Impact of Organisational Climate, Organisational Commitment, Occupational Commitment and Self-Efficacy on Organisational Effectiveness of Human Service Organisations

Abstract

Organisational effectiveness (OE) and its antecedents in the context of non-profit sector are not much researched topics while they are widely discussed in management literature. Using data from a cross-sectional survey of employees of community welfare organisations in two cities of India, the relationship of variables like organisational climate, organisational commitment, occupational or job commitment and self efficacy on organisational effectiveness (OE) was investigated. Results of one way ANOVA indicated significant variation in the perception of OE by demographic variables. Hierarchical multiple regression analysis was carried out to check relationship of variables on OE. Significant background variables: religion, urban/rural residence in childhood and tenure were entered into the hierarchical regression first. Self-efficacy and occupational commitment were entered next, since they are more personal in nature. Organisational commitment and organisational climate were entered in the last step. The findings highlight impact of organisational climate and commitment on organisational effectiveness. Occupational commitment which did not emerge significant in step 2 became a significant predictor of OE, after the inclusion of climate and organisational commitment. This indicates that, commitment to the occupation alone is not sufficient for organisational commitment. Organisational climate will over and above affect commitment to organisation. However, organisational commitment had a direct effect on OE and organisational climate. Implications are discussed.