Sunday, August 7, 2016
Event or Conference:
Academy of Management Annual Meeting
A growing literature has linked organizational climate to performance, particularly in service industries. However, considerably less is known about the processes through which positive interpersonal climates impacts performance. Drawing on the healthcare literature, we posit error orientation and collective potency as mediators of the association between a positive interpersonal work climate, termed civility climate, and hospital care performance. Further, we test a multidimensional model of care performance by contrasting two dimensions of care performance; performance as perceived by employees and care performance as perceived by patients. The study sample comprised Veterans Health Administration (VHA) hospitals located in the United States in 2011. We developed and empirically tested a theoretical model using ordinary least squares regression modeling. Results indicate that the link between civility climate and employees’ perceptions of care performance is mediated by error orientation and collective potency. Both error orientation and collective potency are associated with higher employees’ perceptions of care performance, to a similar extent. With regard to the patients’ perceptions of care performance, the analyses revealed a direct effect of civility climate as well as an indirect effect as mediated through employees’ perceptions of care. Implications of the study are discussed, together with limitations and suggestions for future research.