The Impact of Organizational Climate on Employees Job satisfaction at Pepsi Cola.
This research AIOU COL MBA Synopsis is focusing on job climate and its impacts on employee job satisfaction level at Pepsi Cola. This research will help the management as well as administration of Pepsi Cola to identify their weak points and understand them better to enhance their employee satisfaction level. This will also help them understand the relation between employee and their job satisfaction level. In addition to this, it will also help other researchers finding the job satisfaction level at Pepsi Cola for their further working on other dimensions. This will help them for working and proposing better intrusions for the Pepsi Cola management in understanding the employees and administration relation. Therefore, this research is very important from the management as well as employee perspective.
AIOU COL MBA Synopsis
Organizational climate has a major influence on human performance through its impact on individual motivation and job satisfaction. Climate does all this by creating expectations about what consequences will follow from different actions. Employees expect certain rewards and satisfaction on the basis of their perception of the organization’s climate. Individuals in the organization have certain expectations, and fulfillment of these depends upon their perception whether organizational climate suits according to their needs or not (Lehal, 2004). So, organizational climate is directly related with the performance of employees working in any organization.
There has been a long-standing interest in the study of organizational climate among organizational researchers. Its importance is partly due to its hypothesized relationship to other organizational phenomena including job satisfaction, job performance, leadership behavior and the quality of work group interaction (Schnake, 1983). Recent research on job satisfaction has focused on the job itself or the work climate as the primary means of increasing satisfaction. The main argument is that, if jobs or work climate are developed to provide a more desirable work environment, an increase in job satisfaction will result (Metle 2001, Afolabi, 2005). Organizational climate is a meaningful construct with significant implications for understanding human behaviour in organizations (Allen, 2003; Al-Shammari, 1992; Ashforth, 1985; Cotton, 2004; Glission & James, 2002; Tustin, 1993; Woodman & King, 1978).
Since Organizational climate involves perceptions of an Organization’s environment, different Organizations with differing practices and procedures may have different climates (Muchinsky, 1976). One of the problems with the climate concepts the specification of appropriate climate dimensions. Several studies have tried to identify the specific factors in the work environment, which seem to influence climate. Campbell, Dunnette, Lawler, and Weick (1970) in a review of four studies identified four dimensions that seemed to be common to these studies: individual autonomy, structure, reward, consideration, warmth, and support.
One of the studies reviewed was that of Litwin and Stringer (1968) in which nine priori climate dimensions (structure, responsibility, reward, risk, warmth, support, standard, conflict, and identity) were identified. Muchinsky (1976) factor analyzed the Litwin and Stringer climate questionnaire and found six derived dimensions, which he referred to as interpersonal milieu, standards, general affective tone toward management, Organization structure and procedures, responsibility, and organizational identification. Other attempts to generate taxonomies of climate using factor analysis techniques, including those of Payne and Pheysey (1971), Pritchard and Karasick (1973), and Joyce and Slocum (1984), yielded 2, 11, and 6 dimensions respectively.
AIOU COL MBA Synopsis Descriptive Measures
| Variables or Factors | Mean Value |
| Organizational Climate | |
| Role Clarity | 4.048148148 |
| Respect | 4.272222222 |
| Communication | 4.154166667 |
| Planning and Decision Making | 4.104545455 |
| Relationship | 4.11 |
a) The mean value for role clarity is 4.04 which show that employees are agree and satisfied for the given statement that they have clear goals and objectives for job clarity about priorities at work is established and employees know what is expected from them. Working in the company makes best of employee experiences and workers know what people in other departments do employee shared opinion that company has good quality staff.
b) The mean value for respect is 4.27 which shows that employees have selected agree option with respect factor against the given statement that they feel valued by colleagues and in turn they value other workers in the department. The staff feels valued by all company employees. Employees in one department are respected by other departments.
c) The mean value for communication is 4.15 which shows that employees have selected agree option with this factor against the statement of questionnaire that they are given all information they need to carry out their work many employees do not waste their time on unessential matters. All staff is informed about problems and issues arising in the company as a whole. Employee views show that they are appropriately informed by grapevine and other informal means also employees suggested that all departments work well with other departments and every department receives information needed to carry out its major functions. Workers are given a chance to understand the issues and contribute in solving them they are provide ample opportunities to express their views in the department employees are generally eager for problem solving. Based on employee views communication is effective in this company.
