The relationship between organisational climate and salutogenic functioning

Abstract

Organisational climate, de¢ned as psychological atmosphere, was measured by means of 14 climate and four managerial support dimensions. Salutogenic functioning, referring to the origins of psychological health, was measured as the constructs sense of coherence, self-e⁄cacy and locus of control. A representative sample of 245 mining personnel was used. Climate correlates signi¢cantly with sense of coherence and locus of control, and through these, with self-e⁄cacy. It is recommended that Industrial Psychologists can act as facilitators in improving organisational climate by monitoring and enhancing the level of salutogenic functioning amongst its managers and sta¡ members. OPSOMMINGOrganisasieklimaat, gede¢nieer as psigologiese atmosfeer, is gemeet deur middel van 14 klimaats-en vier bestuurs-ondersteuningsdimensies. Salutogeniese funksionering, wat verwys na die oorsprong van psigologiese gesondheid, is gemeet as die konstrukte sin vir koherensie, selfgenoegsaamheid en lokus van kontrole. 'n Verteenwoordigende steekproef van 245 mynpersoneel is gebruik. Klimaat korreleer beduidend met sin vir koherensie en lokus van kontrole en hierdeur, met selfgenoegsaamheid. Daar word aanbeveel dat Bedryfsielkundiges as fasiliteerders kan optree in die verbetering van organisasieklimaat, deur die vlak van salutogeniese funksionering by bestuurders en personeel te monitor en te verhoog.

Sense of Coherence and Burnout in Healthcare Professionals in the COVID-19 Era

“…This study identifies the general psychological background of exhaustion and coherence through the assessment of SOC and burnout in a Bulgarian sample of healthcare professionals. The results replicate relations reported in the literature regarding the moderating and mediating role of SOC on mental (ill) health (26,27,34,(37)(38)(39) but differ in terms of the current context of pandemic crisis. We found substantial associations between all components of the SOC and the burnout dimensions.…”

Analysis of the organizational climate assessment on the example of employees of the textile industry

“…A wide analysis of the proposed areas allowed to conclude that the organizational dimensions at the formal level are: structure, policy, objectives, management practices, task specialization, decision making, standards and rewards. At the informal level, the organiza-tional climate refers to the identity, needs of employees, responsibility, communication, information exchange, support or conflict resolution [16]. As part of such designated areas, several research questionnaires were built.…”

“…The current measurement of the organizational climate should focus on this perception of the workplace and assessment of its impact on motivation and behavior during organizational and environmental changes [12]. Analyzing various proposals regarding this concept, it seems that most of them agree that it covers three levels of behavior, namely: individual, interpersonal and organizational [7,14,15,16].…”

Affective team climate

“…The structured patterns of experiences produced within organizational settings have received considerable attention since WWII within the organizational climate literature (Anderson and West, 1998; James et al, 2008). Organizational climate – or team or work climate when it relates to smaller organizational units – is to a considerable degree a container term that is rarely precisely defined (Cilliers and Kossuth, 2002). Accoding to Ostroff (1993), researchers looking at climate should distinguish between the ‘cognitive’, ‘instrumental’ and ‘affective’ dimensions, with the first two referring to psychological involvement in the organization and task process involvement, respectively.…”

“…However, as pioneers such as Mayo (1945) and Homans (1961) pointed out long ago, structured experiences within work units result not only from the formal work-setting and roles, but also from the informal work organization and informal group processes. As such, many factors generate and reproduce the affective climate within a team, including the formal organization of labour and the organizational culture (James et al, 2008; Litwin and Stringer, 1968), the quality of leadership style (Kozlowksi and Ilgen, 2006; Skakon et al, 2010), the individual’s frame of reference (Burke and Litwin, 1992; Cilliers and Kossuth, 2002), incidents in the team or work process, and so on. Although affective climate within a work team emerges from the attitudes team members have towards their colleagues and how they interact, it in turn will affect these attitudes and interactions, and, as such, team climate will be reproduced or changed.…”