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Organizational Climate: Its Implications to Job Satisfaction and Performance of Personnel in State Universities and Colleges (Sucs) in Eastern Visayas, Philippines

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Organizational Climate: Its Implications to Job Satisfaction and Performance of Personnel in State Universities and Colleges (Sucs) in Eastern Visayas, Philippines THE COUNTRYSIDE DEVELOPMENT RESEARCH JOURNAL ORGANIZATIONAL CLIMATE: ITS IMPLICATIONS TO JOB SATISFACTION AND PERFORMANCE OF PERSONNEL IN STATE UNIVERSITIES AND COLLEGES (SUCS) IN EASTERN VISAYAS, PHILIPPINES Marilyn D. Cardoso1, Caroline C. Uy 1Samar State University, Philippines [email protected] Abstract This study determined the relationship between organizational climate prevailing in SUCs in Eastern Visayas and the corresponding job satisfaction level and work performance of personnel. The study uses triangulation methodology in collecting the needed data. The Organizational Climate Description Questionnaire (OCDQ) developed by Halpin and Croft (1962) was adapted to determine the organizational climate among the respondent-SUCs which involved 81 key officials, 130 faculty members, and 106 non-teaching personnel from 10 SUCs in the region during the school year 2010 – 2011. Results implied that the organizational climate prevailing in the respondent-SUCs approximated an open climate; thus, there is a high level of "esprit," "thrust," and "consideration." The personnel enjoy friendly relations and show considerate satisfaction in their work; indicate motivation to overcome difficulties and frustrations, manifest desire, enthusiasm, and cooperation to work things out to keep the organization going. Moreover, the respondents were satisfied with their job; with a high level of work performance. However, they had the lowest level of job satisfaction along professional growth due to limited seminars/training they have attended and inadequacy of scholarships and fellowship grants. Results showed that the organizational climate prevailing in an SUC in Eastern Visayas could affect its personnel's job satisfaction and work performance. A more "open climate" may lead to better job satisfaction and a higher level of work performance while in SUCs with approximately a "closed climate," the personnel may have low job satisfaction and work performance. Keywords: human resource development, HRD, organizational management, motivation, organizational culture I. INTRODUCTION what the organization is like regarding practices, policies, procedures, routines, and Organizational climate is often rewards – what is important and what referred to like the personality of the behaviors are expected and rewarded organization, and this pertains to the (Bowen and Ostroff, 2004). It can be characteristics and properties of the expressed by adjectives as open, bustling, organization. It is a shared perception of warm, easy-going, informal, cold, 53 An official peer-reviewed journal published by SAMAR STATE UNIVERSITY CDRJ Vol 3 Issue 2 (2015) impersonal, hostile, rigid and closed manager produces a climate that is either (Lunenburg & Ornstein, 2008). autocratic (thunderstorm), participative (sunshine), or without encouragement Variables influencing the (cloudy). This makes leading others in the organizational climate, which include a pursuit of organizational objectives and variety of internal and external factors motivating people to achieve them is one of (Cherrington, 1994:470). These factors the most challenging roles of management. include the leadership style or behavior of the manager and the motivational Goals and Objectives of SUCs in the techniques he employs to stimulate the Philippines are guided by the government employees to take goal-directed behavior. targets specifically by the Commission on Moreover, the prevailing climate in the Higher Education (CHED). Achieving state organization exerts significant influence on mandatory requirements requires the the way the members perform their duties by participation of the entire organization, inducing a certain pattern of behavior about specifically the key officials, teaching and any organizational situation. It measures the non-teaching staff; the key players in SUCs. mood, confidence, the trust, the feelings, the As of the academic year 2013-14, there understanding and the degree of uptightness were a total of 112 SUCs in the entire in an organization (Abasolo, 1991:27). Philippines with 451 more satellite campuses (CHED, 2014b). Some of the SUCs perform Halpin and Croft (1963) identified two better than the others. For example, only 44 clusters of elements, which are essential in or 39% of SUCs has Center of Excellence describing the climate prevailing in an (COE) and Center of Development (COD) educational institution. One cluster programs. Only 15% are categorized as describes the personnel's perceptions of SUC level 4, 34% SUC level 3 and the rest each other as human beings, which includes are either level 1 or 2 (CHED, 2014a). The intimacy, esprit, hindrance, and levels are a reflection of the quality of the disengagement; while the other group education which is highly attributable to the describes the personnel's collective university performance in instruction, perception of their superior and includes research, extension and production. The consideration, thrust, production emphasis delivery of all these requires the full and aloofness. The categorization of an participation of SUC employees. educational institution's climate may be chartered on a scale or continuum, that is Highly engaged employees are 50% from a closed climate – controlled – familiar more likely to exceed expectations than the – paternal - autonomous – open climate. In least-engaged workers. They also the same manner, Tannebaum and Smidt as outperform the later regarding employee cited by Abasolo (1991) contend that the retention (54%), costumer satisfaction (89%) style of leadership may be chartered on a and fourfold revenue growth (Gofee and scale or continuum. At the left side of the Jones, 2013). A positive organizational scale would be the leadership used by climate enhances employee motivation autocratic or dictatorial managers, and the which increases employees allocation of right side of the scale is a subordinate- personal effort to complete their tasks centered leadership evidenced by the (Brown and Leigh, 1996; Neal and Griffin, greater delegation of authority to 1999) subordinates and a high degree of subordinate participation in decision-making The positive organizational climate is through group efforts and team-building not the ultimate goal but its effect, the techniques. Cherrington (1994) posits that enhanced performance. The positive climate the type of leadership style adopted by the is a key link in companies’ ability to maintain 54 ISSN 2449-4577 (online) 2408-283X (print) THE COUNTRYSIDE DEVELOPMENT RESEARCH JOURNAL and improve performance with successful and Analysis of Variance were used to leaders takes efforts to initiate the chain analyze the data with the use of SSPSS reaction towards improving climate which Version 16.0 results to increased motivation and finally enhances performance (Atkinson and III. RESULTS AND DISCUSSIONS Frechette, 2009). According to the leader in Are SUCs in Eastern Visayas maintaining organizational climate research Robert a desirable positive climate where people Stringer (2001), a climate is a set of are motivated and have the high morale to measurable properties of the work perform their tasks? This study explored the environment based on the collective kind of organizational climate in the region perceptions of the people who work in the and examined the relationship of the same environment and demonstrated to influence to employee’s job satisfaction. their motivation and behavior. II. METHODOLOGY The foregoing is the result of the survey to key officials and employees of ten SUCs The descriptive research design was in Eastern Visayas. This SUCs are the utilized where methodological triangulation Eastern Samar State University (ESSU), was utilized in collecting the needed data. Eastern Visayas State University (EVSU), The Organizational Climate Description Leyte Normal University (LNU), Northwest Questionnaire (OCDQ) developed by Halpin Samar State University (NwSSU), Naval and Croft (1962) was adapted to determine State University (NSU), Palompon Institute the organizational climate prevailing in the of Technology (PIT), Samar State University ten respondent-SUCs in Eastern Visayas. (SSU), Southern Leyte State University The study involved 81 key officials, 130 (SLSU), University of Eastern Philippines faculty members and 106 non-teaching (UEP), and Visayas State University (VSU). personnel. The key officials included the presidents, vice-presidents, deans and A shown in Table 1, the superiors (key directors; the group comprising the faculty officials) of the ten SUCs see their were those who were holding the ranks of subordinates’ organizational climate Instructor to Professor, and the non-teaching dimension to be of Esprit dimension with groups were those who were in the them saying it is often observed. The key administrative department and rank and file, officials believe that their employees feel that who were not given teaching assignments. their social needs are being satisfied while In the selection of respondents, total enjoying a sense of accomplishment in their enumeration was utilized for the key officials, job. On the other hand, the subordinates see and proportionate probability sampling was the Esprit climate sometimes occurring, a utilized for the teaching and non-teaching slight deviation from supervisors personnel. observation. The said difference is statistically insignificant. The Esprit A perusal of records and interviews characteristic received the highest rate from were used to clarify vague answers and to all groups of
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