According to self-determination theory, employees' well-being is related to the autonomy-supportive style of a supervisor. However, the effect of supervision style on well-being remains understudied in low-skilled occupations. This study employed a mixed-method, multi-level approach to examine the impact of autonomy-supportive training (AST) on supervisors and employees and to identify factors contributing to the maintenance of supervisors' autonomy support (SAS). The quantitative phase evaluated the effect of AST on supervisory style and employees' well-being, with a sample of 44 supervisors and 240 employees in New Zealand. The qualitative phase used focus groups and interview with 15 supervisors to explore factors that could influence the maintenance of SAS. Overall, supervisors can be trained to adopt an autonomy-supportive style, but these skills can also be diluted by organisational factors such as pressures and managerial behaviour. This study contributes to autonomy-supportive style research in order to account for factors affecting the maintenance of SAS in low-skilled occupations.

This paper investigated the relationship between organisational climate and organisational citizenship behaviour (OCB) among employees of selected private companies in south-eastern Nigeria. It examined the relationship between each of the three dimensions of organisational climate (reflexivity, innovation and outward focus) and OCB. A total of 262 (Male = 184; Female = 78) respondents that were randomly selected among employees of private manufacturing companies in Abia state participated in the study. Data were collected through standardised psychological scales viz organisational climate measure (OCM) and organisational citizenship behaviour checklists (OCBC). Data were analysed using Multiple Regression. Results revealed that organisational climate significantly predicted OCB. It further showed a significant positive relationship between reflexivity and OCB, innovation and OCB and a significant inverse relationship between outward focus and OCB. The study concluded that organisational climate had a significant positive relationship with OCB among employees of private companies in Abia state. The study recommended that private organisations need to promote a positive organisational climate as much as possible to facilitate adequate display of OCB.

In an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.

This study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the relationship between organisational climate and behavioural support for organisational change. Data were collected from a Queensland government department (N = 342). Analysis of correlations revealed that organisational climate, commitment to change, and behavioural support for change variables were all significantly related. Structural equation modelling demonstrated that affective, normative, and continuance commitment to change were all predictors of behavioural support for organisational change. Positive work climate also contributed directly to the prediction of behavioural support for change over and above the indirect influence through commitment to organisational change, indicating a partial mediation effect. These findings support Herscovitch and Meyer's (2002) three-component model of commitment to organisational change and extend their nomological network by showing the relevance of two types of organisational climate to the core components of the model. Affective commitment to organisational change is a positive influence on employees' behavioural support for change and also reflects healthy aspects of the organisational climate. However, continuance commitment to organisational change is detrimental influence on employees' behavioural support for change and is linked with unhealthy dimensions of the organisational climate.