Organizational climate is widely acknowledged as a key construct for examining how organizations shape employee behavior. However, a comprehensive theoretical understanding of the mechanisms and boundary conditions of why and when organizational climate exerts its effects is still lacking. In our research, we conceptualize the organization as a social context and draw on theories of social influence to develop a theoretical framework of how organizational climate affects employee behavior. Specifically, we propose that the effects of organizational climate are driven by social norms and are amplified by organizational identification. We conducted three preregistered field studies (total N = 1,983) to test our theoretical model in the domains of safety behavior related to COVID-19 prevention and pro-environmental behavior. Across studies and levels of analysis (unit- and employee-level), we consistently found that the link between organizational climate and employee behavior was mediated by social norms. In exploratory analyses on the unit-level, we further found that this indirect effect is moderated (stage-2 moderation) by the average level of team identification, with stronger effects emerging in teams with stronger collective identification. Taken together, our findings suggest that organizational climate shapes employee behavior in part through social norms.

There is mounting evidence that psychosocial safety climate (PSC) is positively associated with employees' mental well-being and negatively associated with burnout. Drawing on a crafting perspective, we hypothesized that these relationships are mediated by both on-job and off-job crafting. We further hypothesized that organizational identification moderates the relationship between PSC and crafting, constituting a first-stage moderated mediation model. In a pre-registered, time-lagged study with three measurement waves, we collected data from 266 employees. As predicted, PSC was positively related to mental well-being and negatively to both disengagement and emotional exhaustion. Supporting our hypotheses, on-job crafting mediated the relationships between PSC and mental well-being, and between PSC and disengagement, but not emotional exhaustion. Off-job crafting, in turn, mediated the relationships between PSC and both well-being and emotional exhaustion, but not disengagement. Although organizational identification did not moderate indirect effects via on-job crafting, it did moderate the mediation pathways through off-job crafting for both mental well-being and emotional exhaustion, but not disengagement. In conclusion, our study advances PSC research by integrating a job crafting lens and by identifying organizational identification as a key boundary condition influencing PSC's effectiveness.

This review paper synthesizes findings from previous studies investigating the role of COVID-19 safety climate in shaping employee behavior and attitudes across diverse contexts. Drawing primarily on longitudinal research, we examine how employees' perceptions of their organization's commitment to pandemic-related safety predict their adherence to COVID-19 guidelines at work, their compliance with such measures in their private lives, and their attitudes toward COVID-19 vaccination. In line with our conceptual framework, accumulating evidence indicates that a strong organizational safety climate enhances compliance with COVID-19 measures and fosters positive attitudes toward vaccination. Furthermore, findings highlight the mediating role of social norms, showing that employees are more influenced by the behaviors they observe among colleagues (i.e., descriptive norms) than by perceived social approval or disapproval (i.e., injunctive norms). Moreover, a U.S.-based study reveals that political ideology moderates the effect of COVID-19 safety climate, with Republicans being more strongly influenced by their organization than Democrats. These findings underscore the importance of cultivating a supportive organizational safety culture during a pandemic, while adapting communication strategies to accommodate diverse viewpoints.

Organizations play a pivotal role in fostering employee safety behavior. Building on the social identity approach, we argue that organizational identification facilitates the internalization of organizational norms and values. Thus, organizational identification should strengthen the influence of organizational climate on employee behavior. More specifically, we predicted that the relationship between perceived COVID-19 safety climate and COVID-19 safety behavior (both at work and outside of work) would be stronger the more employees identify with their organization. To test this hypothesis, we conducted a two-wave lagged study with 709 employees after the lifting of government-imposed COVID-19 restrictions. Results showed that perceived COVID-19 safety climate predicted COVID-19 safety behavior at work, but not in the non-work domain. Organizational identification moderated the relationship between perceived COVID-19 safety climate and COVID-19 safety behavior in the non-work domain, but not at work. In particular, the positive link between safety climate and safety behavior outside of work emerged only for employees who strongly identified with their organization. Our findings highlight that organizational identification not only influences employee behavior within the workplace but also shapes how employees apply organizational safety norms in their non-work domain.

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. POPULATION: 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.

Over the past 3 years, employees have constantly witnessed how their organizations have responded to the challenges posed by the COVID-19 pandemic. Here, we hypothesize that employees' perceptions of the COVID-19 safety climate of their organization positively affect their vaccine readiness. To examine the underlying mechanisms of this effect, we use a self-perception theory lens. Thus, we hypothesize that an organization's COVID-19 safety climate affects employees' COVID-19 vaccine readiness through employees' adherence to COVID-19 guidelines. We conducted a time-lagged study over the time span of 1 year (N = 351) to test our hypotheses. In general, results support our hypotheses. In particular, results showed that perceived COVID-19 safety climate assessed at an early stage of the pandemic (April 2020, when no vaccines were available) predicted employees' COVID-19 vaccine readiness more than a year later. In line with self-perception theory, this effect was mediated by employees' adherence to COVID-19 guidelines. The present study provides theoretical insight into the underlying mechanisms of organizational climate on employees' attitudes. From a practical perspective, our results suggest that organizations are a powerful lever for promoting vaccine readiness.

BackgroundDuring the current pandemic, it is essential that individuals follow the COVID-19 guidelines (e.g., physical distancing) to slow down the spread of the new coronavirus. Organizations generally affect their employees' behavior in a wide range of areas, but can they also affect how strictly employees adhere to COVID-19 guidelines? To answer this question, the present study examined the impact of an organizational climate for preventing infectious diseases (OCID) on employees' adherence to COVID-19 guidelines both at work and in their private life.MethodWe used a two-wave longitudinal online survey with a final sample of N = 304 UK employees.ResultsOur results show that OCID during the first lockdown in the UK in April 2020 (T1) was positively linked to adherence to COVID-19 guidelines at work one month later (T2). We also found a relationship between OCID (T1) and adherence to guidelines in one's private life (T2) that was mediated through adherence to guidelines at work (T2).ConclusionThese results highlight the pivotal role organizations play in mitigating the COVID-19 pandemic.

During the current pandemic, it is essential that people follow the COVID-19 guidelines (e.g., physical distancing). Organizations substantially affect their employees’ behavior in a wide range of areas, but can they also affect how strictly employees adhere to COVID-19 guidelines? To answer this question, the present study examined the impact of an organizational climate for preventing infectious diseases (OCID) on employees’ adherence to COVID-19 guidelines both at work and in their private life. Using a three-wave longitudinal online survey with N = 304 UK based workers, our results show that OCID during the lockdown in April 2020 (T2) was positively linked to adherence to COVID-19 guidelines at work one month later (T3). We also found a relationship between OCID (T2) and adherence in one’s private life (T3) that was fully mediated through adherence at work (T3). Furthermore, we found that a pre-pandemic health climate (T1) was positively linked to our novel measure of organizational climate (T2). Finally, our study revealed that OCID (T2) and a pre-pandemic health climate (T1) contribute to stronger organizational and team identification (T3). These results highlight the key role organizations play in mitigating the current pandemic.

Das Buch vermittelt, wie Unternehmen junge Talente der Generation Z für sich gewinnen und langfristig binden können. Die Autoren stellen 30 anwendungsnahe und leicht umsetzbare Tools für das Personalmanagement vor. Mit exklusiven Studienergebnissen des Generationenkompass 2019 und 2020.

Die Stellenanzeige ist mehr als eine Ansammlung von Bullet-Points und nüchternen Informationen. In der Psychologie weiß man um den sogenannten Primäreffekt, der besagt, dass der erste Eindruck besonders lange im Gedächtnis bleibt. Man weiß auch, dass Inhalt und Gestaltung von Stellenanzeige und Karriereseite einen Einfluss auf die wahrgenommene Attraktivität eines Arbeitgebers habe. Deshalb dient Ihre Stellenanzeige nicht nur der Information. Sie soll der Generation Z auch die Stelle und Sie als Arbeitgeber schmackhaft machen damit der erste Eindruck positiv im Gedächtnis verankert wird.

Das Verhältnis zwischen Eltern und Kinder hat sich in den letzten 20 Jahren stetig verbessert (Hurrelmann, K., Köcher, R., & Sommer, M. 2019. Die McDonalds’s Ausbildungsstudie 2019. Kinder Der Einheit. Same But (Still) Different!). Eltern sind heute Coaches, Berater und enge Begleiter auf dem Weg der Generation Z.

Der Arbeitsmarkt wird sich in den nächsten Jahren auf drastische Weise verändern. In den 1960er Jahren war die Geburtenrate nahezu doppelt so hoch wie in den 2000er Jahren. Die Babyboomer-Generation (Jahrgänge 1950–1964) stellt deshalb heute deutlich mehr Erwerbstätige auf unserem Arbeitsmarkt als jüngere Generationen. Da die Babyboomer bald vollständig in Rente sind, wird die Zahl der Erwerbspersonen bis 2030 um ca. zwei Millionen sinken.