scholarly journals The Interactive Effect of Organizational Identification and Organizational Climate on Employees’ Taking Charge Behavior: A Complexity Perspective

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-14
Author(s):  
Yun Liu ◽  
Lingjuan Chen ◽  
Liangjie Zhao ◽  
Chengai Li
Keyword(s):  
Organizational Climate ◽  
Organizational Identification ◽  
Safety Climate ◽  
Interactive Effect ◽  
Psychological Safety ◽  
Organizational Policies ◽  
Individual Level ◽  
Taking Charge ◽  
Individual Variables ◽  
Justice Climate

In the view of complexity theory, the emergency behavior of individual is nonlinear and influenced not only by individual variables but also by many other environmental variables. Based on complexity perspective, this article explored why employees’ taking charge behavior occurs in organizations from a multilevel approach. Specifically, this study has explored the cross-level interactive effect of organization-level factor (organizational justice climate and psychological safety climate) and individual-level factor (organizational identification) on employees’ taking charge behavior. Using a total of 806 valid matching questionnaires from 91 firms in China, this study found that first, organizational identification is positively related with employees’ taking charge behavior. Second, distributive justice climate positively moderates the influence of organizational identification on employees’ taking charge behavior. Third, psychological safety climate negatively moderates the influence of organizational identification on employees’ taking charge behavior. According to our results, organizational policies and practices should be made to foster employees’ identification with the organization, to construct a fair environment within the organization, and to convince employees that taking charge behavior will not entail political risks, especially for those employees with low organizational identification.

How do leaders' positive emotions improve followers' person–job fit in China? The effects of organizational identification and psychological safety

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Hongjie Wang
Keyword(s):  
Organizational Identification ◽  
Positive Emotions ◽  
Management Practice ◽  
Psychological Safety ◽  
Moderating Effect ◽  
Job Fit ◽  
Content Type ◽  
Individual Level ◽  
Mediating Role ◽  
The Impact

PurposeAlthough a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.Design/methodology/approachData were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.FindingsThe results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.Practical implicationsThis present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.Originality/valueThis study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

scholarly journals Psychosocial Safety Climate in Organization: An Overview of Theoretical and Empirical Development

2013 ◽  
Vol 4 (9) ◽  
pp. 407-411 ◽  
Author(s):  
Nor Hidayah Binti
Keyword(s):  
Work Stress ◽  
Psychological Health ◽  
Safety Climate ◽  
Psychological Safety ◽  
Theoretical Development ◽  
Critical Study ◽  
Organizational Policies ◽  
Safety And Health ◽  
Potential Contributor ◽  
The Impact

Psychosocial safety climate (PSC) is a new aspect to be considered in organization in order to overcome work stress issues among employees. The critical study of PSC which build from the foundation of work of psychological safety and safety climate pioneered in 2010 by Maureen F. Dollard and Arnold B Bakker in Australia. The features of climate specifically expected to affect psychological health. New construct of PSC was defined as shared perception of organizational policies, practices and procedures to protect employees’ psychological safety and health. Previous studies stated that there are four main elements in PSC which are management commitment, management priority, management and employee participation involvement in stress prevention and organizational communication. It is believed that PSC could be a potential contributor in achieving organization’s aim for more positive psychological health environment among employees. Therefore, this paper aims to explicate the theoretical development of PSC and identify the impact on work stress among employees.

scholarly journals Security Providing Leadership: A Job Resource to Prevent Employees’ Burnout

2021 ◽  
Vol 18 (23) ◽  
pp. 12551
Author(s):  
Juan A. Moriano ◽  
Fernando Molero ◽  
Ana Laguía ◽  
Mario Mikulincer ◽  
Phillip R. Shaver
Keyword(s):  
Organizational Climate ◽  
Structural Equation ◽  
Safety Climate ◽  
Psychological Safety ◽  
Well Being ◽  
Job Burnout ◽  
Self Report ◽  
Equation Modeling ◽  
Snowball Sampling ◽  
The Relationship

Leadership styles in work contexts play a role in employees’ well-being, contributing to better health or, on the contrary, being a source of stress. In this study we propose that security providing leadership may be considered as a resource to prevent employees’ job burnout. First, we examine the relationship between employees’ perception of their leader’s degree of security in providing leadership and the employees’ degree of job-related burnout. Second, the underlying processes by which leaders as security providers exert their influence on burnout are analyzed with a focus on the mediating role of two variables: an organizational climate oriented to psychological safety and organizational dehumanization. A total of 655 Spanish employees (53.7% women) completed a paper-and-pencil self-report questionnaire. To recruit participants, we employed an exponential non-discriminative snowball sampling. Results, using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test hypotheses, show that security providing leadership was related negatively to burnout. Furthermore, psychological safety climate and organizational dehumanization mediated the relationship between security providing leadership and burnout. These findings support the attachment approach to leadership and open new avenues for creating better organizational environments. Security-providing leaders, by supporting employees and treating them in a personalized way, can enhance the psychological safety climate and prevent organizational dehumanization and consequent job burnout.

Knowledge Sharing, Organizational Climate, and Innovative Behavior: A Cross-Level Analysis of Effects

2013 ◽  
Vol 41 (1) ◽  
pp. 143-156 ◽  
Author(s):  
Chien Yu ◽  
Tsai-Fang Yu ◽  
Chin-Cheh Yu
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Organizational Innovation ◽  
Positive Association ◽  
Innovative Behavior ◽  
Linear Modeling ◽  
Individual Level ◽  
Innovation Climate ◽  
The Impact

We investigated individual-level knowledge sharing and innovative behavior of employees, organizational innovation climate, and interactions between the individual level of knowledge sharing and the climate of innovation within the organization as a whole. Employees of public corporations in the Taiwanese finance and insurance industries participated in this study. Hierarchical linear modeling (HLM) indicated a positive association between knowledge sharing and innovative behavior and a positive association between organizational innovation climate and innovative behavior. According to the results of HLM organizational innovation climate did not act as a moderator on the impact of knowledge sharing on innovative behavior.

scholarly journals Safety in Shipping: Investigating Safety Climate in Norwegian Maritime Workers

2019 ◽  
Vol 63 (1) ◽  
pp. 1844-1848
Author(s):  
Steven C. Mallam ◽  
Jørgen Ernstsen ◽  
Salman Nazir
Keyword(s):  
Organizational Climate ◽  
Safety Culture ◽  
Safety Climate ◽  
Safety Education ◽  
Safety Behavior ◽  
Organizational Safety ◽  
Service Staff ◽  
Perceptions Of Safety ◽  
Mediating Factor ◽  
And Training

Working at sea places individuals in an inherently dangerous environment for extended periods, exposing them to unique risks not found in land-based industries. Safety-critical socio-technical systems demand an inherent organizational safety culture for reliable and safe operations. Safety climate acts as a mediating factor between the broader organizational climate and safety behavior of individuals and teams. This paper investigates safety climate of individuals working at sea. Two hundred persons (47.3 yrs ±12.9; 175 males, 25 females) working as seafarers ( n=132) and onboard service staff ( n=68) with Norwegian maritime companies completed an online safety climate questionnaire. Results indicate that maritime workers generally have lower perceptions of safety within their organizations in comparison to other industries. Furthermore, certified seafarers have lower perceptions of safety then onboard service staff, who have lower restrictions to working at sea, and generally less maritime safety education and training.

The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea

2019 ◽  
Vol 19 (3) ◽  
pp. 353-368
Author(s):  
Timothy R Moake ◽  
Nahyun Oh ◽  
Clarissa R Steele
Keyword(s):  
South Korea ◽  
Safety Climate ◽  
Work Teams ◽  
Psychological Safety ◽  
Interaction Effects ◽  
Team Members ◽  
South Korean ◽  
Categorization Theory ◽  
Age Related ◽  
The Relationship

Indigenous cultural nuances such as age-related hierarchies in South Korea have the potential to impact workers’ engagement in innovation-related behaviors (IRBs). We use self-categorization theory to examine both the relationship between employee age and IRBs and the cross-level interaction effects of team psychological safety climate. Using a multilevel sample of 282 South Korean employees working in 65 teams across 45 different organizations in various industries, we find that team psychological safety climate moderates the relationship between age and engaging in IRBs. More specifically, we find that when teams have a weaker psychological safety climate, age is positively related to engaging in IRBs. However, when teams have a stronger psychological safety climate, age is not related to engaging in IRBs. We discuss the implications of these findings for innovation and managing work teams in Eastern contexts.

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