Modern lifestyles ~ or workstyles ~ have tended to separate work into an isolated compartment of our lives and, very often, into a special location; which is a quite recent development in the history of our species. But people don't leave their social needs behind when they enter the workplace, especially since we spend a high proportion of our time “at work”. Our subjective impressions of how well our work environment seems to provide for these deep-seated psychological needs determine the organisation’s climate. A significant body of research shows a consistent correlation between organisational climates perceived as favourable or benign by employees and positive performance outcomes. Managers can improve their organisation’s climate by working on its component factors: by acting to reduce the negative influence of the perception of threat, and by reinforcing the positive factors which make work a rewarding (in the widest sense) experience. If managers work to improve the positive climate factors, and to reduce or eliminate the negative ones, then they can expect not only to see improvements in performance, but also an improvement in the happiness and wellbeing of the people who work with them: a win-win outcome.
|Keywords:||Organisational Climate, Change, Productivity, Wellbeing, Quality of Working Life|
Principal, Leigh-on-Sea, Essex, UK
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