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Psychosocial safety climate versus team climate: The distinctiveness between the two organizational climate constructs

Michelle Chin Chin Lee (Department of Anthropology and Sociology, University of Malaya, Kuala Lumpur, Malaysia) (Department of Psychology, Sunway University, Selangor, Malaysia)
Mohd. Awang Idris (Department of Psychology, Sunway University, Selangor, Malaysia) (School of Psychology, University of Adelaide, Adelaide, Australia)

Personnel Review

ISSN: 0048-3486

Article publication date: 7 August 2017

Abstract

Purpose

The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback).

Design/methodology/approach

A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study.

Findings

Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance.

Practical implications

This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance.

Originality/value

The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.

Keywords

Citation

Lee, M.C.C. and Idris, M.A. (2017), "Psychosocial safety climate versus team climate: The distinctiveness between the two organizational climate constructs", Personnel Review, Vol. 46 No. 5, pp. 988-1003. https://doi.org/10.1108/PR-01-2016-0003

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited