspective of aggregation. It is then shown that estimates of agreement based on group mean scores have been incorrectly interpreted as applying to perceptual agreement among individuals. Of initial importance is a study by Drexler, who concluded that a considerable proportion of the variance in climate perceptions is accounted for by organizational membership. This conclusion has been employed recently by other authors to support the assumption that individuals in the same environment tend to agree with respect to climate perceptions. The present article demonstrates that Drexler's analysis provided inflated estimates of agreement among individuals, The logic of the approach is then extended to other studies in which inflated estimates of agreement appeared likely.

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Section: Aggregation Bias In Estimates Of Perceptual Agreementmentioning

confidence: 99%

Aggregation bias in estimates of perceptual agreement.

James

1982

Journal of Applied Psychology

1,851

1,374

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“…Eighty five questionnaires were returned. In Study 2, social relations were assessed with the five item scale developed by Pritchard and Karasick (1973) adapted to the sample by changing the word 'manager' to 'worker'. Their original items are: 'there are many close friendships among managers in this company'; 'a new manager finds it difficult to make friends in this organisation'; 'there is little off-the-job social contact between managers in this organisation'; 'managers here tend to be cool and aloof towards each other'; and, 'an extremely friendly atmosphere prevails among the managers in this company'.…”

Section: Methodsmentioning

confidence: 99%

“…Worker relations have been seen as an important variable in job satisfaction research (Baruch-Feldman, Brondolo, Ben-Dayan, and Schwartz, 2002;Frone, 2000;Witt, Andrews and Kacmar, 2000) and organisational climate (Bennett and Lehman, 1999;Mulki, Jaramillo and Locander, 2006;Pritchard and Karasick, 1973). Baruch-Feldman, et al (2002) examined traffic wardens from a social support perspective, identifying that positive support from co-workers, squad supervisors and unit supervisors was positively associated with job satisfaction and negatively associated with job burnout.…”

Section: Job Satisfactionmentioning

confidence: 99%

“…Pritchard and Karasick (1973) used an 11-dimensional measure of work climate of which one dimension, social relations, represented the degree to which managers associated with one another in the workplace. Social relations encapsulated in this manner referred primarily to the atmosphere of friendliness and social contact that managers perceived.…”

Section: Climate Research and Worker Relationsmentioning

confidence: 99%

“…In summary, Pritchard and Karasick's (1973) measure of social relations is the nearest scale to our concept of worker relations and it was therefore included in this study to develop a new measure. We would expect social relations to be associated with worker relations leading us to the second hypothesis: H2: Social relations are positively associated with worker relations measured at an individual, supervisory and organisational level.…”

Section: Climate Research and Worker Relationsmentioning

confidence: 99%

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The measurement of worker relations: the development of a three-component scale

Biggs

Swailes

Baker

2016

Leadership &Amp; Organization Development Journal

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DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement. PLEASE SCROLL DOWN FOR TEXT.This is a peer-reviewed, post-print (final draft post-refereeing) version of the following published document: We recommend you cite the published (post-print) version. BiggsThe URL for the published version is http://dx.doi.org/10.1108/LODJ-08-2012-0098 DisclaimerThe University of Gloucestershire has obtained warranties from all depositors as to their title in the material deposited and as to their right to deposit such material.The University of Gloucestershire makes no representation or warranties of commercial utility, title, or fitness for a particular purpose or any other warranty, express or implied in respect of any material deposited.The University of Gloucestershire makes no representation that the use of the materials will not infringe any patent, copyright, trademark or other property or proprietary rights.The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement.PLEASE SCROLL DOWN FOR TEXT. Design/methodology/approach A 20-item inventory was tested using data collected in a local authority (N=157) and led to the retention of nine items which were embodied in a scale for further evaluation. A second study using data using obtained in an Emergency Call Management Service (N=85) was used to further evaluate the factor structure of the scale and assess its predictive validity. A third study (N=70) provided further information on the measure. FindingsThe new nine item measure is a viable instrument with adequate reliability for assessing three levels of worker relations. In line with predictions, the three sub-scales (co-worker, supervisor and organisation) were positively correlated with job satisfaction and social relations. Practical implicationsThe new scale provides a freely available and parsimonious alternative to existing measures of worker relations. Originality/valueThe paper considers the component aspects of worker relations before defining, theorising and developing a general purpose short instrument capable of quantitatively measuring worker relatio...

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Measuring climate for work group innovation: development and validation of the team climate inventory

Anderson¹,

West²

1998

J. Organiz. Behav.

1,399

1,000

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This paper reports the development and psychometric validation of a multi-dimensional measure of facet-speci®c climate for innovation within groups at work: the Team Climate Inventory (TCI). Brief reviews of the organizational climate and work group innovation literatures are presented initially, and the need for measures of facet-speci®c climate at the level of the proximal work group asserted. The four-factor theory of facet-speci®c climate for innovation, which was derived from these reviews, is described, and the procedures used to operationalize this model into the original version measure described. Data attesting to underlying factor structure, internal homogeneity, predictive validity and factor replicability across groups of the summarized measure are presented. An initial sample of 155 individuals from 27 hospital management teams provided data for the exploratory factor analysis of this measure. Responses from 121 further groups in four occupations (35 primary health care teams, 42 social services teams, 20 psychiatric teams and 24 oil company teams; total N 971) were used to apply con®rmatory factor analysis techniques. This ®ve-factor, 38-item summarized version demonstrates robust psychometric properties, with acceptable levels of reliability and validity. Potential applications of this measure are described and the implication of these ®ndings for the measurement of proximal work group climate are discussed. # The concept of climate has received considerable attention from applied psychologists and organizational sociologists over the last three decades. Numerous empirical studies have been conducted and regular reviews of the research ®ndings have appeared (the major reviews are

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The effects of organizational climate on managerial job performance and job satisfaction

Cited by 490 publications

References 16 publications

Aggregation bias in estimates of perceptual agreement.

Aggregation bias in estimates of perceptual agreement.

The measurement of worker relations: the development of a three-component scale

Measuring climate for work group innovation: development and validation of the team climate inventory

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