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We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the two constructs though JAP has been far more important for climate than culture research. We distinguish four main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971 – 1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986 – 1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000 – 2014 era, characterized by multi-level work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge.

We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the two constructs though JAP has been far more important for climate than culture research. We distinguish four main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971 – 1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986 – 1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000 – 2014 era, characterized by multi-level work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge.

This research investigated cognitive processes affecting the accuracy of performance evaluation. One hundred and twenty-five hospital nurses completed questionnaires measuring their cognitive categorization processes and then rated a videotaped nurse's performance. Results focusing on the match between raters' cognitive categories and rating scales indicated that: a) rating accuracy was related to the match between raters' cognitive category dimensions and rating scale dimensions, but b) not related to the match between rating scales and raters general tendency to describe ratees in terms of behaviors or personal characteristics (traits). Little support was found for the effect of misclassifying behaviors and dimensions irrelevant to job performance on accuracy. Raters' ability to differentiate clearly between rating dimensions was related to accuracy and to halo in ratings. Finally, work experience and job position were related to raters' cognitive systems while prior rating experience was important for accuracy. Limitations of the study and implications of future research investigating the cognitive processes of raters in relation to rating accuracy are discussed. Keywords: Performance ratings; personal constructs; cognitive categories; halo; cognitive differentiation.

This research investigated the effects of two forms of rater accuracy training on rating accuracy and raters' cognitive categories for appraising performance. Seventy-one hospital nurses completed measures designed to assess the cognitive categories they used to judge others. They also rated the performance of a nurse presented on videotape. Raters then received one of two training programs and again viewed the videotape, rated the performance of the videotaped ratee, and completed the measures assessions cognitive categories. Both training programs improved rating accuracy and the match between the raters' cognitive categories and the dimensions used to assess performance. Training based on personalized feedback of raters' categories tended to yield more accurate ratings and led to greater changes in raters' cognitive categories.