How it Feels to Work here: Improving Organisational Climate

By Roderic Gray.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

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

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 9, pp.85-92. Article: Print (Spiral Bound). Article: Electronic (PDF File; 554.505KB).

Dr. Roderic Gray

Principal, Leigh-on-Sea, Essex, UK

Roderic Gray is a consultant, writer and management coach, with a particular interest in the relationships between individuals and their organisations. He has published two full length books: A Climate of Success (2007) and How People Work (2004), which has recently been translated into Chinese (2008) as well as a number of articles on organizational climate and other management topics, including The Padua Paradigm: assessing organisational climate, Organisational Climate and Project Success and Organisational Climate and the Competitive Edge. His career involved a variety of practical, hands-on management roles before becoming a senior internal consultant in a major UK blue-chip company. Since 1997 he has worked in his own consulting practice. He also holds a visiting Senior Lecturer appointment at Anglia Ruskin University, UK, where he currently supervises doctoral researchers in the UK and abroad. He has a PhD in organisational behaviour and an MSc in human resource management, and is a Chartered Member of the Chartered Institute of Personnel and Development, as well as a Member of the Association for Project Management and the Chartered Management Institute.

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