Validating the organizational climate measure: links to managerial practices, productivity and innovation

Malcolm Patterson, Michael A. West*, Viv J. Shackleton, Jeremy F. Dawson, Rebecca Lawthom, Sally Maitlis, David L. Robinson, Alison M. Wallace

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

This paper describes the development and validation of a multidimensional measure of organizational climate, the Organizational Climate Measure (OCM), based upon Quinn and Rohrbaugh's Competing Values model. A sample of 6869 employees across 55 manufacturing organizations completed the questionnaire. The 17 scales contained within the measure had acceptable levels of reliability and were factorially distinct. Concurrent validity was measured by correlating employees' ratings with managers' and interviewers' descriptions of managerial practices and organizational characteristics. Predictive validity was established using measures of productivity and innovation. The OCM also discriminated effectively between organizations, demonstrating good discriminant validity. The measure offers researchers a relatively comprehensive and flexible approach to the assessment of organizational members' experience and promises applied and theoretical benefits. Copyright © 2005 John Wiley & Sons, Ltd.

Original languageEnglish
Pages (from-to)379-408
Number of pages30
JournalJournal of Organizational Behavior
Volume26
Issue number4
DOIs
Publication statusPublished - Jun 2005

Keywords

  • multidimensional measure
  • organizational climate
  • Organizational Climate Measure
  • OCM
  • Quinn and Rohrbaugh's Competing Values model
  • managerial practices
  • organizational characteristics
  • productivity
  • innovation

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    Patterson, M., West, M. A., Shackleton, V. J., Dawson, J. F., Lawthom, R., Maitlis, S., Robinson, D. L., & Wallace, A. M. (2005). Validating the organizational climate measure: links to managerial practices, productivity and innovation. Journal of Organizational Behavior, 26(4), 379-408. https://doi.org/10.1002/job.312