The Effect of Organizational Environment on Perceived Power and Climate: A Laboratory Study.
MARYLAND UNIV COLLEGE PARK DEPT OF PSYCHOLOGY
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Behavior in organizations was conceptualized to be based on self-perceived power and perceived organizational climate. Power and climate perceptions were investigated as a function of three dimensions of organization environment. Five dimensions of power and 4 dimensions of climate were assessed as dependent variables. Climate and power perceptions were not strongly related to each other. Level of participation is the main contributor to self-perceived power both as a main effect and in interaction with profitservice orientation and position level. Profitservice orientation is the main contributor to climate perceptions, generally in interaction with one or the other of the environmental variable but also as a main effect. Two strong findings were that participative decision-making seems to result in decreased self-perceived power for occupants of higher positions and that a service orientation combined with participative decision-making leads to positive climate perceptions. Author