THE concept of organizational climate has been receiving increasing theoretical and research attention. The concept has been used to explain behavior in such diverse areas as career development (Hall, 1968; Schneider, 1968), managerial motivation (Dunnette, 1967; Porter & Lawler, 1968), leadership style (Fleishman & Harris, 1967; Korman, 1966) and salesman success (Schneider & Bartlett, 1968). Campbell (1968) has recently suggested that behavior in organizations is a result of the interaction of a number of the dimensions or factors that have been categorized under the heading âorganizational climateâ and individual differences. This would mean that neither organizational variables nor individual characteristics alone are the total determinants of behavior. This is not a new issue (Cronbach, 1957). The lack of field research on individual-environment interaction can be attributed to a general failure of industrial psychologists to consider both individuals and environments when predicting (as in personnel selection), or when controlling (as in establishing reward policies). Galbraith (1968) has summarized a model of behavior in or1Support for this research was provided by a Ford Foundation Research Grant t o the Department of Administrative Sciences, Yale University. We wish to express our appreciation to C. Argyris and D. T. Hall for their
Personnel Psychology – Wiley
Published: Sep 1, 1970
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