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CHAPTER-1: INTRODUCTION
In this age of globalization organizations get confronted with increasingworldwide competition all around. So it becomes very necessary for an organization to
come up with a well thought-out and strategic business planning to be able to offer
products and services with additional value beyond competitor products and services.
Employees can act strategic by contributing to the properly implementation of the
business strategy. The organization gains a competitive advantage from this strategic
behavior. Hence the performance of an organization depends a lot on the behavior of
employees working in it as well the climate prevailing in the organization. or this reason
Human !esource "anagement #H!"$ is an important part of the strategic planning in an
organization #%ecker& Huselid ' (lrich& )**+$.
,Humans are active individuals with past eperiences& internalized values& and
norms that are not necessarily those of the employing organization as said by /aauwe&
)**0. 1ewin and 2artwright #+34+$ said that human behavior could be understood as a
function of the individual person in its surrounding area. 5ccording to 6ames et al #)**7$
,the various meanings that people associate with their physical surrounding areas are
referred to as their psychological environments. or organizational contets& 6ames and
6ones #+380$ call this aspect as psychological climate which refers to peoples9 attachment
to their :obs& co-workers& leaders& e;uity of treatment and the like on individual level. In a
summarized way we can say that employee behavior is a function of characteristics of the
person and characteristics of the individually perceived psychological climate in the
organization. In this study psychological climate characteristics can be degree of trust&
conflict& morale& rewards e;uity& leader credibility& resistance to change and scape goating
in the organization. %urton& 1auridsen and
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Employee Attitude
The importance of attitude in understanding psychological phenomenon was
recognizedearly in the history of social psychology. rom the time of the concept9s entry i
nto language of psychology& interest in attitude has been strong and growing. However&
over the year9s attitudes has been studied with differing emphasis and methods. 5ttitude
can also be defined in two ways& 2onceptual and contained the words >readiness9& >set9 or >disposition to act9. Even 511/
these terms in defining attitude. He defines attitude as follows:
,5ttitude is a mental and neural state of readiness organized through eperience&
eerting a directive or dynamic influence upon the individual9s response to all ob:ects and
situations with which it is related
Features of Attitude
5ttitudes affect behavior of an individual by putting him ready to respond
favorably to things in his environment.
5ttitudes are ac;uired through learning over a period of time. The process of
learning attitudes starts right from the childhood and continues throughout the life
of a person. 5ttitudes are invisible as they constitute a psychologies phenomenon which
cannot be observed directly. They can be observed by observing the behavior of
an individual.
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5ttitudes are pervasive in nature and every individual has some kind of attitude
towards the ob:ects in his environment. "oreover& attitudes are forced in the
socialization process and may relate to anything in the environment.
Association between Employee attitude and HRM
The association between H!" and performance is not strongly proved as
epected might be because the link is mediated by employee attitudes. To consider this
possibility& it is re;uired to eplore the association between H!" and employee attitudes.
Eploration of the association between H!" and employee attitudes is a better test in a
way to deal with information from independent sources. The information on both the H!
practices and performance was provided by the same manager in each workplace&
opening up the possibility of some response consistency bias. This is less likely to be a
problem when the attitudinal information is provided by employees.
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disengagement& spirit& intimacy& aloofness& production emphasis and consideration
#%urton et al& )**0& p.0$. The difference is the level on which it is dealt with those climate
dimensions.
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eclusively as a descriptive measure of organizational activities. It is based upon
perceptions and is itself not an aspect of the organizational structure #Coys and Aecotis&
+33+ in %urton et al.& )**0$.
Dow since the definition of organizational climate is clear& it is time to look at
climate profiles in particular. The competing values framework@ fleibility versus control
and internal versus eternal focus& by uinn and !ohrbaugh #+37F& in %urton et al.& )**0$
is used by %urton et al. #)**0$ to classify types of organizational climate. %urton et al.
#)**0$ cull out four climatic profiles@ the group climate& the developmental climate& the
rational goal climate and the internal process climate. Those are described based upon
their degree of trust& conflict& morale& e;uity of rewards& resistance to change and leader
credibility.
Group climate@
The group climate is concentrated on internal focus with high trust and morale.
Aevelopmental climate@
The developmental climate is more eternally oriented. Trust and moral are high
as well& but the resistance to change is low.
!ational goal climate@
The rational goal climate is eternally oriented to succeed& but morale and trust
are lower.
Internal process climate@
The internal process climate is more mechanical with a high resistance to change&
low of trust and low morale. The focus lies internal& on staying functioning.
/urpose of Study
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The purpose of this study is to describe and distinguish the uni;ue ;ualities of the
organizational climate of Triveni Engineering as perceived by its employee work groups&
to eamine associations of that climate with a management system specifically
performance of the employees study. urther it intends to measure the impact of
organizational climate on performance. Secondly it intends to measure the employee
attitude and its impact on performance of the employees.
Therefore& this study intends to measure the impact of both the employee attitude
and the organizational climate on performance.
2ontet of the Study
This research basically emphasizes the need to identify the right attitude for
effective performance which would also enhance the overall growth of the organization.
Secondly& it caters to establish the favoring organizational climate which would enhance
the productivity of the employees. Thus& this study aspires to determine the impact of
both the employee attitude and organizational climate on the performance of the
employees of the organization.
Significance of the Study
indings from organizational climate and employee attitude research may have
value in clarifying the future direction of management policies& procedures& and
conventions& thereby enabling the organization to adapt eternally and integrate itsfunctions internally. (nderstanding of climate factors such as perception of
communication and collaboration can be used in making programmatic strategies and
administrative decisions. The ;uality and climate for organizational communications is a
ma:or factor associated with programmatic direction. %oth formal and informal
communications among colleagues and supervisors affect the motivation and support to
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implement innovative educational programs and affects the performance of its
employees. 5dditionally& organizational climate research findings may contribute to
maintaining or improving employee :ob satisfaction #1itwin ' Stringer& +3B7$&
motivation to accomplish ob:ectives or goal setting& longevity of employee tenure& and
employees9 concept of professional status #%andura& +37B as cited in Copelman et al.&
+33*$. The ;uantity of research suggested that the academy has invested much time and
thought into research studies on organizational climate& and placing the concept in the
field of organizational development. This study can add to the body of research on
organizational climate& and provide findings to which other researchers may relate.
This provides potential tool for the motivation of the employees which could help
the employees in transforming their negative attitude to positive attitude. The
management may make the employees understand that they are the partners of the
business and the employees9 organization life depends up on the constructive
contributions made by them.
Theoretical ramework
The theoretical framework for this study focused on two eisting paradigms@
organizational theory and leadership theory.
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The theoretical framework used in the research given by International Society for
2ompleity& Information& and Aesign& )**4 suggested that organizational theory is an
important factor as it pertains to the study and its potential results.
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TRIVENI ENGINEERING AND INDUSTRIES I!ITED
!rofile
Triveni can be best described as technology focused sugar-plus industry. Through
a rational blend of technology and human capital& they deliver high ;uality products and
end-to-end solutions to their customers globally. They have head office located in
D
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Sustained transformation ' enhancement of ;uality delivery is an integral belief
that powers their growth and is the guiding principle for a truly eceptional customer
eperience. 5 rational blend of determined intentions& focused efforts& intelligent
direction and skillful eecution offers them a strong platform to deliver world-class
products and solutions to their customers.
They have institutionalized ;uality in everything that they do. rom processes to
people to products& focus on ;uality touches every constituent of our organization. To
realize their goal of being a customer-focused& truly global corporation& they have
adopted ;uality enhancement practice by introducing si sigma& ;uality management
system and total ;uality management initiatives.
They lay emphasis on continuous improvement and performance ecellence to
ensure high standards of ;uality in their products and solutions. They also focus on
developing a ;uality management system that is designed to facilitate continual
improvement& stimulate efficiency and enhance their customers9 eperience with their
products and solutions.
Aefinition of Terms
+.Environment@ In the contet of organizational climate& environment is combatively
used in literature to reference the social and psychological contet of organizations.
). Or"ani#ation@ It refers to an institution& age ncy or entity established to serve a
specific function.
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1itwin #+3B7$ use the terms climate and organizational climate to ,refer to the idea of
perceived environmental ;uality. orehand and Gilmer #+3B0$ defined climate as ,the
set of characteristics that describe an organization and that #a$ distinguish the
organization from other organizations& #b$ are relatively enduring over time& and #c$
influence the behavior of people in the organization #p. FB)$.
0. Or"ani#ationa$ %&$t&re@ It is a pattern of basic assumptions invented& discovered& or
developed by a given group as it learns to cope with its problems of eternal adaptation
and internal integration that has worked well enough to be considered valid and&
therefore& to be taught to new members as the correct way to perceive& think& and feel in
relation to those problems.
4.C$imate %ate"ories@ ery broad dimensions of organizational functions& each covering
many aspects of the climate perceptions being measured.
B. Per%e'tion ( 'er%eive@ It is the act or ability to mentally understand& feel& or
intuitively comprehend impressions& ;ualities or concepts by means of the senses or
knowledge? to be aware of through the senses& to mentally separate a thing from others.
Summary
The organizational climate research may have value in clarifying the future
direction of management policies& procedures& thus enabling the organization to adapt
eternally and integrate its functions internally. (nderstanding of climate factors such as
perception of communication and collaboration can be used in making programmatic
strategies and administrative decisions. The ;uality and climate for organizational
communications is a factor associated with programmatic direction. %oth formal and
informal communications among colleagues and supervisors affect the motivation and
support to implement innovative programs and the performance efforts of its employees.
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5dditionally& organizational climate research findings may contribute to maintaining or
improving employee :ob satisfaction #1itwin ' Stringer& +3B7$& motivation to accomplish
ob:ectives or goal setting& longevity of employee tenure& and employees9 concept of
professional status #%andura& +37B as cited in Copelman et al.& +33*$. In these regards&
describing the organizational climate among categories is a potentially useful
management and organizational development strategy for the organization.
Hence this research is intended to find out the relationship between the
organizational climate& employee attitude and performance to enable the employers to
keep their employees motivated and committed towards their work which would
ultimately enhances performance.
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CHAPTER-): REVIE* O+ ITERATURE
Patterson, !a$%o$m G, *est, !i%hae$ A, athom, Re.e%%a an/ Ni%0e$$,
Ste'hen12234, in their papersuggestedthat people are the most valuable resource of an
organisation& and that the management of people makes a difference to company
performance. In this research& they address these assumptions directly. %ut rather than
focusing simply on the traditional ;uestion of whether and which human resource
management practices most affect performance& they ask four central ;uestions@ +. Is
there any relationship between employee attitudes #:ob satisfaction and commitment to
their organizations$ and the performance of their companiesJ ). Aoes organizational
culture predict the subse;uent performance of organizationsJ F. Ao human resource
management practices make a difference to company performance and& if so& which of
these practices appear most importantJ 0. How do other managerial practices& such as
competitive strategies& emphasis on ;uality& investment in research and development& and
investment in technology& compare in terms of their influence upon company
performance with the influence of human resource management practicesJ
Their fundamental aim in the report is to aid managers in determining where to
direct their efforts in order to have most impact upon the performance of their companies.
They have drawn upon data gathered from an intensive ongoing ten year study of over a
hundred small and medium-sized manufacturing enterprises in the (nited Cingdom.
These data provide a clear picture of the links between various managerial practices and
company performance.
Ca''e$$i, Peter an/ Ne&mar0, Davi/ 12224, showed their interest in the
potential effects of different systems for organizing work and managing employees on the
performance of organizations has a long history in the social sciences. The interest in
economics& arguably more recent& reflects a general concern about the sources of
competitiveness in organizations. 5 number of methodological problems have confronted
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previous attempts to eamine the relationship between work practices and the
performance of firms. 5mong the most intractable has been a concern about establishing
causation given heterogeneity biases in what have typically been cross-sectional data.
The results from prior literature are suggestive of important productivity effects but
remain inconclusive. To address the ma:or methodological problems they use a national
probability sample of establishments& measures of work practices and performance that
are comparable across organizations& and most importantly a uni;ue longitudinal design
incorporating data from a period prior to the advent of high performance work practices.
Their results suggested that work practices that transfer power to employees& often
described as ,high performance practices& may rose productivity& although the statistical
case is weak. However& they also found that these work practices on average raise labor
costs per employee. The net result is no apparent effect on efficiency& a measure that
combines labor costs and labor productivity. =hile these results do not appear to be
consistent with the view that such practices are good for employers& neither do they
suggest that such practices harm employers. They are& however& consistent with the view
that these practices raise average compensation and hence may be good for employees.
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Patterson, !a$%o$m *arr, Peter an/ *est, !i%hae$ )7794, predicted that
associations between company climate and productivity would be mediated by average
level of :ob satisfaction. In a study of 0) manufacturing companies& subse;uent
productivity was significantly correlated in controlled analyses with eight aspects of
organizational climate #e.g. skill development and concern for employee welfare$ and
also with average :ob satisfaction. The mediation hypothesis was supported in
hierarchical multiple regressions for separate aspects of climate. In addition& an overall
analysis showed that company productivity was more strongly correlated with those
aspects of climate that had stronger satisfaction loadings. 5 second prediction& that
managers9 perceptions of climate would be more closely linked to company productivity
than would those of non-managers& was not supported. However& managers9 assessments
of most aspects of their company9s climate were significantly more positive than those of
non-managers.
arami$$o, +ernan/o Pra0ash !&$0i, a5 an/ So$omon, Pa&$ )77;4,
researched to investigate the effects of ethical climate on salesperson9s role stress& :ob
attitudes& turnover intention& and :ob performance. !esponses from +F7 salespeople who
work for a large retailer selling high-end consumer durables at B7 stores in +B states were
used to eamine the process through which ethical climate affects organizational
variables. This is the first study offering empirical evidence that both :ob stress and :ob
attitudes are the mechanisms through which a high ethical climate leads to lower turnover
intention and higher :ob performance. !esults indicated that ethical climate results in
lower role conflict and role ambiguity and higher satisfaction& which& in turn& leads to
lower turnover intention and organizational commitment. 5lso& findings indicate that
organizational commitment is a significant predictor of :ob performance.
Cas%io, *a5ne +)77;4 , in his paper found that the behavior of individual
workers has important financial conse;uences for organizational performance and
productivity& as well as for employees themselves. They have eamined :ust a few of the
many possible areas where the control of costs associated with employee behaviors #e.g.&
turnover& absenteeism& presenters& unhealthy lifestyles$ and the benefits associated with
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wise management of employees #promotion of positive employee attitudes& training and
development programs targeted to strategic challenges& use of valid staffing practices for
hiring and promotion$ can increase productivity and decrease operating epenses.
2omprehensive audits of human resource policies at all levels of employees and
managers may well reveal opportunities for even greater gains.
*ei, +an an" )77@4, studied the influence of
employees9 attitude towards their organization9s workplace health policies on their
organizational commitment and :ob satisfaction were eamined in a 2hina-based
company with data collected from +)F workers and managers. The main hypotheses were
that employees9 attitude towards =H/ were associated with #a$ their :ob satisfaction& #b$
and organizational commitment. Support was obtained for each hypothesis. Employees9
attitudes towards workplace health policies were both positively related to their :ob
satisfaction and organizational commitment. However& the hypothesis that employees9 :ob
levels related to their attitudes was not tested in this study. 5t last& implications and
suggestions were given regarding developing workplace health policies in 2hinese
organizations in this research.
G&est, Davi/ E an/ Cona5, Nei$ )77@4 eplored the link between human
resource management #H!"$& employee attitudes and workplace performance using the
)**0 =orkplace Employment !elations Survey. It was found that there is an association
between a composite measure of H!" and workplace performance and between a
composite measure of employee attitudes and workplace performance. %ut& in contrast to
most previous research& there is no association between H!" and employee attitudes and
a negative association between H!" and employee well-being. This study eplores some
key issues concerning the relation between employee9s attitude towards human resource
management #H!"$ and performance. These include the way in which they
conceptualize and measure H!"& the nature of performance and the process whereby
H!" and performance might be linked. The main focus is on the way H!" and
performance might be linked and in particular a core assumption in many models that
H!" has its impact through its effect on workers attitudes and behavior.
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&thans, +re/, Norman, Steven !, Avo$io, Br&%e 6 an/ Ave5, ames B)77@4
, in their paper investigated whether the recently emerging core construct of positive
psychological capital #consisting of hope& resilience& optimism& and efficacy$ plays a role
in mediating the effects of a supportive organizational climate with employee outcomes.
(tilizing three diverse samples& results showed that employees9 psychological capital is
positively related to their performance& satisfaction& and commitment and a supportive
climate is related to employees9 satisfaction and commitment. The study9s ma:or
hypothesis that employees9 psychological capital mediates the relationship between
supportive climate and their performance was also supported. In conclusion& the results of
this study not only suggest the seeming value of employees9 psychological capital at all
levels within organizations& but also the benefits that may result from organizations
providing positive& supportive climates. Since psychological capital is >>state-like99 and
there is at least preliminary evidence that it can be developed & investing in and
developing employees9 psychological capital may be an eample of the new thinking and
new approaches that are needed for the >>flat world99 environment facing today9s
organizations and their leaders.
i%htman, Ro.ert )77@4, eamined how organizational climate factors& such
as opportunity for personal growth& development& advancement& etc.& influence the degree
that supply chain managers perceive their work situation as facilitating their giving their
best effort #performance$ to their work. This study focuses on supply chain managers& as
this is a new& important& and previously unstudied managerial group. It was hypothesized&
based on past research& that supply chain managers who perceived a supportive climate in
their organization would feel that their work facilitates their giving their ,best effort at
work while those supply chain managers who perceived their organizational climate as
unsupportive would perceive their work situation as not conducive to their putting forth
their best effort at work. The results indicated that of the si climate ;uestions dealing
with self-fulfillment& advancement& interpersonal relations& etc.& supply chain managers
who reported that their work environment facilitates putting forth their best effort
indicated that they perceived their organization as providing a high degree of opportunity
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to achieve these factors. =hereas& supply chain managers who perceived their
organization as not supportive of these si factors perceived that their work environment
did not facilitate their putting forth their ,best effort.
S'r&i$$, E/ri% 6)7734 , in his case ;uantified correlation factors between
organizational climate and employee performance at one specific division of an
organization. The goal was to determine if the factors that defined organizational climate
and employee performance could be correlated to a statistically significant degree that
would then illustrate the need for leaders to understand what could influence the
organizational efficiency and productivity of employees. 5n electronic web-based survey
was utilized to collect survey responses from the participants. The demography consisted
of employees below the senior manager level within the specific division. The results
suggested that organizational climate is significantly correlated to employee performance
according to +8 of +7 hypotheses.
Ri0etta, !i%hae$ )7734, conducted meta-analytic regression analyses on +B
studies that had repeatedly measured performance and :ob attitudes #i.e.& :ob satisfaction
or organizational commitment$. The effect of :ob attitudes on subse;uent performance&
with baseline performance controlled& was weak but statistically significant #KL.*B$. The
effect was slightly stronger for commitment than for satisfaction and depended negatively
on time lag. Effects of performance on subse;uent :ob attitudes were elusive #KL .**
across all studies$& which suggested that :ob attitudes are more likely to influence
performance than vice versa.
Voon, Boo-Ho, Hama$i, ami$ An/ Tan"0a&, ennier)7724, in their paper
eamined the relationships among service climate& employee satisfaction& employee
loyalty& and organizational performance of service organizations. The service-driven
market orientation model of oon #)**B$ was adapted to gauge the service climate from
the employee9s perspective. Structured ;uestionnaires were given to senior employees of
three selected service organizations. 5 total of +)* usable ;uestionnaires were analyzed
and the findings indicate that service climate positively influence employee satisfaction&
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employee loyalty& and employee perceived organizational performance. There were also
positive relationships among employee satisfaction& employee loyalty and organizational
performance
N"o, Han"->&e +o$e5, Sharon an/ oi, Ra5mon/ )7724, in their paper tested a
conceptual model to eamine the impact of family friendly work practices #=/s$ at
the organizational level. In their model& top management support for e;ual opportunities
is considered an antecedent of =/s and positive organizational climate& and firm
performance and employee turnover are considered outcome variables. Structural
e;uation modeling #SE"$ was used to analyze the data collected from a sample of H!
managers in multinational corporations #"D2s$ in Hong Cong. The results showed that
top management support for e;ual opportunities was positively related to a firm9s level of
=/s and organizational climate. In addition& =/s were positively related to
organizational climate. They further found that organizational climate acted as a mediator
between =/s and firm-level outcomes.
ohnson, Diane E )7724,argued that these non-financial measures may be better
predictors of performance than traditional financial accounting measures. The assumed
relationship between non-financial measures and performance is that non-financial
measures drive performance. Employee attitudes often are used as non-financial
measures of performance. However& Schneider et al. #)**Fb$ have developed a model
that suggests performance #i.e.& financial outcomes$ drives employee attitude& rather than
the reverse. Their research empirically eplores this relationship.
Their findings suggested that financial performance leads to employee attitudes&
most specifically when the financial performance improved. The findings were of interest
to researchers #and practitioners$ in a number of important ways. "ost notably& they
found that when eploring the relationship between financial performance and employee
attitudes& it was important to investigate changes in financial performance rather than :ust
levels of financial performance. =hen only levels of !
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These findings were contrary to the epectations derived from theory and prior research.
However& when looking at the changes in financial performance over three- and si-
month periods preceding the collection of attitudinal data& banking centers that
eperienced the highest positive change in !
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precedence in the relationship between organizational climate and organizational
performance in +8+ branches of a financial services organization in the Detherlands. It
was argued that four H!-induced organizational climate dimensions influence
organizational performance. 5dditionally& it was also hypothesized that high
organizational performance influences the four organizational climate dimensions
through investments in H! practices and through signaling effects. inally& it was
reasoned that possibly both processes are present simultaneously. !esults of testing a
series of competing models in 5"
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evidence that the relation between organizational climate and profitability& sustainability
' growth& E%IT margin and productivity is mediated by employee engagement.
urthermore& it was found that organizational climate is strongly influenced by
management support& and that the relation between organizational unit size and
organizational climate is mediated by management support. These results contribute to
the literature on organizational climate and performance. %esides& these results are of
great value to the business world& as managerial implications have been identified that
can be used to improve organizational climate& and thus& company performance
Ra#a, S5e/ Ahma/ an/ Shah Ari/, Pir !ehr A$i )7174,aimed to determine
the impact of organizational climate on performance of college teachers. The researcher
selected the area of college education as the focus of the study. The study was delimited
to all the public sector degree colleges of /un:ab. /opulation of this study consisted of all
the principals and teachers working in public sector degree colleges of /un:ab and the
simple random sampling techni;ue sample was used. The sample consisted of 8* degree
colleges& their heads& and five teachers from each sampled college. In order to measure
the variables& the research instruments were the ;uestionnaires for principals and
teachers. Each ;uestionnaire consisted of F* items. The data collected from sampled
colleges were tabulated& analyzed and interpreted in light of the ob:ectives of the study by
applying statistical tools of research& such as mean& standard deviation& standard error of
means& and coefficient of correlation.
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&&, Hie& )7114, eamined the relationship between employee attitudes and
selected measures of :ob performance #sales volume& turnover& and absenteeism$. (sing
annual employee survey data from Eroski& a cooperative retail business in Spain&
evidence was found that employee attitudes are positively related to sales volume. This
relationship is& however& only present in stores with a high level of employee ownership
and employee involvement #called 2oop stores$. In stores with lower level of employee
ownership #called Gespa stores$& no such evidence was found. In both types of stores& no
evidence of employee attitudes related to turnover rate and absenteeism rate was found.
These empirical findings fit well with literature on :ob attitudes and producer
cooperatives. It was argued that the findings are consistent with 2oop9s superior
institutional features over Gespa9s.
Coo0e, *i$$iam N6 An/ !e5er, Davi/ G6)7114, in their paper studied the
effects of high-involvement& high commitment H!" systems on performance was any
treatment& ecept by assumption& of the cognitive responses of employees to these
systems. To eamine these largely untested assumptions& the literature was integrated and
etended on knowledge-based perspectives of firms and psychological workplace
climates? developing a structural model of the multifaceted nature of knowledge and skill
development climates and the direct and multiplicative effects of these climates on
employee psychological states of performance. Estimated against a sample of 777
employees across eight automotive supplier firms& their modeling obtains substantial
empirical support& which lended credence to the underlying assumptions made about
employee cognitive responses in the strategic H!" literature. 5mong more pronounced
findings& employees9 psychological states of performance are positively and strongly
associated with climates within which employees place greater value on learning new
skills and were more receptive to the diffusion of new technologies.
Heernan, !ar"aret an/ D&n/on, Ton5)71)4 , eplored the relationship
between organizational-level High /erformance =ork Systems #H/=S$ and individual
employee-level behaviors. Aata was collected from +77 employees in three companies in
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the !epublic of Ireland #!oI$. The findings showed that employees in organizations with
a high investment in H/=S report lower :ob satisfaction& affective commitment and
higher perceptions of :ob pressure than those in organizations with a medium or low
investment in H/=S. (sing cross-level analyses& perceptions of relational distributive
and relational procedural :ustice were found to mediate the relationship between H/=S
and employee outcomes of :ob satisfaction and affective commitment. Interactional
:ustice and relational procedural :ustice partially mediated the relationship between
organizational-level H/=S and employee work pressure. %y using :ustice theory& the
research contributes to the body of knowledge concerning the causal processes between
H! practice and performance outcomes.
iao, Chin-*en &, Chien->& H&an", Ch&an-&ei an/ Chian", Ta-&n"
)71)4, in their paper aimed to eplore the relations among work values& work attitude
#including :ob involvement and organizational commitment$ and :ob performance& and
eplored how the director9s leadership may be a moderator between the work values and
work attitude of green industry employees in Taiwan. Aata was collected through
convenience sampling. The samples in this study were employees and directors in the
green energy industry in Taiwan& 5 total of B4* ;uestionnaires were sent to employees
and +)* ;uestionnaires to directors.
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CHAPTER 8: RESEARCH !ETHODS AND PROCEDURES
/urpose of the Study
To have a deep knowledge about the sub:ect matter
To determine the relationship between employee attitude and performance as well
as organizational climate and performance
To find out which of the two has the greatest impact on the employee performance
To frame the research ;uestions and have a discussion on it.
!esearch Aesign
5 research design is a type of blueprint prepared on various types of blueprints
available for the collection& measurement and analysis of data. 5 research design calls for
developing the most efficient plan of gathering the needed information. The design of a
research study is based on the purpose of the study.
5 research design is the specification of methods and procedures for ac;uiring the
information needed. It is the overall pattern or framework of the pro:ect that stipulates
what information is to be collected from which source and by what procedures.
Typically& a research design involves the following components or tasks@-
+. Aefine the information needed
). Aesign the eploratory& descriptive andNor causal phases of the research
F. Specify the measurement and scaling procedures
0. 2onstruct and pretest a ;uestionnaire or an appropriate form for data collection.
4. Specify the sampling process and sample size
B. Aevelop a plan of data analysis.
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In this study& the type of research used is Aescriptive !esearch design. or getting
into detail of descriptive research& it is first necessary to know about 2onclusive research
design as descriptive research is a type of conclusive research design.
Conclusi"e Researc #esign
It is the research designed to assist the decision maker in determining& evaluating
and selecting the best course of action to take in the given situation. It is more formal and
structured than eploratory research. It is based on large& representative samples& and the
data obtained are sub:ected to ;uantitative analysis. The findings from the research are
considered to be conclusive in nature in that they are used as inputs into managerial
decision making.
2onclusive research design is further divided into two-descriptive research and
causal research. Aescriptive research is the one that has description of something
usually market characteristics or functions as their ma:or ob:ective. It is concerned with
the si =9s i.e.& who& what& when& where& why and way the research is conducted. 2ausal
research is the one where the ma:or ob:ective is to obtain evidence regarding cause-and-
effect relationships.
In this study& descriptive plus causal research design both are being used as the
research design. This is due to the reason that the problem is clearly defined and our
ma:or ob:ective lies in to describe the need and relevance of employee attitude and
organizational climate in the contet of organization and how this affects the performance
of the employee. The study also demands certain predictions which are also the part of
descriptive research design. urther& the impact of both attitude and climate needs to be
measured against performance? hence the causal research design came into the picture.
2ollectively& it contributes to conclusive research design.
!esearch uestion
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The research ;uestions are refined statements of the specific components of the
problem. Each component of the problem may have to be broken down into
subcomponents or research ;uestions. !esearch ;uestions ask what specific information
is re;uired with respect to the problem components. The formulation of the research
;uestions should be guided not only by the problem definition& but also by the theoretical
framework and the analytical model adopted.
!esearch ;uestions linked with this study are as follows-
+. Is there a statistically significant relationship between organizational climate and
employee performanceJ
). To what etent employee attitude plays a significant role in enhancing the employee
performanceJ
These research ;uestions will be discussed later in the report
/articipants
The participants are the people who were taken into consideration in the study.
These are the employees of the Triveni Engineering who filled the ;uestionnaires and
were analyzed to determine as to how much their performance is affected by their attitude
and the organizational climate.
Aata 2ollection
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e%
ti
t
$$
e
%t
i
P ri m
a r5
Da t
aC
o $ $e %
t i on
P r
i ma r
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a ta
Co $ $
e %t i o
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28
2ollection of data is the first step in statistics. The data collection process follows
the formulation for research design including the sample plan. The data can be secondary
or primary.
Figure $.1@ Types of Aata 2ollection
2ollection of /rimary Aata can be through observations or through direct
communication with respondents on one form or another or through personal interviews.
I have collected primary data by the means of a uestionnaire. The uestionnaire was
formulated keeping in mind the ob:ectives of the research study.
Secondary datameans data that is already available i.e.& they refer to data& which
has already been collected and analyzed by someone else. In other words& it is the data
collected for some purpose other than the problem at hand. =hen a secondary data is
used& it has to be taken into consideration the various sources from where data can be
obtained. This includes information from various books& periodicals& magazines etc.
Ad"antages of %econdary data
+. Help in identifying the problem
). Help in developing an approach to the problem.
F. Help in formulating an appropriate research design
0. Help in answering certain research ;uestions and test some hypotheses
4. Help in interpreting primary data more insightfully.
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Instrument (sed
In this study& the instrument used is ;uestionnaire .5 ;uestionnaire is defined as a
structured techni;ue for data collection that consists of a series of ;uestions& written orverbal& that a respondent answers. The ;uestionnaire has been developed keeping in
consideration the ob:ective of the study.
Ob&ecti"es of a 'ood (uestionnaire
It must translate the information needed into a set of specific ;uestions that the
respondents can and will answer.
5 ;uestionnaire must uplift& motivate& and encourage the respondent to become
involved in the interview& to cooperate& and to complete the interview. 5 ;uestionnaire must minimize response error.
In this research& basically three parameters are used out of which one is divided
into three described as follows@-
+.
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1astly& the employee performance measures the etent to which the employee9s
performance is being affected by the organizational climate and the employee attitude.
Hence& the ;uestionnaire used in the study obeys all the above listed ob:ectives of
;uestionnaire.
/ilot Study
5 pilot study is an initial investigation to give information that will be necessary
when designing a future trial or study. or eample a pilot may be used to@
assess the time re;uired to eamine each patient&
to determine the ;uality of a proposed ;uestionnaire& or
to estimate the variability of key variables #for sample size calculation$.
There should be an outline of the future study for which the pilot is being used to
gather information. 5s the sample size of a pilot study is seldom sufficient to draw
reliable conclusions& the pilot should not be an end in itself.
In this study& the pilot study has been conducted on 0* samples to check the
reliability of the ;uestionnaire .The sampling method used in the pilot study was
convenient sampling.
Reliability of !ilot %tudy
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Case Pro%essin" S&mmar5
D O
2ases alid 0* +**.*
Ecluded * .*
Total 0* +**.*
Re$ia.i$it5 Statisti%s
2ronbachPs 5lpha D of Items
.8F+ F*
Table F.+@E)ibit 1
rom the above& we can see the cronbach alpha value come out to be *.8F which
is greater than *.B. This implies that the ;uestionnaire is reliable and can be used for the
purpose of the study further.
Reliability of O"erall (uestionnaire
Case Processing Summary
N %
Cases Valid 150 100.0
Excludeda 0 .0
Total 150 100.0
.
Table F.)@E)ibit *
Here& the reliability of the entire ;uestionnaire came out to be ;uite good as the 2ronbach
value is *.8++ which is greater than *.B that is acceptable.
Re$ia.i$it5 Statisti%s
2ronbachPs 5lpha D of Items
.8++ F*
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/rocedures
The ;uestionnaires were assigned randomly in the work time in the organization.
5ll the ;uestionnaires9 were returned voluntarily. /articipants were assured of
confidentiality. Do one in the organization assessed the completed ;uestionnaires and the
assistant sent all the sealed ;uestionnaires to the researcher.
%ampling
Sampling is a method to draw a representative sample from the population or
universe through which the population parameters are estimated. The term population
refers to set of data not to the sources of the data& from the whole universe.
Specifically& it addresses three ;uestions@-
To =hom to survey #The Sample (nit$
How many to Survey #The Sample Size$ How to select them #The Sampling /rocedure$
Sampling is the selection of some part of an aggregate or totality on the basis of
which a :udgment or inference about the aggregate or totality is made. In other words& it
is the process of obtaining information about population by eamining a part of it. In
most of the research work and surveys& the usual approach happens to be to make
generalizations or to draw inferences based on samples about the parameters of
population from which the samples are taken. or the collection of data deliberate
sampling has been done in which various types of information were collected from the
employees.
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%ampling tecni+ue used
In this study& %onvenient sam'$in"was used. This sampling method involves
deliberate selection of a particular unit of the universe for constituting a sample based onthe easy availability of the people..
CHAPTER-9: DATA ANA>SIS AND +INDINGS
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Aata 5nalysis
5nalysis of data is done on the basis of responses received through the
;uestionnaires. The ;uestionnaires were filled by all the employees of the organization
according to the instructions mentioned. Then these responses are entered in S/SS for
analysis.
5nalysis and interpretation of data contains two steps
5nalysis of data
interpretation of the analyzed data
The data is entered as shown below@-
Figure ,.1@ Snapshot +
The responses are entered as shown below@-
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Figure ,.*@ Snapshot )
or this study& the method used for analyzing the data is !egression 5nalysis
which measures the impact of dependent variable on independent variable. Here& the
impact of employee attitude and organizational climate is being measured on
performance. The regression coefficient tells us the intensity of impact on the dependent
variable. In this study& dependent variable includes performance and independent variable
includes employee attitude and organizational climate.
This research study used regression analysis to illustrate the relationship between
organizational climate and employee performance ' employee attitude and employee
performance. !egression analysis epands upon correlational analysis. =hile correlation
measures a linear relationship& regression creates a line to describe the relationship
#"oore& )**+$. "oore #)**+$ further posited& ,the usefulness of a regression line
depends on the correlation between the variables.
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This research study used the method of !& which shows how ,successful the
regression was in eplaining the response #"oore& )**+& p. )3*$. The predictor and
response variable values were identified from the participants to the survey from the
research target population. The survey responses to the F* ;uestions were allocated to the
factors defined for organizational climate and employee attitude. These responses to the
;uestions on the survey were assigned a value of +-4 #for disagree& somewat disagree&
etc.$ and were used as the numeric values for the organizational climate and employee
attitude factors sub:ected to regression analysis. The responses to the ;uestions on the
survey were allocated to the factors defined for the employee performance factors. These
responses were used as the numeric values sub:ected to regression analysis.
or checking of the impact of the organizational climate and employee attitude on
performance& the performance is regressed on the both the former parameters. The
regression e;uation can be epressed as@
/erformanceL Employee 5ttitude M
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Model Summary
Model / / Suare
)dusted /
Suare
Std. Error of t2e
Esti3ate
1 .#(a .1$$ .1#" .$51"0
a. redictors- Constant!4 )tt4 &C
Table 0.+@E)ibit $
rom the above we can see that regression coefficient for employee attitude was
significant when performance is regressed on employee attitude with KL.FFF& pQ*.*+.
This implies that employee attitude has the significant effect on the employee
performance.
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%ource of #ata
a$ /rimary Aata@Structured uestionnaire
b$ Secondary Aata@6ournals& 2ompany Aata& etc.
!esults of !esearch uestions
The research ;uestions framed were@
!+@ Is there a statistically significant relationship between organizational climate and
employee performanceJ
!)@ To what etent employee attitude plays a significant role in enhancing the
employee performanceJ
These ;uestions would be discussed based upon the hypothesis which could be as
mentioned@-
The result of these research ;uestions would be eplained with the help of the
hypothesis for each research ;uestion.
Hypotesis for R(1H+@ 2ollaborative climate has significant impact on the employee performance.
H)@ !ole clarity and ambiguity has significant impact on employee performance.
Hypotesis for R(*
HF@ %elongingness towards the organization plays a significant role in affecting
performance.
H0@ 5ppreciation by the top management significantly motivates employee to perform
good.
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Aiscussion of !esearch uestion
-est of Hypotesis 1
=ith the help of the correlation analysis this hypothesis can be tested. Hence from the
figure below@
Table 0.F@E)ibit ,
It can be said that collaborative environment is significantly and positively related
with performance with value of correlational coefficient as .0*B and p value as .***
which is less than *.*+ thus making it significant. Hence& it can be interpreted as the more
the climate is collaborative the more the effect on the performance can be seen.
Therefore& the collaborative environment is moderately related to performance
and hence we can say the hypothesis H+ is supported by the result.
-est for Hypotesis *
The regression result could best eplain this hypothesis. rom the below figure it
can be depicted that the role clarity and role ambiguity significantly effects the employee
performance. The intensity of the impact of role ambiguity can be shown by the
Corre$ations
/erf 2
/erf /earson 2orrelation + .0*B
Sig. #)-tailed$ .***
D +4* +4*
2 /earson 2orrelation .0*B +
Sig. #)-tailed$ .***
D +4* +4*
. 2orrelation is significant at the *.*+ level #)-tailed$.
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regression coefficient value #K$ of .))7 and p value .**4 which is less than *.*4 which
indicates that less the ambiguity? more effective will be the performance.
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Table 0.4@E)ibit /
-est of Hypotesis ,
The correlational analysis between appreciation and performance depicted
that the more the appreciation received by the employee the more will be the effect of it
on performance. Therefore& appreciation is significantly related to performance with r
value of ,*.088 and p value of ,.*** #pQ*.*+$. Hence if the top management continues
to appreciate their employees for their good work& the performance of the employee
would be enhanced. The detailed result is depicted below@
Table 0.B@E)ibit 0
Thus& the hypothesis 0 is supported by the result.
Corre$ations
/erf %elongingness
/erf /earson 2orrelation + .*F4
Sig. #)-tailed$ .B8+
D +4* +4*
%elongingness /earson 2orrelation .*F4 +
Sig. #)-tailed$ .B8+
D +4* +4*
Corre$ations
/erf 5ppreciation
/erf /earson 2orrelation + .088
Sig. #)-tailed$ .***
D +4* +4*
5ppreciation /earson 2orrelation .088 +
Sig. #)-tailed$ .***
D +4* +4*
. 2orrelation is significant at the *.*+ level #)-tailed$.
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CHAPTER : CONCUSIONS RECO!!ENDATIONS
Summary of the indings
The primary focus of this research study was to ascertain if a statistically
significant relationship eists between organizational climate and employee performance
as well as between employee attitude and employee performance. These two variables i.e.
organizational climate and employee attitude have additional factors to help define and
clarify the manner in which the research would be conducted. The survey ;uestionnaire
used a 1ikert-scaled response system& ;uestions that were mapped to each variable& and
factors for each variable.
rom the research& we got to know that employee performance is enhanced by
having positive attitude& so it is necessary to have positive attitude to have the favorable
impact on the performance.
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The hypothesis predicts that once the organisation has a reasonable climate wherein the
employee can perform effectively and efficiently. Thus& it is believed that when the
employees are satisfied with the climate maintained by the organization& they will
perform better.
Hypothesis ) investigates the relationship between role clarity ' role ambiguity
and employee performance. This hypothesis predicts that more the clearer the role of the
employee is& the more will be the employee9s performance. The organisation& which
practiced all the dimensions& will lead to high employee performance.
Hypothesis F investigates the relationship between belongingness with the
organization and employee performance. This hypothesis predicts that once the employee
is satisfied with his work place and feels as if it is his own organisation then it will surely
affect the employee performance positively.
Hypothesis 0 investigates the relationship between appreciation given by top
management and its impact on the employee performance. This hypothesis states that if
the employee is appraised for his good work& heNshe would be motivated and would
perform better.
2onclusion
or over 8* years& the attitudes-performance problem has been the sub:ect of
much research in social sciences. /roducer cooperatives and labor-managed firms have
also attracted much attention from scholars in various fields. This paper& a study of
attitudes-performance and climate-performance in a cooperative setting& is a contribution
to both of these important topics. %y doing the statistical analysis& it was found that
employee attitudes can potentially help boost performance& and that employee attitudes
are not significantly related to belongingness but significantly related to appreciation.
Secondly& for the organizational climate& it was found that collaborative and role
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ambiguity has significant impact on the performance whereas role clarity does not have
significant effect on the performance.
The results of this descriptive study revealed that employees9 perceptions of
attitude were significant and positively related to employee performance. The result also
indicates that organisation and employee performance is the main practices of the
organisation followed by employee loyalty and competitor orientation. The findings
suggest that organization should focus on making the climate helpful and friendly which
indirectly contribute to organizational enhanced performance which makes it competitive
in the business. Employee within the organisation should communicate to each other in
order to share the ideas or opinion regarding the current issues specifically about the
latest preferences service that is epected by the customers nowadays. This will much
assist the service organisation in order to create competitive advantage and have a
friendly environment internally.
5s epected& the result suggested that employees9 attitudes towards their
workplace positively associated with their performance. That means employees with
more positive attitudes towards their workplace are more likely satisfied with their :obs.
"oreover& among the overall attitudes& employees9 perceived support from the
organization and their supervisor& the appraisal by supervisors were also strongly related
to their performance. In the study& it was epected that employees were positive towards
the climate also but this result was not supported.
!ecommendations
The following are the recommendations that can be implemented taking into
consideration this particular research study@
Nee/ Ana$5sis- 1eaders of the organization re;uire formal and informal
education to understand the needs of the employees who work in the organization.
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1eaders should evaluate internal resources and solicit the assistance of eternal
resources to understand the nuances of his or her area of responsibility.
Ri"i/ Investi"ation- "ore specific investigation of the impact of climate should
also be performed because the nature of service provided and operationaldifferences of the each department may moderate the relationships between
climate and organizational performance
Cross C&$t&ra$ Iss&es@ The element of cross-cultural differences should be
investigated.
Re"&$ar s&'ervision@ Employee turnover is one factor that may be affected by
leaders not understanding the importance of an organizational climate. 2ontinuing
to monitor and maintain a positive organizational climate could reduce attrition
within the organization& which could contribute to increases in organizational
efficiencies
1imitations
There are some limitations which are encountered during the research. They are as
follows@
The results of this study couldn9t be generalized to all employees in the big social
contet& and should be used carefully.
This research enables us to eamine the correlations of each variable& but this
study has not taken the personality issues in eploring employees9 attitudes&
therefore we should be careful about attributing all the results to performanceitself.
There is no concrete basis to prove the response given is a true measure of the
opinion of all the employees as a whole.
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The ;uestionnaire contained mostly multiple-choice ;uestions? therefore many
respondents may not have given a proper thought before answering the ;uestions
The response of the respondents may not be accurate thinking that the
management might misuse the data
"ost respondents might be influenced by their peers in answering the ;uestions
Aue to the fact that most of the respondents were young& the ;uestions might not
have been answered with due sincerity
5nother limitation is that this study only investigated the link between employee
attitudes& climate and performance. There are many other potential firm factors
that could have differential effects on employee attitudes- employee performance
relationship.
Implication for /ractice
This study contributes to the recognition that the perception of organizational
climate shows variance between business units within a large organization& and that these
differences might have important financial conse;uences #=right and Gardner )**)$.
5lthough the variance in survey scales at the level of branch is rather limited compared
with the variance at the individual employee level& we found that these small differences
between business units preceded significant differences in business unit performance. 5t
the level of the business unit& the aggregated organizational climate survey scores can be
considered a thermometer with much narrower safety margins than those applying to the
individual measurement level. 5dditionally& we found no support that organizational
performance preceded climate scores. Therefore& this study confirms the usefulness ofincluding organizational climate data in balanced and or H! scorecards #/aauwe )**0$ as
a parameter relevant for achieving future financial performance. "onitoring and
managing these differences in organizational climate scores is important for
organizations. 5fter all& these factors are performance-stimulating factors with high
opportunity for control by line- and H! managers as compared to eternal factors& such
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as con:uncture or market prices. So& it seems important to take into account
organizational climate information in future management decisions and the subse;uent
shaping of H!-policies and practices.
The organizational climate dimension of task support might be conceptually more
ade;uately placed at the individual or :ob levels& instead of the branch level& and it might
be more related to other relevant organizational outcomes then productivity& like turnover
and or absenteeism. The climate dimension of socio-emotional support might be more
related to well-being outcomes. It might inform employees that their wellbeing and not
financial performance is the most important goal for their business unit& resulting in a
negative relationship with financial performance. So& it is important to investigate the
intervening processes whereby organizational climate affects organizational performance
e.g.& the cognitive and affective states and salient organizational behaviors as suggested
by Copelman et al. #+33*$. "oreover& more research is needed with regard to the impact
of specific organizational climate dimensions on parallel organizational outcomes as
recommended by
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measures of both organizational climate and performance and we used structural e;uation
modeling. However& apart from considering forward and inverse causation eplanations&
we did not address the issue of which time lag is necessary for the proposed link between
the organizational climate and performance in much detail. The effect of organizational
climate on organizational performance might depend on the length of the time interval.
The true effect of substantial organizational climate changes may only be visible over a
longer period than the average two years in this study& since the stability of the
organizational climate scales and the business unit performance declines over time.
5nother important area for future research could be to investigate the timing
sensitivity of the relationships eplored in this study. There is no specific theory on the
lasting effects of attitude on performance. The relationships presented in this paper can
further analyzed and enhanced through the use of structural e;uation modeling to test the
model fit and established the causal relationships hypothesized. uture researchers may
also wish to gather data on service climate and organizational performance capability
from the sources other than employees& which may provide a degree of triangulation or
validity of the data.
RE+ERENCES
o&rna$s:
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5hmad& Habib 5hmad& Chursheed Shah& Idrees 5li #)*+*$ !elationship between 6ob
Satisfaction& 6ob /erformance 5ttitude towards =ork and
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6ohnson& Aiane E #)**3$ Eamining the !elationship between Employee 5ttitudes and a
irm9s inancial /erformance@ 5 Theoretical ramework and 2ausal Investigation
O:R6A8 OF MA6A'ER7A8 7%%:E% 3ol.
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!iketta& "ichael #)**7$ The 2ausal !elation %etween 6ob 5ttitudes and /erformance@ 5
"eta-5nalysis of /anel Studiesournal of Applied !sycology5 3ol. ?$
oon& %oo-Ho& Hamali& 6amil 5nd Tangkau& 6ennifer#)**3$ 1inking Service 2limate To
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/lease read this form carefully and give your sincere and honest feedback in five point
scale #Strongly 5gree& 5gree& Aisagree& Strongly Aisagree& Do comment$ whatever you
feel.
+.!5 %om'an5 has a orma$, ritten %o/e o ethi%s6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
). R&$es an/ 'ro%e/&ra$ %$imate ae%ts 'erorman%e 'ositive$56
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
F.Both em'$o5ees an/ mana"ement o$$os the %o/e serio&s$56
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
0. To' mana"ement in m5 %om'an5 has $et it .e 0non the %onseF&en%es o ai$&re
to meet
the ethi%a$ stan/ar/s o .ehavior6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
4. Peo'$e, here are "&i/e/ .5 their on 'ersona$ ethi%s not .5 their or"ani#ation6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
B. I re%eive in%om'ati.$e reF&ests rom to or more 'eo'$e6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
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53
8. I re%eive an assi"nment itho&t the man'oer to %om'$ete it6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
7. I re%eive an assi"nment itho&t a/eF&ate reso&r%e an/ materia$s to ee%&te it6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
3. C$ear, '$anne/ "oa$s an/ o.=e%tives eist or m5 =o.6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
+*.I 0no ea%t$5 hat is e'e%te/ o me6
Strongly 5gree 5gree Deutral Aisagree Strongly
disagree
++. I 0no ho m5 'erorman%e is "oin" to .e eva$&ate/6
Strongly 5gree
5gree
Deutral
Aisagree
Strongly disagree
+).There is a s'irit o %oo'eration ithin m5 or0 "ro&'
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+F.A$$ i/eas are ree$5 e%han"e/ ithin m5 or0 "ro&'6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+0. !5 or0 "ro&' %oor/inates its eorts ith others hi%h he$' in enhan%in"
'erorman%e6
7/24/2019 Impact of Employee attitude and organizational climate on performance
54/56
54
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+4.I "et the s&''ort rom to' mana"ement in /ea$in" ith the ne a5s o "oin"
or0
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+B.I am "iven the o''ort&nit5 to or0 =oint$5 ith other 'eo'$e(or0 "ro&'s a%ross
a/ministrative $ines an/ 'ro"ram areas6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+8.This %om'an5 is a "reat '$a%e or or06
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+7. I ee$ a sense o onershi' or this or"ani#ation rather than =&st .ein" an
em'$o5ee6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
+3.I o&$/ re%ommen/ others to =oin this %om'an5 i "iven o''ort&nit56
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
)*. The 'eo'$e I or0 ith are ver5 %oo'erative here6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
7/24/2019 Impact of Employee attitude and organizational climate on performance
55/56
7/24/2019 Impact of Employee attitude and organizational climate on performance
56/56
56
im'a%ts the 'erorman%e6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
)3. I thin0 the more re%e'tive em'$o5ees to an5 %han"e the "reater i$$ .e their'er%eive/
'erorman%e %a'a%ities6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree
F*.!5 mana"er(s&'ervisor 'rovi/es %oa%hin" an/(or "&i/an%e to he$' me im'rove
m5
'erorman%e6
Strongly 5gree 5gree Deutral Aisagree
Strongly disagree