Network Model of Human Resource Evaluation and Organizational Climate Interaction Phenomenon

Abstract

Human resource evaluation and organizational climate interaction phenomenon, defined in the context of empirical research, is described in this paper. Prior to this, both in Lithuanian, where the research was conducted, and in the world literature the issues of human resource evaluation and organizational climate were analyzed rather widely. There are many works where they are defined rather comprehensively. In this paper, those works are reviewed, and the conceptual complex model defining the phenomenon of human resource evaluation and organizational climate is designed on their basis. This model consists of the following elements: evaluation methodology, organization of the evaluation, discussion on the evaluation, employee assessors, safety and/or explicitness, diligence and creativity, values and traditions, attractiveness of the work process, manager‘s relations with employees, employee interrelations and conflicts.

Empirical research methods of this model are presented in this paper, including both empirical verification arguments of the research tool and the theoretical model the empirical validation methodology. The questionnaire (based on respondent notions and attitude) was designed by the authors of this paper and was verified by the methods of factorial and reliability analysis. The designed questionaire was used for the human resource evaluation and organizational climate interaction research. Interaction of human resource evaluation and organizational climate was analyzed and interaction models were designed using the method of multivariate linear regression.

Human resource evaluation and organizational climate interaction research enabled to compose six interaction models and one complex model, which is provided in the network diagram. Created models allow better understanding of human resource evaluation and organizational climate interaction as well as its forms. The research on interaction of human resource evaluation and organizational climate showed that in general those two dimensions of organizational evaluation are closely interrelated. They not only affect each other, but also form various network models that define the complexity of interaction and its general construct.

DOI: http://dx.doi.org/10.5755/j01.ee.24.3.3897