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Organisational Climate (organisational + climate)
Selected AbstractsOrganisational climate, organisational commitment and intention to leave amongst hospital nurses in TaiwanJOURNAL OF CLINICAL NURSING, Issue 11-12 2010Shwu-Ru Liou Aims and objectives., To examine: (1) Taiwanese nurses' perceptions of organisational climate, levels of organisational commitment and intention to leave, as well as relationships between these three variables; (2) demographic differences in the levels of these variables; and (3) mediating effects of organisational commitment on the relationship between organisational climate and intention to leave. Background., Organisational climate is related to organisational commitment and affects nurses' performances and attitudes towards an organisation. Design., A cross-sectional, descriptive design. Method., Registered nurses working in eight hospitals in southern Taiwan for more than six months were recruited. Data were collected using the Litwin and Stringer's Organisational Climate Questionnaire, Organizational Commitment Questionnaire and a five-item scale measuring intention to leave. Questionnaires were distributed to 612 potential participants; 486 valid returned questionnaires were analysed. Results., The study's participants were generally satisfied with their hospital's climate and yet claimed low commitment to their organisation and, nevertheless, reported low intention to leave their job. Single nurses were more satisfied with their hospital's climate and were more committed to their hospital and had a lower intention to leave their job compared to married nurses. Nurses working in district hospitals perceived a better hospital climate and had a lower intention to leave than nurses working in teaching or regional hospitals. Staff nurses perceived a better organisational climate than did nurse managers. Organisational climate, organisational commitment and intention to leave were intercorrelated. Organisational climate had almost 60% indirect effect on organisational commitment related to intention to leave. Conclusions., Creating a good organisational climate may increase nurses' organisational commitment and, in turn, decrease their intention to leave. Relevance to clinical practice., To motivate nurses' positive organisational behaviours and to address their diverse needs, hospital administrators are encouraged to understand nurses' work-climate perceptions and to address nurses' varied demographic factors. [source] Emotional stability of nurses: impact on patient safetyJOURNAL OF ADVANCED NURSING, Issue 10 2009Ching-I Teng Abstract Title.,Emotional stability of nurses: impact on patient safety. Aim., This paper is a report of a study conducted to examine the influence of the emotional stability of nurses on patient safety. Background., Individuals with greater emotional stability are less likely to exhibit strong emotional reactions to stressful situations, and tend to be more proactive and successful in problem-solving. Effectively managing patient safety is a priority concern in countries where nurses face high pressure. A heavy work load leads to burnout (a syndrome associated with negative emotions), reduced job satisfaction and increased turnover. While emotional stability influences job performance in various contexts, its influence on patient safety has not been addressed. Method., A cross-sectional design was adopted. The sample comprised 263 nurses working in two Taiwanese medical centres. The data were collected in 2007,2008, with a response rate of 92·6%. All participants were nursing college graduates aged below 50 years. Participants provided information on both their emotional stability and patient safety. Staffing adequacy, hospital, and years of nursing experience served as control variables. Findings., Hierarchical regression analysis indicated that emotional stability predicted patient safety (, = 0·18, P < 0·01). The addition of emotional stability as a predictor of patient safety increased the associated explained variance (,R2 = 0·03, P < 0·01). Conclusion., It is important for to managers create an organisational climate that promotes the emotional stability of nurses. This could help to improve global patient safety by reducing the frequency of adverse events. [source] Organisational climate, organisational commitment and intention to leave amongst hospital nurses in TaiwanJOURNAL OF CLINICAL NURSING, Issue 11-12 2010Shwu-Ru Liou Aims and objectives., To examine: (1) Taiwanese nurses' perceptions of organisational climate, levels of organisational commitment and intention to leave, as well as relationships between these three variables; (2) demographic differences in the levels of these variables; and (3) mediating effects of organisational commitment on the relationship between organisational climate and intention to leave. Background., Organisational climate is related to organisational commitment and affects nurses' performances and attitudes towards an organisation. Design., A cross-sectional, descriptive design. Method., Registered nurses working in eight hospitals in southern Taiwan for more than six months were recruited. Data were collected using the Litwin and Stringer's Organisational Climate Questionnaire, Organizational Commitment Questionnaire and a five-item scale measuring intention to leave. Questionnaires were distributed to 612 potential participants; 486 valid returned questionnaires were analysed. Results., The study's participants were generally satisfied with their hospital's climate and yet claimed low commitment to their organisation and, nevertheless, reported low intention to leave their job. Single nurses were more satisfied with their hospital's climate and were more committed to their hospital and had a lower intention to leave their job compared to married nurses. Nurses working in district hospitals perceived a better hospital climate and had a lower intention to leave than nurses working in teaching or regional hospitals. Staff nurses perceived a better organisational climate than did nurse managers. Organisational climate, organisational commitment and intention to leave were intercorrelated. Organisational climate had almost 60% indirect effect on organisational commitment related to intention to leave. Conclusions., Creating a good organisational climate may increase nurses' organisational commitment and, in turn, decrease their intention to leave. Relevance to clinical practice., To motivate nurses' positive organisational behaviours and to address their diverse needs, hospital administrators are encouraged to understand nurses' work-climate perceptions and to address nurses' varied demographic factors. [source] A comparative analysis of knowledge sharing climateKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2008Kripa Shanker Gupta Efforts are made to measure knowledge generation and sharing in organisation through the human values approach by using the conceptual framework and measuring instrument developed by the researcher to do the similar study earlier. The study is extended to hospitality and IT Solution sectors along with the manufacturing and R&D sectors and does a comparative analysis of knowledge sharing in four different sectors. This analysis has also helped in understanding the impact of human values practice on employee and customer satisfaction. Knowledge Sharing depends on the organisational climate where trust is high and employees feel that sharing of knowledge is rewarding. Top Management of the organisations where knowledge sharing is low must shift the attention to improve the factors which support the knowledge sharing. The knowledge sharing Climate inventory has been published in The 2008 Pfeiffer Annual Consulting. Copyright © 2008 John Wiley & Sons, Ltd. [source] Group Leaders as Gatekeepers: Testing Safety Climate Variations across Levels of AnalysisAPPLIED PSYCHOLOGY, Issue 4 2010Dov Zohar This paper tests the moderating effect of transformational supervisory leadership on the relationship between organisational and group climates, using safety climate in risky operations as an exemplar. Results indicated that under low or poor organisational climate, indicative of limited organisational commitment to employee safety, transformational leaders promoted a higher group climate as compared to the organisational climate. Similarly, under a weak organisational climate, indicative of limited consensus among company employees regarding the priority of safety, transformational leaders promoted a stronger group climate, reflecting greater consensus among group members. This pattern suggests that supervisory leaders can act as gatekeepers, with transformational leaders offering better protection against potentially harmful organisation-level priorities. Furthermore, transformational supervisors better informed their members of the organisational priorities as they perceived them, resulting in a stronger relationship between individual supervisors' perceptions and members' organisational climate perceptions. Implications for climate and leadership research are discussed. On s'intéresse dans cet article à l'impact régulateur du leadership hiérarchique de transformation sur la relation entre les climats organisationnels et de groupe en utilisant comme exemple la sécurité dans les opérations à risque. Les résultats montrent qu'en cas de climat organisationnel médiocre signifiant une implication organisationnelle minimale à propos de la sécurité du personnel, les leaders de transformation favorisent l'émergence d'un climat de groupe plus satisfaisant que le climat organisationnel. De même, si le climat organisationnel est fragile, traduisant un accord approximatif des salariés sur la prioritéà accorder à la sécurité, les leaders de transformation sont à l'origine d'un climat de groupe renforcé, expression d'un meilleur consensus parmi les membres du groupe. Ce schéma laisse penser que les leaders hiérarchiques peuvent intervenir comme gardiens, les leaders de transformation offrant une meilleure protection contre les priorités organisationnelles potentiellement nocives. De plus, les managers de transformation informent mieux leur équipe des priorités organisationnelles telles qu'ils les perçoivent, ce qui provoque une relation plus étroite entre les perceptions personnelles du manager et celles que son groupe a du climat organisationnel. On réfléchit aux retombées de ce travail sur les recherches portant sur le climat et le leadership. [source] | ||||||||||