Record – An assessment of the Litwin and Stringer Organization Climate Questionnaire. Article in Personnel Psychology 28(1) – 38 · December. employees and an organisational climate questionnaire was constructed. The .. The Litwin and Stringer Organizational Climate Questionnaire (LSOCQ) is a. Abbreviation: LSOCQ (>> Co-occurring Abbreviation). Long Form: Litwin and Stringer Organizational Climate Questionnaire.

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Previous work has shown that frequently the dimensions of climate are significantly correlated.

This study set out to devise and validate a new multi-dimensional measure of organisational climate. Examination of neglected issue. Thus climate may be the moderator variable between job satisfaction and productivity. Journal of Organizational Behaviour. As has been found with other climate surveys the various dimensions of climate had modest positive correlations Jackofsky and Slocum which suggests that employee climatf of the organization are not as differentiated as some researchers suppose.

Each person was asked to respond to questions concerning the organisation on two different scales, for a total of individual responses. Bestsellers Our complete range of organizatioanl are listed below:. This conceptual muddle has become worse with the introduction clmiate the concept of corporate ligwin-stringer organisational culture Schein, defined as: Integration of climate and leadership: However, the concept proved ambiguous, nebulous and cclimate.

It would be impossible in devising a sensitive and comprehensive measure completely to separate the two. This is in accordance with previous findings Jackofsky and Slocum The definition of organisational climate has lead to considerable debate and something of a proliferation of measures. The new employee perception questionnaire reported in this study demonstrated satisfactory internal reliability given both the number of questions per scale and the heterogeneity of the respondents.

Predictably the Co-efficient alphas were on average higher in the ratings of importance than agreement showing that variance of response on important was lower than on agreement.

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Various untested but heuristically satisfying models consider climate as one of a number of powerful moderator variables Litween and Stringer, Return back to product page. A major problem with many of these earlier measures was their poor psychometric properties -poor internal reliability ie. Wilson Sex Fantasy Questionnaire.

First, the introduction of the two fold agreement-importance scale meant that it was possible to examine the mean and standard deviation of the ratings of perceived importance of that measure of climate. Thus for Payne it is possible organizatiional have departmental but not organisational climates.

Finally, some scales, developed about 20 years ago appear to have lain dormant in the literature and would probably require extensive updating. The fact that the litwwin-stringer are almost identical across the eight nations sampled one British and seven European attests to the use fullness of this questionnaire in different countries. The questionnaire was given to individuals in their place of work along with a pre-paid envelope to send their replies to an independent outside consultant of analysis.

This paper highlights one other very important issue for the measurement of organizational climate: Overall these reliability figures appear to be better tan any other measure of climate. Two things need to be pointed out with this scale. A review of the literature in academic and applied fields suggested that a number of dimensions should be measured.

The Corporate Climate Questionnaire

organizztional A longititudinal study of climates. The issue of organisational climate remains one that is constantly researched and hotly debated Jackofsky and Slocum, ; Payne, organizationall Payne has litwi-nstringer that the concept of organisational climate is invalid because people in different parts of the organisation have radically different perceptions of the organisation organiztaional the perception is not shared and that where perceptions are consensually shared, in small groups, they are not representatives of the climate of the whole organisation.

Fourth, there were some interesting differences between the correlates of the two national groups. Third, the correlates of seniority were systematic, substantial and very similar across the two population groups. Relationship of age and seniority with career variables of engineers and scientists. All employees were given extensive group feedback about 2 months after the survey was conducted. Clearly the validity of a multi-dimensional measure such as the one reported here is not seriously threatened if one or more scales are not used.

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Where performance is high ie good but the importance is low it suggests that employees see certain things done well which are really not very important. Strategic planning for work climate modification.

It is important litwin-strinegr note: Looking at the scores together, simple matrix occurs. A note on organisational climate. Payne, r, Madness in our method. Correlations in Brackets are between agreement and importance ratings. Environmental variations in studies of organisational behaviour. Interestingly, the alphas for the agreement and importance scales were virtually identical.

Conflict Management 5 0. Human Performance, 1, It is important to note:. Second, some of the dimensions of climate measured by other scales seem to reflect a lack conceptual clarity as to what the nature of climate really is.

Teamwork and Support 9 0. Any score below 2 could be considered a sign that that aspect really die no merit close attention.

The Corporate Climate Questionnaire

This is in accordance with previous findings Jackofsky and Slocum Second, although there were some correlates of sex four for the British, four for the Europeans and some of age five for the British, two for the Cpimate they were few in number and no clear pattern was discernible.

Sixth and finally, the questionnaire should produce a measure that can be used to highlight international differences within and between multi-nationals where appropriate. All were employees of the same airline.