Organizational climate research--论文代写范文

51Due论文代写平台paper代写范文:“Organizational climate research”，这篇论文主要描述的是在组织的管理当中，需要有着正确积极向上的组织氛围，这样能够有效的引导员工的工作方式，文中对于一间电子产品生产企业做了深入的研究，该企业在市场当中有着非常好的口碑，并且给予员工相当多的福利政策，但近期却面临着效率低下，员工无故缺勤过多的问题，是要怎么改善组织气氛才能够解决。

A large unit, manufacturing electrical goods which have been known for its liberal personnel policies and fringe benefits is facing the problem of law productivity and high absenteeism. How should the management improve the organizational climate?

Organizational Climate: organizational climate is a relatively enduring quality of the internal environment that is experienced by its members, influences their behavior, and can be described in terms of the values of a particular set of characteristics of the organization. Organizational climate is the summary perception which people have about an organization. It is a global expression of what the organization is. Organizational climate is the manifestation of the attitudes of organizational members toward the organization itself. An organization tends to attract and keep people who fit its climate, so that its patterns are perpetuated at least to some extent.

组织氛围的特征——Features of Organizational Climate

Organizational climate is an abstract and intangible concept. But it exercises a significant impact on the behavior and performance of organizational members. It is the perceived aspect of organization’s internal environment. Organizational climate refers to the relatively enduring characteristics which remain stable over a period of time. It gives a distinct identity to organization and differentiates it from other organizations.

It is a multi-dimensional concept. It consists of all organizational factors, e.g., authority pattern, leadership pattern, communication pattern, control, etc.

组织氛围的组成元素——Elements of Organizational Climate  

Individual Autonomy: It implies the degree to which employees are free to manage themselves, have considerable decision-making power and are not continuously accountable to higher management. Thus, it means the individual’s freedom to exercise responsibility.

Position Structure: It refers to the degree to which objectives of the job and methods for accomplishing it are established and communicated to the employees.

Reward Orientation: it means the degree to which an organization rewards individuals for hard work or achievement. Reward orientation is high when an organization orients people to perform better and rewards them for doing better.

Task Orientation: if the management is task oriented, the leadership style will be autocratic. The employees will have to speed up the pace of work to please their bosses.

Job Satisfaction: the satisfaction the workers get on their jobs is also an important component of organizational climate. The workers feel happy if the jobs are designed to allow the workers to use their innovative skills.

Morale: morale represents a composite of feelings, attitudes and sentiments of organizational members towards the organization, superiors and fellow members. If it is high, there will be an atmosphere of cooperation in the organization. But if the morale is low, there will be conflicts and poor cooperation among the workers. They will also feel disinterested in their work.

Control: the control systems may be either rigid or flexible. If the control is rigidly followed, there will be impersonal or bureaucratic atmosphere in the organization. The scope for self-regulation will be the minimum.

Problem of Low Productivity

Productivity is a measure of the efficiency of production. Productivity is a ratio of production output to what is required to produce it (inputs). The measure of productivity is defined as a total output per one unit of a total input.

Productivity on the job is a measure of employee’s performance and behavior. It was contented by the human relations school that morale and productivity are positively correlated, i.e., they move together or go hand in hand. It was the general view that high morale and high productivity always go together like the east and west sides of an elevator. Low productivity and poor morale go together. People with low morale show tendencies like absenteeism, tardiness, turnover, casual interest in work coupled with apathy, anxiety, tension and even arrogance.

Absenteeism:

Absenteeism as the frequent absence from school or work, especially without good reason. In other words, any failure of an employee to report for or to remain at work as scheduled regardless of the reason. The term ‘scheduled’ is very significant, because it automatically excludes things like 10 vacations, holidays and jury duty. The term also eliminates the problem of determining whether an absence is excusable or not. Medically-verified illness is a good example of this. As far as the business is concerned, the employee is absent and is simply not available to perform his/her job. Even this kind of absence costs money. Absenteeism will be defined as any occasion when an employee is absent from work without permission regardless of the reason.

In light of the above costs, organization are using the OB model to improve employee productivity, and to reduce errors, absenteeism, while at the same time improving customer friendliness. The typical Organizational Behavior model follows a five-step problem solving model:

(1) Identifying critical behaviors;

(2) Developing baseline data;

(3) Identifying behavioral consequences;

(4) Developing and implementing an intervention strategy; and

(5) Evaluating performance improvement.

Identifying Factors Which Can Be Used to develop organizational climate

The Workplace Factors: Aspects of job situation that affect low productivity and absenteeism are, workforce planning; job scope; work patterns; workgroups; child/day care facilities; job dissatisfaction; workplace conflict; union representation; absenteeism policy; and organization culture.

Workforce planning: Absenteeism, low labor productivity and ineffective training programmes can be reduced and expenses lowered if workforce planning is executed properly.

Absenteeism rates often showed poor management/conflict within the labor relationship. Management should therefore try to reduce or eliminate those factors that cause personal problems like overtime, fatigue, job-related stress, and extensive employee travel.

An informed understanding of the human aspects of management and organization are necessary to help managers predict, explain and change human behavior. This will go towards ensuring that productivity, commitment and job satisfaction are high, while absenteeism and staff turnover are low. These variables of productivity, absenteeism, staff turnover, employee commitment and job satisfaction are critical determinants of the effectiveness of an organization. Workforce planning should therefore be done with a focus on the welfare and wellbeing of employees to ensure their total commitment to their job.

Work Patterns: Absenteeism can be influenced by work patterns operating within the firm, such as changes in the normal weekly hours of work; overtime policies; the length and timing of holidays; retrenchment policy; the policy for employing part-timers; and shift systems. Companies are discovering that family-friendly work environments more than pay for themselves, and that workplace flexibility is not an accommodation to employees but a competitive weapon. Absenteeism is reduced, turnover is cut, efficiency is improved and the bottom line is more attractive. Organizational factors, which include: the size of the organization; the size of the work group; the nature of supervision; incentive schemes; and the type of work, do have a considerable influence on absenteeism in the workplace. In some instances, employers have cited advantages such as increased productivity, reduced turnover and reduced absenteeism with the introduction of a compressed work-week. Long working hours cause tiredness, fatigue, loss of concentration and ultimately the decision to stay away from work. Therefore it can be concluded that a compressed work-week can increase employee enthusiasm, morale and commitment to the organization, as well as reducing costs, turnover and absenteeism. As a result of work patterns within the firm, work groups are formed.

Work Groups:

Work groups will be discussed under the following subheadings:

Self managed teams;

Quality circles;

Group cohesion.

Self-Managed Work Teams: Although not totally new, self-managed work teams have recently come to the fore as a method of improving employee commitment and thus the general well-being of the organization. One of the reported successes of self-managed work teams is the reduction of absenteeism and turnover. On the other hand, cautioned that overall research on the effectiveness of self-managed work teams has not been uniformly positive. Moreover, while individuals on these teams do tend to report higher levels of job satisfaction, they sometimes have higher absenteeism and turnover rates. It is thus clear that inconsistency in findings suggests that the effectiveness of self-managed teams is situation-dependent. Another important form of self managed work teams is quality circles.

Quality Circles: The quality circle groups of companies and found that over a 30-month period the quality circle groups of companies had greater increases than those of the non-participants in the percentage of time spent on production, efficiency and productivity. The quality circle group also lowered its absenteeism rate more rapidly than that of the non-participants. A valuable characteristic of quality circles is their group cohesion.

Group Cohesion: Although there are potential disadvantages to cohesive groups, these may result in: increased interaction among members; mutual help and social satisfaction; lower turnover and absenteeism; and often higher productivity. Groups with high cohesion experience lower job turnover and less absenteeism. Management can therefore use creative ways to design programmes to reduce absenteeism and increase productivity by establishing on-site child/day care.

Child/Day Care Facilities: For enhancing the ability to attend work should include:

creating a safe and healthy work environment;

providing day-care facilities at the work place;

creating programmes to assist troubled employees;

providing programmes for reducing job stress; and

providing recreational and exercise facilities.

Job Dissatisfaction: The more people are dissatisfied with their jobs, the more likely they are to be absent. Job dissatisfaction is probably just one of many factors influencing people’s decisions to report or not to report for work. Managers should note the levels of job satisfaction in their organizations, because there is evidence that dissatisfied employees skip work more often and are more likely to resign. Dissatisfied employees may choose not to resign but to follow the company’s grievance procedure to address their concerns which could end up in workplace conflict.

Workplace Conflict: workplace conflict is a direct result of the power struggle between employees and employers, and emerges in many different forms in business and industry. Conflict in the workplace manifests itself, inter alia, in high labor turnover, absentee rates, accidents, grievances and dismissals. Proactive responses to the requirements of employee inclusion in the decision making process of the company will reduce conflict in the organization and absenteeism will be minimized.

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