Perception of Organisational Climate

and Job Satisfaction in

Nursing Staff Personnel
Influence of Personality and Self-Efficacy
MONIKA SHARMA AND ANJALI GHOSH

The purpose of this study was to see the influence of an individual's personality traits
and self-efficacy on perception of organisational climate and job satisfaction among
hospital employees. Data was obtained by means of questionnaires from a sample of
36 nurses, working in Intensive Care Units of three private hospitals in Kolkata, India.
Results indicate significant positive correlation between personality characteristics of
individuals, organisational climate, and job satisfaction. Step-wise linear regression
analyses indicate an intuitive and predictable pattern of relations between openness
to experience, self-efficacy and organisational climate. Furthermore, agreeableness
has shown a positive impact on job satisfaction.
Ms. Monika Sharma is Senior Research Fellow and Dr. Anjali Ghosh is Associate
Professor, Psychology Research Unit, Indian Statistical Institute, Kolkata, West
Bengal, India.

INTRODUCTION
Lewis Thomas' (1983) statement that hospitals are 'held together,
glued together, enabled to function... by the nurses', shows the
importance of nursing personnel in medical care. Nurses constitute the
majority of work force of any hospital, thus having a high impact on its
perceived climate. Many studies have been conducted in relation to
organisational climate and satisfaction (Denison, 1996; Judge, Bono
and Locke, 2000) in different settings. However, unfortunately, in India
very few psychological studies have been conducted in hospital settings
and among those very few have focused on the nursing staff of intensive
care units (ICUs). In this article, we have tried to fill this gap by
studying the impact of personality traits and self-efficacy of nursing
personnel on their job satisfaction and organisational climate. For the
present study, data was collected from the nurses working in ICUs of
hospitals, where it was assumed that they work together as a team.
Since the two publications of Staw and Ross (1985) and Staw, Bell and
Clausen (1986), in which they had shown the link between childhood
personality and job satisfaction later in life, the dispositional source of job
satisfaction has become an important research topic (Judge and others,
2000). The recent emergence of the five-factor model (FFM) as a robust
264 Monika Sharma and Anjali Ghosh

'taxonomy of personality (Barrick and Mount, 1991; Costa and McCrae,

1998) provides a comprehensive framework that examines personality
and its relationship with other factors at work. The five factors are
extraversion, emotional stability, agreeableness, conscientiousness, and
openness to experience. In one study, Furnham, Petrides, Jackson and
Cotter (2002) have reported that the traits of extraversion and emotional
stability are more and less likely to relate with job satisfaction (Brief,
Butcher and Roberson, 1995; Cropazano, James and Konovsky, 1993;
Furnham and Zacherl, 1986; Tokar and Subich, 1997), while the
remaining three personality dimensions had received less attention and
their effects on job satisfaction were on the whole relatively unclear
(Tokar, Fisher and Subich, 1998). Later, other studies (Furnham and
others, 2002) have shown some different results and showed
conscientiousness as a very important trait in work situations.
For this study, agreeableness and openness to experience have been
selected, considering their less explored nature in work behaviour and
for the requirement of this study. Costa and McCrae (1998) have
defined these two personality traits as follows:
(i) Agreeableness refers to how individuals relate to others and how
considerate they are of their feelings and opinions. Agreeable
people see others as mostly honest and trustworthy; they are
straightforward and frank. Willing to help out; yielding rather
than aggressive in conflict; modest and unpretentious; and car-
ing, nurturing, and supportive. Agreeable team members are
more cooperative and create less conflicting situations,
(ii) Openness to experience is an individual characteristic to know
and experience new and different phenomena. People who are
open to new experiences are flexible and broad-minded. Individ-
uals with high scores on openness to 'experience are usually
more creative, imaginative and are learners.
Previous research (for example, Judge, Heller, and Mount, 2002) has
shown the positive correlation between agreeableness and job
satisfaction, but a minimal correlation has been observed between
openness to experience and job satisfaction.
Self-efficacy is another individual personality attribute t h a t
affects, one's personal and work life in many ways. Bandura (1977)
first introduced the construct of self-efficacy with the seminal
publication of 'Self-Efficacy: Toward a Unifying Theory of Behavioral
Change', an important construct in Social Cognitive Theory. Bandura
(1997) defines self-efficacy beliefs as 'belief in one's capability to
organize and execute the course of action required to manage
prospective situations'.
Self-efficacy is one of the four 'core evaluation' dispositional traits
(self-esteem, generalised self-efficacy, locus of control and neuroticism)
of the self to job satisfaction (Judge and others, 2000). In previous
researches (for example, Judge, Locke and Durham, 1997; Judge and
 Perception of Organisational Climate... 265

others, 2000; Resnick, Simpson, Bercovitz, Galik, Baldini, Zimmerman

and Magaziner, 2004), self-efficacy has shown direct and indirect
positive relationship with job satisfaction.
After Bandura's (1986) social cognitive theory, many researchers
have shown that people with low-self-efficacy tend to perceive specific
environment more negatively than the people with higher self-efficacy.
Many other researches (for example, Batesa and Khasawneh, 2004;
Horvatha, Ryana, and Stierwalt, 2000) have given the same kind of
results in different studies.
Job satisfaction is defined as the positive emotional response to a job
situation resulting from attaining what the employee wants from the job
(Locke, 1976; Locke, Fitzpatrick and White, 1983; Olsen, 1993). This
implies that job satisfaction can be captured by either a uni-dimensional
concept of global job satisfaction or a multi-dimensional, faceted,
construct of job satisfaction capturing different aspects of a job situation
that can vary independently (Busch, Fallan and Petterson, 1998). In this
study, job satisfaction is defined as members' attitude towards their
present working conditions. Job satisfaction is a complex variable and is
influenced by situational factors of the job as well as by the dispositional
characteristics of the individual. Researchers have shown that job
satisfaction is influenced by self-efficacy (Grau, Salanova and Peiro,
2001; Judge and Bono, 2001).
Organisational climate is a
relatively enduring quality of the internal environment of an
organisation that a) is experienced by its members, b) influences
their behaviour, and c) can be described in terms of the values of a
particular set of characteristics (or attitudes) of the organization.
(Taguiri and Litwin, 1968)

Recent findings (Davidson and Manning, 2004; Wright, Line, Rau,

Gayman and Viggiano, 2003) have indicated the importance of the
organisational climate in hospitals and hospitality. The study by
Wright and others (2003) underlines the importance of organisational
climate in emergency departments and its impact on the delivery of
clinical care. The present research work finds it source from the Four
Facet Theory of Climate, developed by West (1990), which is based on
the 'shared perception approach' of climate. Shared perception
approach of climate defines climate as shared perceptions of
organisational policies, practices, and procedures (Anderson and West,
1998). Three factors (vision, participative safety and task orientation)
have been taken for this study. Those are described'as follows:
(i) Vision: It is an idea of a valued outcome, which represents a
higher order goal and a motivating force at work (West, 1990).
West (1990) asserts t h a t work group vision has four compo-
nent parts; clarity, visionary nature, attainability, and
sharedness.
 266 Monika Sharma and Anjali Ghosh

(i). Participative safety: Participativeness and safety are character-

ised as a single psychological construct in which the contingen-
cies are such that involvement in decision-making is motivated
and reinforced while occurring in an environment which is per-
ceived an interpersonally non-threatening (West, 1990).
(iii) Task orientation: This is a shared concern with excellence of
quality of task performance in relation to shared vision or out-
comes, characterised by evaluations, modifications, control sys-
tems, and critical appraisals (West, 1990).
These factors describe a general commitment to excellence in task
performance coupled with a climate, which supports the adoption of
improvements to established policies, procedures, and methods
(Anderson and West, 1998). Since the emergence of the concept of
person and environment (Lewin, 1935), organisational researchers
have done a great deal of studies on the dimension of personality in the
context of organisational culture and climate (Barrick and Mount,
1991; Petersen, 1992). Research on organisational climate has been
done on variety of topics; Joyce and Slocum (1982, 1984) studied person
and organisational fit, and the extent to which organisation members
agreed about their organisational climate. All these researches show
that climate and personality interact with each other.
Thus, in our study we have tried to find out the influence of
personality trait and self-efficacy on organisational climate and job
satisfaction among nursing personnel working in ICUs of hospitals.
On the basis of the literature reviewed and objective of the study, the
following hypotheses have been formulated:
1. The personality trait of agreeableness will be positively corre-
lated with job satisfaction.
2. The personality trait of openness to experience will not be corre-
lated with job satisfaction.
3. Agreeableness and openness to experience will be positively cor-
related with the overall score of organisational climate and its di-
mensions.
4. Self-efficacy will be positively correlated with job satisfaction
and organisational climate.

METHOD

Sample
A sample of 36 nursing personnel working in the ICUs of three
different private hospitals of Kolkata were interviewed for this
study. Their ages ranged from 22-48 years with an average age of
28.4 years. The data was collected from the nurses who were working
in the same shift (morning shift, evening shift and night shift) as
. they were supposed to work together as a team in their respective
shift duties.
 Perception of Organisational Climate... 267

Instruments

The measurement tools used in this study are as follows:

1. NEO Five Factors Inventory (NEO-FFI) developed by Costa and
McCrae in (1989) was used in this study. It is a 60-item question-
naire with 12 items each for the five factors. The variables of
'agreeableness' and 'openness to experience', have been selected
for this study, which are measured through 24 items (12 items
for each factor). This inventory is a measure of the big five per-
sonality factors. Respondents rate the items on a 5-point scale,
ranging from 'strongly disagree' to 'strongly agree'. Reported re-
liability coefficients of responses range from alpha 0.86 to 0.95.
Test-retest reliability coefficients also approach these levels
after a short gap of time.
2. Generalised Self-Efficacy is measure using 10-item scale devel-
oped by R. Schwarzer and M. Jerusalem in 1981 in Germany. In
this Scale, individuals are asked to rate themselves on a
four-point scale, ranging from 'not at all true' to 'completely true'.
Coefficient alphas for this Scale ranged from 0.76 to 0.90, with
the majority in the high 0.80s. This Scale is one-dimensional.
Criterion-related validity is documented in numerous correla-
tion studies where positive correlations were found with favour-
able emotions and dispositional optimism.
3. Team Member Satisfaction: A nine-item scale has been devel-
oped to measure satisfaction of employees with their current
working departments. In this Scale, respondents have to give
their responses on a five-point scale ranging from 'very satisfied'
to 'very dissatisfied'. Coefficient alpha for this scale is 0.88.
4. Organisational Climate: Three dimensions namely, team vision,
participative safety, and task orientation of organisational cli-
mate are measured in this study. Items to measure organisa-
tional climate are taken from the team climate inventory
developed by Anderson and West (1998).
• Team Vision: 12 items elicited information about team
members' views on the clarity, sharedness, attainability, and
value of team objectives. Respondents were asked to indicate
the extent to which each statement was true of their team on a
seven-point scale ranging from '1 (not at all) to '7'
(completely)'.
• Participative Safety: Team participation is measured using
eight items to which respondents were asked to respond on a
5-point 'strongly disagree' to 'strongly agree' scale.
• Task Orientation: Seven items are used to assess task
orientation. Items were rated on a five-point response scale
ranging from 'strongly disagree (1)' to 'strongly agree (5)'.
Coefficient alpha for this scale ranges from 0.84 to 0.94.
268 Monika Sharma and Anjali Ghosh

A demographic sheet was also used. All these questionnaires were

distributed among the nursing personnel and the data were collected at
a time convenient to them after establishing rapport with them.

RESULTS AND DISCUSSION

The raw data collected from the respondents were then analysed. First
of all, means and standard deviations were calculated for all the
dimensions (Table 1). To test the hypotheses, correlations and t-tests
were computed which are displayed in Table 2.
TABLE 1: Means and Standard Deviations for Different Dimensions

Mean Standard Maximum

Dimensions
Deviation Possible Score
Agreeableness 28.17 4.95 48
Openness 26.39 4.82 48
Self-efficacy 32.83 4.97 40
Job Satisfaction 33.92 4.98 45
Participation Safety 31.47 5.78 40
Task Orientation 27.72 6.14 35
Vision 65.56 7.79 77
Organisational Climate 124.75 17.61 152
Table 2 supports hypothesis 1, which says that the personality trait
of agreeableness will be significantly and positively correlated with job
satisfaction. The study by Furnham and others (2002) also came out
with similar results. It indicates that nursing personnel who are more
agreeable have a more positive attitude towards their job, or have high
job satisfaction.

TABLE 2: Correlation Coefficients of Different Dimensions of Personality

and Self-Efficacy with Job Satisfaction and Organisational Climate

J-S P-S T-0 VIS CLIM

AGR 0.36* 0.41 0.49** 0.39* 0.48*
OPE 0.18 0.69** 0.82** 0.63** 0.79**
S-E 0.28 0.55** 0.56** 0.55** 0.62**
Notes: **Significant at the 0.01 level; *Significant at the 0.05 level.
Abbreviations: (AGR) Agreeableness, (OPE) Openness to Experience, (S-E)
Self-efficacy, (J-S) Job Satisfaction, (P-S) Participation Safety, (T-O) Task
Orientation, (VIS) Vision, (CLIM) Organisational Climate.
Minimal correlation exists between openness to experience and job
satisfaction. These results are again in congruence with the past
results (Judge and others, 2002). This denies hypothesis 2 in which it
was assumed that there would be no correlation between openness to
experience and job satisfaction among the nursing staff. Though the
 Perception of Organisational Climate... 269

relationship is positive, it was not found to be very strong and needs to

be studied further in detail.
The results presented in Table 2 also validate hypothesis 3. The
personality traits of agreeableness and openness to experience are
significantly and positively correlated with all the dimensions and the
total score of organisational climate. Significant correlation exists
between personality traits and dimensions of organisational climate,
though openness to experience has shown higher correlation than
agreeableness. This states that nursing personnel, who are more open
to new experiences, believe in share perception of organisational
practices and performances and vice versa. Self-efficacy is positively
correlated with job satisfaction and organisational climate. This, thus,
favours hypothesis 4, though the results do not show significant
correlation between self-efficacy and job satisfaction.
To recheck hypothesis 4, nursing personnel were divided into two
groups — low self-efficacy and high self-efficacy groups, based on the
median value of self-efficacy. Then t-tests were computed to see
whether these groups have any significant difference in the context of
job satisfaction and organisational climate. Table 3 shows the results of
t-text.

TABLE 3: Mean Scores and t-test Values of High and Low Self-Efficacy
Groups of Nursing Personnel

Note: *Significant at the 0.01 level; **Significant at the 0.05 level.

The results in Table 3 support hypothesis 4. The t-test value has

been found to be significant between the two groups, which shows that
nurses with high self-efficacy have high job satisfaction and perceive
the organisational climate in a more positive manner than the low
self-efficacy group. Table 3 also indicates that the nursing personnel
with high self-efficacy perceive organisational climate in a more
positive manner than those having low self-efficacy. Both the groups
270 Monika Sharma and Anjali Ghosh

have shown significant differences on all the dimensions of

organisational climate.
Step-wise linear regression analyses were done by taking
personality traits and self-efficacy as independent variables and
different dimensions of organisational climate and job satisfaction as
dependent variables. Tables 4 and 5 show the results of the different R
square and F values.
TABLE 4: Results of Regression Analysis by Taking Dimensions of
Organisational Climate as Dependent Variable

Independent Dependent Excluded

Beta t Value r2 F
Variables Variables Variables
AGR -0.06 -0.41 AGR
OPE P-S 0.69 5.58** S-E 0.48 31.16**
S-E 0.28 2.05* AGR 0.54 19.14**
AGR -0.01 -0.07
OPE ___VIS____ 0.63 4.73** AGR 0.68 71.43**
S-E 0.32 2.21* S-E
AGR -0.07 -0.55 AGR
OPE T-0 0.82 8.45** S-E 0.39 22.37**
S-E 0.21 1.96* AGR 0.48 14.90**
Note:**Sgnificant at the 0.01 level; *Significant at the 0.05 level.
Abbreviations: (AGR) Agreeableness, (OPE) Openness to Experience, (S-E)
Self-Efficacy, (J-S) Job satisfaction, (P-S) Participative Safety, (T-O) Task
Orientation, (VIS) Vision

TABLE 5: Results of Regression Analysis by Taking Job Satisfaction as

Dependent Variable

Independent Dependent Excluded

Beta t Value r2 F
Variables Variables Variables
AGR -0.36 2.25*
OPE J-S . -0.08 -0.38 OPE 0.13 5.08
S-E 0.18 1.05 S-E
Note: Significant at the 0.01 level; *Significant at the 0.05 level.
Abbreviations: (AGR) Agreeableness, (OPE) Openness to Experience, (S-E)
Self-Efficacy, (J-S) Job Satisfaction, (P-S) Participative Safety, (T-O) Task
Orientation, (VIS) Vision

Results indicate that participation safety, one of the four facets of

shared perception theory, can be predicted from the personality trait of
openness to experience and self-efficacy. The result shows t h a t only
openness to experience and self-efficacy are able to predict
participation safety. Openness to experience has shown high predictive
values in comparison to self-efficacy and agreeableness. Regression
results show that task orientation can be predicted here only from the
 Perception of Organisational Climate...271

openness to experience. The other two independent variables have been

removed from step-wise analysis because of their small beta coefficient
values. In case of vision, while openness to experience and self-efficacy
are significant predictors, agreeableness has been removed again from
the analysis.
Taking job satisfaction as a dependent variable, a separate regression
analysis was done. Results are shown in Table 4, which shows that on
the basis of present data, job satisfaction can be predicted only by the
personality trait of agreeableness and that too in only 13 per cent of the
cases. Beta coefficients and t-values show that openness to experience
and self-efficacy are not considered in predicting job satisfaction.

CONCLUSION
The overall results of the study show that the personality trait of
openness to experience and self-efficacy are good predictors of
perception of participation safety and vision among the nursing staff.
Openness to experience has shown high predictability with all the three
dimensions of organisational climate whereas agreeableness has not
shown significant predictive value with any of the facets of shared
perception of climate approach among nursing personnel. Thus, the
findings of the study indicate that the nursing staff in ICUs of hospitals
with open, flexible and broad mind, care for shared perception approach
regarding organisational practices and procedures. The personality
trait of agreeableness has shown significant predictive values for job,
whereas openness to experience and self-efficacy are not significant.
The present research has certain limitations because of the small
sample size and the restriction of responses from only one group of
personnel in a hospital setting. The results obtained from this study
cannot be generalised. To have in depth knowledge of the present
results, a large sample size from different places and hospitals are
needed. Future work will be carried out on larger samples as well as
different groups of employees.
The findings of the present study can be helpful for organisations for
recruitment, for example, hospitals can improve their organisational
climate by recruiting employees with high self-efficacy and by
introducing programmes on self-efficacy. The major strength of this
study is that, it has tried to bring about awareness about the different
facets of shared perception of climate and personality characteristics of
nursing personnel in hospital settings.

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THE INDIAN JOURNAL OF SOCIAL WORK, volume 67, Issue 3, July 2006