The satisfaction and retention of employees is a major concern of CEOs and HR departments today. They know that an enjoyable work environment with a culture that promotes a sense of belonging and commitment to the task is a strong competitive advantage.
Times change, and societies and their needs as well. As the new era of knowledge implies that firms are more or less competitive as intellectual capital management, a vital component of this intangible asset is the organizational climate, the result of the company’s relationship with its employees on a day to day, the internal standards management, internal communication, training as required, for performance compensation and benefits and all actions and processes that affect the work environment, among others.
Litwin and Stinger Experts raise nine dimensions that make up the organizational climate are: structure, responsibility, reward, challenge, relationships, cooperation, standards, conflict and identity. Structure is related to the organizational structure determines the relationships within the company, the liability of the company to employees and vice versa, compensation and rewards, the challenge proposed by the job, standards to which you want to go ( training, etc..) that such conflicts are generated and how they are managed and the identity of the company, how it is constructed and how it is perceived by employees.
According to the Royal Spanish Academy, perception is the “inner sense that it made an impression on our senses materials” so that each of the above aspects are internalized and perceived by employees differently from what you expect the company .
Alexis Goncalves, Honorary Member of the American Society for Quality (SLC) and Vice President for Latin America Quality Management Citibank is one of the main references in this regard, stating that the concept of perception is key to understanding the importance of organizational climate.
The revolution of mass production opened a cultural path, which allowed workers to access their pay for the same product that they were finished and the economic system is fed back thanks in part to this “dual participation” of the market trabjador.
At the time the worker was a cog in a line of production and consumption. Today is an individual producer added value for the company and generating social capital in society. It is then the measurement of organizational climate, the proper tool to analyze which is the employee’s perception about the company and its market performance. The measurement of the work environment, (almost always through direct encuenstas) is the means to work towards an optimal organizational climate.
In the Information Age, in which all concepts, research, and change comes at the same time management and employees, responsible management of human capital must necessarily be people-centered.
The organizational climate lets us know if the traditions and practices of the company have a positive or negative perception among employees, considering themselves as viewers apathetic or active part of organizational processes. These ideas, workers often link them own perspectives and desires, which are very difficult for senior management to know if it is through a direct questioning. Relvancia other information that may arise, is the vision of how the structural relationship arises (top-down or more horizontal) view on their job in relation to the tasks, the autonomy that is given and commitment to the challenges that the job offers.
The proper generation of a positive internal culture for employees is essential in the search for an organizational climate where only internal conflicts take place, commitment to the organization is huge and the company is seen as a leading employer among its competitors.
And none of this can be detached from the notion of leadership. A good atmosphere is always dependent on nearby leaders, to motivate, to form interdisciplinary teams and believe in communication as the core of the relationship.
A negative organizational climate directly affects the objectives of the company, and it may seem invisible as their influence today all management experts agree that sooner or later, a bad working environment is synonymous with high turnover, low productivity, increased internal conflicts and the fall of the brand image.
The measurement of organizational climate is closely linked to the particular situation of each company, and can be made through specially designed questionnaires for each case. The general features that should have these studies are the analysis of two main areas: the individual orientation and results orientation. No effective climate survey without further action for improvement and no effective climate survey without consideration of respondent’s daily reality.
As part of the information society in which we live, the data obtained from the climate survey is useless if it is not used as a starting point of a progressive cultural change.
It is, ultimately, an overview of the company is a small partnership of interrelated individuals in a common goal which is the same company.
It is your attitude and evolving dynamics that determines the permanence of a company in a highly competitive market. It is the leader’s attitude horizontally ensuring a positive organizational climate and generate new ideas and actions.