Search

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time. [ABSTRACT FROM AUTHOR]

Since 1981, his activities as a researcher and a professor of Work and Organizational Psychology (WOP) were developed at the University of Valencia (UV), Spain, where he retired this year. Prof. Peiró served as President of Division 1 (WOP) of the International Association of Applied Psychology (IAAP). Revista Psicologia: Organizações & Trabalho (rPOT) Psychology: Organizations and Work Journal Revista Psicología: Organizaciones y Trabajo ISSN 1984-6657- https://doi.org/10.17652/rpot/2020.4.editorial Editorial - Tribute to José Maria Peiró Editorial- Tributo a José Maria Peiró This fourth 2020 issue of "Revista Psicologia Organizações e Trabalho" (rPOT) is a Tribute to José Maria Peiró, PhD. [Extracted from the article]

Research carried out in the field of work and organisational psychology shows that work unit climate and culture are important determinants of work unit performance. We briefly summarise what we have learnt about the climate-performance relationship in work units distinct from ICUs. Then, we show how the ICU culture can be measured, and summarise research on the culture-performance relationship in ICUs. [ABSTRACT FROM AUTHOR]

In this article, three important issues in organizational multilevel research are discussed and clarified, namely: (a) The interpretation of "cross-level direct effects" in theoretical and research multilevel models, (b) the specification of the emergence processes involved in higher-level constructs, and (c) the sample size recommendations for using multilevel statistical methods. By doing so, this article hopes to contribute to the improvement of organizational multilevel research.

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 2 constructs though JAP has been far more important for climate than culture research. We distinguish 4 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 multilevel 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. (PsycINFO Database Record, ((c) 2017 APA, all rights reserved).)

We investigated whether climate uniformity (the pattern of climate perceptions of organizational support within the team) is related to task conflict, team communication quality, and team performance. We used a sample composed of 141 bank branches and collected data at 3 time points. The results obtained showed that, after controlling for aggregate team climate, climate strength, and their interaction, a type of nonuniform climate pattern (weak dissimilarity) was directly related to task conflict and team communication quality. Teams with weak dissimilarity nonuniform patterns tended to show higher levels of task conflict and lower levels of team communication quality than teams with uniform climate patterns. The relationship between weak dissimilarity patterns and team performance was fully mediated by team communication quality. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

Test of measurement invariance across translated versions of questionnaires is a critical prerequisite to comparing scores on the different versions. In this study, we used exploratory structural equation modeling (ESEM) as an alternative approach to evaluate the measurement invariance of the Spanish version of the Physical Self-Description Questionnaire (PSDQ). The two versions were administered to large samples of Australian and Spanish adolescents. First, we compared the CFA and ESEM approaches and showed that ESEM fitted the data much better and resulted in substantially more differentiated factors. We then tested measurement invariance with a 13-model ESEM taxonomy. Results justified using the Spanish version of the PSDQ to carry out cross-cultural comparisons in sport and exercise psychology research. Overall, the study can stimulate research on physical self-concept across countries and foster better cross-cultural comparisons.

Leader-member Exchange (LMX) theory has been shown to be one of the most compelling theories for understanding the effects of leadership on organizational behavior. This theory proposes that leaders establish differentiated relationships with each of their subordinates according to the exchanges produced between them. Recently, the concept of LMX differentiation has been introduced into the theory to extend research from the dyadic to the group level. The present paper uses a longitudinal design to analyze the moderator role of LMX differentiation in the relationship between mean LMX and innovation climate in a sample of 24 healthcare teams. The results showed no direct effects of mean LMX on changes in innovation climate over time. However, they provide support for the moderator effect of LMX differentiation in this relationship, as it was stronger when LMX differentiation was low than when it was high.

We tested whether the relationship between a team climate of support from the organization and team performance is mediated by positive team mood. Recent research has shown that this team climate facet is related to team performance, but we do not have any empirical evidence about the mechanisms involved in this relationship. The study sample was composed of 59 bank branches, and a longitudinal design with three data-collection points was implemented. The results showed that a team climate of support from the organization was positively related to positive team mood, which in turn was positively related to team members' ratings of team performance.

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.

In this study, we evaluate the role of leader charisma in fostering positive affective team climate and preventing negative affective climate. The analysis of a longitudinal database of 137 bank branches by means of hierarchical moderated regression shows that leader charisma has a stronger effect on team optimism than on team tension. In addition, the leader's influence and the frequency of leader-team interaction moderate the relationship between charisma and affective climate. However, whereas the leader's influence enhances the relationship between leader charisma and positive affective climate, the frequency of interaction has counterproductive effects.

The present study evaluates the extent to which central categories explicitly labeled as being in the middle of the other response categories, specifically Middle Level and Sometimes, function as expected according to the integer scoring system. The assumptions are tested by means of Bock's Nominal Model in two 5-response scales. Results show that the assumption of the ordering of the response categories is met for all the items. The ordering of thresholds is satisfied for all but one item with the central category Middle Level . Results are compared with those obtained when middle categories are not explicitly labeled as being in the middle of the other response categories, as in the case of Not Sure , Undecided or?

Researchers have studied whether there are classes of people who differ systematically in the way they respond to polytomous ordered scales with a middle category such as ?. The mixed-partial credit model was fitted to a number of scales of a personality questionnaire. Most of the scales fit better with the use of 2 latent subpopulations. The most consistent difference among the latent classes was related to the functioning of the middle response category. For most of the examinees, the probability of choosing the middle category was very close to zero, but a nonnegligible percentage of people selected this category with much higher probability. The total scores from the 2 subpopulations were incommensurate. Some personality factors contributed to explaining class membership., ((c) 2004 APA)

The authors tested 3 hypotheses regarding the antecedents and moderator influences of climate strength (CS; the degree of within-unit agreement of climate perceptions). The sample consisted of 197 work units. Social interaction among unit members showed positive, statistically significant correlations with CS in goals orientation and innovation climate. Work-unit leaders' informing behavior was positively correlated with CS in the 3 climate facets measured (i.e., support, goals orientation, and innovation). CS in innovation moderated the impact of work units' innovation climate on average satisfaction and commitment. CS in goals orientation moderated the influence of work units' goal orientation on average commitment. The moderator influences showed the expected direction: CS fostered the influence of work units' climate on the criterion variables.