The Impact of the social climate on the level of ambiguity in relation to the client: a study of police officers
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This paper uses a cross-sectional, survey-based, self-report strategy to examine whether the quality of the social climate affects role ambiguity for Australian police officers in relation to their clients. The major finding is that the quality of the subordinate-superior management relationship in the Leader Member Exchange ("LMX") provides a logical link to explain how the social climate affects police officers' level of ambiguity in relation to clients (the public) by affecting their level of satisfaction with information-sharing and their perception of self-determination. This new information explains why it is imperative for public sector managers to implement a new management agenda so as to enhance the quality of the social organisational climate. The findings suggest that an effective social climate is vital if employees are to be effective in meeting the needs of the public and therefore must be a priority for managers at all levels of the hierarchy. Moreover, since governments determine budgets, if it is a real goal of government to become client-focused, new management agendas must be explored.
21st ANZAM 2007 Conference : managing our intellectual and social capital
Copyright 2007 Australian & New Zealand Academy of Management. The attached file is reproduced here in accordance with the copyright policy of the publisher. Use hypertext link for access to publisher's website.