Organizational Culture, Climate, and Ethics

Organizational Culture, Climate, and Ethics

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior, and job satisfaction. Bmc Health Services Research, 11(98), 1-9.

The article by Tsai (2011) defines organizational culture as a system of shared values, beliefs, and assumptions, which define the behavior of people within a corporate setting. As a result, organizational culture is then used to give meaning to situations in organizations, and influence the attitude and behavior of employees.  According to Tsai, corporate culture plays a critically significant role in promoting job satisfaction, employee commitment towards organizational goals and objectives, and organizational performance. However, as Tsai notes, this can only be achieved if leaders adjust their leadership behavior. Virtually, leaders should work towards influencing employee behavior for increased job satisfaction, which helps in accomplishing the organizational goals and objectives.

Glisson, C. (2015). The Role of Organizational Culture and Climate in Innovation and Effectiveness. Human Service Organizations: Management, Leadership & Governance, 39(4), 245-250.

According to Glisson (2015), organizational climate is often created when employees agree on the psychological impact of employees’ perceptions of their particular work environment. For instance, employees may perceive their work environment as stressful, which translates to the organizational climate as stressful. In his article, Glisson evaluates the dimensions of organizational climate and ways in which it can be used to initiate innovation, eliminate staff turnover, improve quality of service and positive outcomes. 

Sekerka, L. E., Comer, D. R., & Godwin, L. N. (2014). Positive Organizational Ethics: Cultivating and Sustaining Moral Performance. Journal of Business Ethics, 119, 4, 435-444.

Organizational ethics are principles, virtues, rights, duties, or standards by which organizations operate. As Sekerka, Commer and Godwin (2014) further elaborate, ethics also refers to the rule of conduct that determines what is right or wrong in the organization. The article by Sekerka et al. highlights positive organization ethics and elements that contribute towards it. Ideally, previous research attempting to understand positive organizational ethics have not been comprehensive on ways ethical strength can be cultivated and sustained.  

Schur, L., Kruse, D., & Blanck, P. (2005). Corporate culture and the employment of persons with disabilities. Behavioral Sciences & the Law, 23(1), 3-20.

Within the organizational settings, key issues arise on the role of corporate culture in facilitating and hindering employment opportunities and ways in which, employment laws come into play. In their article Schur, Kruse, and Blanck (2005) point that corporate culture can create physical or behavioral barriers to people living with disabilities. Employment laws such as the Title I on Americans with Disabilities Act (ACT), is designed to improve employment opportunities for people with disabilities. With the passage of ADA, the number of employed people with disability has considerably increased. Ultimately, this means that employment laws have a significant impact on organization culture and can be used to eliminate barriers for employees.

References

Glisson, C. (2015). The Role of Organizational Culture and Climate in Innovation and Effectiveness. Human Service Organizations: Management, Leadership & Governance, 39(4), 245-250.

Schur, L., Kruse, D., & Blanck, P. (2005). Corporate culture and the employment of persons with disabilities. Behavioral Sciences & the Law, 23(1), 3-20.

Sekerka, L. E., Comer, D. R., & Godwin, L. N. (2014). Positive Organizational Ethics: Cultivating and Sustaining Moral Performance. Journal of Business Ethics, 119, 4, 435-444.

Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. Bmc Health Services Research, 11(98), 1-9.