This investigation was carried out within an international financial services organisation. The executed survey comprised a climate and commitment research study, involving a sample of 129 respondents.
In conducting the literature survey, it was found that there is no universally agreed-on definition for the concepts of ‘organisational climate’ and ‘organisational commitment’ (otherwise referred to as ’employee engagement’). Further, ‘organisational climate’ regularly overlaps with the concept of ‘organisational culture’. Limited studies were found that explored the relationship between organisational climate and organisational commitment.
During the climate study, it was revealed that the organisation succeeded in areas concerning employee wellness, teamwork and interpersonal belonging. Critical areas of concern regarding negative perceptions pertaining to recognition and reward, growth and development as well as transparency from management, emerged.
The commitment study revealed high levels of positive affective commitment, while continuance and normative commitment needs to be carefully monitored, due to the negative associations with involuntary compliance and obligatory commitment.
In the study it was found that the relationship between employees and their supervisors yielded strong predictors of both organisational climate and commitment.
Several recommendations were made to management on how to further improve areas of concern identified during the study.
Supervisor: Dr Erik Schmikl
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