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Work Climate (work + climate)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%

Selected Abstracts

THE IMPACT OF HUMAN RESOURCE MANAGEMENT AND WORK CLIMATE ON ORGANIZATIONAL PERFORMANCE

PERSONNEL PSYCHOLOGY, Issue 2 2003
GARRY A. GELADE
This paper examines relationships between human resource management (HRM), work climate, and organizational performance in the branch network of a retail bank. It extends previous research on group-level climate-performance and HRM-performance relationships and examines how climate and HRM function as joint antecedents of business unit performance. Significant correlations are found between work climate, human resource practices, and business performance. The results show that the correlations between climate and performance cannot be explained by their common dependence on HRM factors, and that the data are consistent with a mediation model in which the effects of HRM practices on business performance are partially mediated by work climate. [source]

Financial performance and the long-term link with HR practices, work climate and job stress

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2005
Marc van Veldhoven
Using data front a large financial services organisation in the Netherlands, this article reports a longitudinal study at the business unit level. The study addresses the question of which longitudinal relations exist between survey data on perceived HR practices, work climate and job stress on the one hand, and prospective and retrospective financial performance on the other. Data from 223 business units were available for this study. Eight scales were selected from an employee survey answered by 18,142 respondents. These were aggregated to mean scores at the business unit level. Financial performance is operationalised by a yearly profits-to-costs ratio. Correcting for employee and business unit characteristics, the eight survey scales predict 22 per cent of the variance in business unit financial performance in the year after the survey.,Co-operation between departments' appears to be the most important predictor. Equally strong evidence was friund for a reverse causation sequence: business unit financial performance in the year before the survey was a significant predictor for four out of eight survey scales, especially for ,co-operation between departments' and ,job security'. The results underline the importance of studying variance in HR and performance variables within large organisatiuns, and the possibilities of using employee surveys in this research context. Limitations and implications of the findings are discussed. [source]

THE IMPACT OF HUMAN RESOURCE MANAGEMENT AND WORK CLIMATE ON ORGANIZATIONAL PERFORMANCE

The Implementation of Innovation by a Multinational Operating in Two Different Environments: A Comparative Study

CREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2002
Mohamed Zain
The aim of the paper is to examine the innovation initiatives and processes followed by two subsidiaries of a German multinational company operating in Europe and Asia and to compare the innovativeness of their operations in these two locations. The study examined the innovation processes followed by the two subsidiary firms operating in Germany and Malaysia, the actual problems faced by them, the critical success factors involved in the implementation, and the work climates of the firms. Interestingly, it was found that both firms followed similar innovation processes. Nevertheless, different types of problems and critical success factors were applicable to both firms. The results showed that the Malaysian subsidiary faced more behavioural problems while the German subsidiary encountered more technical problems. Further, the study showed that a lack of knowledge was the common problem faced equally by both firms. The study demonstrated that the German subsidiary had better working climate compared to its counterpart in Malaysia. Finally, the German subsidiary was found to be more innovation,active than the Malaysian subsidiary as it introduced more types of innovation, interacted with more types of entity in the external environment and introduced more types of training. [source]