Implementation Science 3.0 by Bianca Albers & Aron Shlonsky & Robyn Mildon

Author:Bianca Albers & Aron Shlonsky & Robyn Mildon
Language: eng
Format: epub
ISBN: 9783030038748
Publisher: Springer International Publishing

Molar Organizational Climate

Research on organizational climate most often examines employees’ shared perceptions or meanings regarding the attributes of their work environment with respect to one of two referents—the work environment’s impact on the employees’ own personal well-being or the specific strategic objectives or processes that are supported, rewarded, and expected within the work environment (Ehrhart, Schneider, & Macey, 2014; Glisson, Landsverk et al., 2008; Ostroff et al., 2003). Employees’ shared perceptions regarding the meaning of the work environment for their personal well-being are described as molar organizational climate. Molar climate consists of multiple dimensions (e.g., functionality, engagement, stress) with an overall general factor (PCg) describing employees’ shared perceptions of the impact of their work environment on their own personal well-being and functioning (Glisson & James, 2002). In this research paradigm, employees’ individual-level perceptions, labeled psychological climate, are assessed and aggregated to the organizational unit level to describe organizational climate (James et al., 2008).

Although research on the molar climate construct has the longest history among studies of organizational social context, it has been criticized by those who define climate in strategic terms (e.g., Ehrhart, Schneider, & Macey, 2014). Despite this, investigators working in the area of behavioral health and social services have found the molar construct especially powerful in characterizing the social contexts of organizations engaged in the complex, demanding, and emotion-laden work of delivering behavioral health and social services (Glisson & Hemmelgarn, 1998; Glisson & James, 2002; Williams & Glisson, 2014a). Psychometric research has demonstrated that molar climate is a unique factor distinct from both organizational culture and clinicians’ work attitudes (Glisson, Green, & Williams, 2012; Glisson, Landsverk et al., 2008). Most importantly, studies have shown molar climate is predictive of work attitudes, clinician turnover, service quality, and outcomes (Glisson & Green, 2011; Glisson & Hemmelgarn, 1998; Glisson & James, 2002; Glisson et al., 2013; Glisson, Schoenwald et al., 2008; Olin et al., 2014; Williams & Glisson, 2014a).

Several studies of EBP implementation in behavioral health and social services have linked molar organizational climate to implementation outcomes. Wang, Saldana, Brown, and Chamberlain (2010) showed that leaders’ perceptions of more positive organizational climates, including high functionality, high engagement, and low stress, predicted faster rates of adoption of Multidimensional Treatment Foster Care in county public service systems (hazard ratio = 1.22). In a national study of 100 mental health service organizations in 26 states, Aarons et al. (2012) showed more engaged and more functional climates were associated with more positive clinician attitudes toward EBPs (r = 0.18 and r = 0.14, respectively), whereas more stressed climates were related to more negative attitudes toward EBPs (r = 0.14). More functional organizational climates were also associated with increased clinician use of cognitive behavioral therapy (CBT) with youth in a large public mental health system after controlling for organizational culture, strategic climate for EBP implementation, and other clinician and organizational factors (Beidas et al., 2015).

Schoenwald et al. (2008) found that climates more conducive to therapists’ growth and advancement predicted increased therapist adherence to multisystemic therapy. Lundgren,

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