1 SUPPORT A KEY DIMENSION FOR IMPROVING THE

1 SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE This project has been funded with support from the European Commission. This communication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein. Project no: 2015 -1 -PL 01 -KA 202 -016892.

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE Support as a key dimension to improve the organisational climate is the perception of the tolerance of member behavior by superiors, including the willingness to let members learn from their mistakes without fear of reprisal; the feeling that workers give each other support. 2

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 3 Perspectives of the organizational climate Organisational support can be seen as a process involving both superiors and employees, described as vertical and horizontal support, respectively. Support moves horizontally (from peer to peer, from one team to another) as well vertically (both top-down and bottom-up). Vertical support Horizontal support Figure 1 – Support as a key dimension for the organisational climate Organisational support

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 4 Perspectives of the organizational climate Organisational support can be seen as a process involving both superiors and employees, described as vertical and horizontal support, respectively. Support moves horizontally (from peer to peer, from one team to another) as well vertically (both top-down and bottom-up). Vertical support Horizontal support Figure 1 – Support as a key dimension for the organisational climate Organisational support

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 5 Vertical Support – Perception of organisational support The vertical support, systematically, is comprehended as the perception of a positive and empowering support that organisations’ managers, directors and superiors ought to provide to employees. The relationship with the supervisor is important for employees in determining how individuals define support in the workplace and, as consequence, how they perceive their organisational climate (Sluss; Ashforth, 2007). Perception of organisational support (POS) is positively related to: Performance Commitment (including affective commitment) The more support the employee perceives from his/her supervisor, the more he/she becomes obligated to the supervisor and behaves in a manner that is above and beyond what is required. (Eisenberger [et al. ], 1986)

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 6 Vertical Support – Perception of organisational support The vertical support, systematically, is comprehended as the perception of a positive and empowering support that organisations’ managers, directors and superiors ought to provide to employees. The relationship with the supervisor is important for employees in determining how individuals define support in the workplace and, as consequence, how they perceive their organisational climate (Sluss; Ashforth, 2007). Perception of organisational support (POS) is positively related to: Job involvement Work and Organisational engagement It will create a sense of responsibility to contribute and help the organisation in achieving its goals (Stinglhamber; Vandenberghe, 2003)

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE Vertical Support – Perception of organisational support The supportive behaviours from the superiors are extremely related with the kind of leadership style implemented in the organisation. Transformational leadership style Supportive behaviours Perceived Organisational Support 7

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE Vertical Support – Perception of organisational support The supportive behaviours from the superiors are extremely related with the kind of leadership style implemented in the organisation. Employees feel that a good relation with supervisor is a form of organisational support to them. The leader: Transformational leadership style Supportive behaviours Aim a more supportive climate Encourage creativity Provide intellectual stimulation Employees feel empowered 8

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE Vertical Support – Perception of organisational support The supportive behaviours from the superiors are extremely related with the kind of leadership style implemented in the organisation. Employees feel that a good relation with supervisor is a form of organisational support to them. Transformational leadership style Provide autonomy Foster innovation • Help subordinates to see the problems from a different perspective, so they can achieve their goals. (Dele [et al. ], 2015) • Employees who perceive they have autonomy to perform their job functions will believe that the organisation/leader believe in their abilities and value their efforts (Riggle, 2007). Leader as a representation of the organisation • A good relationship between employees and the supervisor can result on a good relationship between the company and the employees. (Ariani, 2015). 9

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 10 Vertical Support – Perception of organisational support The supportive behaviours from the superiors are extremely related with the kind of leadership style implemented in the organisation. Employees feel that a good relation with supervisor is a form of organisational support to them. SUPPORTIVE ORGANISATIONAL CLIMATE Employees have no fear of failure or reprisal since supervisors/leaders: Are tolerant Have the willingness to let members learn from their mistakes Not interested in discover the cause of the problem but rather the solution, allowing employees’ development through this process TOXIC BLAMING BEHAVIORS NOT ALLOWED

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE ACTIVITY 1 – ARE YOU A BLAMER? – ROUNDTABLE This RSA short video explores how and why we are easily trapped into blamer games. It also explains how these games sabotage our relationships and led us to think on why should we avoid it. https: //www. youtube. com/watch? v=RZWf 2_2 L 2 v 8&t=2 s 11

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 12 Perspectives of the organizational climate Organisational support can be seen as a process involving both superiors and employees, described as vertical and horizontal support, respectively. Support moves horizontally (from peer to peer, from one team to another) as well vertically (both top-down and bottom-up). Vertical support Horizontal support Figure 1 – Support as a key dimension for the organisational climate Organisational support

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 13 Horizontal Support – workplace peer support Workplace peer support refers to Sense of belonging relationships between employees at the same hierarchical level who help and give mutual support during a work day. This is, peer support gives co-workers an opportunity to offer support and Strong engagement to work Interaction with colleagues Strengthening of the social identity encouragement to people they work with. Psychological safety Psychological meaningfulness in the workplace Figure 2 – Interaction with colleagues as a key dimension for the workplace peer support (Ariani, 2015)

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 14 Horizontal Support – workplace peer support Instrumental support Tangible forms of help Example: helping someone find the copy machine Informational support Emotional support Provide information and advice Figure 3 – Types of social support (House, 1971) Example: Venting or proving consolation to someone

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE Horizontal Support – workplace peer support This kind of relationships in the workplace is important for organisational climate), life since (nominally employee engagement is a psychological condition that supports individuals at work, showing the relationship of employees with work and also with the organisation (Macey; Schneider, 2008). This type of relations provide psychosocial support, since co-workers have an important role on forming informal networks. 15

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE ACTIVITY 2 – LEGO MODELS – GROUP DYNAMIC Objective: Exercise a constructive problem-solving attitude. Each group is given pieces of Lego in order to build a construction that, at the end of the game, will have to resemble as closely as possible a model that is kept out of sight. Each member of the team has 30 sec to go and see the model construction. Once the person returns, the construction begins following the person’s indications. Once assembled, pieces cannot be undone. 16

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 17 ACTIVITY 3 – GROUP REFLECTIONS How much social support you receive? q Are you receiving meaningful connection and support in times of trial from your friends? q Are you receiving support and a belief that you have a high potential from your parents? q Are you receiving a congenial and supportive environment at work? q Are you receiving the benefits of social engagements from your managers at work?

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE ACTIVITY 3 – GROUP REFLECTIONS How much social support you provide? q Are you providing meaningful connection and support in times of trial to your friends? q Are you providing support and a belief that you have a high potential to your parents? q Are you providing a congenial and supportive environment at work? q Are you providing the benefits of social engagements to your managers at work? 18

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE ACTIVITY 3 – GROUP REFLECTIONS Compare the amount of support that you receive with the amount of support that you provide. The discussion/reflection about this topic shall be done in two smaller groups and after, a spokesperson can be elected in order to present their contributes to the general group. Finally, simple ideas can be discussed on how to improve/increase the support to their peers and the importance of doing so. 19

SUPPORT – A KEY DIMENSION FOR IMPROVING THE ORGANIZATIONAL CLIMATE 20 ACTIVITY 4 – CASE STUDY: THE NGO “HEALTHY FAMILIES” IMPROVES ITS WORK CLIMATE After reading, discuss these 3 questions: 1. How would you describe the main problem related to work group climate in the NGO Healthy Families? Referring to the issue, which problems discussed in the scenario relate to clarity, support, or challenge? 2. What is contributing to the negative work climate felt by the health promoters? What actions are suggested to improve the work climate in Santa Cruz clinic? 3. Referring to the issue of The Manager and your own experience, what other suggestions would you make to improve the work climate in Healthy Families, given the circumstances described in the case scenario?

CONTACTS 21 OIC POLAND FOUNDATION COORDINATOR www. oic. lublin. pl Ewelina Iwanek ewelina. iwanek@oic. lublin. pl +48 817104630 EUROSUCCESS CONSULTING INOVA+ FONDAZIONE ISTUD DAP SERVICES www. eurosc. eu www. inovamais. eu www. istud. it www. dap-services. cz Giorgos Giorgakis Sara Brandão Simonetta Manzini Jiri Simonek george@eurosc. eu sara. brandao@inovamais. pt smanzini@istud. it simonek@dap-services. cz