In the second half of the 21st century in an uncertain and changing environment in the economic and geopolitical sphere, organizations must adapt to changes, but to do so successfully they must have the identification and commitment of their most valuable resource, the human resource. It is there where a widely studied topic becomes relevant, but it should be of primary interest in organizations, the Organizational Climate.
We can define the Organizational Climate as the set of perceptions that workers have about their organization and how these affect their job performance.
The Organizational Climate is affected by multiple factors, such as leadership style, existing level of motivation, the way in which decision-making is carried out, the predominant type of communications, the way in which organizational objectives are set and by the use made of the means of control, among others.
That is why an adequate management of the Organizational Climate, since it must not only translate into the satisfaction of the workers but also has to do with how the worker feels committed and involved with their work environment beyond the responsibilities of their This position also has to do with how the organization gives the necessary support or support so that, together with this commitment, the worker is effective in what he does.
In this sense, talking about climate is not only about feeling good or that the worker is motivated, but also that all workers as a result of their own emotional attachment to their organization, together with the support they feel from it, can generate performance. efficient and effective in their work.
In this order of ideas, one of the “key” elements to improve the Organizational Climate is that organizations must have their Organizational Vision, Mission and Objectives clearly defined and communicate them to all workers in a timely manner. This last point is vital because in this way the workers can know how with their contribution they contribute to the expected achievements of the organization.
Likewise, it is very important that the work environment has leaders who seek to achieve results, but based on the good management of human resources, and not who seek to achieve results at all costs, without valuing and respecting workers accordingly. For this, the full application of participatory management, the establishment of fair remuneration scales, the use of adequate and transparent evaluation systems, the determination of career lines that allow all workers to reach the highest managerial levels in based on its merits, full respect for the current regulatory framework on occupational health and safety, as well as respect for labor rights,so that these elements are the pillars of human resource management in any organization.
Precisely a mismanagement of human resources in an organization influences the Organizational Climate, which results in workers not feeling motivated or emotionally identified with their organization, which affects the results of their work area and therefore in the results of the organization in general.
In conclusion, we can indicate that organizations, in this second half of the 21st century, in an uncertain economic and geopolitical context, where the only constant is change, must be prepared to successfully face the challenges that arise, but for this They undoubtedly need the support, identification and commitment of their human resources, and that is where the Organizational Climate becomes relevant, so that managers give it the importance it deserves in their strategies for managing their human resources.
