Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organizational culture is briefly defined as the basic assumptions about the world and the values that guide life in organizations. A brief history of climate research is presented, followed by the major accomplishments in research on the topic with regard to levels issues, the foci of climate research, and studies of climate strength. A brief overview of the more recent study of organizational culture is then introduced, followed by samples of important thinking and research on the roles of leadership and national culture in understanding organizational culture and performance and culture as a moderator variable in research in organizational behavior. The final section of the article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations. Throughout, recommendations are made for additional thinking and research.

Organizational Climate and Culture

http://personal.psu.edu/faculty/a/a/aag6/Brotheridge&GrandeyJVB.pdf

Emotional labor and burnout: Comparing two perspectives of "people work"

https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1035&context=managementfacpub

Positive Organizational Behavior in the Workplace The Impact of Hope, Optimism, and Resilience

Transformational Leadership: Industrial, Military, and Educational Impact

http://erlanbakiev.weebly.com/uploads/1/0/8/3/10833829/emerging_positive_organizational_behavior.pdf

Emerging Positive Organizational Behavior

The present study distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees. Perceived demands to express positive emotion were positively related to health symptoms primarily among those reporting: (1) lower identification with the organization; (2) lower job involvement; and (3) lower emotional adaptability. The effects of various personality traits and situational variables on perceived emotional labor differed depending on the nature of the emotional labor. The findings are discussed in terms of implications of emotional labor for health and practices through which organizations might intervene to minimize its unhealthful consequences among employees. We also attempt to reconcile the findings with some of the related research in psychology suggesting that some forms of required efference may have salutary physiological consequences. Copyright © 2000 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/3100304.pdf

Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms

Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended responses to the question "What helped you to deal with this situation? " indicated that participants who mentioned their leaders as a positive factor in dealing with the ...

/pdf/leadership-behaviors-and-subordinate-resilience-2jxd7ieqmp.pdf

Leadership Behaviors and Subordinate Resilience

In this paper we review extant research findings on employee engagement. We then outline and test potential differences in the relationship between engagement and intent to remain with the organization, based upon variations in the racial composition of the supervisor-employee dyad. Our analyses revealed an interaction whereby at low levels of engagement, members of different-race dyads report a lower tendency to remain with their organization for at least one year than members of same-race dyads; at high levels of engagement, intent to remain was greater for members of different-race dyads. We discuss implications of our findings for organizational practice and research.

Race Effects on the Employee Engagement-Turnover Intention Relationship:

This study tested predictions from B. Schneider's (1987) attraction-selection-attrition (ASA) model across 5 organizations (n = 681). Organization membership and occupational attributes interacted with individuals' turnover intentions to predict several personality variables. Relationships among organization membership, occupation type, and personality were partially mediated by perceived structure. The 3-way interaction analyses indicated that occupation type may compensate for the effects of organizational characteristics in making particular traits more suitable for a given organization. The overall pattern of findings supports the more general ASA predictions, but the findings also suggest a need to develop a more refined conceptualization of the trait homogenization process. The authors also discuss what trait homogenization processes may imply about interpreting findings in organizational behavior research in general and better understanding organizational diversity, culture, and organizations' capabilities in responding to change.

Organization and occupation influences in the attraction-selection-attrition process

As far back as the 1968 findings of the Kerner Commission, there have been reports of "two [American] societies--separate and unequal" (Harris and Wilkins, 1988: ix). Indeed, the 1997 commission on race formed by President Clinton came to much the same conclusion (Council of Economic Advisers, 1998). While three decades separate the work of the two groups, the main inference drawn is strikingly consistent: with regard to race, there is a persistent chasm in how majority group (white) and minority group (black and nonwhite) members live and view each other. Among the commission's findings supporting this notion were survey data suggesting that non-Hispanic white children were more likely to participate in literary activities (e.g., reading or visiting a library) and use computers than were black or Hispanic children (Council of Economic Advisers, 1998). Large discrepancies were also seen in the perception of equal treatment by the justice system, with black respondents being much more likely than their white counterparts to believe that black citizens are treated more harshly (Council of Economic Advisers, 1998). Put another way, these examples and others suggest a "values gap" exists for racial groups in America, both in how and what they value and how they believe they are valued. This reality has potential implications for research on the extent to which white and nonwhite employees exert effort in service to the organization, specifically in terms of performing "organizational citizenship behaviors." Organizational citizenship behavior (OCB) was defined by Organ as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization" (Organ, 1988: 4). Other terms used to describe similar domains of behavior include pro-social organizational behavior (Brief and Motowidlo, 1986), extra-role behavior (Van Dyne et al., 1994), organizational spontaneity (George and Brief, 1992), and "counter-role" behavior (Staw and Boettger, 1990). At its roots, OCB is an organizational manifestation of "going beyond the call of duty." Actions that exemplify OCB include such things as volunteering for activities not related to an individual's job description (e.g., planning the company picnic) or assisting others (e.g., a salesperson helping a vendor to unload a truck) (Organ and Ryan, 1995). Even seemingly "required" behavior such as "upholding workplace rules and procedures regardless of personal inconvenience" (Organ and Ryan, 1995: 776), (for instance, coming to work on time) has been cited as representing OCB. Such required behaviors have been called "compliance" and "conscientiousness" and have sometimes been labeled as "in-role prosocial behavior," whereas the more discretionary behavioral domains are often labeled "extra-role prosocial behavior" (Brief and Motowidlo, 1986). It seems plausible that if workers view their workplace differently based on racial background, then their proclivity to perform selfless behaviors on behalf of the employer might vary by race as well. Two theoretical conceptualizations of OCB may provide logical explanations for such race-based results. One interpretation views OCB as affect-based behavior, the other as a result of cognitive evaluation. In the following pages we summarize various research supporting these primary conceptualizations, as well as literature buttressing arguments for the mediating effects of several independent variables in the race-OCB relationship. We then draw from these foundations to develop and test hypotheses, utilizing an occupationally diverse sample of hospital employees. OCB as Affect-based Behavior The idea that OCB is affect-based stems from a more primary notion that behavior such as "the willingness to cooperate" (Barnard, 1938: 85) is a manifestation of "stable dispositions, traits, or temperament ..." (Organ, 1990: 51). …

James R. Jones

Papers

Antecedents of workplace emotional labor dimensions and moderators of their effects on physical symptoms

Leadership Behaviors and Subordinate Resilience

Race Effects on the Employee Engagement-Turnover Intention Relationship:

Organization and occupation influences in the attraction-selection-attrition process

Mediators of the Relationship Between Race and Organizational Citizenship Behavior.