Organisational Climate – An Indicator to Organisational Health and Performance
Organisational Climate – An Indicator to Organisational Health and Performance
By
Berinder Singh Kullar
Research Scholar – CMJ University, Shillong
Under guidance of Dr Manjeet Kaur Kaushal
CMJ University (Faculty of Management and Commerce)
Introduction
Organisations are distinguishable in many ways from each other in ways the employees feel, behave and work. The attitudes of employees vary in terms of their behavior towards their job, towards their co-workers, towards their customers and also towards themselves. This behaviour is affected by the organization itself by offering the conditions for employees to work. These conditions are often referred to as “Climate” and the variance in this climate directly attributes and can be a powerful influence on individual’s expectations, behaviour and performance. It can also be equated with the employees perception of environment existing in an organisation – “how it feels to be a member of the organisation”. This psychological environment of an organisation which affects employee’s behaviour is commonly referred to as Organisational Climate.
Organisational Climate is different from commonly misunderstood and majorly confused with
Organisational Culture. Organizational Culture refers to the shared realities, values, symbols and rituals held in common by members of an organization that contribute to the creation of norms and expectations of their behaviour (Scholl, 1983; Schein, 1990; Shockley-Zalabak and Morley, 1989).
The perception of this atmosphere that is “how it feels to be a member of the organization” is often referred to as Organizational Climate (Cooke and Rousseau, 1988). While organizational climate can be a powerful influence on individuals' expectations, behaviour and performance, the effect of the organizational context naturally may vary across organizations and may affect individuals or groups in the same organization differently (Mowday and Sutton, 1993).
Organisational
By
Berinder Singh Kullar
Research Scholar – CMJ University, Shillong
Under guidance of Dr Manjeet Kaur Kaushal
CMJ University (Faculty of Management and Commerce)
Introduction
Organisations are distinguishable in many ways from each other in ways the employees feel, behave and work. The attitudes of employees vary in terms of their behavior towards their job, towards their co-workers, towards their customers and also towards themselves. This behaviour is affected by the organization itself by offering the conditions for employees to work. These conditions are often referred to as “Climate” and the variance in this climate directly attributes and can be a powerful influence on individual’s expectations, behaviour and performance. It can also be equated with the employees perception of environment existing in an organisation – “how it feels to be a member of the organisation”. This psychological environment of an organisation which affects employee’s behaviour is commonly referred to as Organisational Climate.
Organisational Climate is different from commonly misunderstood and majorly confused with
Organisational Culture. Organizational Culture refers to the shared realities, values, symbols and rituals held in common by members of an organization that contribute to the creation of norms and expectations of their behaviour (Scholl, 1983; Schein, 1990; Shockley-Zalabak and Morley, 1989).
The perception of this atmosphere that is “how it feels to be a member of the organization” is often referred to as Organizational Climate (Cooke and Rousseau, 1988). While organizational climate can be a powerful influence on individuals' expectations, behaviour and performance, the effect of the organizational context naturally may vary across organizations and may affect individuals or groups in the same organization differently (Mowday and Sutton, 1993).
Organisational