Organizational Climate and its Effect on the Employees Behaviour of Southern Luzon State-Judge Guillermo Eleazar (SLSU-JGE) Tagkawayan, Quezon

Authors

  • Catherine R. Gonzalvo

Keywords:

organizational climate, employees’ behavior, demographic characteristics, faculty, staff

Abstract

Organizational climate, like a finger print is unique, has its own history, pattern of communication, system, procedure, mission statement and vision and institute distinctive culture. That according to Cache (2005), atypical climate corresponds to the human feelings or moods, excitement, depression, anger, fear, optimism and anxiety. This study aimed to determine the organizational climate and its effect on the employee’s behavior of Southern Luzon State University-Judge Guillermo Eleazar specifically this sought to determine the respondents’ profile, factors that determine the organizational climate of the university and the factors affecting employee’s behavior. This study made use of the descriptive method of research using a standardized questionnaire to gather data; used the whole population of the organization but only 61 out of 78 employees had been the respondents. Descriptive statistics such as Weighted Mean and Percentage were used. Findings revealed that there are 61 respondents forty-three (43) are faculty, six (6) are male and 37 are female, and eighteen (18) are staff members, 12 are male and 6 are female. Majority of the respondentsare regular employees. Majority of the faculty rendered service for 28-34 years. The findings on the perceive organizational climate revealed “ Agree” by the employees with an average Weighted Mean of 2.91, while the perceived employees behavior is analyzed as “Agree” by the employees with an average Weighted Mean of 3.12. Therefore, the prevailing organizational climate of Southern Luzon State University-Judge Guillermo Eleazar, affecting the employee’s behavior is a “closed climate” according to Boleman and Deal (2005) this is a mark by a situation on which the group members obtain little satisfaction in respect to either task-achievement or social needs and leadership. To develop a conducive organizational climate, recommendations are cited: there must be a concise and clear organizational structure showing the flow of authority in acquiring chain of command. The organization must encourage and involve the employees in the decision making and their suggestions must be heard and considered. A more objective, extensive and impartial assessment in the accountability and authority practices in the administration may be initiated to determine some malpractices, and then take necessary action and reform for the improvement of their supervision.

Published

2018-05-18