Question
Question 4
Burke and Litwin (1992) define ‘organisational climate’ as being the ‘collective impressions, expectations and feelings’ that employees currently have towards their employer. They go on to argue that policy and practice in the field of reward management plays a major role in influencing ‘organisational climate’. To what extent do you agree, and why? Justify your answer with reference to your reading and personal experience.
Question 5
Your Chief Executive Officer (CEO) has e-mailed you following a networking webinar which included a brief presentation about ‘high commitment models of HRM’. She asks you to critically evaluate the pros and cons of either adopting this model for your organisation or making further use of it. Draft a 1000 word briefing paper on this topic for your CEO.
Question 10
Drawing on your reading, identify and critically evaluate any ONE significant, contemporary development in the field of employee selection.
Question 14
Farndale (2005) defined a professional HR function as one which is ‘perceived to make a valued strategic contribution to organizational life’. A CIPD (2020:18) report later found that people management professionals ‘with a more strategic role find more meaning and purpose from their work’. This suggests that HR and L&D work is ‘professional’ when it is ‘strategic’. To what extent do you agree or disagree with this proposition? Justify your answer.
Solution
Question 4
Burke and Litwin (1992) define ‘organisational climate’ as being the ‘collective impressions, expectations and feelings’ that employees currently have towards their employer. They go on to argue that policy and practice in the field of reward management plays a major role in influencing ‘organisational climate’. To what extent do you agree, and why? Justify your answer with reference to your reading and personal experience.
Answer
In an organisation, the employee behaviours is as a consequence of their individual characteristics and environment of their operations. As evidenced in Berberoglu (2018), these job attitudes of employees are affected by broad range of organisational characteristics and social relations which are part of employees work environment. When evaluating the employees perceptions of working environments, it is essential evaluating a set of terms and concepts including organisation climate, psychological climate, collective climate and culture (Bos-Nehles & Veenendaal, 2019). The organisation climate is identified as a critical aspect pertaining to organisational environment directly impacting on the relationship with employee behaviour. From 1960’s, Olsson et al. (2019) identify the organisation climate as being a popular area of focus in organisational behaviour literature and perceived as a core area for understanding employee’s work-related attitudes and behaviours. To appreciate the relevance of the organisation climate with the other factors, Berberoglu (2018) note that if organisational culture identify how things are done around here., organisation climate is identified as how it feels to work around here. It is in this regard that Pecino et al. (2019) concluded that organisation climate is a set of individual perceptions, recurring patterns of behaviour, attitudes of employees and feelings. In XXX organisation case study, the existing organisational climate is viewed by the employees as influencing the scope of their motivation which contribute to increased productivity. This is from the improved employees wellbeing and engagement.
According to Abun et al. (2021), organisation climate represent the perceptions people possess on a set of aspects of organisational environment. these are as a consequence of the entity activities. Further, according to Al-Kurdi et al. (2020), the evident organisational climate is elicited by a set of dimensions including communication process, conflicts (functional and dysfunctional), leadership, trust, fairness, supportiveness, friendliness and commitment).
Leadership and organisation climate– According to Sopiyana and Soelingc (2020); Taştan and Davoudi (2019); Marchington et al. (2020), leadership is a core contributing factor of stressful organisation climate. For instance, in XXX organisation in Saudi Arabia, a previous authoritarian leadership style was identified as a problem with organisation climate. Also, the outcome of this has been what Sipa (2018) as organisation climate encouraging creativity by encouraging people to generate fresh ideas and assisting the organisation growth and increasing efficiencies. In XXX, their organisation climate promote their capacity of generating and implementing creative ideas.
Trust – One of the key determinant of an appropriate organisation climate is the trust factor. As noted in Agbejule et al. (2021), trust represent a core construct with immense benefit for harnessing organisation climate. The importance of trust is enabling people in developing shared perceptions, expectations and behavioural normal with management and leadership for promoting the organisation climate. A significant challenge that has been evident in XXX organisation is lack of trust by the superiors to subordinates or vice versa. The result of this is what Nienaber et al. (2015) identify as prevalence of inappropriate organisation climate limiting successful achievement of organisation goals and objectives.
Fairness– In developing a sustainable organisation climate, trust and fairness are identified in current research as being interrelated. To affirm this, Agarwal and Bose (2004) identify trust scope as being influenced by procedural fairness interacting with result of favourability for influencing support of employees. Further, Yurtkoru et al. (2018) note that high-level trust as a consequence of procedural fairness, the support offered by employees support is limitedly impacted by results of favourability.
Supportiveness– The link of this factor with organisation climate is evident in Wei and Morgan (2004) which is based on market orientation and firm new product performance. Supportiveness has been defined as a support advanced by the managers as a significant determinant of such an organisation success. In a different context, Lantara (2019) noted that the organisation climate is directly linked with organisation commitment of personnel when appropriate supportiveness is provided. For instance, in XXX organisation, through supportiveness, immense conflicts are mitigated, cohesiveness harnessed with easier communication promoted.
Friendliness, conflict and commitment–
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