Changes brought about primarily by accelerating information technology have elevated innovation to the forefront of organizations’ strategic concerns as the only sustainable competitive advantage. Innovation in turn requires organizational environments where creativity is supported and fostered. The vital initial step in an effective change effort to bring about more creative organizational environments is to conduct an assessment. However, no new creativity assessment instrument has been developed in over two decades. This study presents the findings from a new organizational creativity assessment instrument, supplemented with data from a qualitative data-collection process involving in-depth interviews with a few representative employees from each organization. The development of the instrument draws upon recent creativity literature, primarily theoretical and anecdotal, resulting in 28 questionnaire items. Each item represents a potential environmental influence of creativity in a particular organization. One subset is physical or tangible environmental factors, such as the building where people work, as well as less tangible factors, such as “management response.” The instrument was administered in four different organizations in four different industries in an effort to begin to determine the utility of the instrument (n = 81). The results from the different organizations, including straightforward statistical tests, facilitated comparisons of differences in the amount and type of creativity supports between organizations. The qualitative data provided a check of confirmatory detail to the quantitative results, as well as providing rich contextual detail. A factor analysis was conducted on the overall results in order to determine if there was a possible underlying structure to the multitude of variables included in the survey instrument. The analysis revealed five factors, Creativity Management Process, Cultural Support Mechanisms, Organizational Inputs, Discussion Stimuli, and Organizational Helpfulness. Overall, the major conclusion is that the instrument is a potentially useful tool warranting further development and refinement and, ultimately, a full test of its validity and reliability. Also, the qualitative data added valuable context to understanding an organization’s creativity culture, as well as providing confirmatory support for the survey findings. An additional finding is that physical aspects of the environment were not recognized as significant factors in influencing organizational creativity.

The study examined organizational climate and turnover in the health sector of Ghana with particular reference to a case study on the country’s premier teaching hospital formally called Korle-Bu Teaching Hospital. In the light of high uncertainty in retention of healthcare workers in Ghana, despite the several interventions of government in providing incentives and infrastructure, the issue of employee turnover has attracted academic interest among several researchers globally and locally. Most researches on turnover related issues in the healthcare sector of Ghana have focused on the influence of employees’ overall job satisfaction. However, none has been able to neither explain nor investigate the influence of potent psychological features of the workplace on turnover. This study undertook a comprehensive review of the current state of employees’ turnover intentions in relation to the organizational climate and other working conditions prevalent at the Korle-Bu Teaching Hospital. The study was guided by the hypothesis that climate factors will emerge as a significant predictor of employees’ turnover intentions. A sample size of 80 employees was used for the study. Correlation and multiple regression analysis were used to analyze data obtained with a Likert scale designed questionnaire. The results of the study indicate that stress and organizational pride are the most proximal factors to employees’ intentions to quit. Further analysis identified influences on stress and organizational pride and pointed to management priorities for reducing employee turnover.

The study examined organizational climate and turnover in the health sector of Ghana with particular reference to a case study on the country’s premier teaching hospital formally called Korle-Bu Teaching Hospital. In the light of high uncertainty in retention of healthcare workers in Ghana, despite the several interventions of government in providing incentives and infrastructure, the issue of employee turnover has attracted academic interest among several researchers globally and locally. Most researches on turnover related issues in the healthcare sector of Ghana have focused on the influence of employees’ overall job satisfaction. However, none has been able to neither explain nor investigate the influence of potent psychological features of the workplace on turnover. This study undertook a comprehensive review of the current state of employees’ turnover intentions in relation to the organizational climate and other working conditions prevalent at the Korle-Bu Teaching Hospital. The study was guided by the hypothesis that climate factors will emerge as a significant predictor of employees’ turnover intentions. A sample size of 80 employees was used for the study. Correlation and multiple regression analysis were used to analyze data obtained with a Likert scale designed questionnaire. The results of the study indicate that stress and organizational pride are the most proximal factors to employees’ intentions to quit. Further analysis identified influences on stress and organizational pride and pointed to management priorities for reducing employee turnover.

This research is studying to the staffs of 4 army's hospitals in the same area. We believe it will be definitely helpful for the forever management of the hospitals. There are 1100 questionnaires issued totally. The questionnaire counts and retrieves 444 finally, through getting rid of 30 invalid questionnaires, effective questionnaire is 414, the effective rate of recovery of questionnaire is 37.6%. Through the Descriptive Statistical analysis , ANOVA one-way , Analysis of Correlation and Multiple Regression Analysis , the results are found as follow: a.The staffs¡¦ behaviors to the person in charge of the unit in army¡¦s hospitals are different results that will have because of factors , such as marital status , academic degree and working office ,etc.. b.The staff will have a difference because academic degree , position identity and working office are different to the organization climate of the office in army¡¦s hospital. c.The staffs involvement to work in the hospital will be different because degree , the position identity and working office. d.Too emphasize the task importance, pay less respect or consideration to staffs, I surely agree this kind of director will downgrade the staffs working. On the other hand, both the good management and interpersonal relationships will surely increase their working. e.Focus on the human nature, caring the staffs, and good interpersonal relationships are positive and helpful as well to enhance the involvement of staffs. f.The trust between each other for both unit executive and staffs will upgrade the behavior of leading and as well as the involvement of staffs working. The concrete suggestion are offered to the Army¡¦s hospitals and for the others researcher¡¦s reference.

The capital, material resources, equipments, organizational employees, and technological resources are the key points for a business to maintain competitive. Amongst these, ¡§human resources¡¨ are the main body for allocating the resources; and within the human resource system, environmental factors such as the organizational climate and sense of inspiration are the most significant causes of the employees¡¦ behaviors. Moreover, apart from the market competitiveness and beneficial abilities, the unity amongst the employees and their working attitudes are also main factors depending on which the business would succeed or not. Whether the employees are willing to work hard and grow with the company would be depending on how the company treats its employees. The personal needs and preferred risk differ from person to person; some work for money, whilst some work for work; thus, for some people, an inspirational measure might be very important, for it would inspire them to work hard, whilst for others, the measure might be of no inspirational effect at all. As for the organization, to effectively meet this goal, the business executives would need to understand associated topics of inspiration, and design effective and strategic inspirational combinations focusing on the needs and expectations of the employees, so as to attract and keep excellent human talents, inspire the potentials of the employees, and consequently elevate the organizational promises and the work achievements. The developing staffs, business sales persons and the administrative staffs of listed companies in Taiwan were used as the study population in the present research, with the risk preference as the independent variable, the organizational promise as the dependent variable, and the awareness of the organizational climate as the moderator variable; the associations and influences between the variables were studied. Moreover, the inspirational factor was further included as the confounding variable for studying its confounding effects on the other variables. A total of 1,322 surveys were sent out, and 269 of which were completed and returned. Through differential analysis, correlational analysis, and multiple regression analysis, the empirical findings of the present study are as the following: 1.Risk preference, awareness of the organizational climate, inspirational factor, and organizational promises differed depending on the different individual attributes. 2.Risk preferences and organizational climate were correlated with the promises the employees made for the organization. 3.the employees¡¦ awareness of the organizational climate had influences on risk preference and the promises for the organization 4.The relationship between risk preferences and the awareness of the organizational climate and the relationship between organizational climate and organizational promise are confounded by the inspirational factor.

Abstract The purpose of this study aims to analyze the relationship among school-based management, organizational climate and school effectiveness in elementary schools, so as to provide reference for carrying out school-based management, improving organizational climate, and promoting school effectiveness to the education authorities and elementary schools. The purposes of this study are as follows a) to understand current status of school-based management, organizational climate and school effectiveness in elementary schools in Kaohsiung City,b) to discuss the discrepancy of school-based management, organizational climate and school effectiveness through examining the backgrounds of each school,c) to investigate the relationship among school-based management, organizational climate and school effectiveness, and d) to offer suggestions for schools, principals and teachers. Questionnaire survey was adopted as the research method of this study. The samples are 915 elementary school teachers in Kaohsiung City. Data were analyzed by item analysis, factor analysis, reliability analysis, t-test, ANOVA, and Pearson Product-Moment Correlation and Stepwise Multiple Regression Analysis. The findings of this study are as follows: 1.The elementary school teachers in Kaohsiung City have high appreciation of school-based management. 2.The elementary school teachers have positive perception of school organizational climate, of which ¡§the open climate¡¨ comprises 34.38¢Mand ¡§the closed climate¡¨ comprises 30.75¢M. 3.The teachers¡¦ perception of school effectiveness in elementary schools is good now. 4.Teachers¡¦ perception of school-based management is affected by gender, work experience, posts, school locations and school ages, but not by levels of education they have received or school size. 5.There were significant differences in the teachers¡¦ perception of organizational climate with gender, work experience, administrative posts, school sizes, levels of education, school locations and school history. 6.There were significant differences in the teachers¡¦ perception of school effectiveness with gender, work experience, posts, school sizes, school locations and school history, but no difference with levels of education. 7.There is a positive relationship between school-based management and school effectiveness. 8.The more open the school¡¦s organizational climate is, the higher school effectiveness the school has. 9.The higher the school-based management is, the better the school has organizational climate. 10.The school organizational climate has better prediction of school effectiveness than the school-based management. The most significant prediction is the principal¡¦s supportive behavior. Based on the results of the study, suggestions for educational authorities, principals, teachers and future research are proposed. keywords¡GSchool-Based Management, Organizational Climate , School Effectiveness

The Kaohsiung Harbor Bureau is undergoing a organizational change process to change its status to that of a Special Authority. This organizational change will have a significant impact upon the professional jobs and rights of Bureau employees. The current Bureau administration is able to control neither the progress nor the practical results of this organizational change initiative. This research treats personal variables and organizational climate as independent variables, organizational commitment and job satisfaction as dependent variables, and opinions regarding organizational cha nge as the moderator variable. The study aims to investigate the effect of organizational climate during times of organizational change on staff commitment to the organization and on job satisfaction levels among staff. The population targeted by this research project were the employees currently working for the Kaohsiung Harbor Bureau. One fifth of them was included in the samples which was randomly selected. They were asked to fill out a questionnaire form. Questionnaire data was then analyzed using a variety of methods, including factor analysis, one-way ANOVA, regression, and staged multiple regression analysis. The researcher investigates the followings: (1) to identify significant differences between groups of individuals with differing personal variables existed in terms of organizational commitment and job satisfaction; (2) to assess the effect and predictive power of personal variables and organizational climate on dependent variables; and (3) to examine whether interaction between the variables of "attitude toward Special Authority organizational change " and "organizational climate" significantly impacted upon any of the dependent variables. Research results indicated the following: 1) Within personal variable categories, significant variations in the level of organizational commitment exist between employees of different staffing categories. 2) Within personal variable categories, significant variations in the level of job satisfaction exist between education levels and staffing categories. 3) Within personal variable categories, marital status and department to which an employee belonged showed significant positive impacts upon the level of job satisfaction. 4) Within organizational climate variables, degree of management empathy, interpersonal relationships, and respect for subordinate staff showed significant positive impacts upon organizational commitment and job satisfaction. 5) Within organizational climate variables, the degree of management empathy and attitude toward organizational change were positively related to job satisfaction levels. Respect for subordinate staff and attitude toward organizational change were inversely related to job satisfaction levels. The research suggests four courses of action based on the above-mentioned findings: (1) to demarcate a clear system of duties and authorities to motivate staff effectively; (2) to step up second-specialty training for staff to reduce employees' worries regarding organizational change; (3) to maintain a continuous effort to create a positive organizational climate; and (4) to respect initiatives by subordinate staff to create "win-win" conditions.

Enterprises estimate employees¡¦ job performance, should not only pay attention to in-role performance but also take notice of extra-role performance, and that is organizational citizenship behavior. Because employees have their own right in organizational citizenship behavior, they are easy to express. It is extremely important to explore the reason why employees present organizational citizenship behavior, how the employees show their willing to perform, and that is conducive to the performance of organization. This has become one of the most important issues for organization. If enterprises can understand the employees¡¦ motivation and guide them, then the enterprises can get their expectation and respect as well as improving the performance of organization from the employees. In this study, organizational climate is used as the independent variables, organizational commitment is used as the intervening variable, and organizational citizenship behavior is the dependent variable. The purpose of this research is mainly to find out the relationship and the difference among organizational climate, organizational commitment, and organizational citizenship behavior. Furthermore, using the individual variable as the interfered variable to investigate the effect of interference to organizational climate, organizational commitment, and organizational citizenship behavior. This research used the method of questionnaire survey as the C case factory. After analyzing the data with quantitative analysis, together with various kinds of statistic methods, the following important discoveries are stated separately as follows: 1. The different individual variables to organizational climate, organizational commitment, and organizational citizenship behavior come out a partly remarkable discrepancy. 2. A significant positive correlation was identified among organizational climate, organizational commitment, and organizational citizenship behavior. 3. Organizational climate and organizational commitment were positively significant to organizational citizenship behavior. 4. Organizational commitment was found to have a significant mediating effect between organizational climate and organizational citizenship behavior. 5. Individual variables were found to have a significant moderating effect among organizational climate, organizational commitment, and organizational citizenship behavior. According to the results of research, organization that were enable to promote organizational climate and increasing employees¡¦ organizational commitment, the workers displayed organizational citizenship behavior to advance the performance of organization, in order to maintain enterprise¡¦s continuous competitive advantages.

The Study of the Relationship among Organizational Climate Awareness, Self-directed Learning, and Job Involvement ¡V Taking One International Express Corporation as Example Abstract Organizational climate has an influence on the awareness of organization personnel, and its not only affect their mind, but also behavior. In the changing world, the competition between people has been expanded from one country to the whole world. Learning is necessary for people to keep their competition advantage, and the result of learning will affect the corporation operations, and also bring up the adult learning atmosphere. However, the study is focus on how does the corporation use this learning atmosphere to reinforce employees¡¦ job involvement, and use the organizational climate awareness affect employees¡¦ job involvement. The four types of organizational climate are leadership, organization structure, people relationship and responsibility which is this study trying to discuss the influence on self-directed learning and job involvement, also understand the self-directed learning mediating effect the relationship between organizational climate awareness and job involvement. After statistic analyzing, the results are summarize as following: 1. The different individual variables to organizational climate awareness, self-directed learning and job involvement come out a partly remarkable discrepancy. 2. Organizational climate awareness was positively significant to job involvement. 3. Self-directed learning was affected job involvement partly. 4. Organizational climate awareness was affected employee self-directed learning partly. 5. Self-directed learning was found to have a significant mediating effect between organizational climate and job involvement.

As more companies enter the international market, the need for skilled expatriate managers will continue to grow. This demand for skilled expatriate managers is particularly evident when high international standards of service are desired for serving guests from disparate locations. Although expatriates perform an important role with the success of the home company heavily dependent on them, limited research has been conducted to examine organizational-level factors regarding expatriate adjustment. This research provides a contribution to the existing literature by investigating the relationship between perceived organizational climate and adjustment. Four dimensions of perceived organizational climate of the open system model were derived from the literature: commitment to learning, shared vision, open-mindedness, and innovativeness. To measure expatriate adjustment, three facets of adjustment [(i) general, (ii) interactional, and (iii) work adjustment,] are utilized to test the influence of the perceived organizational climate. A self-administrated online survey was distributed to expatriate hotel managers via email and 71 usable responses were received. Results were analyzed using multiple regression analysis and Baron and Kenny's (1986) procedure. The results found in this study indicate that the overall perceived organizational climate of the open system model significantly influences the adjustment of expatriate hotel managers. The perceived organizational climate dimension of open-mindedness, however, is the only significant predictor of the general, interactional, and work adjustment of expatriate hotel managers. This study also reveals that the perceived organizational climate mediates the relationship between expatriate training and the adjustment of expatriate hotel managers. / Master of Science