Positive Organizational Climate Research Articles

HOW ORGANIZATIONAL CLIMATE AFFECTS THE JOB SATISFACTION

Employee job satisfaction is crucial for organizational success and productivity. The organizational climate, comprising factors such as leadership styles, communication patterns, and organizational culture, plays a significant role in shaping employee perceptions and experiences within the workplace. This thesis explores the relationship between organizational climate and job satisfaction, aiming to provide insights into how organizational factors impact employee satisfaction levels. Through a comprehensive review of existing literature and empirical research, this study examines the various dimensions of organizational climate and their influence on job satisfaction. The research methodology involves surveys and interviews conducted within diverse organizational settings to gather data on employees' perceptions of the organizational climate and their levels of job satisfaction. The findings reveal a strong correlation between positive organizational climates characterized by open communication, supportive leadership, opportunities for growth and development, and high levels of job satisfaction among employees. Conversely, negative organizational climates marked by ineffective communication, autocratic leadership, and a lack of recognition and reward systems are associated with lower levels of job satisfaction and increased turnover rates. Furthermore, this thesis investigates the mediating role of factors such as employee engagement, organizational commitment, and perceived fairness in the relationship between organizational climate and job satisfaction. Understanding these underlying mechanisms can provide organizations with actionable insights to enhance employee satisfaction and foster a positive work environment. Organizational climate plays a pivotal role in shaping employees' perceptions, attitudes, and overall job satisfaction within an organization. This master's thesis aims to delve into the intricate relationship between organizational climate and job satisfaction, focusing on understanding how various dimensions of organizational climate influence employees' satisfaction levels. The research methodology employed in this study involves a mixed-methods approach, utilizing both quantitative surveys and qualitative interviews to gather comprehensive data.

Managers' Micro-Communities Matter: The Impact of Clinical Supervision Team on Therapist Perception of the Organization.

Positive organizational climate - employee perceptions of their work environment and the impact of this environment on well-being and functioning - is associated with desirable organizational and client-level outcomes in mental health organizations. Clinical supervisors are well-positioned to impact organizational climate, as they serve as intermediaries between higher-level administrators who drive the policies and procedures and the therapists impacted by such decisions. This cross-sectional study examined the role of clinical supervisors as drivers of therapist perceptions of organizational climate within supervisory teams. Specifically, the present study investigated: (1) shared perceptions of organizational climate among therapists on the same supervisory team; (2) predictors of therapist climate perceptions. Eighty-six therapists were supervised by 22 supervisors. Indices of interrater agreement and interrater reliability of therapists on the same supervisory team were examined to determine shared or distinct perceptions of organizational climate. Multi-level models were used to examine whether supervisor attitudes towards evidence-based practices and therapist perceptions of supervisor communication predicted perceived organizational climate. Results showed perceptions of organizational cohesion and autonomy were shared among therapists on the same supervisory team and distinct from therapists on different supervisory teams. Therapist perceptions of their supervisor's communication was positively associated with perceptions of organizational cohesion and autonomy. These findings align with emerging evidence that middle managers shape their employees' experience of their work environment through communication strategies. These findings also point to the potential for intervening at lower organizational levels to improve overall organizational climate.

The Influence of Work Culture and Proactive Personality on Job Satisfaction and its Impact on Job Performance

The objective of this study is to examine the interplay between work culture, proactive personality, job satisfaction, and job performance among employees, with a focus on investigating whether job satisfaction mediates the relationship between work culture and proactive personality with job performance. The scope of the research encompasses analyzing these factors within the context of organizational dynamics and employee behavior, aiming to provide insights for organizations to optimize their work environments and enhance employee performance. This study delves into the intricate relationship between work culture, proactive personality traits, job satisfaction, and employee performance. By exploring whether job satisfaction mediates the link between work culture, proactive personality, and performance, the research seeks to enhance working conditions and employee effectiveness. Employing Partial Least Square (PLS) analysis within Structural Equation Modeling (SEM), the study examines these relationships, revealing robust levels of work culture (mean = 4.17), proactive personality (mean = 4.07), job satisfaction (mean = 3.84), and performance (mean = 4.05), indicative of a positive organizational climate. Regression analysis underscores the significant impact of work culture and proactive personality on job satisfaction and performance, highlighting the importance of nurturing these attributes for heightened employee satisfaction and productivity. Ultimately, the study emphasizes the profound influence of work culture and proactive traits on job satisfaction and performance, advocating for the cultivation of positive work environments and proactive characteristics. Moreover, the identification of job satisfaction as a mediator offers valuable insights for organizational strategies aimed at improving employee satisfaction and productivity.

Association of nurse managers' paternalistic leadership and nurses' perceived workplace bullying: The mediating effect of organizational climate.

To explore the association between nurse managers' paternalistic leadership and nurses' perceived workplace bullying (WPB), as well as to examine the mediating role of organizational climate in this association. There is a lack of empirical evidence regarding the relationship between nurse managers' paternalistic leadership, organizational climate and nurses' perceived WPB. Clarifying this relationship is crucial to understand how paternalistic leadership influences WPB and for nursing managers to seek organizational-level solutions to prevent it. A cross-sectional survey was performed from 4 January to 10 February 2022, in six tertiary hospitals in mainland China. Demographic information, Paternalistic Leadership Scale, Organizational Climate Scale and Negative Acts Questionnaire-Revised were used in the survey. Descriptive statistics, Spearman correlation analyses and a structural equation model were used for data analysis. A total of 5093 valid questionnaires were collected. Moral leadership and authoritarian leadership have both direct and indirect effects on WPB through the mediating effect of organizational climate. The former is negatively related to WPB and the latter is positively related to WPB. Benevolent leadership was only negatively associated with WPB via the mediating effect of organizational climate. The three components of paternalistic leadership have different effects on WPB through the mediating effect of organizational climate. Nurse managers are recommended to strengthen moral leadership, balance benevolent leadership, reduce authoritarian leadership and strive to create a positive organizational climate in their efforts to mitigate WPB among nurses. This study enhanced our comprehension of the relationship between different leadership styles and WPB. Greater emphasis should be placed on moral leadership in the promotion of nursing managers and nursing leadership training programs. Additionally, nursing managers should focus on establishing a positive organizational climate that helps to reduce WPB. No patient or public contribution. This study did not involve patients, service users, caregivers or members of the public.

Molding the Future: The Integral Role of Leadership Styles in Shaping Organizational Success

This research provides a comprehensive examination of various leadership styles and their impact on organizational success. The study delves into the characteristics and effects of transformational, transactional, autocratic, democratic, authentic, spiritual, knowledge-oriented, and leadership commitment styles on key organizational outcomes such as employee satisfaction, innovation, and financial performance. Transformational leadership is highlighted for its ability to inspire and engage employees, fostering an environment conducive to innovation and adaptability. Transactional leadership, while effective in stable and predictable environments, shows limitations in dynamic settings requiring creativity. Autocratic leadership, often associated with diminished employee morale, contrasts with democratic leadership, which promotes employee participation and satisfaction. Authentic leadership emerges as a significant contributor to a positive organizational climate, emphasizing ethical behavior and trust. Spiritual leadership is recognized for aligning personal and organizational values, enhancing job satisfaction and organizational commitment. Knowledge-oriented leadership is identified as crucial in technology-driven sectors for fostering innovation and managing complex information flows. Leadership commitment is emphasized for its role in driving organizational change and performance. The study concludes that effective leadership requires adaptability and contextual awareness, with no single style being universally effective. The findings suggest that a blend of leadership styles, tailored to specific organizational contexts, can lead to enhanced organizational performance and success. This research contributes to the field of organizational behavior by providing insights into the effective application of diverse leadership styles in varying organizational contexts.

Abusive supervisor triggers counterproductive work behaviors in nursing staff: role of psychological contract breach and Islamic work ethics

PurposeAbusive supervision (AS) provides insights into the darker aspects of leadership behavior and its effects on employees. Understanding and addressing AS can contribute to creating healthier work environments and promoting employee well-being. The effect of abusive leadership (AS) on counterproductive work behaviors (CWB) in nursing staff is examined through the theoretical lens of the social exchange theory.Design/methodology/approachData were collected from 302 nursing staff working at public and private hospitals through a self-administered questionnaire. Measurement scales were adapted from the literature and the data were tested for validity and reliability before performing hypotheses testing through structural equation modeling in SmartPLS 4.0.FindingsAS positively affects CWB, and psychological contract breach mediates this relationship. However, employees with high Islamic work ethics (IWE) are less concerned with supervisors' dysfunctional behaviors and pay less attention to them; thus, IWE buffers the effect of AS on CWBs.Originality/valueA positive and supportive organizational climate is crucial for attracting and retaining skilled healthcare professionals. When healthcare professionals are subjected to abusive behaviors, their ability to share knowledge, adopt safety protocols and provide the best patient care may be hampered. Therefore, addressing AS in hospitals is vital to promoting a positive work environment, enhancing employee well-being and improving patient care.

Ensuring the environmental safety of technogenic objects based on green standards

A certification in accordance with ISO 14 001 and EMAS allows the impact of economic activities on ecosystems to be understood and assessed, as well as environmental goals and objectives to be set. The effects of environmental management systems (EMS) largely depend on how companies decide to use them after certification. In this regard, the author explores issues, related to the use of ISO 14 000 and EMAS standards for improving the environmental safety of companies. The methodology is presented in the form of an environmental standardisation model and various levels of the company environmental certification. The importance of environmental education of employees and a positive organisational climate is explained. However, the introduction of environmental management systems does not always lead to improved environmental performance of companies. Some companies focus on formal criteria. Nevertheless, EMS, environmental auditing and the principles of ISO 14 000 can help companies reduce their negative impact on the environment and increase their competitiveness. In a situation of uncertainty, the organisational climate, especially the attitude of employees towards the environment and environmental values, is of a priority importance for the implementation of the EMS objectives. Problems, associated with an ambiguous interpretation of standard requirements, were identified. It is recommended to pay attention to the creation of a positive organisational climate for successful environmental certification. In addition, there is a need for a more accurate assessment of the environmental activity effectiveness with a clear formulation of the requirements to standards and a control over their implementation.

Analysis of Employee Engagement with Transformational Leadership and Organizational Climate as Predictors

Employees who have a high level of work engagement will show their best performance; this is because these employees enjoy the work they do. When employees are attached to a company, employees have an awareness of the business. The main objective of this research is to analyze the influence of transformational leadership and organizational climate on employee engagement. The research methods include library and field research designs with a quantitative approach. The number of samples analyzed was 140 employees. This study uses a research instrument test consisting of validity and reliability tests. The quantitative analysis consists of a normality test, regression test, hypothesis test, correlation test, and coefficient of determination. The results of the data analysis conclude that transformational leadership, organizational climate, and employee engagement positively and significantly influence innovative work behavior. The results of further research confirm that transformational leadership and organizational climate significantly affect employee engagement. The research conclusion states that by combining transformational leadership and a positive organizational climate, organizations can create an environment where employees feel encouraged to give their best and feel that their contributions positively impact the organization's success. High employee engagement contributes to better productivity, retention, and continued organizational success.

Does Positive Organizational Climate Embed Employees? Evidence from Pakistan

The primary objective of the current study has been to assess the impact of a positive organizational climate on organizational embeddedness. It intends to foresee whether the following elements of organizational climate i.e. perceived organizational support, trust, and procedural justice result in fostering organizational embeddedness or not. For this, data had been collected from employees of different organizations in Pakistan, particularly Karachi. The sample size for the study is 411 while only those employees had been contacted who have spent at least a year in the current organization. Moreover, the data from employees have been gathered through a questionnaire and then the results have been assessed using SPSS and Smart PLS. The results depict a positive relationship between organizational climate and organizational embeddedness. Thus, the study implies that if organizations want to embed their employees, then they should ensure the provision of support, trust, and procedural justice.

العلاقة بين المناخ التنظيمي والصراع التنظيمي دراسة على عيّنة من الموظّفين في المعهد التقني والكلّية التقنية الصحّية \ شيخان

This study aimed to measure the relationship between organizational conflict and the prevailing organizational climate in the organization. The study relied on the descriptive analytical method for dealing with data, analyzing and describing it. The study tried to detect and define the relationship between the prevailing organizational climate in the organization and the methods used in managing organizational conflict. A number of hypotheses have been developed for the purpose of testing them and make sure of the relationship between these variables. For data collection, a questionnaire was prepared and distributed to the members of the research sample at both Shekhan Medical and Health Technical College and Shekhan Technical Institute. After receiving the forms, the data was analyzed by using a number of statistical methods represented by the arithmetic mean, standard deviation, Kay-square, regression coefficient and multiple correlation coefficient. The study found tha the use of statistical methods, which has a significant relationship between the organizational climate dimensions represented by (organizational structure, work systems and procedures, administrative communications, and organizational justice) and conflict management methods represented by (power and authority, cooperation style, avoidance style, concession style, and settlement style) with varying degrees in terms of correlation and strength of relationship between these variables. The study recommended the need to improve the organizational climate of the organization through its dimensions and basic elements in order to reduce conflict to the lowest possible extent. The administration should also deal transparently in resolving conflicts and not delay or procrastinate resolving conflicts and expedite their processing to create a positive organizational climate in the organization

How CEO responsible leadership shapes corporate social responsibility and organization performance: the roles of organizational climates and CEO founder status

PurposeThis paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator.Design/methodology/approachThis study analyzed survey data from 212 service organizations in China with structural equation modeling.FindingsThe results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations.Practical implicationsService organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work.Originality/valueFirst, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

Influence of nurses’ perception of organizational climate and toxic leadership behaviors on intent to stay: A descriptive comparative study

BackgroundNursing managers and leaders must fight to retain nurses in hospitals by constructing an inviting organizational climate that is attractive to work in, not toxic. The organizational climate is primarily affected by employees’ internal work environment and behavior. Hence, nursing managers and leaders must implement effective strategies to increase nurses intention to stay by address the organizational climate. AimThis study was designed to assess nurses’ perception of the effects of organizational climate and toxic leadership behaviors on their intention to stay and the differences in these domains between the two hospitals studied. MethodsA descriptive comparative design was used. Data were collected in 2022 from 250 nurses working in the two largest hospitals in Assiut, an Egyptian city south of Cairo, using three self-administered questionnaires: the organizational climate questionnaire (42 items categorized into nine domains), the toxic leadership scale (30 items categorized into five domains), and the Chinese version of the intent-to-stay scale. ResultsMost nurses reported their intention to stay as “normal.” The nurse participants perceived that a positive organizational climate was not present, but toxic leadership was at a low level (13.6% and 25.6%, respectively). The model of regression analysis was significant, showing that the organizational climate represented by supportive systems impacted nurses’ intention to stay in the hospitals under study. Meanwhile, toxic leadership behaviors, represented by authoritarian leadership, unpredictability in the university hospital, and self-promotion in the insurance hospital, affected nurses’ intention to stay. ConclusionPositive organizational climate played a significant role in retaining nurses through investing in incentives and providing supportive systems. Authoritarian leadership, unpredictability, and the self-promotion of leaders' behaviors impacted the nurses and the climate negatively. Hence, we recommend investing in potential strategies to improve the nurses’ intention to stay through performance standards, increased pay and benefits, clear reward mechanisms, participation in decision making, and assessments of leaders’ behaviors. Furthermore, decision and policy makers need to establish effective, supportive systems in hospitals to retain nurses. Hence, nursing managers and leaders must rethink how they can use their leadership skills and behavior in a positive manner to promote nurse retention. Study registrationNot registered

Transformational Leadership Style of Principals in Primary Schools

The purpose of this study aims to analyze the transformational leadership style applied by the Principal, in elementary schools in Sukalarang District, Sukabumi Regency, West Java. Leadership Style is focused on charismatic leadership, inspirational motivation, intellectual stimulation, and individual consideration. The data collection technique is carried out through observation, interviews, and documentation. The research location focused on Sukalarang District, Sukabumi Regency, West Java. The informants in this study were school principals, teachers, and education staff as many as 15 people. Data analysis is carried out by selecting answers obtained from informants and then collected for analysis and conclusions. The data analysis used is data triangulation. The results of the study were obtained, 1) charismatic leadership from the principal, namely every democratic decision-making with educators, and the principal as an actor in carrying out transformational leadership takes a deliberation approach (open management) to make a decision. 2) Inspirational motivation from the principal is shown by Building the will to achieve achievements and planting building a positive organizational culture and organizational climate without discrimination. 3) Intellectual stimulation including the principal creates a positive work culture by strengthening human relations between educators formed through teamwork skills, communication, and the same view on the vision and mission. 4) individual consideration, namely the principal's concern in developing the character and performance of educators through various pieces of training such as independent curriculum training, scientific papers, Teacher Professional Education, and independent teaching Platform (PMM), as well as the Principal gave appreciation to educators for their achievements.

Feedback on audit and action planning for dental caries control: a qualitative study to investigate the acceptability among interdisciplinary pediatric dental care teams.

American Indian and Alaska Native children suffer from the poorest oral health of all populational groups in the United States. Evidence-based practices (EBP) for caries control are well established, but systematically implementing such practices have proven difficult. Audit and feedback with goal setting, and action planning to implement these EBPs have not been tested or adapted for Alaska Native healthcare settings. The aim of this study was to investigate acceptability and perceived feasibility of an audit and feedback intervention for pediatric dental caries control among dental providers and patient stakeholders. The pilot program was implemented in two dental clinics from a tribal healthcare consortium in Alaska. Key-informant interviews were conducted to investigate the contextual, organizational, and behavioral facilitators and barriers to the implementation and expansion of the program. Interview transcripts were analyzed by two researchers using thematic analysis. Eight key informants were interviewed twice (during and after the intervention period), and one once, for a total of 17 interviews. Patient stakeholders were not interviewed due to COVID-19 pandemic clinic closures and social isolation mandates. Three principal themes emerged: a positive organizational climate and culture fostered the acceptability of the program, the positive impacts of the program observed in the pediatric dental teams and the organization, and the challenges to implement the program including understanding the data reports, trusting the accuracy of the data, and competing priorities. The intervention of audit and feedback with goal setting and action planning was well accepted and perceived as feasible by the study participants given the financial and human resources provided by the research project. This qualitative study can inform the design and evaluation of process-oriented implementation strategies geared towards decreasing health inequities and improving health outcomes, such as dental caries in American Indian and Alaska Native children and adolescents.

Evaluating the Predictability of Organizational Health by the Eight Dimensions of Organizational Climate; A Case of Study: Kermanshah University of Medical Sciences

Background: Organizational climate is a set of characteristics which describes an organization, distinguishes it from other organizations, and influences the behavior of people in the organization. Organizational health is also the ability of the organization to maintain survival and compromise with the environment and improve the status of the organization. Therefore, the current research was conducted to determine the predictability of organizational health regarding Kermanshah University of Medical Sciences through organizational climate dimensions.
 Methods: The current cross-sectional study was conducted in 2019. The statistical population of this descriptive correlational research included all the employees (n = 1337) of the eight deputies and the management of Kermanshah University of Medical Sciences, 299 of whom were selected as the research sample by stratified random sampling method using Cochran’s formula. Data were collected by two standard questionnaires, Organizational Climate Questionnaire by Halpin and Croft (1963) and Organizational Health Questionnaire by Hoy and Fedman (1987). Data were analyzed by SPSS 22 and Smart PLS 3 software using Pearson correlation coefficient test and regression analysis.
 Results: The mean score of organizational climate (101.9 ± 13.006) of Kermanshah University of Medical Sciences was at a moderate to high level, and the mean score of organizational health (131.4 ± 18.51) was at a normal level. The results of the correlation test showed that all the components of organizational climate, except team work spirit, had a positive and significant correlation with organizational health (r = 0.56 and p < 0.01). In addition, the results of the regression analysis showed that organizational climate predicted and explained 0.56 of the variance created in organizational health (p < 0.05).
 Conclusion: The results indicated a positive and significant relationship between organizational climate and organizational health of Kermanshah University of Medical Sciences. Therefore, improving the positive organizational climate dimensions will promote organizational health.

Understanding Low Utilization of Employee Assistance Programs and Time Off by US Public Health Workers During the COVID-19 Pandemic.

Despite high rates of reported mental health symptoms among public health workers (PHWs) during the COVID-19 pandemic, utilization of employer-offered resources was low. Our objective was to understand what barriers and deterrents exist for PHWs accessing employer-offered resources. Four national public health organizations disseminated a national online survey of public health department employees during March-April 2021; 26 174 PHWs completed the survey. We examined 5164 write-in survey responses using thematic analysis to identify key reasons why PHWs were not accessing time off and employee assistance programs (EAPs) and to understand what resources PHWs would like to see their employers offer. The top reasons that PHWs reported for not taking time off during the COVID-19 pandemic were financial concerns (24.4%), fear of judgment or retaliation (20.8%), and limitations in the amount of time off offered or available (11.0%). The top reasons that PHWs reported for not using EAPs during the COVID-19 pandemic were difficulty accessing EAPs (53.1%), use of external services (21.5%), and a lack of awareness about EAPs or motivation to initiate their use (11.3%). While desired employer-offered resources varied widely, PHWs most frequently listed financial incentives, paid time off, flexible scheduling, and organizational change. Organizations can best help their employees by organizing the workforce in a way that allows PHWs to take time off, creating a positive and supportive organizational climate, regularly assessing the needs of PHWs, clearly communicating the availability of employer-offered benefits, and emphasizing the acceptability of using those benefits.

Attenuating the relationship between job insecurity and job satisfaction: An examination of the role of organizational learning climate in three countries

Research indicates job insecurity (JI) is related to lower job satisfaction, partially mediated by psychological contract breach (PCB; a perceived breaking of the implicit exchange relationship between employer and employee). The authors investigated the extent to which providing a positive organizational learning climate (OLC) might attenuate the relationships between (a) qualitative JI and PCB and (b) PCB and job satisfaction. Using cross-sectional survey data from higher education industry employees within the US ( N = 372), South Africa ( N = 1096), and Croatia ( N = 719), the study found consistent results across all three settings. Qualitative JI was negatively associated with job satisfaction both directly and indirectly via PCB. Although a positive OLC did not attenuate the relationship between JI and PCB, it did buffer the relationship between PCB and job satisfaction. The findings are discussed in light of Conservation of Resources theory and the need to identify practical organizational interventions to alleviate the adverse effects of qualitative JI.

The effect of benevolent leadership on safety behavior: A moderated mediation model

Introduction: While high quality leadership is of great importance for enhancing safety behavior in the workplace, there has been a lack of research on how benevolent leadership influences such behavior. Subordinates’ moqi (i.e., their unspoken understanding of the work expectations, intentions, and requirements of their superiors) and safety climate were introduced to examine this relationship. Method: Based on implicit followership theory, this study explores the relationship between benevolent (well meaning, kindly) leadership and employees' safety behavior, as well as the mediating role of subordinates' moqi and the moderating role of safety climate. 608 employees of a petroleum company in China were randomly selected as participants, and the data were collected in two stages. Results: The results showed that: (1) Benevolent leadership is positively correlated with employees' safety behavior. (2) Subordinates' moqi mediates between benevolent leadership and employees' safety behavior. (3) Safety climate moderates the mediating role of subordinates' moqi between benevolent leadership and employees' safety behavior. (4) The positive effect of subordinates' moqi on employees' safety behavior is enhanced under a positive safety climate. Conclusions: Benevolent leadership is an effective leadership style that enhances employees’ safety behaviors by promoting a moqi state between supervisors and subordinates. The invisible environmental climate, in particular, the safety climate, should be a key focus in the promotion of safety behaviors. Practical Applications: This study further broadens the research perspective of employee safety behavior from the perspective of implicit followership theory. It also provides practical guidance for improving employee safety behavior, namely selecting and cultivating benevolent leaders, enhancing subordinates' moqi, and actively fostering a positive organizational safety climate.

HRD Factors and Employee Commitment in Nepalese Organizations: An Empirical Analysis

This study investigates the intricate relationships between Training and Development, Organization Development, Career Development, Performance Management, and Employee Commitment. Employing a comprehensive five-point Likert Scale, the descriptive statistics unveil nuanced patterns within each variable. In the realm of Training and Development, employees exhibit an overall agreement, emphasizing the positive impact of organizational programs on skills, knowledge, and attitude. Organization Development elucidates a strong consensus on the clear communication of mission, values, and objectives, although moderate variability in responses suggests diverse perspectives. Career Development, characterized by positive perceptions of training, work environment, and planning, underscores the need for a nuanced approach due to varying employee viewpoints. Performance Management indicates a positive organizational climate with strong agreement, yet moderate variability calls for nuanced strategies. Employees Commitment showcases a positive association, necessitating further exploration through inferential statistics. The study provides insights into organizational practices that influence commitment positively, albeit with a recognition of the nuanced nature of employee perspectives. These findings offer a foundation for organizations to refine their strategies, fostering a more engaged and committed workforce. Further analysis is recommended to deepen the understanding of these relationships and inform tailored approaches to enhance overall employee commitment. Keywords: Training and Development Organization, Career, Performance, Employee Commitment

Does Positive Organisational Climate Embedd Employees? Evidence from Pakistan

Does Positive Organisational Climate Embedd Employees? Evidence from Pakistan