International Journal of Quality and Productivity Management Vol. 07, No.01, December 15, 2007
Effects of an organization’s climate on performance of supply chain managers in Michigan: A Perception Study By Robert J. Lichtman Central Michigan University
The purpose of the present study was to examine how organizational climate factors, such as opportunity for personal growth, development, advancement, etc., influence the degree that supply chain managers perceive their work situation as facilitating their giving their best effort (performance) to their work. This study focuses on supply chain managers, as this is a new, important, and previously unstudied managerial group. It was hypothesized, based on past research, that supply chain managers who perceived a supportive climate in their organization would feel that their work facilitates their giving their “best effort” at work while those supply chain managers who perceived their organizational climate as unsupportive would perceive their work situation as not conducive to their putting forth their best effort at work. The results indicated that of the six climate questions dealing with self-fulfillment, advancement, interpersonal relations, etc., supply chain managers who reported that their work environment facilitates putting forth their best effort indicated that they perceived their organization as providing a high degree of opportunity to achieve these factors. Whereas, supply chain managers who perceived their organization as not supportive of these six factors perceived that their work environment did not facilitate their putting forth their “best effort.” KEY WORDS: organization climate, supply chain management
A considerable amount of attention in the past 30 years has been concerned with the topic of organizational climate and its effect on employees’ behaviors in the organization (Andrews and Kacmar, 2001; Ashkanasy, Wilderom, Peterson, 2000; Carr, Schmidt, Ford, and DeShon, 2003) Lawler, Hall, Oldham, 1974; Rhoades and Eisenberger, 2002; Shadur, Mark A., Kienzle, Rene, and Rodwell, 1999; John J Starbuck, 1976). Climate perceptions are seen as a critical determinant of individual behavior in organizations (Carr, Schmidt, Ford, & Deshon, 2003). In 38
International Journal of Quality and Productivity Management Vol. 07, No.01, December 15 , 2007
addition, the value of the climate factor is that it has allowed researchers to study multiple dimensions of organizational behavior under one umbrella concept: organizational climate. Although the research studies on organizational climate have used slightly different definitions and measures of climate, they all seem to agree that climate refers to a systematic phenomenon that pervades an organization and its parts and influences an individual’s performance on the job (Shadur, Mark A., Kienzle, Rene, and Rodwell, 1999). Climate is a perceived phenomenon, knowledge of which is gained by administering a questionnaire to employees and then correlating the results with some measure or measures (either objective or perceived) of performance. For example, one might ask the following question, “To what degree does your position provide the opportunity for personnel growth and advancement?” and then correlate the answer with a measure of performance (objective measure) or a measure of the degree that the subject perceives their work facilitating their effort on the job (perceived measure). Thus, just as individuals perceive their world differently, so, too, do they have various perceptions of the climate of their organization. Climate is an employee’s subjective impressions or perceptions of his/her organization. Schneider and Hall (1972) note that climate perceptions emerge as a result of the employee’s numerous activities, interactions, and other daily experiences with his/her organization. They further suggest that perceived climate may be related to a number of...
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