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Article
Publication date: 12 October 2015

Riitta Viitala, Jussi Tanskanen and Risto Säntti

– The purpose of this paper is to examine the connections between organizational climate and well-being at work.

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Abstract

Purpose

The purpose of this paper is to examine the connections between organizational climate and well-being at work.

Design/methodology/approach

Connections between perceived organizational climate and well-being at work were studied through quantitative data gathered from 24 public day-care centers in Finland.

Findings

The unit-level analyses revealed that different types of organizational climates were connected to different types of job well-being in the unit. Organizational climate types were differentially connected to stress and cynicism, but were not connected to work engagement. Employees in units where work climate was collectively evaluated as particularly weak reported significantly lower well-being than those in units with better work climate. The most positive climates – “relaxed and friendly” and “encouraging and supportive of new ideas” – seemed to be more strongly connected to well-being than negative climates.

Originality/value

The study confirmed and clarified the link between organizational climate and job well-being and emphasized how different climate types have varying types of connection to well-being at work.

Details

International Journal of Organizational Analysis, vol. 23 no. 4
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 1 December 2004

64

Abstract

Details

Nutrition & Food Science, vol. 34 no. 6
Type: Research Article
ISSN: 0034-6659

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Article
Publication date: 1 January 2004

The fact that the Finns fought an epic battle to repel a Soviet invasion more than 60 years ago should not really have much bearing on how banking colleagues get on with each…

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Abstract

The fact that the Finns fought an epic battle to repel a Soviet invasion more than 60 years ago should not really have much bearing on how banking colleagues get on with each other in the twenty‐first century. Such things should not matter when you are faced with merging two big banks, but they do. The problem is figuring out why, and trying to find out which views seem to be positive or negative, and how the whole mixture can be turned into an encouraging new look at a mutually beneficial future.

Details

Human Resource Management International Digest, vol. 12 no. 1
Type: Research Article
ISSN: 0967-0734

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