impact of employee attitude and organizational climate on performance

7/24/2019 Impact of Employee attitude and organizational climate on performance

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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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t

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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


!)@ To what etent employee attitude plays a significant role in enhancing the


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 +


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


D +4* +4*

5ppreciation /earson 2orrelation .088 +


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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45

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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47

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


disagree

F.Both em'$o5ees an/ mana"ement o$$os the %o/e serio&s$56


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


disagree

4. Peo'$e, here are "&i/e/ .5 their on 'ersona$ ethi%s not .5 their or"ani#ation6


disagree

B. I re%eive in%om'ati.$e reF&ests rom to or more 'eo'$e6


disagree


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53

8. I re%eive an assi"nment itho&t the man'oer to %om'$ete it6


disagree

7. I re%eive an assi"nment itho&t a/eF&ate reso&r%e an/ materia$s to ee%&te it6


disagree

3. C$ear, '$anne/ "oa$s an/ o.=e%tives eist or m5 =o.6


disagree

+*.I 0no ea%t$5 hat is e'e%te/ o me6


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 disagree

+0. !5 or0 "ro&' %oor/inates its eorts ith others hi%h he$' in enhan%in"

'erorman%e6


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54


Strongly disagree

+4.I "et the s&''ort rom to' mana"ement in /ea$in" ith the ne a5s o "oin"

or0


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 disagree

+8.This %om'an5 is a "reat '$a%e or or06


Strongly disagree

+7. I ee$ a sense o onershi' or this or"ani#ation rather than =&st .ein" an

em'$o5ee6


Strongly disagree

+3.I o&$/ re%ommen/ others to =oin this %om'an5 i "iven o''ort&nit56


Strongly disagree

)*. The 'eo'$e I or0 ith are ver5 %oo'erative here6


Strongly disagree


55/56


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im'a%ts the 'erorman%e6


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 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 disagree

impact of employee attitude and organizational climate on performance

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