The team‐level model of climate for innovation: A two‐level confirmatory factor analysis

The level structure of West's (1990) four‐factor model of team climate for innovation was assessed by means of multi‐level confirmatory factor analysis (MCFA). The sample consisted of 1,487 individuals (195 teams) from a wide range of professions. Results showed that a considerable portion of the variance in the data was explained on the team level with intra‐class correlations ranging from .30 to .39. Furthermore, the results demonstrated that the overall measurement model fitted the data well at both the team and individual levels, while the factor loadings were slightly different across the levels with item loadings showing partial invariance. Results from confirmatory factor analyses conducted on separate levels, however, showed that the four‐factor model displayed the best fit to the data for both individual and team levels. A second‐order one‐factor model also fitted the data well on both levels. The results indicate that the team climate for innovation model can be used as a team‐level consensus model of team climate for innovation.     

A Multilevel Investigation of the Influences of Employees' Resistance to Empowerment

We employed a multilevel research design to examine the effects of employees' resistance to empowerment. Survey responses were obtained from 637 customer service engineers who worked in 121 empowered teams. At the team level of analysis, resistance to empowerment climate related negatively to customer satisfaction as mediated by transition processes. In addition, resistance to empowerment climate evidenced an indirect relation with team performance via team action processes. At the individual level of analysis, employees' resistance to empowerment related negatively to their job satisfaction. Moreover, a cross-level relation was evidenced whereby team-level resistance to empowerment climate related negatively to job satisfaction, beyond that accounted for by the individual-level effects, as partially mediated by team interpersonal processes. Results are discussed in terms of the multilevel manner in which employees' resistance to empowerment can undermine organizational design changes.     

Salesperson time perspectives and customer willingness to pay more: roles of intraorganizational employee navigation,customer satisfaction,and firm innovation climate

This research aims to fill a critical gap in the sales literature by proposing a relationship-based model of customer willingness to pay more, involving salesperson time perspectives (i.e., long-term perspective and short-term perspective), intraorganizational employee navigation, and customer satisfaction with the salesperson. We also examine the moderating role of firm innovation climate. Multisource survey data were collected from 204 salespeople in a business-to-business sales context along with external ratings from customers of these salespeople three months later. The findings indicate that both long- and short-term perspectives have positive effects on intraorganizational employee navigation and customer satisfaction, which, in turn, positively affect customer willingness to pay more. In addition, short-term perspective has a stronger impact than long-term perspective on intraorganizational employee navigation. Further, the effect of long-term perspective on customer satisfaction is strengthened by the innovation climate of the firm, whereas the effect of short-term perspective on customer satisfaction is weakened by it.     

It's what you do and the way that you do it: Team task,team size,and innovation-related group processes

This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses on clarity of and commitment to team objectives, levels of participation, support for innovation, and quality emphases. Three hypotheses were tested. The first proposed that teams carrying out tasks with a high innovation requirement would have high scores on a measure of team processes. This was supported insofar as such teams reported higher levels of participation and support for innovation. The second hypothesis proposed that large teams would have poorer team processes. This hypothesis was confirmed. The third hypothesis concerned the interaction between size and innovation. The results suggested that large teams operating under a relatively high pressure to innovate have poorer team processes than large teams that do not have a high requirement to innovate.     

Do Satisfied Employees Satisfy Customers? Support‐Services Staff Morale and Satisfaction Among Public School Administrators,Students, and Parents

Data were obtained from school staff ( N = 1,567) who provided support services to schools in a major metropolitan school district. These data were analyzed in relation to data obtained from 3 customer groups (school administrators, students, and parents) who provided ratings of their satisfaction with services. Several aspects of employee morale (e. g., quality of supervision, teamwork, and goal clarity, along with workgroup service climate) were significantly and positively related to administrator and parent satisfaction, but not to student satisfaction. Relations of employee morale and workgroup service climate to administrator satisfaction and parent satisfaction were moderated by customer contact with employees. Results are discussed in relation to expectations of customers and employees that affect the nature of the service-exchange interaction.     

Measuring organisational climate and employee engagement: Evidence for a 7 Ps model of work practices and outcomes

This study presents evidence supporting the psychometric properties of the Voice Climate Survey: an employee opinion survey that measures work practices and outcomes. The tool is tested across 13,729 employees from 1,279 business units representing approximately 1,000 organisations. Exploratory factor analyses, confirmatory factor analyses and internal reliability analyses support 31 lower‐order work practices and outcomes that aggregate into seven higher‐order work systems broadly covering practices and outcomes such as organisational direction, ethics, resources, involvement, recognition, development, teamwork, wellness, work/life balance, change management, customer satisfaction, job satisfaction, organisational commitment and employees' intention to stay. External validation of the tool is demonstrated by linking scores from the employee survey with independent manager reports of turnover, absenteeism, productivity, health and safety, goal attainment, financial performance, change management, innovation and customer satisfaction.     

Development and validation of a Coping with Discrimination Scale: factor structure, reliability, and validity

Four studies were conducted to develop and validate the Coping With Discrimination Scale (CDS). In Study 1, an exploratory factor analysis (N = 328) identified 5 factors: Education/Advocacy, Internalization, Drug and Alcohol Use, Resistance, and Detachment, with internal consistency reliability estimates ranging from .72 to .90. In Study 2, a confirmatory factor analysis (N = 328) provided cross-validation of the 5-factor model as well as evidence for validity of the scale. The validity evidence was similar across racial groups and for males and females. In Study 3, the estimated 2-week test-retest reliabilities (N = 53) were between .48 and .85 for the 5 factors. Education/Advocacy, Internalization, Drug and Alcohol Use, and Detachment were positively associated with active coping, self-blame, substance use, and behavioral disengagement, respectively, providing further support for validity of the CDS. Finally, incremental validity evidence was obtained in Study 4 (N = 220), where it was shown that the CDS explained variance in outcome variables (i.e., depression, life satisfaction, self-esteem, and ethnic identity) that could not be explained by general coping strategies.     

Factor Analysis of the Mystical Experience Questionnaire: A Study of Experiences Occasioned by the Hallucinogen Psilocybin

A large body of historical evidence describes the use of hallucinogenic compounds, such as psilocybin mushrooms, for religious purposes. But few scientific studies have attempted to measure or characterize hallucinogen‐occasioned spiritual experiences. The present study examined the factor structure of the Mystical Experience Questionnaire (MEQ), a self‐report measure that has been used to assess the effects of hallucinogens in laboratory studies. Participants (N = 1,602) completed the 43‐item MEQ in reference to a mystical or profound experience they had had after ingesting psilocybin. Exploratory factor analysis of the MEQ retained 30 items and revealed a four‐factor structure covering the dimensions of classic mystical experience: unity, noetic quality, sacredness (F1); positive mood (F2); transcendence of time/space (F3); and ineffability (F4). MEQ factor scores showed good internal reliability and correlated with the Hood Mysticism Scale, indicating convergent validity. Participants who endorsed having had a mystical experience on psilocybin, compared to those who did not, had significantly higher factor scores, indicating construct validity. The four‐factor structure was confirmed in a second sample (N = 440) and demonstrated superior fit compared to alternative models. The results provide initial evidence of the validity, reliability, and factor structure of a 30‐item scale for measuring single, hallucinogen‐occasioned mystical experiences, which may be a useful tool in the scientific study of mysticism.     

Beyond individual justice facets: How (Mis)alignment between justice climates affects customer satisfaction through frontline customer extra-role service behavior

ABSTRACT

This study examines the combined effect of organizational justice facets on store-level customer extra-role service behavior, and subsequently on customer satisfaction. Hypotheses were tested on a sample of 1,951 employees in 121 business units from four countries, and on 55,731 customers of an international retailer. The results of polynomial regression and response surface analysis revealed that unit customer service performance and customer satisfaction are higher when justice facets are aligned at high levels, compared to when they are aligned at low levels. Moreover, we found evidence that the consequences of misalignment between justice facets are asymmetrical. Unit outcomes were higher when distributive justice (DJ) and procedural justice (PJ) climates were both higher than the interpersonal justice climate, compared to when the inverse was true. Conversely, unit outcomes increased when informational justice (INF-J) climate was higher than DJ and PJ climates, compared to when DJ and PJ climates were higher than INF-J climates. The observed effects of misalignment between justice facets were non-linear, as complex curvilinear relationships were moderator-dependent. Customer satisfaction was higher in stores with higher team customer service behavior, and team service behavior was found to be a significant conduit by which justice facets (mis)alignment influence customer satisfaction.     

Reliability and construct validity of the Dutch psychopathy checklist: youth version: findings from a sample of male adolescents in a juvenile justice treatment institution

The present study examines the reliability and construct validity of the Dutch version of the Psychopathy Check List: Youth Version (PCL:YV) in a sample of male adolescents admitted to a secure juvenile justice treatment institution (N = 98). Hare's four-factor model is used to examine reliability and validity of the separate dimensions of psychopathy. Interrater reliabilities are good to excellent for the PCL:YV total score and most factor scores, except for the affective factor. Several suggestions are offered for optimizing reliability of this factor. Finally, meaningful associations between PCL:YV scores and scores on the Minnesota Multiphasic Personality Inventory-Adolescent and the Interpersonal Checklist-Revised support the construct validity of the PCL:YV total score as well as the four factors in the Dutch context.     

AN EMPIRICAL ASSESSMENT OF THE EFFECTS OF AFFECTIVE RESPONSE IN THE MEASUREMENT OF ORGANIZATIONAL CLIMATE*

The purpose of this study was to determine whether an affective response affects the dimensionality of perceptual measures of organizational climate. To accomplish this 8,938 nonsupervisory employees of a large utility completed both an organizational climate questionnaire and a measure of job satisfaction. The raw scores on the climate instrument were factor analyzed. Then the job satisfaction scores were partialed out of the intercorrelations of the items making up the climate instrument and the residual scores were submitted to a factor analysis. The results suggest that partialing job satisfaction out of responses to an organizational climate questionnaire served to improve the dimensionality of the climate instrument.     

Using the Job Demands-Resources model to investigate risk perception, safety climate and job satisfaction in safety critical organizations

Using the Job Demands-Resources model (JD-R) as a theoretical framework, this study investigated the relationship between risk perception as a job demand and psychological safety climate as a job resource with regard to job satisfaction in safety critical organizations. In line with the JD-R model, it was hypothesized that high levels of risk perception is related to low job satisfaction and that a positive perception of safety climate is related to high job satisfaction. In addition, it was hypothesized that safety climate moderates the relationship between risk perception and job satisfaction. Using a sample of Norwegian offshore workers (N = 986), all three hypotheses were supported. In summary, workers who perceived high levels of risk reported lower levels of job satisfaction, whereas this effect diminished when workers perceived their safety climate as positive. Follow-up analyses revealed that this interaction was dependent on the type of risks in question. The results of this study supports the JD-R model, and provides further evidence for relationships between safety-related concepts and work-related outcomes indicating that organizations should not only develop and implement sound safety procedures to reduce the effects of risks and hazards on workers, but can also enhance other areas of organizational life through a focus on safety.     

LINKING EMPLOYEE PERCEPTIONS OF SERVICE CLIMATE TO CUSTOMER SATISFACTION

Although a common theme in the service quality literature is that organizations must create and maintain a climate for service in order for employees to effectively deliver service, few studies exist that evaluate climate for service components against a criterion of customer satisfaction. The effectiveness of different aspects of a climate for service is evaluated by determining the relationships between service climate components and facets of customer satisfaction, as rated by 538 employees and 7,944 customers across 57 branches of a large bank. All service climate components were significantly related to at least one facet of customer satisfaction (e.g., teller service). Seeking and sharing information about customers' needs and expectations, training in delivering quality service, and rewarding and recognizing excellent service were the practices that were most highly related to satisfaction with service quality.     

The Relationship between Creative Personality Composition,Innovative Team Climate,and Team Innovativeness: An Input — Process — Output Perspective

This study investigates the relationship between creative personality composition, innovative team climate, and team innovation based on an input‐process‐output model. We measured personality with the Creative Person Profile, team climate with the Team Climate Inventory, and team innovation through team‐member and supervisor reports of team innovativeness. The personality composition in each of 29 teams in a television production company was operationalized by mean scores for each creative personality variable, as well as the combination of different creative personality variables within a team. The team climate variable “vision” mediated the relationship between the mean level of associative orientation in teams and team innovation. The team climate variable “support of innovation” mediated the relationship between the joint variables of mean level of ambition x mean level of motivation and team innovation. The results indicated that when there are relationships between creative personality composition and team innovativeness, they are mediated by an innovative team climate.     

Individual differences in processing styles: validity of the Rational-Experiential Inventory

In Study 1 (N= 203) the factor structure of a Swedish translation of Pacini and Epstein's Rational-Experiential Inventory (REI-40) was investigated using confirmatory factor analysis. The hypothesized model with rationality and experientiality as orthogonal factors had satisfactory fit to the data, significantly better than alternative models (with two correlated factors or a single factor). Inclusion of "ability" and "favorability" subscales for rationality and experientiality increased fit further. It was concluded that the structural validity of the REI is adequate. In Study 2 (N= 72) the REI-factors were shown to have theoretically meaningful correlations to other personality traits, indicating convergent and discriminant validity. Finally, scores on the rationality scale were negatively related to risky choice framing effects in Kahneman and Tversky's Asian disease task, indicating concurrent validity. On the basis of these findings it was concluded that the test has satisfactory psychometric properties.     

A multidimensional measure of neighboring

The study reports the development of a short and easily administered questionnaire aiming at measuring dimensions of social life within neighborhoods. Principal-components analysis consistently extracted four factors replicated in three independent samples (N=96 to 1,060). The factors emerged as theoretically meaningful dimensions tapping the concepts of supportive acts of neighboring, neighbor annoyance, neighborhood attachment, and weak social ties. Factor invariance and factor replicability were high. Internal consistency, test-retest reliability, and construct validity yielded acceptable results. The principal virtue of the measure is that it may be applied to discern qualitative differences between neighborhoods by simultaneous assessments of several dimensions of neighboring. This research was financially supported by The Norwegian National Research Council. We thank Jostein Rise for valuable comments, and David R. Jacobs, Jr., and Melanie Young for advice in translating the questionnaire.     

Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate

This study examined the mediating role of service climate in the prediction of employee performance and customer loyalty. Contact employees (N=342) from 114 service units (58 hotel front desks and 56 restaurants) provided information about organizational resources, engagement, and service climate. Furthermore, customers (N=1,140) from these units provided information on employee performance and customer loyalty. Structural equation modeling analyses were consistent with a full mediation model in which organizational resources and work engagement predict service climate, which in turn predicts employee performance and then customer loyalty. Further analyses revealed a potential reciprocal effect between service climate and customer loyalty. Implications of the study are discussed, together with limitations and suggestions for future research.     

Construct validity and generalizability of the Kirton Adaption–Innovation Inventory

The factor structure of the Kirton (1976) Adaption–Innovation inventory was examined by use of confirmatory factor analysis. A three-factor structure was found, characterized by distinct, yet positively associated, facets, thereby challenging the oft-assumed unidimensional conceptualization of adaption–innovation. The measures were found to achieve satisfactory levels of reliability for the separate facets and to exhibit strong evidence for convergent and discriminant validity. This was demonstrated for the full 32-item inventory, as well as 20-item and 13-item abridgments. Subjects were postgraduate students from the United Kingdom (N = 149), Australia (N = 142), and the United States (N = 131). The three-factor solution was found to generalize across all three samples in the sense of yielding identical factor loadings, error variances, and correlations among facets. Differences in the means of factors were found across samples.     

Agile innovation: The role of team climate in rapid research and development

The impact of team climate on speed of research and development (R&D) project completion was studied in a sample of 33 R&D teams. West's model of team climate for innovation was measured and analysed in relation to project performance ratings, and also in relation to project leaders' estimates of project progress over a 9‐month period. Three of the four climate scales (namely participative safety, support for innovation, and task orientation) were significantly correlated with project performance rated by managers and customers, and two scales (namely support for innovation and vision) correlated with project leaders' ratings of project innovation. Additionally, results of hierarchical linear modelling showed that the climate scales participative safety and task orientation each predicted the rate at which projects moved towards completion. Teams with more positive initial ratings of these climate factors progressed significantly faster towards project completion over subsequent months than teams with poorer climate ratings. The results extend previous research that has linked team climate with levels of team innovation and performance, by showing that climate also predicts rate or speed of innovation.     

Climate strength: a new direction for climate research

Climate strength was conceptualized within D. Chan's (1998) discussion of compositional models and the concept of culture strength from the organizational culture literature. Climate strength was operationalized in terms of within-group variability in climate perceptions-the less within-group variability, the stronger the climate. The authors studied climate strength in the context of research linking employee service climate perceptions to customer satisfaction. The hypothesis was tested that climate strength moderates the relationship between employee perceptions of service climate and customer satisfaction experiences. Partial support for the hypothesis was reported in both a concurrent and predictive (3-year) test across 118 branches of a bank. In the predictive study only the interaction of climate and climate strength predicted customer satisfaction. Implications for future research on climate and climate strength are discussed.