Building sustainable workplaces: The role of organizational climate and recognition on employee task performance in Vietnamese SMEsThis research aims to study the relationships between Organizational Climate and Task Performance through Organizational Recognition in the context of small and medium-sized enterprises (SMEs) in Da Nang, Vietnam. Structural Equation Modeling (SEM) is used to examine the direct and indirect (mediated) relationships among the independent variables, the mediator, and the dependent variable. The population of this study is individual employees in SMEs; 402 respondents were obtained through a convenience and volunteer sampling method. The empirical results demonstrated an excellent model fit. The path analysis revealed that all four dimensions of Organizational Climate had significant positive direct effects on Organizational Recognition (p < 0.001), and that Organizational Recognition was significantly associated with Task Performance. Bootstrap analysis with 5000 resamples and bias-corrected 95 % confidence intervals indicated that all four indirect effects through Organizational Recognition were statistically significant. Standard of Work was fully mediated by Organizational Recognition, whereas Organizational Structure, Responsibility, and Commitment were partially mediated, retaining significant direct associations with Task Performance. These results suggest that, in the SME context of Da Nang, Organizational Recognition is an important mechanism through which a supportive climate is associated with employee performance. The study provides insights for SME management seeking to strengthen recognition practices as part of a more humane and socially sustainable work environment.

Information from the abstract

This research aims to study the relationships between Organizational Climate and Task Performance through Organizational Recognition in the context of small and medium-sized enterprises (SMEs) in Da Nang, Vietnam. Structural Equation Modeling (SEM) is used to examine the direct and indirect (mediated) relationships among the independent variables, the mediator, and the dependent variable. The population of this study is individual employees in SMEs; 402 respondents were obtained through a convenience and volunteer sampling method. The empirical results demonstrated an excellent model fit. The path analysis revealed that all four dimensions of Organizational Climate had significant positive direct effects on Organizational Recognition (p &lt; 0.001), and that Organizational Recognition was significantly associated with Task Performance. Bootstrap analysis with 5000 resamples and bias-corrected 95 % confidence intervals indicated that all four indirect effects through Organizational Recognition were statistically significant. Standard of Work was fully mediated by Organizational Recognition, whereas Organizational Structure, Responsibility, and Commitment were partially mediated, retaining significant direct associations with Task Performance. These results suggest that, in the SME context of Da Nang, Organizational Recognition is an important mechanism through which a supportive climate is associated with employee performance. The study provides insights for SME management seeking to strengthen recognition practices as part of a more humane and socially sustainable work environment.

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Related topics: Employee Performance and Management · Job Satisfaction and Organizational Behavior · AI and HR Technologies