Employee and Workplace Well-being: A Multi-level Analysis of Teacher Personality and Organizational Climate in Norwegian Teachers from Rural,Urban and City Schools

Although teaching is frequently cited as a stressful profession, limited recent Norwegian data is available. This study addressed the extent to which organizational climate and individual and organizational well-being outcomes vary between schools in rural, urban, and city locations. Participants were predominantly female (68%), aged 45+ years (63.2%) and reported 20+ years of teaching experience (51%). Teachers from rural schools reported smaller student and teacher numbers, a more positive organizational climate and better organizational well-being. Multi-level analyses, with teachers grouped within school location, indicated that personality is most strongly associated with employee well-being, and organizational climate most strongly related to school morale and distress. Schools in rural locations are smaller and possess workplace climates that are conducive to positivity in the workplace, and subsequently better workplace well-being outcomes.     

THE RACIAL STRESS OF MEMBERSHIP: DEVELOPMENT OF THE FACULTY INVENTORY OF RACIALIZED EXPERIENCES IN SCHOOLS

Research on the experience of faculty of color in predominately White independent schools (PWIS) is limited. This study explored faculty of varying racial backgrounds and their initiation of, interactions with, and stress reactions to racial conflicts within the school settings using an online survey. Several measures were developed according to the Racial/Ethnic Coping Appraisal and Socialization Theory (recast) model and administered to 339 faculty participants. Using factor analytic and correlational analyses, results from the highly reliable measures found that Black faculty show significantly less trust in schools to manage racial conflict, lower sense of school membership, greater racial stress, and more racial socialization than their White counterparts do. With reliable and valid measures on the racialized experiences of faculty in PWIS, future research can ask better questions on how much racial politics influence diversity initiatives, including faculty and student recruitment and retention, supportive racial and intellectual climate, and organizational mission and professional development. Implications for the development of racially relevant measures in schools are discussed.     

Faculty and administrator perceptions of their environments: Different views or different models of organization?

Individuals' perceptions of the culture and climate of the organizations in which they work influence their motivation and individual performance. Using a theoretical model of institutional culture, organizational climate, and faculty motivation, this study examines how faculty and academic administrators differ in their perceptions; whether these differences in perceptions are affected by institutional type; and to what extent faculty and administrators have different implicit models of their institutions (i.e., see different organizational variables as predictors of faculty motivation and involvement). The goals of this investigation are to shed additional light on the relationship between institutional variables and faculty performance, to examine the existence of differing implicit models, and to provide new insights for administrators in managing their postsecondary institutions.The research reported in this paper is part of the Research Program on The Organizational Context for Teaching and Learning in the National Center for Research to Improve Postsecondary Teaching and Learning (NCRIPTAL). The research is supported by a grant from the Office of Educational Research and Improvement (OERI), U.S. Department of Education (ED), to the University of Michigan (grant number G008690010). The opinions expressed herein are those of the authors and do not necessarily reflect the position or policy of the OERI/ED or the Regents of The University of Michigan, and no official endorsement should be inferred.     

Testing a theory of organizational culture,climate and youth outcomes in child welfare systems: A United States national study

Theories of organizational culture and climate (OCC) applied to child welfare systems hypothesize that strategic dimensions of organizational culture influence organizational climate and that OCC explains system variance in youth outcomes. This study provides the first structural test of the direct and indirect effects of culture and climate on youth outcomes in a national sample of child welfare systems and isolates specific culture and climate dimensions most associated with youth outcomes. The study applies multilevel path analysis (ML-PA) to a U.S. nationwide sample of 2,380 youth in 73 child welfare systems participating in the second National Survey of Child and Adolescent Well-being. Youths were selected in a national, two-stage, stratified random sample design. Youths’ psychosocial functioning was assessed by caregivers’ responses to the Child Behavior Checklist at intake and at 18-month follow-up. OCC was assessed by front-line caseworkers’ (N = 1,740) aggregated responses to the Organizational Social Context measure. Comparison of the a priori and subsequent trimmed models confirmed a reduced model that excluded rigid organizational culture and explained 70% of the system variance in youth outcomes. Controlling for youth- and system-level covariates, systems with more proficient and less resistant organizational cultures exhibited more functional, more engaged, and less stressful climates. Systems with more proficient cultures and more engaged, more functional, and more stressful climates exhibited superior youth outcomes. Findings suggest child welfare administrators can support service effectiveness with interventions that improve specific dimensions of culture and climate.     

Predicting teacher commitment: The impact of school climate and social–emotional learning

The aim of this study was to investigate whether school climate and social–emotional learning impact teacher commitment. The sample included 664 public schoolteachers from British Columbia and Ontario in Canada. Participants completed an online questionnaire about teacher commitment, school climate, and social–emotional learning. Binary logistic regression analyses showed that positive school climates significantly predicted three forms of teacher commitment: greater general professional commitment, future professional commitment, and organizational commitment. Of the school climate variables, student relations and collaboration among staff predicted commitment. In addition, stronger beliefs and integration of social–emotional learning predicted two types of teacher commitment: greater general professional commitment and organizational commitment. Of the social–emotional learning variables, the support and promotion of a social–emotional learning culture across the school and comfort with and regular implementation of social–emotional learning in the classroom predicted greater teacher commitment. Implications for practice and research are discussed. © 2011 Wiley Periodicals, Inc.     

Organizational climate, services, and outcomes in child welfare systems

Objective

This study examines the association of organizational climate, casework services, and youth outcomes in child welfare systems. Building on preliminary findings linking organizational climate to youth outcomes over a 3-year follow-up period, the current study extends the follow-up period to 7 years and tests main, moderating and mediating effects of organizational climate and casework services on outcomes.

Methods

The study applies hierarchical linear models (HLMs) analyses to all 5 waves of the National Survey of Child and Adolescent Well-being (NSCAW) with a US nationwide sample of 1,678 maltreated youth aged 4–16 years and 1,696 caseworkers from 88 child welfare systems. Organizational climate is assessed on 2 dimensions, Engagement and Stress, with scales from the well established measure, Organizational Social Context (OSC); youth outcomes are measured as problems in psychosocial functioning with the Child Behavior Checklist (CBCL); and casework services are assessed with original scales developed for the study and completed by the maltreated youths’ primary caregivers and caseworkers.

Results

Maltreated youth served by child welfare systems with more engaged organizational climates have significantly better outcomes. Moreover, the quantity and quality of casework services neither mediate nor interact with the effects of organizational climate on youth outcomes.

Conclusions

Organizational climate is associated with youth outcomes in child welfare systems, but a better understanding is needed of the mechanisms that link organizational climate to outcomes. In addition, there is a need for evidence-based organizational interventions that can improve the organizational climates and effectiveness of child welfare systems.     

The Influence of Institutional Retention Climates on Student Persistence to Degree Completion: A Multilevel Approach

Using multi-institutional data from the Cooperative Institutional Research Program’s (CIRP) annual survey of entering freshmen, the Higher Education Research Institute’s (HERI) Faculty Surveys, campus registrars’ offices, and IPEDS data, we evaluated the extent to which peer institutional retention climates and faculty perceived campus climates influenced individual 6-year retention rates. We used hierarchical generalized linear models (HGLM) to examine the extent to which institutional climate (as measured by peer institutional retention climate and faculty perceived climate), net of students’ ability, expectations, and family socioeconomic status, influence students’ persistence behavior. We found that institutional retention climate, as defined by a student body’s aggregated report of withdrawal intentions, did independently determine whether a student would persist or not. While past research has overlooked peer and faculty climates, the results from this work call for the attention of peer institutional retention climates.

Measuring the Diversity Inclusivity of College Courses

Most studies of curricular diversity have focused on the effects of participation in diversity courses on student outcomes. Though the results have been positive, these studies have used limited measures of curricular diversity and there is a great need for a complimentary body of research demonstrating what faculty and what types of courses are more likely to include diversity. This study relies on 12 diversity inclusivity items derived from a comprehensive model of how diversity is included into a course to investigate how much diversity is being included in collegiate courses and what predicts diversity inclusivity, as measured by two scales: diverse grounding and inclusive learning. The results, based on 7,101 responses from faculty participating in the 2007 Faculty Survey of Student Engagement, suggest that most faculty are including diversity in their courses in some way, but that women and faculty of color tend to include diversity to a greater extent than their colleagues. Also, courses taught in the soft fields are more likely to be inclusive of diversity.     

Predicting faculty job satisfaction in university departments

This study attempts to examine the relationships between several dimensions of organizational climate and faculty job satisfaction in university departments which offer Ph.D. degrees. The three dimensions of organizational climate examined are: power perception, the perceived organizational goals, and the assessment of rewards. The major findings of the study are:(1) Nonresearch perceived organizational goals are by and large weakly related to job satisfaction in both the physical and social sciences. (2) Power perception is a strong determinant of job satisfaction in the social sciences and considerably less dominant in the physical sciences. (3) The assessment of rewards is the strongest predictor of faculty job satisfaction in both the physical and social sciences. The major conclusion of the study is that the organizational climate is one of the keys to understanding faculty job satisfaction. The policy implications of these findings are discussed.     

Action Learning and Research at George Washington University

Action learning has emerged as one of the most effective and powerful teaching and learning approaches used in graduate studies in human resource development at George Washington University (GWU). In this article, both faculty and student perspectives are presented to describe action learning teaching, research, and organizational interventions. First-hand experiences of doctoral students with action learning sets are presented in their own words. Students benefit from action learning experiences by building strong networks of personal and professional support. Improved group processes and greater interaction between executive level students and faculty have resulted in a strong doctoral cohort experience for Executive Leadership Program students at GWU. The initial energy to generate action learning programs in students' organizations requires active faculty involvement and follow-up to ensure that organizations accept and benefit from action learning programs. HRD (human resource development) faculty can profit from additional orientation and understanding of action learning to incorporate this methodology into their courses and problem-solving activities.     

The effects of the ARC organizational intervention on caseworker turnover, climate, and culture in children's service systems

OBJECTIVE: This study examines the effects of the Availability, Responsiveness, and Continuity (ARC) organizational intervention strategy on caseworker turnover, climate, and culture in a child welfare and juvenile justice system. METHOD: Using a pre-post, randomized blocks, true experimental design, 10 urban and 16 rural case management teams were randomly assigned to either the ARC organizational intervention condition or to a control condition. The culture and climate of each case management team were assessed at baseline and again after the one-year organizational intervention was completed. In addition, caseworker turnover was assessed by identifying caseworkers on the sampled teams who quit their jobs during the year. RESULTS: Hierarchical Linear Models (HLM) analyses indicate that the ARC organizational intervention reduced the probability of caseworker turnover by two-thirds and improved organizational climate by reducing role conflict, role overload, emotional exhaustion, and depersonalization in both urban and rural case management teams. CONCLUSIONS: Organizational intervention strategies can be used to reduce staff turnover and improve organizational climates in urban and rural child welfare and juvenile justice systems. This is important because child welfare and juvenile justice systems in the U.S.A. are plagued by high turnover rates, and there is evidence that high staff turnover and poor organizational climates negatively affect service quality and outcomes in these systems.     

The influence of classroom climate on science process and content achievement of community college students

The effect of two specific classroom climates on learning of science process skills and content achievement in college level science classes was studied. Two classroom climates were established and designated as discovery classroom climate (DCC) and nondiscovery classroom climate (NDCC). The term discovery denotes the degree of freedom the teacher established in classroom interactions, both verbal and nonverbal. Verbal interactions were monitored with the Science Laboratory Interaction Categories. These data indicate that students in the two classroom climates achieved equally as well on learning of biological content of the course, but students in the discovery classroom climate achieved significantly higher scores in science process skills as measured by the Welch Science Process Inventory. This study, conducted in a large, suburban community college, offers some useful information to the person who has educational goals beyond, but including, the learning of science information and concepts, and possibly science process. Students in the less directive discovery climate learned as much content as those in a more directive comparison class-they lost nothing of what is traditionally sought in a college science class. In addition, the discovery climate facilitated the development of science process skills which were significantly better than the comparison class. A five-week intensive class using the discovery climate was found to provide as much content acquisition as the ten-week nondiscovery climate.     

The impact of role conflict,role ambiguity and organizational climate on the job satisfaction of academic staff in research-intensive universities in the UK

This study focuses on academics in research-intensive universities in the UK and explores their perceptions of organizational climate, role conflict, role ambiguity and job satisfaction. The findings suggest that the universities have multiple organizational climates. Three organizational climate types – the Clan, the Hierarchy and the Adhocracy – were associated with lower levels of role stress. However, the Market climate was associated with higher levels of role conflict. Only the Clan-type climate was directly related to high levels of job satisfaction. It appears that despite the changes in the styles of management in universities, the collegial/Clan climate is still a very important contributor to the satisfaction of academic staff.     

Hybrid structures: Faculty use and perception of web-based courseware as a supplement to face-to-face instruction

The researchers examined responses from 862 faculty members at 38 institutions nationwide using the blackboard Learning Management System (LMS) to supplement their face-to-face instruction. The four research questions addressed the primary uses that faculty make of blackboard, perceptions that faculty have of how certain blackboard features enhance or elevate (or might enhance or elevate) their assessment of student work and instructional capabilities, and how faculty use of blackboard might positively affect the psychosocial climate within the face-to-face classroom setting. Additional analysis sought to identify the factors that predict use and positive perception of blackboard as a supplement to face-to-face teaching activities. The results indicate that faculty primarily used blackboard as a course management/administration tool to make course documents available to students and manage course grades. Few faculty used blackboard for instructional or assessment purposes, and even fewer utilized blackboard to foster a more positive sense of community within their face-to-face classes. Faculty attitudes, on the whole, were positive when it came to the classroom management functions of blackboard, but neutral or otherwise undecided in terms of its instructional or psychosocial benefits. The main factor in determining blackboard usage—whether for course administration or instructional purposes—was experience with the tool. In addition, women had more positive attitudes than men did in terms of blackboard's potential to enhance classroom management and foster a positive relational climate. Limitations of the study and suggestions for future research are discussed before concluding.     

Organizational climate and faculty attitudes toward collective bargaining: A university in a major labor dispute

The present study attempts to broaden Neumann's (1979) original study, which included only universities with favorable labor relations, and to assess the role of organizational climate in predicting and explaining faculty attitudes toward collective bargaining at a college facing severe labor problems. The major findings of this study are the following. First, the perceived power structure is the dominant predictor of attitudes toward unionization at the university in a labor dispute. The magnitude of relationships between perceived power and collective bargaining attitudes is noticeably stronger at the university with unfavorable labor relations than at universities with favorable labor relations. Second, inequity is related to some aspects of collective bargaining and is not related to others. Third, perceived goals do not effect faculty attitudes toward unionization. The implications of these findings are discussed and elaborated.     

Classroom Social Structure and Motivational Climates: On the influence of teachers' involvement,teachers' autonomy support and regulation in relation to motivational climates in school classrooms

This study investigates the relationship between students' perceptions of the social structure in the classroom and perceptions of the motivational climate among 1171 Norwegian eighth‐grade students from 65 school classes. A multilevel approach was implemented to investigate relationships at the individual level as well as at the class level. Results showed that perceptions of motivational climates varied considerably more within than between school classes, as well as a general trend for students to perceive the motivational climate to be more mastery than performance oriented. Moreover, emphatic teacher involvement yielded the strongest positive association with perceptions of a mastery motivational climate, as well as the strongest negative association with perceptions of a performance motivational climate. Besides, a mastery motivational climate was also found to be associated with a certain amount of student influence, whereas the final aspect of social structure investigated, regulation, showed relatively weaker associations with students' perceptions of motivational climate.     

Socialization of Doctoral Students to Academic Norms

Using the framework for graduate and professional student socialization developed by Weidman, Twale, and Stein (2001), this study addresses socialization of doctoral students to the academic norms of research and scholarship. Data are presented about the perceptions doctoral students in a social science discipline (sociology) and in educational foundations at a major research university have of the scholarly and collegial climates of their departments. Data on students' social relationships with faculty and peers as well as their reported participation in scholarly activities are also reported. A multivariate analysis provides support for the framework, affirming the importance of social interaction among both students and faculty as well as collegiality among faculty for creating a supportive climate for doctoral study that also has the potential to provide a strong foundation for subsequent academic and/or research careers by stimulating students' research and scholarly productivity.     

Mentoring and the Changing Paradigm

This study examined mentoring and organizational socialization among law faculty at American Bar Association (ABA) approved law schools. Data obtained from respondents (n = 298) captured the types of mentoring (formal or informal) occurring in law schools and faculty perceptions of the effectiveness of each type of mentoring. Comparative analysis was used to examine mentoring as an antecedent of organizational socialization by comparing senior mentored faculty to senior non‐mentored faculty, junior formally mentored faculty to junior faculty with more informal types of mentoring, male to female faculty, and majority to non‐majority faculty. Results indicated that senior mentored faculty had higher mean scores than senior non‐mentored faculty on two of the six organizational socialization subscales. However, organizational socialization differences were not significant for other comparisons. The findings regarding mentoring are discussed within the context of diversity and suggestions for future research are provided.     

Reactions of professors to retirement: A comparison of retired faculty from three types of institutions

Dorfman et al. (1982) compared the professional activities of retired professors from liberal arts colleges, a comprehensive university, and a major research university. This companion piece based on the same survey compares the professors' reactions to retirement. Results show that a majority of faculty from all types of institutions plan for retirement, are positive about retirement, and give suggestions for institutional retirement policy. The retired professors recommend the following: (1) help in planning, (2) more information about retirement, (3) support for continued work, (4) gradual retirement. Major differences among institutions are the following: (1) comprehensive university faculty plan for retirement more than do faculty from the other institutions, (2) faculty from both universities begin financial planning at a younger age than do faculty from the liberal arts colleges, (3) research university faculty miss work and like having time to spend on professional activities more than do faculty from the other institutions.