The Interplay Between Personality and Organizational Climate

Organizational climate refers to the collective behavioral tendencies of persons within an organization.It is an essential ingredient in determining business success,since the behavior of persons within an organization influences all types of interaction.At the same time,organizational climate also determines how much employees will dedicate themselves towards the achievement of their organization’s goal.However,although organizational climate is largely a product of organizational structure and leadership techniques,it remains significantly influenced by the personality traits of employees.Ideally,personality refers to the pattern of beliefs,attitudes,values,and behaviors perpetrated by an individual over an extensive period.Personality is unique to every individual,but it could potentially impact organizational climate.That is because it determines whether individuals will comply with the climate of their organization.In this study,the aim will be to prove that personality affects organizational climate.Findings indicate that personality determines compatibility between individual and organization,indicating that some individuals are not good for some organizations and vice versa.

The Analysis of NGOs' Organizational Ecosystem in Participating in Climate Change Issues in the United States

How many NGOs were there in the climate change field in the United States？ Who were they？ And what was the relationship between them？ In the United States,climate change was only a branch of environmental issues at the beginning; therefore there were no specific quantitative statistics and network analysis of NGOs in climate change. Diversity was an important feature of NGOs in American climate change fields,and it showed a complex organizational ecology through varieties of networks and interaction among organizations. In order to make a difference in climate field,Chinese NGOs firstly needed to improve and enhance their own abilities.

Consequences of Working in Eldercare during Organizational Changes and Cut Backs While Education and Clinical Supervision Was Provided:A Mixed Methods Study

Background: Reorganization and downsizing can disrupt a competent staff and conflicts can arise between what the employee is being asked to do and their knowledge and competences. Reduced job satisfaction among nursing home staff with increased workload and strain can occur. Aim and Objectives: The aim was to investigate the organizational climate and prevalence of burnout symptoms among caregivers over time in three Swedish nursing homes (NH I-III) undergoing organizational changes, while education and clinical supervision were provided. Design: The study design combines qualitative and quantitative methods in a longitudinal two-year follow-up project in NH I-III. Methods: Support through education and clinical supervision was provided for caregivers only at NH I and NH II. At NH I-III caregiver self-assessments and interviews were completed and analysed three different times. Results: NH I revealed improvement and increased innovation over time, while NH II showed a decline with no ability to implement new knowledge. NH III retained a more status quo. Conclusions: Organizational changes and cutbacks, occurring at different times, appeared to cause major stress and frustration among the three personnel groups. They felt guilty about not meeting their perceived obligations, seemed to have lost pride in their work but kept struggling. The changes seemed to over-shadow attempts to improve working conditions through education and clinical supervision initially. Implications for practice: It will be important to learn from reorganizations and the consequences they will have for the staff and quality of care. Important topics for future research are to study financial cutbacks and changes in organizational processes in care of older people to be able to develop a more person centered care for older people.

Analysis of Job Satisfaction of University Professors from Nine Chinese Universities

Research on work life and job satisfaction of university professors is becoming an important research issue in the field of higher education. This study used questionnaires administered to 1 770 teachers from different levels, types, and academic fields of Chinese universities to investigate job satisfaction among university professors and the relationship between job satisfaction of university professors and the organizational characteristics of the university. The job satisfaction of Chinese university professors includes six dimensions: career development and school management, teaching and research services, salary, benefits and logistical services, professional reputation, teaching and research facilities, and the work itself. The overall job satisfaction levels are close to average, with salary and benefits receiving the lowest level of satisfaction. The organizational characteristics of universities, such as school type, school level, academic field, organizational climate, evaluation orientation, and school management, all have significant effects on the overall job satisfaction of university professors. The organizational climate and school level affect all six dimensions of job satisfaction among university professors.