A Study On Organizational Climate And Employee Performance

The primary subject matter of this case involves the job satisfaction and organizational commitment on a company’s workforce. The case depicts a firm’s concern about the value of individual motivation and their affective commitment to their organization. And this evaluated by using Maslow’s Hierarchy of Needs (1954), Herzberg’s Two-Factor Theory of Satisfaction (1959, 1968), Meyer and Allen’s measure of Organizational Commitment (1997), and Fishbein and Ajzen’s Theory of Reasoned Action and Planned Behavior (1975) that could make critical organizational outcomes to be best which are being negatively impacted.

Organizational climate is the feeling of the overall organization. Glisson (2015) refers to leadership as meeting the need of its members play a huge role in the climate. The leadership behavior determines all staff and the culture of the organization. Also, the organizational climate plays a role in relationships among staff. If the leaders within the organization have discord than it will reflect in all staff (Hemmelgarn, 2006). Task oriented jobs play role in both retention and how one feel regarding the organization. If the climate of the organization is not designed to allow the DCW to be involved in the decision making process of patient care, it will decrease motivation, job satisfaction, and increase retention (Riggs & Rantz, 2001).

These variables were selected because they have a direct impact on job attitude. Job satisfaction, organizational commitment, and job involvement are the determinants of how an individual perceives, feels and believes about a certain job; however, there is a relationship between job attitude and these variables. Job satisfaction relates hand-in-hand with job attitude since the individuals content level on the job makes him/her have a positive or negative feeling about the job by either liking or disliking

Organizational commitment is one of the two individual outcomes derived from individual mechanisms like job satisfaction, stress, motivation, trust, justice, ethics, and learning and decision making. These mechanisms and outcomes can be found on the integrative model of organizational behavior (OB). Colquitt, LePine, and Wesson defined organizational commitment in their Organizational Behavior 5th Edition book as the desire of an employee to remain a member of the organization (p 64).

There are three separate dimensions to organizational commitment: 1. Affective commitment is an emotional attachment to the organization and a belief in its values. For example, a Petco employee may be affectively committed to the company because of its involvement with animals. 2. Continuance commitment is the perceived economic value of remaining with an organization. An employee may be committed to an employer because she is paid well and feels it would hurt her family to quit. 3. Normative commitment is an obligation to remain with the organization for moral or ethical reasons. An employee spearheading a new initiative may remain with an employer because he feels he would “leave the employer in the lurch” if he left." (Robbins & Judge, 2011, p 77)

The article was about leadership and motivation in the organization. How to measure organizational climate and the effect it has on the company. Organizational climate is the way a employee relates to there manager or leader. The relationship that the two share whether its good or bad and how it effects the labor of the employee. The environment that the organization operates in and how the employees adapt to it. Good leaders should focus on motivating their employees. High performance climate is measured by a employee doing what ever it takes to achieve there goals in the organization. Low performance climate is measured when employees are not achieving there goals and not always completing their daily task. The better the leadership is in an organization will tell show in the labor that is produce from its employee. Good leadership in a organization makes the work environment a better place for every one in the organization and will help produce good labor.

The authors purpose is to make the reader understand organizational climate defined as the policies, practices, and procedures that are rewarded, supported, and expected in an organization regarding a specific organizational domain, such as safety, innovation, customer service, and ethics such as climate for service, climate for safety and ethical climate. The climate for service can be evaluated by employees and customers on the level of customer service. Generally, when it is a strong climate the results will be the same. The climate of safety refers to employee perceptions of an organization's policies, practices, and procedures regarding safety that are rewarded, supported, and expected from employees. The ethical climate can be thought of as shared perceptions among group members regarding what constitutes ethically correct behavior and how ethical issues should be handled within an organization. The assessment of the organizational climate may reveal that the strategic direction of the organizational interest may not be perceived in organizational practices, policies and procedures and the organization may need to redesign to better align with their interest.

Organizational commitment is critical to organizations due to the desire to retain a strong workforce. Organizations want to know why employees stay or leave their organizations so if correction is needed they have some tools to proceed with the correction. High turnover of employees in an organization can determine if an organization is successful or not. While turnover is related to all three areas of commitment researchers have determined that Affective commitment is one most associated with absenteeism and organizational citizenship (Williams J. 2004).

Many may argue that job satisfaction and organizational commitment are the same, but they are actually different.

Employee commitment is relative to the worker which tell us the level of involvement and loyalty to the Organization in which they are working. A considerable test is done to find out the linkage between job satisfaction with organizational commitment, job attitude and performance which is also depend upon the other work related problems. Researcher also found a complex relation between job satisfaction and performance. It is not clear in the past literature that whether job satisfaction depend on performance or performance depend on the job satisfaction (Bagozzi et al 1980, Linz et al).Organizational Commitment is very important because it determines that whether employees are likely to leave their job or improve their performance. Organizational Commitment theories was given by the Mayer & Allen. According to this theories the organization commitment have three multi-dimensional Components:

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

Job satisfaction is an attitude that employees have about their work and can related to the performance of a company. Job satisfaction as the key attitude related to employee behaviours and the work outcome. Organizational commitment is a psychological state that binds an employee to an organization.

What Is Organisational Climate? The term “organisational climate” can be used in either a technical or a colloquial sense. As a technical term, it is defined as “a set of measurable properties of the work environment, based on the collective perception of the people who live and work in the environment and demonstrated to influence their motivation and behaviour.” As an everyday term, it describes the way it feels to work in an organisation. People use “climate” as a catchall phrase to describe the overall “tone” or

To see any association that might help better understand the relationship between job satisfaction and job commitment, the researcher conducted Pearson’s correlation between Co-worker relation, Supervisor relation, The work itself, Working condition, Pay and promotion, Wage per hour, Congruence with ideal, Years in the current center, Years in the filed, Age group, Profession commitment, Field commitment and Overall commitment (Table 5).

The following Review of Literature has given more importance to the some of the variables. i.e. A number of researchers and theories have been paying attention in the QWL concept and they have tried to identify the different kinds of dimensions that determinants the QWL.