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Journal ArticleDOI

Can We Blame the Climate of an Organization for the Stress Experienced by Employees

01 Dec 2012-Vol. 1, Iss: 2, pp 181-192
TL;DR: In this paper, the impact of the environment of workplace has received much attention in research in human resource literature, however, its impact on employee's behavior such as stress has not been established widely.
Abstract: The environment of workplace has received much attention in research in human resource literature. However, its impact on employee’s behavior such as stress has not been established widely. This re...
Citations
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Journal ArticleDOI
TL;DR: In organizational psychology, staff perceptions of organizational climate have been found to be an important predictor of employee outcomes, such as employee stress as discussed by the authors, however, only a small pool of r...
Abstract: In organizational psychology, staff perceptions of organizational climate have been found to be an important predictor of employee outcomes, such as employee stress. However, only a small pool of r...

15 citations


Cites background or result from "Can We Blame the Climate of an Orga..."

  • ...The longitudinal results also advance theory and research, as it suggested that the supposedly well-established link between organizational climate and stress did not appear (Sahni & Kumar, 2012; Wilson et al., 2004)....

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  • ...Additionally, Sahni and Kumar (2012) explored the relationship between organizational climate and stress among 625 employees of a large manufacturing company and concluded that there was a significant negative association between positive climate perceptions and stress....

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Journal ArticleDOI
25 Jul 2021
TL;DR: In this article, the authors defined the role of organizational climate on work stress of millennial employees and the moderating effect of team-member exchange in the relationship between organizational climate and work stress.
Abstract: This study aims to define the role of organizational climate on work stress of millennial employees and the moderating effect of team-member exchange in the relationship between organizational climate and work stress of millennial employees. Participants are employees born in the time range of 1980 to 2000 and have worked for at least six months. This study utilized survey method with the instruments Stress Diagnostic Survey, Organization Climate Questionnaire, and Team-Member Exchange (TME) instrument which is a fusion of Team-Member Exchange Contributions and Team-Member Exchange Receipts. The data were analyzed with simple linear regression and moderation analysis utilizing the PROCESS module by Hayes. The results of this study indicate that organizational climate contributed negatively on the work stress of millennial employees. The higher the score for organizational climate, the lower the score for work stress on millennial employees. Team-member exchange cannot moderate the relationship between organizational climate and work stress of millennial employees. High quality of team-member exchange cannot strengthen the relationship between organizational climate and work stress of millennial employees. Penelitian ini bertujuan untuk mengetahui peran iklim organisasi terhadap stres kerja karyawan milenial dan efek moderator dari team-member exchange terhadap hubungan antara iklim organisasi dan stres kerja pada karyawan milenial. Partisipan adalah karyawan milenial dengan rentang tahun kelahiran 1980 hingga 2000 dan sudah bekerja minimal selama enam bulan. Penelitian ini menggunakan metode survei dengan instrumen Stress Diagnostic Survey, Organizational Climate Questionnaire, dan instrumen Team-Member Exchange (TME) yang merupakan gabungan dari Team-Member Exchange Contributions dan Team-Member Exchange Receipts. Analisis data menggunakan uji regresi linear sederhana dan uji moderasi dengan modul PROCESS dari Hayes. Hasil penelitian ini menunjukkan bahwa iklim organisasi berkontribusi negatif terhadap stres kerja karyawan mileneal. Semakin tinggi skor iklim organisasi, maka semakin rendah skor stres kerja karyawan milenial. Team-member exchange tidak dapat memoderasi hubungan antara iklim organisasi dan stres kerja karyawan milenial. Kualitas team-member exchange yang tinggi tidak dapat memperkuat hubungan iklim organisasi dengan stres kerja karyawan milenial.

9 citations


Cites background or result from "Can We Blame the Climate of an Orga..."

  • ...Sahni and Kumar (2012) have stated that a poor, low quality, or negative organiza- kungan kerja yang nyaman, fleksibel, serta dukungan sosial yang baik agar kinerjanya semakin meningkat, tanpa mengalami banyak konflik dan stres kerja (Razak et al., 2016)....

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  • ...In accord with the results of this research, Sahni and Kumar (2012) stated that an organizational climate marked by the presence of care and support, can avoid the stressing of employees....

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01 Jan 2016
TL;DR: Walker et al. as mentioned in this paper explored successful strategies that business leaders of a service organization used to increase employee engagement in a monopoly service organization in Connecticut, focusing on communication and rewards, benefits, and compensation.
Abstract: Strategies for Increasing Employee Engagement in the Service Industry by Tonia Ann Walker MBA, Southern CT State University, 2003 BS, Post University, 2001 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2016 Abstract The annual loss to U.S. organizations consequential to a lack of employee engagement was approximately $300 billion in 2013. Employee engagement is vital to the business sustainability of an organization. The purpose of this qualitative single case study was to explore successful strategies that business leaders of a service organization used to increase employee engagement. The conceptual framework guiding this study was the behavior engineering model theory developed by Gilbert. A purposeful sample of 6 engineering managers was selected based on their success in creating strategies resulting in increased employee workplace engagement in a monopoly service organization in Connecticut. Semistructured interviews were employed to elicit detailed information from participants and their experiences with employee engagement. A review of company documents and website data was used to enhance the credibility of the findings. Using Yin’s 5-step method assisted in identifying themes. Two themes emerged with a focus on communication and rewards, benefits, and compensation. Communication through a variety of platforms and an attractive, rewards, benefits, and compensation package appealed to employees with unique skill sets and talents that fostered an environment for increased engagement. The findings of the study may contribute to positive social change by providing business leaders with tools to enhance greater employee job satisfaction and engagement in the service industry, which may in turn lead to a more productive and engaged workforce.The annual loss to U.S. organizations consequential to a lack of employee engagement was approximately $300 billion in 2013. Employee engagement is vital to the business sustainability of an organization. The purpose of this qualitative single case study was to explore successful strategies that business leaders of a service organization used to increase employee engagement. The conceptual framework guiding this study was the behavior engineering model theory developed by Gilbert. A purposeful sample of 6 engineering managers was selected based on their success in creating strategies resulting in increased employee workplace engagement in a monopoly service organization in Connecticut. Semistructured interviews were employed to elicit detailed information from participants and their experiences with employee engagement. A review of company documents and website data was used to enhance the credibility of the findings. Using Yin’s 5-step method assisted in identifying themes. Two themes emerged with a focus on communication and rewards, benefits, and compensation. Communication through a variety of platforms and an attractive, rewards, benefits, and compensation package appealed to employees with unique skill sets and talents that fostered an environment for increased engagement. The findings of the study may contribute to positive social change by providing business leaders with tools to enhance greater employee job satisfaction and engagement in the service industry, which may in turn lead to a more productive and engaged workforce. Strategies for Increasing Employee Engagement in the Service Industry by Tonia Ann Walker MBA, Southern CT State University, 2003 BS, Post University, 2001 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2016 Dedication I dedicate this study to God and my Lord and Savior. All glory belongs to God, for, if you can believe, all things are possible to him who believes (Mark 9:23 NKJV). I thank my family, my children, and significant other who have supported and listened to me along this doctoral journey. A special dedication to Aliyah and Avon to carry the torch and to do even greater exploits in this lifetime. Acknowledgments First, a special thank you to the participants in this study. I would like to acknowledge Dr. Dorothy Hanson, who has encouraged me throughout the doctoral process. Dr. Murry and Dr. Faint, who have provided me with guidance and advice, and Dr. Freda Turner, who has stepped in on a few occasions to help me complete my journey. My colleagues and friends who have listened patiently as I talked constantly about my doctoral study, and finally to Team Synergy for their words of faith and encouragement.

8 citations


Cites background from "Can We Blame the Climate of an Orga..."

  • ...Productivity might affect employees functioning in the workplace when they are experiencing stress (Sahni & Kumar, 2012)....

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01 Jan 2017
Abstract: Strategies to Improve Employee Engagement in a U.S. Federal Government Agency by Patrick L. Hyde MBA, University of Maryland University College, 2009 MS, University of Maryland University College, 2008 BS, George Washington University, 2006 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Abstract Nearly half of all frontline leaders in U.S. federal agencies during 2015 were unprepared to improve employee engagement. The lack of successful strategies to improve employee engagement in federal government agencies has led to decreased operational performance. Guided by the employee engagement theory as the conceptual framework, the single case study design was selected to explore the successful strategies that frontlineNearly half of all frontline leaders in U.S. federal agencies during 2015 were unprepared to improve employee engagement. The lack of successful strategies to improve employee engagement in federal government agencies has led to decreased operational performance. Guided by the employee engagement theory as the conceptual framework, the single case study design was selected to explore the successful strategies that frontline leaders use to improve employee engagement at a federal agency in central Maryland. Data collection involved face-to-face, semistructured interviews with 4 frontline leaders and federal agency documents indicating employee engagement. The data analysis process included Yin’s 5-step method and revealed 2 major themes: effective organizational communication, and enhancing employee development. Employee engagement improves if frontline leaders use strategies that involve effective organizational communication and enhancing employee development to promote open, transparent communication, teamwork, collaboration, skills development, incentives, rewards, and improved work–life balance. The implications for social change include the potential to implement successful engagement strategies in the federal agency, because employees who are more engaged generate better performance and productivity, build valuable work relationships, enhance career, and increase wages to improve the wellbeing and prosperity of themselves and their families. Improved performance and productivity could help to lower operating cost at the federal agency; thus, creating opportunities to reinvest savings into local community outreach programs that contribute to healthy living, well-being, and economic prosperity. Strategies to Improve Employee Engagement in a U.S. Federal Government Agency by Patrick L. Hyde MBA, University of Maryland University College, 2009 MS, University of Maryland University College, 2008 BS, George Washington University, 2006 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2017 Dedication The dedication of this doctoral study represents a small token of gratitude that I am offering to the loved ones who stood alongside me throughout this remarkable journey. To my beautiful wife, friend, and life skills coach, Katherine, who, without her encouragement, I might have abandoned this mission and given up on the lifelong dream to obtain my doctoral degree. I also extend the dedication to my mom, Leila, who instilled the values, discipline, and the inspiration to face difficult challenges. I would like to extend special appreciation to Zalika, Sydney, Lois, and Tina-T440 (my adopted military working dog) for the unwavering encouragements and supports during this incredible journey. Acknowledgments I acknowledge my Chair, Dr. Kevin Davies, for his mentorship and fostering an engaging learning environment that is central to my academic achievement. Also, I acknowledge my Second Committee Chair, Dr. Erica Gamble, and University Research Reviewer, Dr. Lisa Kangas, for their mentorship, critical reviews, and expertise, which were crucial to my development of strong academic skills, quality of my research output, and academic success. I acknowledge the many Walden University cohorts for their stimulating and intellectual interactions, and providing reviews, feedbacks, comments, and supports that fostered positive learning experiences. Finally, I want to acknowledge Dr. Freda Turner for her leadership and unwavering supports during the difficult, and complex, academic journey.

5 citations


Cites background from "Can We Blame the Climate of an Orga..."

  • ...In contrast, organizational stressors adversely affect well-being, the capacity to work, and job satisfaction (Sahni & Kumar, 2012)....

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  • ...Employee engagement is higher when organizational stressors are lower (Sahni & Kumar, 2012)....

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  • ...Poor health combined with an unsafe workplace causes inattention and a lack of focus, which leads to negative implications, such as the inability to retain skilled employees, truancies, and lack of interest and support for organizational goals (Sahni & Kumar, 2012)....

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  • ...Leadership assessment and providing employees with supportive conditions for developing a healthy workplace climate ensure high levels of employee engagement across the organization, as well as systems and structures for fostering effective performances (Sahni & Kumar, 2012)....

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  • ...Occupational stress caused by overwork negatively affects employees’ work performance (Sahni & Kumar, 2012)....

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Journal ArticleDOI
22 Jan 2020
TL;DR: In this article, the authors investigated the constraints that affect the successful implementation of e-learning in the higher education sector in Hong Kong and provided some strategies for academicians in development and implementation of E-learning.
Abstract: Digital technologies can reinvent the higher education in 21st century. E-learning introduces change to both the people and the organization on any scale. To keep abreast of the times and making learning fun, one of the self-financed Higher Education Sector in Hong Kong introduced Virtual Reality (VR) and online learning for aviation and healthcare courses. This paper explores the successful implementation of E-learning in one case study Higher Education sector in Hong Kong. The paper investigates the constraints which affect the successful implementation of E-learning in the sector. It also provides some strategies for academicians in development and implementation of E-learning. Educational leaders can strategically promote and enable E-learning at organizational and individual levels by using Peter Senge’s Five Disciplines of Learning Organization (1990). The keys to achieve a learning organization are personal mastery, mental model, shared vision, team learning and system thinking. These five disciplines support and sharpen one another, integrated by systems thinking.

4 citations

References
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Journal ArticleDOI
TL;DR: Coronary heart disease and mental ill health together, therefore, represent a serious cost for industry both in human and financial terms.
Abstract: Felton & Cole (1963) estimate that all cardiovascular diseases accounted for 12 per cent of the time lost by the ‘working population’ in the US, for a total economic loss of about $4 billion in a single year. A report (1969) by the Department of Health and Social Security in the UK shows, as Aldridge (1970) indicates, that the sum of incapacity for men suffering from mental, psychoneurotic and personality disorders, nervousness, debility and migraine headache accounted for 22·8 million work days lost in 1968 alone (second only to bronchitis in the league table of illness and lost working days). Coronary heart disease and mental ill health together, therefore, represent a serious cost for industry both in human and financial terms.

1,213 citations


"Can We Blame the Climate of an Orga..." refers background in this paper

  • ...Occupational stress is defined as the adverse employee reaction to excessive work pressure or other types of demands placed on them, which has serious productivity and human behavior consequences (Cooper & Marshall, 2011; Muthuvelayutham & Mohanasundaram, 2012)....

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  • ...Stress is measured by several occupational outcomes such as job satisfaction, organizational commitment, and employee withdrawal behavior (Adenike, 2011; Cooper & Marshall, 2011)....

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  • ...Organizations strive to employ self-motivated and organized employees, and thus, enhance organizational effectiveness, growth, and productivity (Cooper & Marshall, 2011; Kimura, 2009)....

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  • ...Inadequate, inconsiderate, or unsupportive supervision, poor relationships with co-workers, bullying, harassment and violence, isolated or solitary work are some of the interpersonal factors that can cause stress (Cooper & Marshall, 2011)....

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Journal ArticleDOI
TL;DR: For example, the authors found that social support had a threefold effect on work stressor-strain relations, and social support reduced the strain experienced and mitigated perceived stressors, while social support moderated the stressor/strain relationship.

1,185 citations


"Can We Blame the Climate of an Orga..." refers background in this paper

  • ...Viswesvaran, Sanchez, and Fisher (1999) found that social support had a threefold effect on work stressor–strain relations....

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Journal ArticleDOI
TL;DR: A meta-analysis of experimental studies to determine the effectiveness of stress management interventions in occupational settings suggested that intervention type played a moderating role, but if additional treatment components were added the effect was reduced.
Abstract: A meta-analysis was conducted to determine the effectiveness of stress management interventions in occupational settings. Thirty-six experimental studies were included, representing 55 interventions. Total sample size was 2,847. Of the participants, 59% were female, mean age was 35.4, and average length of intervention was 7.4 weeks. The overall weighted effect size (Cohen's d) for all studies was 0.526 (95% confidence interval = 0.364, 0.687), a significant medium to large effect. Interventions were coded as cognitive-behavioral, relaxation, organizational, multimodal, or alternative. Analyses based on these subgroups suggested that intervention type played a moderating role. Cognitive-behavioral programs consistently produced larger effects than other types of interventions, but if additional treatment components were added the effect was reduced. Within the sample of studies, relaxation interventions were most frequently used, and organizational interventions continued to be scarce. Effects were based mainly on psychological outcome variables, as opposed to physiological or organizational measures. The examination of additional moderators such as treatment length, outcome variable, and occupation did not reveal significant variations in effect size by intervention type.

1,125 citations

Journal ArticleDOI
TL;DR: Patterns of covariation between subjective stress and job performance are examined and relations with individual characteristics, job conditions, stressful work events, and affective states are explored.
Abstract: This paper reports two studies of occupational stress and its relation with antecedent variables and job performance. The first study, in which 104 nurses participated in group discussions and 96 nurses completed a questionnaire, identified 45 stressful events for nurses. In the second study, 171 nurses who completed another questionnaire were also rated by a supervisor and/or a co-worker. Ratings of interpersonal aspects of job performance (such as sensitivity, warmth, consideration, and tolerance) and cognitive/motivational aspects (such as concentration, composure, perseverence, and adaptability) correlated significantly with self-reported perceptions of stressful events, subjective stress, depression, and hostility. Models developed through path analysis suggest that the frequency and subjective intensity of the 45 events identified in Study 1 cause feelings of stress, which lead to depression, which, in turn, causes decrements in interpersonal and cognitive/motivational aspects of job performance. Much of the literature on occupational stress emphasizes its effects on health. Dependent variables in such research include blood pressure, heart rate, cholesterol level, and heart disease (Cooper & Marshall, 1976). We know relatively little, however, about the relation of stress to job performance. This article examines patterns of covariation between subjective stress and job performance and explores relations with individual characteristics, job conditions, stressful work events, and affective states.

973 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present a more complete method for these extensions which sacrifices a little in simplicity but is more powerful, especially in cases in which the differences between the mneans have appreciably different varianices.
Abstract: Miultiple range tests have been developed by several writers, for example, D. Newmiian [8], M. Keuls [5], J. W. Tukey [10] anid D. B. Duincani [3], for testinig differenices between several treatmenlt means in cases inl which all such differences are of equal a priori interest. These tests, which are also described in recent textbooks, for example, W. T. Federer [4, chapter 2], have been worked out for data in which the treatment means are homoscedastic (have equal variances) and are uncorrelated. Recently, C. Y. Kramer [6] has presented a simple miethod for extending these procedures to give useful tests for differences between means with unequal replications, the method being applicable to aniy set of heteroscedastic unicorrelated means. In a subsequent paper [7], the same authorl has given further extensions to tests of mneanis which are also correlated, such as the adjusted means from analyses of covariance or from incomplete block designs. Similar work has also been done by E. Bleicher [1] and P. G. Sanders [9] in extendinig a multiple F test to making tests in lattice and rectangular lattice designs. One purpose of this paper is to present a more complete method for these extensions which lnecessarily sacrifices a little in simplicity but is more powerful, especially in cases in which the differences between the mneans have appreciably different varianices. Another purpose is to incdicate briefly the closeniess of the properties of these complete tests of heteroscedastic and correlated meanis to those of the corresponding tests of homoscedastic and unicorrelated mieans. Incidcental to these main ptirposes, a shor t-cut skippinig priniciple, useful in applyilng multiple ranige tests to a large lntum-ber of treatmenit means (or totals), is also presented.

940 citations


"Can We Blame the Climate of an Orga..." refers background in this paper

  • ...Between Groups 14,403.048 4 3,600.762 9.200 0.000 Within Groups 242,669.921 620 391.403 Total 257,072.970 624 finding and displaying post hoc tests and are considered more appropriate when group sizes are quite diff erent (Duncan, 1957; Lee, Ryu, & Chung, 2000)....

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  • ...finding and displaying post hoc tests and are considered more appropriate when group sizes are quite diff erent (Duncan, 1957; Lee, Ryu, & Chung, 2000)....

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