Development and validation of the Communal and Agentic Workplace Climate Scale.

OBJECTIVES: This study aims to define and assess communal and agentic workplace climates (AWC), 2 pivotal dimensions perceived by employees within organizational contexts. Communal workplace climate highlights employees' well-being, while AWC emphasizes productivity-related aspects. MATERIAL AND METHODS: To enhance comprehension, the Communal and Agentic Workplace Climate Scale (CAWCS) was created and validated through a series of studies. The research involved 4008 employees from diverse positions and organizations across Poland. Initially, a pool of 20 items was designed to reflect these dimensions, with exploratory factor analysis identifying a robust set of 12 items. RESULTS: Confirmatory factor analysis substantiated the 2-factor structure of CAWCS. Reliability analyses indicated good internal consistency, supported by correlation analyses linking scale scores with diverse attitudinal and behavioral constructs. CONCLUSIONS: This validation confirms the validity of CAWCS and highlights the significant associations between employees' perceptions of these dimensions and their workplace experiences and behaviors. Int J Occup Med Environ Health. 2024;37(3).

Mitigating Job Burnout in Jordanian Public Healthcare: The Interplay between Ethical Leadership, Organizational Climate, and Role Overload.

In today's dynamic organizational landscape, characterized by rapid technological advancements and evolving workplace dynamics, understanding the factors influencing employee well-being is paramount. This study investigates the interplay between ethical leadership, organizational climate, role overload, and job burnout in public healthcare organizations across northern Jordan. By focusing on ethical leadership, organizational climate, and role overload as determinants of job burnout, this research provides insights into strategies for enhancing employee well-being. Drawing on ethical leadership theory, social exchange theory, and the job demands-resources model, this study employs PLS-SEM to analyze data collected from 260 employees working in Jordanian government hospitals. The findings reveal negative associations between ethical leadership and job burnout, highlighting the importance of ethical leadership behaviors in mitigating employee burnout. Additionally, a positive organizational climate is associated with lower levels of burnout, underscoring the impact of the broader organizational context on employee well-being. The study also explores the mediating role of organizational climate and the moderating effect of role overload in the relationship between ethical leadership and job burnout, providing insights into the complex dynamics at play in healthcare organizations. These findings enrich our understanding of the factors influencing employee well-being in healthcare contexts and underscore the importance of fostering ethical leadership and supportive organizational climates to mitigate job burnout.

Randomized trial of the leadership and organizational change for implementation (LOCI) strategy in substance use treatment clinics.

INTRODUCTION: Evidence-based practice (EBP) implementation represents a strategic change that requires alignment of leadership and support throughout organizations. Leadership and Organizational Change for Implementation (LOCI) is a multifaceted implementation strategy that aims to improve implementation leadership and climate within organizations through iterative cycles of leadership and climate assessment and feedback, leadership training and coaching, and strategic planning with upper-level leaders. This study tested the effects of LOCI on transformational and implementation leadership, implementation climate, implementation citizenship behavior, and EBP reach. METHODS: A multiple cohort, cluster randomized trial tests the effect of LOCI in 60 clinics across nine behavioral health organizations in California and Arizona, USA. The study randomized clinics within organizations to either LOCI or a leadership training webinar control condition in three consecutive cohorts. Repeated web-based surveys of direct service providers (nLOCI = 201, nControl = 179) assessed leadership, implementation climate, and implementation citizenship over time. Multilevel autoregressive modeling was the primary statistical analysis such that providers (level-1) were nested within clinics (level-2). The study predicted between-condition differences at 4-, 8-, and 12-month follow-up assessments. Provider engagement in a fidelity monitoring process assessed reach of motivational interviewing (i.e., number of sessions recorded/submitted for fidelity coding). An independent sample t-test explored between condition differences in motivational interviewing reach. RESULTS: Results indicated between condition differences at 4 months for implementation leadership, implementation climate, and implementation citizenship behavior such that greater improvements were evidenced in the LOCI condition compared to the control condition. Reach of MI was significantly greater in the LOCI vs control condition such that LOCI providers were significantly more likely to engage in the fidelity monitoring process (chi-square (1, n = 370) = 5.59, p = .018). CONCLUSIONS: LOCI was developed based on organizational theories of strategic leadership and climate to affect organizational change processes that communicate that innovation implementation is expected, supported, and recognized as a value of the organization. The LOCI implementation strategy resulted in more positive hypothesized outcomes compared to the control condition. Organizational change strategies have utility for implementing health innovations in complex, multilevel contexts and for greater sustainment of facilitative leader behaviors, strategic implementation climate, and improved implementation outcomes. TRIAL REGISTRATION: This study is registered with Clinicaltrials.gov gov (NCT03042832, 2 February 2017; retrospectively registered).

The relationship between organizational climate and job satisfaction of kindergarten teachers: a chain mediation model of occupational stress and emotional labor.

Organizational climate has been shown to be an important factor associated with teachers' job satisfaction. However, the internal mechanism between them is unclear. The purpose of this study was to investigate whether the relationship between kindergarten organizational climate and kindergarten teachers' job satisfaction was affected by occupational stress and emotional labor. This study employed a questionnaire survey method to gather data from 1,091 kindergarten teachers nationwide. It conducted an analysis of the current status of kindergarten organizational climate and the job satisfaction of kindergarten teachers, elucidating the relationship between the two and the underlying mechanisms. Additionally, a chain mediation model was constructed. The findings indicated that: (1) organizational climate, kindergarten teachers' occupational stress and emotional labor all significantly predict kindergarten teachers' job satisfaction directly (2) organizational climate could indirectly influence kindergarten teachers' job satisfaction through three pathways: the separate mediating effect of occupational stress and emotional labor, and the chain mediating effect on both. The research findings highlight the significance of kindergarten organizational climate, occupational stress, and emotional labor in augmenting the job satisfaction of kindergarten teachers, offering valuable insights for the improvement of kindergarten teacher job satisfaction.

The impact of perceived organizational justice on young nurses' job performance: a chain mediating role of organizational climate and job embeddedness.

BACKGROUND: The level of nurses' job performance has always been of great concern, which not only represents the level of nursing service quality but is also closely related to patients' treatment and prognosis. The aim of this study was to analyze the relationship between perceived organizational justice and job performance and to explore the mediating role of organizational climate and job embeddedness among young Chinese nurses. METHODS: A cross-sectional survey of 1136 young nurses was conducted between March and May 2023 using convenience sampling. Data were collected using the Job Performance Scale, Organizational Justice Assessment Scale, Nursing Organizational Climate Scale, and Job Embeddedness Scale, and the resulting data were analyzed using SPSS 25.0 and AMOS 26.0. RESULTS: There was a significant positive correlation between job performance and perceived organizational justice (r = 0.477, p < 0.01), organizational climate (r = 0.500, p < 0.01), and job embeddedness (r = 0.476, p < 0.01). Organizational climate and job embeddedness acted as chain mediators between perceived organizational justice and job performance. The total effect of perceived organizational justice on job performance (ß = 0.513) consisted of a direct effect (ß = 0.311) as well as an indirect effect (ß = 0.202) mediated through organizational climate and job embeddedness, with the mediating effect accounting for 39.38% of the total effect. CONCLUSIONS: Organizational climate and job embeddedness play a chain mediating role between perceived organizational justice and job performance, so hospital managers should pay attention to the level of perceived organizational justice among young nurses, and develop a series of targeted measures to improve their job performance using organizational climate and job embeddedness as entry points.

Competitive organizational climate and artificial intelligence (AI) acceptance: the moderating role of leaders' power construal.

Introduction: The incorporation of Artificial Intelligence (AI) in organizations is pivotal to deal with work-related tasks and challenges effectively, yet little is known about the organizational factors that influence AI acceptance (i.e., employee favorable AI attitudes and AI use). To address this limitation in the literature and provide insight into the organizational antecedents influencing AI acceptance, this research investigated the relationship between competitive organizational climate and AI acceptance among employees. Moreover, given the critical role of a leader in employee attitude and behavior, we examined the moderating role of leaders' power construal as responsibility or as opportunity in this relationship. Methods: Study 1 was a three-wave field study among employees (N = 237, Mage = 38.28) working in various organizations in the UK. The study measured employees' perception of a competitive organizational climate at Time 1, leaders' power construal (as perceived by employees) at Time 2, and employee attitudes towards AI and their actual use of AI in the workplace at Times 2 and 3. Study 2 was a 2 (climate: highly competitive vs. low competitive) by 2 (power construal: responsibility vs. opportunity) experiment among employee participants (N = 150, Mage = 37.50). Results: Study 1 demonstrated a positive relationship between competitive climate and employee AI use over time. Furthermore, both studies revealed an interaction between competitive climate and leader's power construal in the prediction of employee AI acceptance: In Study 1, competitive climate was negatively related to AI acceptance over time when leaders construed power as opportunity. In Study 2 competitive climate was positively related to AI acceptance when leaders construed power as responsibility rather than as opportunity. Discussion: These results underscore the organizational factors that are required in order for employees to shape favorable attitudes towards AI and actually use AI at work. Importantly, this research expands the limited body of literature on AI integration in organizations.

Organizational climate of kindergartens and teacher professional learning: mediating effect of teachers' collective efficacy and moderating effect of mindfulness in teaching.

Introduction: This study was aimed at testing a moderated mediation model of teaching mindfulness and teachers' collective efficacy in the relationships between the organizational climate of kindergartens and teacher professional learning. Methods: A sample of 1,095 kindergarten teachers completed self-report questionnaires assessing their perceptions of the organizational climate of kindergartens, collective efficacy, teaching mindfulness, and professional learning. Results: Controlling for teaching experience and kindergarten level, the results show that kindergarten organizational climate significantly and positively predicted teacher professional learning and the collective efficacy of teachers played a partial mediating role between them.Furthermore, moderation analysis revealed that teaching mindfulness moderated the relationship between kindergarten organizational climate and teacher professional learning. Discussion: These results expand our understanding of how the organizational climate of kindergartens affects teacher professional learning. In practice, professional learning of kindergarten teachers can be facilitated by creating an open organizational climate and improving their ability to perceive the collective. Furthermore, the moderating role of teaching mindfulness suggests that intervening in teachers' teaching mindfulness possibly is an influential way to maximize the impact of kindergarten organizational climate on professional learning.

Managers' Micro-Communities Matter: The Impact of Clinical Supervision Team on Therapist Perception of the Organization.

Positive organizational climate - employee perceptions of their work environment and the impact of this environment on well-being and functioning - is associated with desirable organizational and client-level outcomes in mental health organizations. Clinical supervisors are well-positioned to impact organizational climate, as they serve as intermediaries between higher-level administrators who drive the policies and procedures and the therapists impacted by such decisions. This cross-sectional study examined the role of clinical supervisors as drivers of therapist perceptions of organizational climate within supervisory teams. Specifically, the present study investigated: (1) shared perceptions of organizational climate among therapists on the same supervisory team; (2) predictors of therapist climate perceptions. Eighty-six therapists were supervised by 22 supervisors. Indices of interrater agreement and interrater reliability of therapists on the same supervisory team were examined to determine shared or distinct perceptions of organizational climate. Multi-level models were used to examine whether supervisor attitudes towards evidence-based practices and therapist perceptions of supervisor communication predicted perceived organizational climate. Results showed perceptions of organizational cohesion and autonomy were shared among therapists on the same supervisory team and distinct from therapists on different supervisory teams. Therapist perceptions of their supervisor's communication was positively associated with perceptions of organizational cohesion and autonomy. These findings align with emerging evidence that middle managers shape their employees' experience of their work environment through communication strategies. These findings also point to the potential for intervening at lower organizational levels to improve overall organizational climate.

How Does Public Service Motivation Affect the Proactive Service Behaviors of Grid Workers? A Study of Survey Evidence from Eastern China.

In China, grid workers have increasingly become an indispensable and important force in basic social governance. They not only undertake several tasks, such as gaining publicity, collecting information, resolving conflicts, and assisting in management, but they also actively serve the grid residents enthusiastically and engage in proactive service behaviors. In order to better cultivate this important force, we hope to have a better understanding of the factors contributing to the behavioral performance of grid workers, especially the impact of organizational and personal factors. In this study, we sought to establish what factors influence the proactive service behaviors of grid workers. Based on a theoretical consideration of factors such as public service motivation, occupational identity, and organizational climate, a multi-factor influence hypothesis model was constructed to explain the proactive service behaviors of these workers. By analyzing data based on 348 paired survey samples received in two stages in eastern China, these hypotheses were then tested. The results reflect that grid workers' public service motivation can stimulate proactive service behaviors. Furthermore, occupational identity plays a mediating role, while organizational support and organizational service climate play a positive moderating role between public service motivation and occupational identity. This finding clarifies the important influencing factors of proactive service behaviors among grassroots workers, such as grid workers, and has important implications for how to effectively motivate these groups to provide more proactive services, promoting their sustainable development and improve the effectiveness of grassroots governance.

A mixed-methods evaluation of organization and individual factors influencing provider intentions to use caregiver coaching in community-based early intervention.

BACKGROUND: Most psycho-social interventions contain multiple components. Practitioners often vary in their implementation of different intervention components. Caregiver coaching is a multicomponent intervention for young autistic children that is highly effective but poorly implemented in community-based early intervention (EI). Previous research has shown that EI providers' intentions, and the determinants of their intentions, to implement caregiver coaching vary across components. Organizational culture and climate likely influence these psychological determinants of intention by affecting beliefs that underlie attitudes, norms, and self-efficacy to implement an intervention. Research in this area is limited, which limits the development of theoretically driven, multilevel implementation strategies to support multi-component interventions. This mixed methods study evaluated the relationships among organizational leadership, culture and climate, attitudes, norms, self-efficacy, and EI providers' intentions to implement the components of caregiver coaching. METHODS: We surveyed 264 EI providers from 37 agencies regarding their intentions and determinants of intentions to use caregiver coaching. We also asked questions about the organizational culture, climate, and leadership in their agencies related to caregiver coaching. We used multilevel structural equation models to estimate associations among intentions, psychological determinants of intentions (attitudes, descriptive norms, injunctive norms, and self-efficacy), and organizational factors (implementation climate and leadership). We conducted qualitative interviews with 36 providers, stratified by strength of intentions to use coaching. We used mixed-methods analysis to gain an in-depth understanding of the organization and individual-level factors. RESULTS: The associations among intentions, psychological determinants of intentions, and organizational factors varied across core components of caregiver coaching. Qualitative interviews elucidated how providers describe the importance of each component. For example, providers' attitudes toward coaching caregivers and their perceptions of caregivers' expectations for service were particularly salient themes related to their use of caregiver coaching. CONCLUSION: Results highlight the importance of multi-level strategies that strategically target individual intervention components as well as organization-level and individual-level constructs. This approach holds promise for improving the implementation of complex, multicomponent, psychosocial interventions in community-based service systems.

Association of nurse managers' paternalistic leadership and nurses' perceived workplace bullying: The mediating effect of organizational climate.

AIMS: To explore the association between nurse managers' paternalistic leadership and nurses' perceived workplace bullying (WPB), as well as to examine the mediating role of organizational climate in this association. BACKGROUND: There is a lack of empirical evidence regarding the relationship between nurse managers' paternalistic leadership, organizational climate and nurses' perceived WPB. Clarifying this relationship is crucial to understand how paternalistic leadership influences WPB and for nursing managers to seek organizational-level solutions to prevent it. METHODS: A cross-sectional survey was performed from 4 January to 10 February 2022, in six tertiary hospitals in mainland China. Demographic information, Paternalistic Leadership Scale, Organizational Climate Scale and Negative Acts Questionnaire-Revised were used in the survey. Descriptive statistics, Spearman correlation analyses and a structural equation model were used for data analysis. RESULTS: A total of 5093 valid questionnaires were collected. Moral leadership and authoritarian leadership have both direct and indirect effects on WPB through the mediating effect of organizational climate. The former is negatively related to WPB and the latter is positively related to WPB. Benevolent leadership was only negatively associated with WPB via the mediating effect of organizational climate. CONCLUSION: The three components of paternalistic leadership have different effects on WPB through the mediating effect of organizational climate. Nurse managers are recommended to strengthen moral leadership, balance benevolent leadership, reduce authoritarian leadership and strive to create a positive organizational climate in their efforts to mitigate WPB among nurses. IMPACT: This study enhanced our comprehension of the relationship between different leadership styles and WPB. Greater emphasis should be placed on moral leadership in the promotion of nursing managers and nursing leadership training programs. Additionally, nursing managers should focus on establishing a positive organizational climate that helps to reduce WPB. PATIENT OR PUBLIC CONTRIBUTION: No patient or public contribution. This study did not involve patients, service users, caregivers or members of the public.

Examining the influence of organizational commitment on service quality through the lens of job involvement as a mediator and emotional labor and organizational climate as moderators.

This study investigates the impact of organizational commitment and job engagement on service quality, while integrating the influences of organizational climate and emotional labor. Utilizing data from 427 participants, acquired via structured questionnaires, the research employed the Statistical Package for the Social Sciences (SPSS) for analysis. The findings reveal that heightened job engagement and organizational commitment significantly enhance service quality, primarily through reinforcing employees' trust in their organization. A favorable organizational climate is instrumental in strengthening employees' affiliation with their organization, consequently leading to superior service provision. Furthermore, the capability to effectively regulate emotions emerges as a critical factor in both job engagement and the quality of service. The study advocates for augmenting job engagement and organizational commitment, cultivating a supportive workplace atmosphere, and equipping employees with resources for efficient emotional management. These strategies are proposed to substantially improve service quality. The insights derived from this research provide essential directives for managers striving to achieve service excellence.

The impact of psychosocial safety climate on public sector job satisfaction: the moderating role of organizational climate.

BACKGROUND: The purpose of this study is to uncover the effect of psychological safety climate (PSC) on employees' job satisfaction and organisational climate mediating processes explaining that association. It is posited that the four PSC aspects (management commitment, management priority, organisational participation, and organisational communication) are important for employees' job satisfaction and organisational climate act as resources to facilitate the enactment of managerial quality. METHODS: This study uses a quantitative approach through a questionnaire survey method involving 340 Kota Kinabalu City Hall employees who were selected through simple random sampling. RESULTS: The results of linear regression analysis found that organisation participation has a positive significant relationship with job satisfaction. Organisational communication also showed a negative and significant relationship with job satisfaction. Meanwhile, both management commitment and management priority are statistically insignificant. When the organisational climate is included in the relationship as a mediator through Structural Equation Modelling (SEM) to reinforce the role of psychological safety climate in increasing job satisfaction, such mediating role can only strengthen the relationship between management commitment and organisational participation with job satisfaction. CONCLUSION: Despite the study being cross-sectional, it contributes to knowledge on the resources facilitating PSC, which is important for employees' psychological health. From a practical viewpoint, this study contributes to the literature showing that organizations with good PSC should have policies and practices directed towards employee well-being. The implications of the study for DBKK management are to providing knowledge on the types of psychosocial safety climate domains that plays a crucial role in improving the job satisfaction of DBKK employees.

Political affiliation as a moderator of the relationship between organizational climate and COVID-19 vaccine readiness.

RATIONALE: Organizations have a significant influence on their employees' behavior and attitudes across a wide range of areas. A framework to bundle these effects is organizational climate. Here, we argue that in a highly polarized society, such as the United States, many types of organizational climate revolve around issues that are divided along partisan lines (e.g., diversity, sustainability, COVID-19). However, research on organizational climate has largely overlooked the idea that employees perceive these issues through a partisan lens. OBJECTIVE: We aim to address this gap by arguing that political affiliation constitutes a boundary condition for those types of organizational climates addressing partisan cleavages. In particular, we focus on the interplay of organizational climate and the partisan gap in COVID-19. We predicted that the effect of organizational COVID-19 safety climate on employees' COVID-19 vaccine readiness is moderated by political affiliation. METHODS: We conducted a survey with 1158 U.S. citizens. To strengthen the generalizability of our findings, we took care to ensure that the gender and ethnicity distribution of our sample reflected the distribution of both variables in the U.S. RESULTS: As predicted, results showed that the effect of organizational COVID-19 safety climate on employees' COVID-19 vaccine readiness was moderated by political affiliation. Specifically, the relationship between organizational COVID-19 safety climate and COVID-19 vaccine readiness was more pronounced among Republicans than Democrats. CONCLUSION: We provide a new perspective on the interactive effects of organizational climate and political partisanship on attitudes to vaccines. Our research suggests that, when it comes to vaccine readiness, it is precisely those who are most vaccine-hesitant who are most affected by the organizations for whom they work.

Examining Individual and Service Delivery Context Variables and Their Association with the Effectiveness of QPR Suicide Prevention Gatekeeper Training.

Suicide prevention training programs have spread rapidly within child and public-serving organizations, due to the alarming increase in youth suicide rates. Yet, within these organizations, roles and responsibilities can shape attitudes and intentions related to suicide prevention, thereby influencing the uptake of prevention efforts. As such, various organizational and individual factors can predict uptake, adoption, and maintenance of prevention efforts (Fixsen et al., 2005). To date, few studies have examined the service delivery context in understanding training effectiveness, especially as it relates to QPR (Question Persuade and Refer), one of the most widely disseminated suicide prevention gatekeeper programs. The purpose of this longitudinal study was to evaluate whether individual and organizational characteristics influenced the effectiveness and sustainability of training outcomes, and whether such differences existed among diverse child and public-serving delivery sectors. Several training outcomes that align with the Theory of Planned Behavior (Ajzen, 1991) were examined, including confidence, attitudes, social norms, and suicide prevention behaviors. Measures were assessed prior to and 90 days after the QPR program among a sample of 858 professionals. Community support personnel uniquely showed improvements on social norms while juvenile justice and child welfare workers engaged in more suicide prevention behaviors post training. While trainees across sectors had improved suicide prevention attitudes, law enforcement personnel were the exception. Organizational climate predicted change in suicide prevention attitudes, confidence, and social norms. Trainees who were older, Latinx, and Black had the most improvement on several training outcome variables, but these findings also varied within service sectors.

Randomized Trial of an Organizational Implementation Strategy to Improve Measurement-Based Care Fidelity and Youth Outcomes in Community Mental Health.

OBJECTIVE: Measurement-based care (MBC), which collects session-by-session symptom data from patients and provides clinicians with feedback on treatment response, is a highly generalizable evidence-based practice with significant potential to improve the outcomes of mental health treatment in youth when implemented with fidelity; however, it is rarely used in community settings. This study tested whether an implementation strategy targeting organizational leadership and organizational implementation climate could improve MBC fidelity and clinical outcomes for youth in outpatient mental health clinics. METHOD: In a cluster randomized trial, 21 clinics were assigned to the Leadership and Organizational Change for Implementation strategy plus training and technical assistance in MBC (k = 11, n = 117) or training and technical assistance only (k = 10, n = 117). Primary outcomes of MBC fidelity (assessed via electronic metadata) and youth symptom improvement (assessed via caregiver-reported change on the Shortform Assessment for Children Total Problem Score) were collected for consecutively enrolled youths (ages 4-18 years) who initiated treatment in the 12 months following MBC training. Outcomes of each youth were assessed for 6 months following baseline. RESULTS: A total of 234 youths were enrolled and included in intent-to-treat analyses. At baseline, there were no significant differences by condition in clinic, clinician, or youth characteristics. Youths in clinics using the Leadership and Organizational Change for Implementation strategy experienced significantly higher MBC fidelity compared with youths in control clinics (23.1% vs 3.4%, p = .014), and exhibited significantly greater reductions in symptoms from baseline to 6 months (d = 0.31, 95% CI: 0.04-0.58, p = .023). CONCLUSION: Implementation strategies targeting organizational leadership and focused implementation climate can improve fidelity to evidence-based practices and clinical outcomes of youth mental health services. CLINICAL TRIAL REGISTRATION INFORMATION: Working to Implement and Sustain Digital Outcome Measures (WISDOM); https://clinicaltrials.gov/; NCT04096274.

Organizational Climate of the COVID-19 Intensive Care Units: A Qualitative Content Analysis Study.

Introduction: To manage the psychological consequences of providing services in the COVID-19 intensive care units (ICUs), it is necessary to identify the experience of nurses from the organizational climate. The current study was conducted to explain the nurses' experience of the organizational climate of the COVID-19 ICUs. Methods: This qualitative study was conducted in three teaching hospitals affiliated to Isfahan University of Medical Sciences. 17 individual and semi-structured interviews with 12 nurses working in three selected COVID-19 centers were included in the data analysis. The participants were selected by purposive sampling and interviewed in one or more sessions at a suitable time and place. Interviews lasted for 45 to 90 minutes and continued with conventional content analysis until data saturation. Data analysis was done using conventional content analysis of Graham and Leideman model. Guba and Lincoln criteria (including validity, transferability, consistency, and reliability) were used to ensure reliability and accuracy. Results: The results of data analysis were classified into 82 primary concept codes and 10 sub-categories in the form of 3 categories: "positive climate of attachment and professional commitment", "emotional resonance in the work environment" and "supportive environment of the organization". Conclusion: This study led to the identification of nurses' experiences of the organizational climate during the COVID-19 which provides appropriate information to nursing managers to create a favorable organizational climate and increase the quality of work-life of nurses.

The ECO VI Organizational Climate Scale: An Invariance Study in Four Latin American Countries.

Introduction: Cross-cultural research is fundamental for the development and validation of work and organizational theories and to guide evidence-based practices around the globe. Although organizational climate is one of the most investigated higher-level constructs in organizational psychology, there is a lack of research analysing the invariance of measurements across national cultures in Latin America. This prevents scientists and practitioners from having a deeper understanding of this variable across the different countries and cultures composing this continent. Objectives: This study aims at examining the measurement invariance of the Encuesta de Clima Organizacional scale in its VI version (ECO VI) in Colombia, Costa Rica, Panama, and Dominican Republic. Method: Data were gathered from 38 companies operating in the manufacturing sector based in the four abovementioned countries and the sample sizes were as follows: Colombia was represented by 1007 employees, Costa Rica by 1090 employees, Panama by 372 employees, and Dominican Republic by 213. Measurement invariance was examined by testing the configural, metric, scalar, and structural models of invariance. Results: The results supported with empirical evidence that the ECO VI scale is characterized by measurement invariance. More precisely, 6 of its 8 dimensions are unbiasedly interpreted and can be considered for making meaningful comparisons across the considered national cultures, while the outputs deriving from the dimensions of "resources availability" and "interpersonal relationships" should be treated with more caution. Indeed, for such dimensions support for only configural and metric invariance was found. Conclusions: The main contribution of the present study was to provide evidence about the measurement invariance of the ECO VI scale. Thus, providing the community of scientists and practitioners operating in different Latin American countries with a molar organizational climate scale that can be used for conducting cross-cultural research. Hence, it is now possible to have a deeper understanding of how theories and practices involving the organizational climate for well-being can be better applied across the countries and cultures composing this continent.

Introducción: La investigación transcultural es fundamental tanto para el desarrollo y validación de teorías laborales y organizacionales en distintos contextos como para guiar prácticas basadas en la evidencia a nivel internacional. A pesar del hecho de que el clima organizacional es uno de los constructos más investigados en psicología organizacional, hay una falta de investigación que analice la invariancia de las medidas a través de distintas culturas nacionales en América Latina. Esto impide que los científicos y profesionales tengan una comprensión más profunda de esta variable en los diferentes países que componen este continente. Objetivos: Este estudio tiene como objetivo examinar la invariancia de medida de la escala "Encuesta de Clima Organizacional" en su sexta versión (ECO VI) en Colombia, Costa Rica, Panamá y República Dominicana. Método: Se recopilaron datos de 38 empresas de manufactura con sede en los cuatro países mencionados: 1007 empleados en Colombia, 1090 en Costa Rica, 372 en Panamá y 213 en República Dominicana. La invarianza de la medición fue examinada por probar los modelos de invariancia configuracional, métrica, escalar y estructural. Resultados: Los resultados respaldaron con evidencia empírica que la escala ECO VI se caracteriza por la invariancia de medida a través de las cuatro muestras. Más precisamente, 6 de sus 8 dimensiones pueden considerarse para hacer comparaciones significativas entre las culturas nacionales consideradas, mientras que los resultados derivados de las dimensiones de "disponibilidad de recursos" y "relaciones interpersonales" deben tratarse con más cautela. De hecho, para tales dimensiones solo se encontró soporte para la invariancia configuracional y métrica. Conclusiones: La principal contribución del presente estudio fue aportar evidencia sobre la invariancia de medida de la escala ECO VI. Por lo tanto, brinda a la comunidad de científicos y profesionales que operan en diferentes países de América Latina una escala de clima organizacional molar que puede usarse con confiabilidad en los cuatro contextos analizados. Por lo tanto, ahora es posible tener una comprensión más profunda de cómo las teorías y prácticas que involucran el clima organizacional para el bienestar pueden aplicarse mejor en los países y culturas que componen este continente.

The effect of organizational justice on young nurses' turnover intention: The mediating roles of organizational climate and emotional labour.

AIM: This study aims to explore the effect of organizational justice on young nurses' turnover intention and the roles of organizational climate and emotional labour in this relationship. BACKGROUND: The shortage of nursing resources has become a growing problem in countries worldwide. As the main representatives of the nursing force, young nurses have high turnover intentions, which aggravates the possibility of nursing shortages. As an important variable affecting the turnover intention of young nurses, the mechanism underlying the impact of organizational justice should be studied in depth. DESIGN: A descriptive cross-sectional design was employed. METHODS: From November to December 2022, an online questionnaire survey was conducted among 1160 young clinical nurses from 5 hospitals in Henan Province, China. The scales used in this study include the organizational justice scale, the turnover intention scale, the organizational climate scale and the emotional labour scale. AMOS 26.0 was used for model drawing and mediation path testing, and SPSS 25.0 was used for data analysis. This study complies with the STROBE Statement of Observational Studies. RESULTS: In general, the young nurses surveyed had high turnover intentions (14.82+/-4.44). Organizational justice has a negative predictive effect on young nurses' turnover intention (r = -0.465, P＜0.01). Organizational climate and emotional labour play a chain mediating role in the relationship between organizational justice and young nurses' turnover intention (ß = -0.051). CONCLUSIONS: Organizational justice is significantly related to the turnover intention of young nurses, and organizational climate and emotional labour play a chain mediating role in the relationship between organizational justice and turnover intention. Therefore, nursing managers should pay attention not only to organizational justice but also to the influence of organizational climate and emotional labour on the turnover intention of young nurses.