Factors of Climate

Interpretation and conclusion

The main purpose of the study was to investigate the relationship between organizational climate and job satisfaction. The results of this study reported a strong positive relationship between the two variables (r = 0.813). The findings of this study thus support hypothesis 2, which postulated a positive relationship between organizational climate scores and job satisfaction scores. These results were consistent with those of previous studies investigating the climate/satisfaction relationship.

The dimensions of the organizational climate questionnaire correlated strongly with one another and with the job satisfaction scale, which is a possible indication of overlap between the dimensions or lack of clarity of the factors. A CFA was conducted on the original questionnaire and the results indicated a poor fit. Subsequent analysis (EFA and CFA) showed that the 12-factor model (11 dimensions) fitted the data best. Hence, this model was used to analyze the rest of the data. Hypothesis 1 was therefore rejected. A possible reason for the decrease in factors is that organizational climate is unique to every organization and the respondents in this sample interpreted the items differently. The fact that the questionnaires were in English could have also contributed to the misinterpretation of questions.

Another aim of this study was to determine whether certain organizational climate dimensions had a greater influence on job satisfaction than other dimensions. It was hypothesized that the dimensions perceived as personal to the individual would have a greater influence on job satisfaction. The results of the step wise linear regression indicated that the dimension with the highest impact could be perceived as personal to the individual. However, the dimensions perceived as indirectly affecting the job satisfaction of individuals also contributed significantly to job satisfaction. Hypothesis 3 was therefore partially supported. These results were in line with those of other studies in which various dimensions, regardless of how they are perceived, were shown to have an influence on job satisfaction.

Limitations and recommendations

This research study was conducted in a single organization and therefore cannot be generalized to other ICT organizations or to the rest of the South African workforce. In addition, only three regions were used in this study and hence the results cannot be generalized to the entire organization. Since no norm groups existed, it was impossible to compare the findings of this study with other organizational climate studies conducted in South Africa. The portability of the measuring instrument can also be regarded as a limitation, because the instrument was adapted for a specific climate and therefore may not be suitable to use in other organizations. The questionnaire included a global approach to investigating the affective responses to job satisfaction only, thereby excluding cognitive and behavioral components of job satisfaction, limiting comparisons of findings to other studies that investigated all three components of the job satisfaction attitude.

Implications for practitioners and future research

This study provided support for the view that line managers and human resource practitioners should be aware that different biographical groups have different needs that can influence their job satisfaction levels and different perceptions of the climate within the organization and that this impacts on their behavior. One could speculate that organizations that understand their employees and are aware of what they need create an environment in which employees can thrive and be creative and productive – all characteristics of successful organizations.

The final recommendation relating to the conclusions of this research is that further studies be conducted to explore the relationship between organizational climate dimensions that are perceived as being internal to or having a direct influence on the employee and organizational dimensions that are perceived as being external to or having an indirect influence on employee satisfaction levels.