Organizational Climate and Its Relation to Employees' Job Performance: Basis for a Wellness Program

Abstract

INTRODUCTION

Conflicts are inevitable in an organization, since the goals of each department needs to be worked out together for the common good. It is an unpleasant fact in any organization as long as people compete for jobs, security, power, and recognition. People who seek power therefore struggle with others for position or status within the group.

The researcher has encountered instances of these two variables in the school where she has been teaching for five years that prompted her to make and come-up with this kind of study to find out and give solution to the problem.

METHODS

The researcher used the Likert scale in order to determine the respondents' perception on conflict in terms of relationship, task & process conflict, and on job performance in terms of quality, quantity, job knowledge, adaptability, initiative, and reliability. Pearson r was used to determine if there is significant relationship between Organizational Climate and Job Performance.

RESULTS

Generally, the school employees have a moderate degree of interpersonal relationships and there is moderate level of hostilities among individuals. It has a moderate negative impact on the individuals working in a group and also leads to delayed projects and poor outcomes if not treated well. It is shown that conflict is cause of damage to individual and group performance, and the probability a group will work together in the future.

DISCUSSIONS

There is significant relationship between organizational climate according to process conflict and job performance of school employees. There might be disagreements about who should do the work, disagreements about resource allocation in the work, delegations of tasks and how to complete a work task although sometimes only, it is in relation to the moderate performance of the employees.