Organizational climate

"The possibilities for a person to maintain positive behavior and behavior, which guarantee high performance and good work results, are scarce, if their perception of the organizational climate influences low motivation and job dissatisfaction."

Introduction

The effectiveness, efficiency, productivity and competitiveness are essential elements for an organization to obtain good work results and for this the conduct and behavior of human resources are decisive, with the organizational climate playing a preponderant role.

This material aims to provide readers with not only theoretical knowledge but different techniques to measure the organizational climate in the organization in question.

We will see how the worker's perception, taking into account psychological and other external factors, influences the determination of the organizational climate that he observes.

The climate has been investigated and studied by a large group of researchers, with the aim of determining the different variants that may exist, as well as determining their causes, their effects and how to work on their improvement under certain situations.

Concept and generalities on organizational climate

The organizational climate is not a static but a dynamic phenomenon, however its change is not as rapid as other processes that appear in organizations.

Climate is the result of certain objective elements that characterize an organization, such as its design and organizational structure, the different processes that operate in it, and the psychological elements of workers also intervene, being determined by the latter through their perceptions about the above characteristics and others, thus manifesting their conduct and behavior. In other words, the organizational climate is associated with the perceptions that the worker has about the work environment, which will be maintained or will vary depending on the interactions between the workers and the workers with the environment.

In addition to the aforementioned, the social and / or political events that occurred in the organization's environment also affect perceptions.

Having studied some generalities, we will express a concept about organizational climate that is as follows:

"The organizational climate is a phenomenon related to the factors of the organizational system and the psychological and motivating elements of workers, perceived by the latter and which determine their behavior in obtaining the results to be achieved."

Do not confuse the organizational climate with the organizational culture, since the latter is the set of beliefs, ideas, values, norms, shared by the people who make up the organization and how the organizational climate was expressed is determined by the perceptions of individuals about certain aspects or factors.

Some authors to the organizational climate also call it work climate, social climate, work climate, work atmosphere and others.

Importance of the organizational climate

This theme is of special importance for any organization, since the behavior of workers, determined by their perceptions, will greatly influence their performance in the processes; in making decisions; in the appearance of conflicts, in their management and in their solution; in the effectiveness, efficiency and productivity of work, as well as other indicators and general results of work.

Knowledge of the climate, through adequate feedback, allows corrective actions to be taken in the necessary cases, both structural at the level of the organization and in any subsystem of it, or the actions of the main managers and other managers.

Of course of vital importance is also job satisfaction or dissatisfaction in people.

Fundamental characteristics of the organizational climate

The organizational climate is a multicausal phenomenon, dynamic and diverse in its dimensions, the perceived elements belong to a set of variables among which the following stand out:

The design and the organizational structure standing out; the size of the organization together with its organizational chart and the number of hierarchical levels; the jobs, their division, cooperation and specialization of functions and tasks; delegation, decentralization and centralization of authority and decision-making.The environment and the environment in general whose incidents are perceived by the worker, either directly or indirectly, also have an impact on work behavior, being an important characteristic, for its variety in relation to the different organizations. Human resources and their management are closely related to the different processes of the organizations, which are perceived and characterize the climate, among them we have; communication, its direction and meaning,and if it is symmetric or complementary; the conflicts that have arisen, their management and solution; the relative position of the jobs and their consequent (or not) application of the salary and incentive system, the psychological situation of each worker, group or organization in general and other aspects such as values, norms and attitudes, seen through The perceptions characterize the organizational climate. Climate has a general character, that is, as a phenomenon for the entire organization, sometimes it can present itself with a particular character of a unit, attached to the organization, or also a department or division, this It is known as a microclimate, that is, what is perceived by workers in a unit may be different from what other people in different areas of the same organization perceive.So the climate can manifest or be identified at the levels: group, departmental or divisional, in units, throughout the organization. The climate differs from the task, since different climates can be perceived by people who carry out the same activity, other difference is with job satisfaction since the latter expresses an affective reaction towards their work or organization.

According to Litwin, G. and Stinger, H., in Organizational climate, express the characterization of the climate of an organization by the perception of several elements among which we mention some.

The structure, together with the physical element of it, are expressed on the rules, procedures, norms and others. On the decentralization of decision-making in relation to work, which they call responsibility. On the receipt of incentives. Relations, good relations between workers and of these with the bosses. Cooperation, help from the bosses towards the other employees. Belonging, feeling of the worker towards the organization. Conflict, appearance, management and solution of these by the managers of the organization.

Objectives for the study of the organizational climate

Among the objectives for the study of the organizational climate we can mention the following:

Determine, study and evaluate the state of job satisfaction of the workers to find aspects that may hinder the achievement of the programmed results. Determine sources of conflict that may also bring inappropriate results. Evaluate the behavior of decision-making and the actions that are put into practice. Be able to take corrective measures related to the plans put in place, determining and taking other actions. Correct behaviors of the bosses and managerial personnel in general.

Techniques (methods) used to measure the organizational climate

Various techniques are used to measure (evaluate) the organizational climate, among which are: questionnaires, interviews, direct observations, analysis of indicators of the organization.

These methods are applied in practice according to the characteristics of the organization and the objectives pursued. The questionnaires are very widely used, so we will deepen their study not only with their description but with some of their characteristics and observations and with application examples.

Questionnaires

As stated, they are of great application, and consist of the preparation of written questions or statements that express specific aspects related to the organization, it is recommended that they address current as well as future situations to outline the desired ideal. An organization is a system made up of subsystems, so another important aspect is to take them into account, for example: areas, departments, units, management personnel, non-managerial personnel, simple workers, professionals, and other elements according to the interests or objectives pursued and the characteristics of the organization. The questionnaire must be filled out anonymously and applied to a group of people who characterize a representative sample in order for the analysis to be effective and with reliable results.

A question of decisive importance is the elaboration (design) of the questionnaire which must have enough questions or statements to evaluate each aspect or dimension with the required depth, including the actual level to be measured, the precision of the approach so that with the application of different tests to the same person the results are similar; the measurement procedure must be homogeneous to be able to establish comparisons accurately; contemplate the specific aspects, without neglecting others that are common in the organization such as the support of the bosses, remuneration and incentives, as communication is established between managers and collaborators, and between the latter, if a reasonable degree of autonomy is allowed.

This technique allows access to great information and many people at the same time and in a short time, making it inexpensive to apply. It also enables homogeneous approaches to obtain adequate results.

See an example in the annex that expresses a guide with enough fidelity to be used in any organization, only with the appropriate adaptations based on the claims. It was taken from the following source, Methodological Compendium of the Institute of Studies and Investigations of Labor of Cuba. Section 6. Organizational Climate Topic.

Interviews

Interviews are another method to measure the organizational climate that is frequently used due to the amount of diverse data that can be obtained, as well as the possibility of going directly with the interviewee about different aspects and even some that may arise at the time of the interview.. Interviews with a considerable number of interviewees are also possible.

In order to achieve maximum effectiveness and efficiency, a series of aspects that are very important must be observed, such as: adequate preparation of the interview, preparing a guide that does not allow for improvisation; interviewers, in addition to possessing certain personal conditions for work, must be properly prepared; select the dimensions or variables that correspond to the characteristics of the organization and are in accordance with the objectives of the task, in order to collate and contrast the answers; explain in depth to the interviewees the objectives pursued and the conditions and importance of the work.

Direct observations

The method is based on direct observation of the work carried out and how it is carried out by the workers of the organization throughout the day and for periods that cover complete cycles, with the aim of not escaping relevant situations, as well as not taking into account aspects extraordinary that are not interesting for the objective of measuring the organizational climate.

Essential elements are the observers, who must be made up of highly qualified, experienced personnel, with observation capacity and trained specifically for the task of measuring the climate.

Due to the number of observations, the areas to be covered, the preparation and the time used, it is a method with a high cost.

Analysis of indicators

This objective method and with the possibility of easily obtaining the necessary data, is used as an element for indirect measurement of the climate and as a complement and support to another method used.

The data is from the reports or general plans of the organization among them: reports of absenteeism and fluctuation (rotation) of the workforce, work plans, and others.

As a general line with the use of any method, it is necessary that those who carry out the work of measuring or evaluating the climate participate in other activities of the organization such as: meetings, management councils, assemblies, etc., with the aim that they they can acquire experiences of the relations between managers and workers in general, such as communication between them, if their opinions and suggestions are heard, attended to and taken into account, the acceptance of the bosses by the collaborators, how the exercise of criticism and the treatment given to worker errors, and many other aspects that could be pointed out.

The use of combined methods is not ruled out.

Steps for evaluating the organizational climate

Some of the different methods for measuring and evaluating the organizational climate were studied in the preceding subtitle, now it is our responsibility to expose the general steps that we must follow to achieve the above, however they must be adapted to the characteristics of the organization and the objectives that Let's pursue depending on the dimensions or variables that are of our interest to measure.

The general steps are as follows:

General organization and planning of the work to follow. Determination and adjustment of the method or methods to be used. Application of the selected method. Analysis and evaluation of the results and preparation of the measures from the former. Reevaluation of the organizational climate in the agreed or determined period.

General organization and planning of the work to follow

As an essential aspect, two questions, first, the task to be undertaken must be thoroughly explained to the employees so that they are aware and contribute their criteria with the utmost objectivity and truthfulness, second, the preparation of those who will carry out this work must be adequate, in addition to possessing the same conditions as to be good motivators, communicators.

Having the dimensions or variables to be studied well determined for the subsequent step.

Planning of the entire process to follow.

Determination and adjustment of the method or methods to be used.

According to the characteristics of the organization, the dimensions and the objectives to be evaluated, the method or methods to be used are analyzed and determined, preparing and adjusting the questionnaires, interview guides or any other variant.

Application of the selected method

The application of the method must be carried out with the greatest rigor, effectiveness and efficiency, without this constituting an unnecessary delay that dilutes or makes the process more expensive. The work must not only be carried out at an appropriate psychological moment, but also the environmental conditions must be guaranteed.

Analysis and evaluation of the results and preparation of the measures from the first

Once the methods are applied, it is necessary to analyze and evaluate the results through the data obtained, this work must be meticulous by the specialized personnel we saw in the first step and the management of the organization will guarantee timely and consistent feedback with the workers. of the entity making them participants, as they are, of the activity that is carried out.

Take into account the collation of the results of all the analysis variants according to the planned dimensions or variables, not only to the organization as a whole.

With the previous results, prepare the plan of measures that guarantees the solution of the difficulties encountered, and may include the inclusion of aspects not covered, such as the rectification and adaptation of others.

Reevaluation of the organizational climate in the agreed or determined period.

The work does not culminate in the previous step, but a follow-up to the prepared program must be guaranteed, as well as a reevaluation in a period that is determined adequate, which could be six months or a year according to what is estimated.

Annexed

Organizational climate diagnosis questionnaire.

The proposed questionnaire aims to present a real guide proposed by the Pan American Health Organization (PAHO) for research and measurement of the organizational climate in any entity; it covers the variables of leadership, motivation, reciprocity and participation, and these in turn are divided into five subvariables; it was taken from the Methodological Compendium. (2001). Section 6 Organizational Climate of the Institute of Labor Studies and Research of the Republic of Cuba.

The activity consists of relating the ideal reflections (which may be true or false) about the questions presented, with what actually happens in the organization to be studied. If in each subvariable the coincidence of V or F gives us less than three, there are difficulties in it.

The general indications that were raised when studying this method are maintained.

1. The boss worries that we understand our work well. Leadership (Direction).

2. Generally we all contribute ideas to improve our work. Leadership (Encouragement to work).

3. Most of the work of this organization requires reasoning. Motivation (personal achievement).

4. This organization seeks that each one make decisions on how to carry out their own work. Motivation (Responsibility)

5. The atmosphere in this organization is tense. Motivation (Adequacy of working conditions).

6. People strive to fully fulfill their obligations. Reciprocity (Application to work).

7. Our colleagues often speak ill of the organization. Reciprocity (Care of institutional heritage).

8. This organization offers good training opportunities. Reciprocity (Remuneration).

9. Promotions here lack objectivity. Reciprocity (Equity).

10. Problems that arise between working groups are optimally resolved for the organization. Participation (Commitment to productivity).

11. The objectives of the departments are consistent with the objectives of the organization. Participation (compatibility of interests).

12. The information required by the different groups flows slowly. Participation (Exchange of information).

13. The adoption of new technologies is viewed with suspicion. Participation (Get involved with change).

14. It often happens that when a special problem arises, it is not known who should solve it. Leadership (Direction).

15. Here they are concerned with keeping staff informed of new techniques related to work, in order to improve its quality. Leadership (Encouragement for excellence).

16. Here all problems are discussed constructively. Leadership (Conflict resolution).

17. To meet the goals of the job we have to use all our capabilities. Leadership (Encouragement to work).

18. In this work I feel professionally accomplished. Motivation (personal achievement).

19. In this institution, those who work well are encouraged. Motivation (Acknowledgment of contribution).

20. The ideas we give about improving work are never really implemented. Motivation (Responsibility).

21. Working conditions are good. Motivation (Adequacy of working conditions).

22. Here one feels self-motivated with work. Reciprocity (Application to work).

23. It is nice to see the order that reigns in our workplace. Reciprocity (Care of institutional heritage).

24. I am very motivated to be part of this group. Reciprocity (Remuneration).

25. Disciplinary rules are applied subjectively. Reciprocity (Equity).

26. When there is a challenge for the organization, all departments actively participate in the solution. Participation (Commitment to productivity).

27. The important thing is to fulfill the objectives of the department, the rest does not matter. Participation (compatibility of interests).

28. Generally, when something is going to be done, my department is the last to know about it. Participation (Exchange of information).

29. Group initiatives do not receive support from higher levels. Participation (Get involved with change).

30. If a job seems difficult, it is delayed until it can be done. Leadership (Encouragement for excellence).

31. We can only tell our superior what he wants to hear. Leadership (Conflict resolution).

32. This department recognizes the value of workers. Motivation (Acknowledgment of contribution).

33. There is no clear determination of the functions that each must perform. Leadership (Direction).

34. Hardly anyone now strives to fulfill their obligations. Leadership (Encouragement for excellence).

35. When you don't know how to do something, nobody helps you. Leadership (Encouragement to work).

36. When we have a work-related problem, nobody is interested in solving it. Leadership (Conflict resolution).

37. There are groups whose norms and values do not favor the work of the organization. Motivation (personal achievement).

38. The development programs of this organization prepare the worker to advance within a given occupational career. Participation (Get involved with change).

39. Only errors are pending here. Reciprocity (Remuneration).

40. The worker is easily transferred or expelled here. Motivation (Acknowledgment of contribution).

41. In general, the work is done superficially or mediocrely. Motivation (Adequacy of working conditions).

42. Almost everyone does their job as they see fit. Reciprocity (Application to work).

43. We are really concerned about the prestige of the organization. Motivation (Responsibility)

44. Work efficiency does not imply recognition of any kind. Reciprocity (Care of institutional heritage).

45. Here each department works on its side. Reciprocity (Equity).

46. Power is concentrated here in a few departments. Participation (Commitment to productivity).

47. Periodically we have problems due to the circulation of inaccurate information. Participation (compatibility of interests).

48. Here one can develop his wit and creativity. Participation (Exchange of information).

49. Our boss is understanding but demands very little. Motivation (personal achievement).

50. Often jobs are started that are not known why they are done. Leadership (Encouragement to work).

51. The boss does not worry about ideas being contributed that improve the quality of work. Leadership (Direction).

52. Training programs are for the few. Leadership (Encouragement for excellence).

53. In this organization, being promoted means being able to face greater challenges. Reciprocity (Equity).

54. There is little freedom of action to carry out the work. Reciprocity (Remuneration).

55. Problems are analyzed using systematic methods to find creative solutions. Leadership (Conflict resolution).

56. The dedication of this group deserves recognition. Motivation (Acknowledgment of contribution).

57. Every decision that is made is necessary to consult with the superiors before putting it into practice. Motivation (Responsibility).

58. Normally people take responsibility for controlling their own work. Reciprocity (Application to work).

59. The significant majority of the workers in this organization are satisfied with the physical environment of our department. Motivation (Adequacy of working conditions).

60. We vehemently defend the work and image of our department. Reciprocity (Care of institutional heritage).

61. The team spirit of this organization is excellent. Participation (Commitment to productivity).

62. The limited resources of our department are easily shared with other groups in the organization. Participation (compatibility of interests).

63. Those who possess information do not easily disclose it. Participation (Exchange of information).

64. There are groups in this organization that oppose all changes. Participation (Get involved with change).

65. Each one has the necessary work elements. Motivation (Adequacy of working conditions).

66. Generally, people who work well are recognized in this organization. Reciprocity (Remuneration).

67. In general, we have many things to do and we do not know where to start. Leadership (Direction).

68. When we analyze a problem, the positions adopted by some of my colleagues are not always honest. Leadership (Conflict resolution).

69. Special recognition is normally given to good job performance. Motivation (Acknowledgment of contribution).

70. My boss does not care about the quality of work. Leadership (Encouragement for excellence).

71. Employees like to take over important jobs. Reciprocity (Application to work).

72. In general everyone treats the assets of the organization with care. Reciprocity (Care of institutional heritage).

73. Here the results are the fruit of the work of a few. Leadership (Encouragement to work).

74. Workers are proud to belong to this organization. Motivation (personal achievement).

75. Each one is considered as knowing his work and is treated as such. Motivation (Responsibility)

76. The performance of the functions is correctly evaluated. Reciprocity (Equity).

77. The different hierarchical levels of the organization do not collaborate with each other. Participation (Commitment to productivity).

78. Here all the departments live in permanent conflict. Participation (compatibility of interests).

79. Here the information is concentrated in a few groups. Participation (Exchange of information).

80. The upper levels do not lead to positive changes in the organization. Participation (Get involved with change).

Summary

We study not only theoretical knowledge but different techniques to measure the organizational climate in the entity in question, all of which are of great importance. for any organization, since the behavior of the workers determined by their perceptions will influence their performance in the processes; in making decisions; in the appearance of conflicts, its management and solution; in the effectiveness, efficiency and productivity of work and its knowledge allows taking corrective actions, both structural. At the level of the organization, as in any subsystem of this or of the actions of the main managers and other bosses, job satisfaction or dissatisfaction in people is of vital importance.

The concept of organizational climate was explained as follows:

"The organizational climate is a phenomenon related to the factors of the organizational system and the psychological and motivating elements of the workers, perceived by the latter and which determine their behavior in obtaining the results to be achieved."

Taking into account that the organizational climate is a multicausal phenomenon, dynamic and diverse in its dimensions whose central aspect is the perception of the worker, it is recommended to study the set of variables that characterize the climate. The objectives for the study of the organizational climate must be clear, because of its importance we reiterate:

Determine, study and evaluate the state of job satisfaction of the workers to find aspects that may hinder the achievement of the programmed results. Determine sources of conflict that may also bring inappropriate results. Evaluate the behavior of decision-making and the actions that are put into practice. Be able to take corrective measures related to the plans put in place, determining and taking other actions. Correct behaviors of the bosses and managerial personnel in general.

Center of our study to evaluate the organizational climate were the techniques or methods among which are: questionnaires, interviews, direct observations, analysis of indicators of the organization, where each one of them was explained, emphasizing the questionnaires for their use so widespread. Keep in mind that these methods are applied in practice according to the characteristics of the organization and the objectives pursued.

Without constituting a straitjacket, the general steps that we must follow to achieve an adequate evaluation were proposed, we reiterate, as with the techniques, they must be adapted to the characteristics and objectives that we pursue in the organization. The general steps are:

General organization and planning of the work to follow. Determination and adjustment of the method or methods to be used. Application of the selected method. Analysis and evaluation of the results and preparation of the measures from the former. Reevaluation of the organizational climate in the agreed or determined period.

As a guide for practical application see the attached annex.