I used a measure to find employees' experience of organizational systems and processes affecting their attitude to work and influencing their level of engagement.
Greetings, Deepa –
When it comes to organizational culture, you might want to focus your research on individualistic and collectivistic cultures and how these dichotomies effects organizational dynamics.
From my understanding, members of an organization bring with them many previous cultural identities (CIs) and these Cis really can influence organizational dynamics and behaviors. When a member of an organization doesn’t fit the organization’s CI, then there may be a mismatch, which can affect the organizational climate.
Hopefully this thought helps inspire your research.
Best of luck,
David
My dear
According to Kanter's structural empowerment theory, organizational and work inputs include varied resources such as time, money, support and materials. These resources provide structural empowerment for employees and that in turn reflect on the work climate.
The perception of these processes influence a variety of beliefs about the relationship with the organization. Procedural justice, perceived organizational support, psychological contracts, perceived organizational obstruction would all be influenced by the processes and systems at work. Most of these have been shown to influence job attitudes directly with the individual or through social networks through social contagion or social influence.
Here are some references that might help to get you started if you go this route.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis. Organizational behavior and human decision processes, 86(2), 278-321.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Journal of applied psychology, 87(4), 698.
Zhao, H. A. O., Wayne, S. J., Glibkowski, B. C., & Bravo, J. (2007). The impact of psychological contract breach on work‐related outcomes: a meta‐analysis. Personnel Psychology, 60(3), 647-680.
Gibney, R. A. Y., Zagenczyk, T. J., Fuller, J. B., Hester, K. I. M., & Caner, T. (2011). Exploring organizational obstruction and the expanded model of organizational identification. Journal of Applied Social Psychology, 41(5), 1083-1109.
@ Amer, my questionnaire extracted two distinct factors, I.e. Organisation and work inputs, using them as dimensions, created a quadrant of 4 sub-cultures.
It is expected that employees' experience of organizational systems and processes may affect their attitude to work. Orientation and socialization of new employees is very essential.
In my paper on HR Quality Success Factor, where I have included the Quality Working Climate (Employee Involvement and Employee Commitment) as the moderating variable, and it the findings shows highly significant influence on organizational excellence. Some of the main antecedents of this relationship would be Effective communication, Congruent objectives,Training and education, and Rewards and recognition.
@Noor, the extracted factors show 15 antecedents (including the ones you have mentioned) for organization and 5 for work itself. Is your paper published, if yes, can I have access to it?
Hi Deepa. Simply click on my profile and the are several papers on Quality HRM-related issues. Good luck.
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