[We’re pleased to welcome author Marianne Törner of the University of Gothenburg, Sweden. She recently published an article in the Journal of Applied Behavioral Science entitled “Coping With Paradoxical Demands Through an Organizational Climate of Perceived Organizational Support: An Empirical Study Among Workers in Construction and Mining Industry” co-authored by Anders Pousette, Pernilla Larsman, and Sven Hemlin. From Törner:]
Most organizations must be able to combine efficiency, innovativeness, and safe and healthy working conditions, but these demands may appear paradoxical to the employees, and if not handled well by the organization, such paradoxes may create stressful goal conflicts. A large amount of research, not least organizational climate research, has focused on how organizations may promote each one of these goals, but we believe there is a need for research that may help organizations to effectively and simultaneously attain different goals. This was the starting point for this study where we investigated how organizations may support the employees’ ability to reconcile conflicting goals, and thereby promote organizational success as well as employee well-being and sense of worth.
The abstract to their article is below:
Organizational demands on productivity, innovations, and safety may seem paradoxical. How can the organization support employees to cope with such paradox? Based on organizational climate measures of safety, occupational health, innovativeness, and production effectiveness, we explored if a second-order organizational climate could be identified, that was associated with staff safety, health, innovations and team effectiveness, and if such a climate could be represented by an organizational climate of perceived organizational support (POS). Questionnaire data were collected from 137 workgroups in four Swedish companies in construction and mining. Analyses (structural equation modeling) were done at the workgroup level and a split sample technique used to investigate relations between climates and outcomes. A general second-order organizational climate was identified. Also, an organizational climate constructed by items selected to represent POS, was associated with team effectiveness, innovations, and safety. A POS-climate may facilitate employees’ coping with paradoxes, and provide a heuristic for managers in decision making.
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