Organisational Climate
Organisational climate and job satisfaction are separate, but related constructs and both affect the understanding of the working environment and employee level of job satisfaction. Purpose of this essay is to explain the relationship between organisational climate and job satisfaction to determine the perception of the employees working environment influence whether their level of satisfaction.
Organisational climate is a relatively enduring quality of the internal environment of an organization that (a) is experienced by its members, (b) influences their behavior, and (c) can be described in terms of the values of a particular set of characteristics (or attributes) of the organization (Mullins, 2013). Organisational climate in particular is constantly contested changes affecting organizations today (Nair, 2006). To get ahead of their competitors organizations are constantly striving to improve their productivity. According to Brown and Leigh (1996), organizational climate is now becoming more important than before due to the organisation must ensure that those who add value to the bottom line will want to stay in the organisation and want to continue pouring their efforts in their work for the future benefits of the organisation.
There is a belief that the organisational climate exists at three different levels. According to James and Jones (1974), there are two kinds of organisational climate and psychological climate, with the first term, when the recommended organisational climate is seen as an attribute and it is consequences when the climate is considered to be an individual attribute. Psychological climate is therefore studied on the individual level of analysis, referring to descriptions of individuals, policies and processes, while organisational climate is measured by the average perception of members of the collective descriptions referring to the same environment (Joyce and Slocum, 1982).
According to Watkin and Hubbard (2003), more successful
Organisational climate is a relatively enduring quality of the internal environment of an organization that (a) is experienced by its members, (b) influences their behavior, and (c) can be described in terms of the values of a particular set of characteristics (or attributes) of the organization (Mullins, 2013). Organisational climate in particular is constantly contested changes affecting organizations today (Nair, 2006). To get ahead of their competitors organizations are constantly striving to improve their productivity. According to Brown and Leigh (1996), organizational climate is now becoming more important than before due to the organisation must ensure that those who add value to the bottom line will want to stay in the organisation and want to continue pouring their efforts in their work for the future benefits of the organisation.
There is a belief that the organisational climate exists at three different levels. According to James and Jones (1974), there are two kinds of organisational climate and psychological climate, with the first term, when the recommended organisational climate is seen as an attribute and it is consequences when the climate is considered to be an individual attribute. Psychological climate is therefore studied on the individual level of analysis, referring to descriptions of individuals, policies and processes, while organisational climate is measured by the average perception of members of the collective descriptions referring to the same environment (Joyce and Slocum, 1982).
According to Watkin and Hubbard (2003), more successful
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