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ORGANIZATIONAL CLIMATE

and
WORK RELATED ATTITUDE

Presented by

Dr. A.K. Subramani


D.E.E.E., B. Tech (IT)., M.B.A., Ph.D., UGC NET.,

Asst. Professor (Sr. Grade),


Department of Managemment Studies
Email: draksubramani@gmail.com
Mob: 9884485825 / 9841648879
COMING UP
Organizational Climate (OC) Meaning and
Definition
Components of Organizational Climate
Attitude and Work related attitude - Definitions
Employees Work related attitude Factors
Relationship between Organizational Climate and
Employees work related attitude
Job satisfaction and its framework
Organizational commitment - Meyer and Allen
model.
Job involvement - Lodahal and Kejner Model.
ORGANIZATIONAL CLIMATE-
Meaning
Organizational climate refers to a descriptive perception of a set
of attributes of a work environment.
Organizational climate is a relatively enduring quality of the
internal environment that is experienced by its members,
influences their behaviour.
Organizational climate refers to the team spirit at the
organizational level.
Organizational climate is having strong relationship with
individuals level of
job satisfaction,
involvement,
commitment, and
motivation.
ORGANIZATIONAL CLIMATE-
Meaning (Contd.)
Organizational climate is having direct bearing on
employees satisfaction.
The satisfaction of employees with organizational climate
enhances positive organizational outcomes such as
Job satisfaction,
Employee motivation
Job involvement,
Improved productivity or performance,
Organizational commitment
Cohesiveness of co-workers, etc.

It also reduces the negative outcomes such as


Deviant behaviour at work, and
Absenteeism,
Employee turnover, etc.
ORGANIZATIONAL CLIMATE-
Definition
According to Stringer (1998), Climate is a set of
measurable properties of the work environment, based
on the collective perceptions of the people who work in
the environment and demonstrated to influence their
motivation and behaviour.
Organizational climate is the recurring patterns of
behaviour, attitudes and feelings that characterize life in
the organization more related to atmosphere and values.
Purohit, B., & Wadhwa, A. (2012), Organizational
climate has important outcomes at
individual,
group, and
organizational levels;
and can greatly influences
job satisfaction,
individual job performance, and
organizational performance.
ORGANIZATIONAL CLIMATE
- Components
Organizational Climate
Questionnaire (OCQ) by Human
Litwin and Stringer (1968), Relations
which comprises 50 items
that assess nine dimensions
of climate. Internal Process
Organizational Climate Organizational
Questionnaire developed by Climate
Litwin and Stringer has four
quadrants, such as Open Systems
Human Relations
Internal Process
Open Systems Rational Goal

Rational Goal
ATTITUDE
Attitude is disposition, demeanour; it is a manner of
doing things.
It is the spirit that underlies our behaviour.
It is the bearing and feeling that we put with our
actions and the temperament that defines who we are
and what we do.
While a good attitude connotes a caring, positive and
upbeat approach, a bad attitude is sullied by
uncaring, rude and negative behaviour.
WORK RELATED ATTITUDE
The employee may possess different attitudes on a
wide variety of subjects, it is only work related
attitude that are important when it comes to studying
organizational behaviour.
The main factors of work-related attitudes are:
Job satisfaction
Organizational commitment
Job involvement
EMPLOYEES WORK RELATED
ATTITUDE - Factors
Job Satisfaction

Employees
Organizational
work related
attitude Commitment

Job Involvement
ORGANIZATIONAL CLIMATE Vs.
EMPLOYEES WORK RELATED
ATTITUDE
Human
Relations JOB
SATISFACTION

Internal
Process EMPLOYEES
WORK ORGANIZATIONAL
ORGANIZATIONAL
RELATED COMMITMENT
CLIMATE
ATTITUDE

Open Systems

JOB
INVOLVEMENT

Rational Goal
JOB SATISFACTION
Job satisfaction can be described as ones feelings or state of
mind regarding the nature of the work.
Oshagbemi (2000), Organizations that have goals to achieve
require satisfied and happy staff. Job satisfaction is the degree
to which employees enjoy their work Job satisfaction is an
integral component of Organizational Climate and an
important element in management employee relationship
Job satisfaction can be influenced by a variety of factors such as
Interpersonal relationship and supervisory support
the quality of the physical environment in which they work and
the degree of fulfilment in their work (Lambert, Pasupuleti, Cluse-
Tolar and Jennings, 2008).
JOB SATISFACTION

Personal Satisfaction

Working conditions
Job Satisfaction
Professional support

Pay and
Prospects
ORGANIZATIONAL COMMITMENT
Commitment reflects employees sense of pride in
belonging to the organization and their degree of
commitment to the organizations goals.
Meyer and Allen (1991) conceive of organizational
commitment as reflecting three core themes, namely
affective,
continuance and
normative commitment.
Commitment can be seen as an affective point of
reference towards the organization (affective commitment),
acknowledgement of the consequences of leaving the
organization (continuance commitment), and
an ethical responsibility to stay with the organizations
(normative commitment) (Meyer & Allen 1991).
MEYER AND ALLEN MODEL OF
ORGANIZATIONAL COMMITMENT
Affective commitment
Personal characteristics Affective
Commitment
Work experiences

Continuance commitment
Personal characteristics Continuance
Organizational
Alternatives commitment
commitment
investments

Normative commitment
Personal characteristics
Normative
Socialization experiences
Commitment
Organizational investments
JOB INVOLVEMENT
Job involvement refers to the degree to which individuals
psychologically identify with their present job (Kanungo,
1982).
For highly involved employees, their jobs seem inexorably
connected with their very identities, interests and life goals,
and are crucially important (Mudrack, 2004).
Job involvement develops in the individual through a long
and meaningful process (Lodahl and Kejner, 1965 as cited
in Dimitriades, 2007).
The prevailing assumption in research is that high job
involvement is an inherently desirable attribute of
employees
LODAHL AND KEJNER MODEL -
JOB INVOLVEMENT
Job characteristics

Remuneration and
Benefits

Motivation Job involvement

Employee personality

Training
CONCLUSION
This earlier studies evident that organizational climate
is having positive impact on employees work related
attitude and its components such as job satisfaction,
organizational commitment and job involvement.
The organizational climate plays a vital role in
determining the organizational performance. In
supportive organization climate, the attrition rate will
be low, which will result in higher productivity that all
would motivate the employees to perform
enthusiastically.
Employees will utilize their knowledge and skills in
everything they design, develop and serve.
Organizational climate is an essential element of IT
companies if the value and potential of its people is to
be harnessed and grown.
CONCLUSION (Contd.)
When employees are happy with their climate of the
organization, they are committed to stay with the organization
and are unwilling to exit from their current job.
Increased commitment will also increase their competence.
But to increase the job satisfaction and organizational
commitment, the compensation and managerial support plays
critical role, as the results show that these two are core
variables in increasing commitment of employees in IT
industry.
This in turn inherits a positive attitude towards the work the
employees job involvement.
So it is found that compassionate organizational climate
cultivate the positive attitudinal outcomes for the employees
and overall development for the organizations as well.
REFERENCES
S.No Book Name
1
Aswathappa, K, "Organisational Behavior", Himalaya Publishing House, 2007.
2
Aswathappa, K, "Organisational Behaviour: Text, Cases & Games ", 2014.
3
Beaumont, P B, "Human Resource Management Key Concepts and Skills", Sage Publications,
1993, Pp 34
4
Benjamin Schneider, Ehrhart Mark G., William H. Macey, "Organizational Climate and
Culture: An Introduction to Theory, Research, and Practice (Series in Organization and
Management) ", Routletge Publishers, 2013.
5
Bibhuti Bhusan Mahapatro, "Human Resource Management", New Age Interational
Publishers, 2010, Pp 274.
6
Charmine E. J. Hartel, Wilfred J. Zerbe and Neal M. Ashkanasy, "Emotions in
Organizational Behavior", Lawrence Erlbaum Associates ,Publishers, 2005, Pp 355-356.
7
Charmine E. J. Hartel, Wilfred J. Zerbe, and Neal M. Ashkanasy, "Emotions in
Organizational Behavior", Lawrence Erlbaum Associates, 2005, Pp. 77.

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