INDEX

S.No. Title Teacher’s Signature

1. Understanding And Assessing The Relationship Between

Organizational Climate And Work Motivation

2. Impact Of Gender And Culture On Leader Behavior

Understanding And Assessing The Relationship Between Organizational Climate

And Work Motivation

Work Motivation

We can formally define motivation as the extent to which

persistent effort is directed toward a goal.

Work motivation, encompasses the psychological processes that energize, direct, and

sustain effort towards achieving work-related goals. It involves the interplay of

individual characteristics, such as needs, values, and personality traits, with

environmental factors, including organizational culture, leadership styles, and reward

systems. Work motivation theories, such as expectancy theory, equity theory, and

goal-setting theory, offer frameworks to understand the factors influencing

employees' willingness to exert effort, persistence in the face of challenges, and the

choices they make regarding task engagement and performance. Overall, work

motivation is crucial for organizations to enhance employee satisfaction, productivity,

and overall performance.

Effort

The first aspect of motivation is the strength of the person’s

work-related behaviour, or the amount of effort the person exhibits on the job.

Clearly, this involves different kinds of activities on different kinds of jobs. A

loading-dock worker might exhibit greater effort by carrying heavier crates, while a

researcher might reveal greater effort by searching out an article in some obscure

foreign technical journal. Both are exerting effort in a manner appropriate to their

jobs.

Persistence

The second characteristic of motivation is the persistence that

individuals exhibit in applying effort to their work tasks. The organization would not

be likely to think of the loading-dock worker who stacks the heaviest crates for two
hours and then goofs off for six hours as especially highly motivated. Similarly, the

researcher who makes an important discovery early in her career and then rests on her

laurels for five years would not be considered especially highly motivated. In each

case, workers have not been persistent in the application of their effort.

Direction

Effort and persistence refer mainly to the quantity of work an

individual produces. Of equal importance is the quality of a person’s work. Thus, the

third characteristic of motivation is the direction of the person’s work- related

behaviour. In other words, do workers channel persistent effort in a direction that

benefits the organization? Employers expect motivated stockbrokers to advise their

clients of good investment opportunities and motivated software designers to design

software, not play computer games. These correct decisions increase the probability

that persistent effort is actually translated into accepted organizational outcomes.

Thus, motivation means working smart as well as working hard.

Goals

Ultimately, all motivated behaviour has some goal or objective

toward which it is directed. We have presented the preceding discussion from an

organizational perspective—that is, we assume that motivated people act to enhance

organizational objectives. In this case, employee goals might include high

productivity, good attendance, or creative decisions. Of course, employees can also be

motivated by goals that are contrary to the objectives of the organization, including

absenteeism, sabotage, and embezzlement. In these cases, they are channelling their

persistent efforts in directions that are dysfunctional for the organization.

Intrinsic and extrinsic motivation

 Intrinsic motivation stems from the direct relationship between

the worker and the task and is usually self-applied. Feelings of achievement,

accomplishment, challenge, and competence derived from performing one’s job are

examples of intrinsic motivators, as is sheer interest in the job itself.

Extrinsic motivation stems from the work environment external to the task and is

usually applied by someone other than the person being motivated. Pay, fringe

benefits, company policies, and various forms of supervision are examples of

extrinsic motivators. At DevFacto Technologies, the trip to Las Vegas and the

vacation subsidy are examples of extrinsic motivators.

Need theories of motivation and self- determination theory

Need theories

Motivation theories that specify the kinds of needs people have

and the conditions under which they will be motivated to satisfy these needs in a way

that contributes to performance.

Maslow’s hierarchy of needs

A five-level hierarchical need theory of motivation that specifies

that the lowest-level unsatisfied need has the greatest motivating potential.

Physiological needs.

These include the needs that must be satisfied for the person to survive, such as food,

water, oxygen, and shelter. Organizational factors that might satisfy these needs

include the minimum pay necessary for survival and working conditions that promote

existence.

Safety needs.
These include needs for security, stability, freedom from anxiety, and a structured and

ordered environment. Organizational conditions that might meet these needs include

safe working conditions, fair and sensible rules and regulations, job security, a

comfortable work environment, pension and insurance plans, and pay above the

minimum needed for survival.

Belongingness needs. These include needs for social interaction, affection, love,

companionship, and friendship. Organizational factors that might meet these needs

include the opportunity to interact with others on the job, friendly and supportive

supervision, opportunity for teamwork, and opportunity to develop new social

relationships.

Esteem needs.

These include needs for feelings of adequacy, competence, independence, strength,

and confidence, and the appreciation and recognition of these characteristics by others.

Organizational factors that might satisfy these needs include the opportunity to master

tasks leading to feelings of achievement and responsibility. Also, awards, promotions,

prestigious job titles, professional recognition, and the like might satisfy these needs

when they are felt to be truly deserved.

Self-actualization needs.

These needs are the most difficult to define. They involve the desire to fully develop

one’s true potential as an individual and to express one’s skills, talents, and emotions

in a manner that is most personally fulfilling. Maslow suggests that self-actualizing

people have clear perceptions of reality; accept themselves and others; and are

independent, creative, and appreciative of the world around them. Organizational

conditions that might provide self-actualization include absorbing jobs with the

potential for creativity and growth as well as a relaxation of structure to permit self-

development and personal progression.

ERG theory

A three-level hierarchical need theory of motivation (existence,

relatedness, growth) that allows for movement up and down the hierarchy.

Existence needs.

These are needs that are satisfied by some material substance or condition. As such,

they correspond closely to Maslow’s physiological needs and to those safety needs

that are satisfied by material conditions rather than interpersonal relations. These

include the need for food, shelter, pay, and safe working conditions.

Relatedness needs.

These are needs that are satisfied by open communication and the exchange of

thoughts and feelings with other organizational members. They correspond fairly

closely to Maslow’s belongingness needs and to those esteem needs that involve

feedback from others. However, Alderfer stresses that relatedness needs are satisfied

by open, accurate, honest interaction rather than by uncritical pleasantness.

Growth needs.

These are needs that are fulfilled by strong personal involvement in the work

setting. They involve the full utilization of one’s skills and abilities and the creative

development of new skills and abilities. Growth needs correspond to Maslow’s

need for self-actualization and the aspect of his esteem needs that concern

achievement and responsibility.

Given the preceding description of ERG theory, we can identify its two major

motivational premises as follows:

The lower-level needs are gratified, the more higher-level need satisfaction is desired.

The less higher-level needs are gratified, the lower-level need satisfaction is desired.
Self-determination theory

Theory of motivation that relates the satisfaction of three basic

psychological needs to autonomous or controlled motivation.

Autonomous motivation: self-motivation or intrinsic motivation that occurs when

people feel they are in control of their motivation.

Controlled motivation: motivation that is externally controlled, such as when one is

motivated to obtain a desired consequence or extrinsic reward.

Autonomy support involves providing employees with choice and encouragement for

personal initiative. Managers provide employees with autonomy support when they

give a meaningful rationale for performing an activity or task, emphasize and enable

some choice rather than control, and understand and acknowledge employees’ feelings

and perspectives.

Process theories of motivation

Process theories is motivation theories that specify the details of

how motivation occurs.

Expectancy theory

Is the belief that motivation is determined by the outcomes that people expect to

occur because of their actions on the job. Psychologist Victor Vroom is usually

credited with developing the first complete version of expectancy theory and

applying it to the work setting.

Outcomes are the consequences that may follow certain work behaviours. Of

particular interest to the organization are first-level outcomes, such as high

productivity versus average productivity, or good attendance versus poor

attendance.

Instrumentality is the probability that a particular first-level outcome (such as high

productivity) will be followed by a particular second-level outcome.

Valence is the expected value of work outcomes; the extent to which they are

attractive or unattractive.

Expectancy is the probability that a particular first-level outcome can be

achieved.

Force is the product of the other components of the theory. It represents the relative

degree of effort that will be directed toward various first-level outcomes.

Equity theory

A process theory that states that motivation stems from a

comparison of the inputs one invests in a job and the outcomes one receives in

comparison with the inputs and outcomes of another person or group.

Goal setting theory: goals are most motivational when they are specific and

challenging and when organizational members are committed to them. In addition,

feedback about progress toward goal attainment should be provided. The positive

effects of goals are due to four mechanisms:

- They direct attention toward goal-relevant activities.

- They lead to greater effort.

- They increase and prolong persistence.

- They lead to the discovery and use of task-relevant strategies for goal

attainment.

Goal setting theory

A process theory that states that goals are motivational when they

are specific and challenging, when organizational members are committed to them, and

when feedback about progress toward goal attainment is provided.

Goal Specificity.
Specific goals are goals that specify an exact level of achievement for people to

accomplish in a particular time frame. For example, “I will enrol in five courses next

semester and achieve a B or better in each course” is a specific goal. Similarly, “I will

increase my net sales by 20 percent in the coming business quarter” is a specific goal.

On the other hand, “I will do my best” is not a specific goal, since level of

achievement and time frame are both vague.

Goal Challenge.

Obviously, specific goals that are especially easy to achieve will not motivate effective

performance. But goal challenge is a much more personal matter than goal specificity,

since it depends on the experience and basic skills of the organizational member. One

thing is certain, however: when goals become so difficult that they are perceived as

impossible to achieve, they will lose their potential to motivate. Thus, goal challenge is

best when it is pegged to the competence of individual workers and increased as the

particular task is mastered. One practical way to do this is to base initial goals on past

performance. For example, an academic counsellor might encourage a D student to set

a goal of achieving Cs in the coming semester and encourage a C student to set a goal

of achieving Bs. Similarly, a sales manager might ask a new salesperson to try to

increase their sales by 5 percent in the next quarter and ask an experienced salesperson

to try to increase their sales by 10 percent.

Goal Commitment.

Individuals must be committed to specific, challenging goals if the goals are to have

effective motivational properties. The effect of goals on performance is strongest when

individuals have high goal commitment. In a sense, goals really are not goals and

cannot improve performance unless an individual accepts them and is committed to

working toward them. This is especially important when goals are challenging and

difficult to achieve . In a following section, we will discuss some factors that affect

goal commitment.
Goal Feedback.

Specific and challenging goals have the most beneficial effect when they are

accompanied by ongoing feedback that enables the person to compare current

performance with the goal. This is why a schedule of tasks to be completed often

motivates goal accomplishment. Progress against the schedule provides feedback. To

be most effective, feedback should be accurate, specific, credible, and timely.

Performance feedback is also obtained from co-workers and managers who are

familiar with each employee’s work, and informal progress reviews are also held

throughout the year.

Goal orientation.

An individual’s goal preferences in achievement situations.

Learning goal orientation. A preference to learn new things and develop

competence in an activity by acquiring new skills and mastering new situations.

Performance-prove goal orientation. A preference to obtain favourable judgments

about the outcome of one’s performance.

Performance-avoid goal orientation. A preference to avoid negative

judgments about the outcome of one’s performance.

Goal proximity.

Distal goal: long-term or end goal

Proximal goal: short-term goal or sub goal.

Organizational climate

Organizational climate refers to the prevailing atmosphere or environment within

an organization, shaped by the collective perceptions, attitudes, and behaviors of its

members. It encompasses the overall mood, morale, and culture of the workplace,

influencing employee motivation, satisfaction, and performance. Organizational climate

reflects the shared experiences, norms, and values that shape interactions among

individuals and groups within the organization. It is influenced by factors such as

leadership style, communication patterns, reward systems, and organizational structure,

and it plays a crucial role in determining organizational effectiveness and employee

well-being.

It is a set of properties of the work environment, perceived directly or indirectly by the

employees that is assumed to be a major force in influencing employee’s behavior.

Approaches

There are two difficulties in defining organization climate: how to define

climate, and how to measure it effectively on different levels of analysis. Furthermore,

there are several approaches to the concept of climate. Two in particular have

received substantial patronage: the cognitive schema approach and the shared

perception approach.

The cognitive schema approach regards the concept of climate as an individual

perception and cognitive representation of the work environment. From this

perspective climate assessments should be conducted at an individual level.

The shared perception approach emphasizes the importance of shared perceptions as

underpinning the notion of climate.

Characteristics of organizational climate

Climate is generally considered to be a molar construct that can change over

time. It is perceived by and shared among organizational members, which can result in

consensus among individuals.

It consists of global impressions of the organization that members form through

interacting with each other and organizational policies, structures and processes.

Climate perceptions are descriptions of environmental events and conditions rather

than evaluations of them.

The climate construct is multidimensional.

It refers to the ‘feeling of an organization’.

Climate can potentially influence an individual’s behavior.

Elements of climate

 Quality of Leadership

 Amount of Trust

 Communication, upward and downward

 Feeling of useful work

 Responsibility

 Fair rewards

 Reasonable job pressure

 Opportunity

 Reasonable controls, structure, and bureaucracy

 Employee involvement, participation.

Elements of an Organizational Climate -Diversity

Each organizational climate has its own attitude towards diversity, either

positive, negative or somewhere between. Ideally, all organizational climates should

have a positive attitude toward diversity. Organizations should not discriminate against

people based on race, religion or gender.

Centralized or Decentralized.

Organizational climates are either centralized and hierarchical or decentralized.

Centralized organizations give certain individuals power over others. Decentralized

organizational cultures have authority spread out between different members.

As workers become more specialized, they need more autonomy and self-regulation,

since authority figures will not always have the knowledge necessary to manage more

sophisticated tasks. However, workers have more responsibilities placed on them in

decentralized organizations than in centralized organization.

Formal or Informal.

The climate can have a more formal or informal structure. Formalized structures have

standardized rules about how workers carry out activities in the organization, while

less formalized structures give members the freedom to engage in alternative solutions

to problems, with members having more freedom.

Social Interaction.

The level of social interaction in an organizational climate influences how innovative

and cooperative the climate is, according to in the International Journal of Information

Management. Some organizational climates are more teamwork-oriented, while other

organizational climates have isolated members operating on their own. Teamwork-

oriented climates are more supportive.

Integration.

Integration is the extent to where the subdivisions of the organization work together.

Organizations that are highly integrated have more opportunities for the members to

work together, share information, learn from each other, solve problems and identify

potential problems that other members miss.

Self-Direction.

Organizations vary in the extent to which the members feel like they have control over
themselves and the organization. Some organizational climates have a high degree of

stress, which increases the chances that members will experience burnout and

increases the rate at which members leave due to low satisfaction with the

organization. Workers experience burnout when they feel exhausted both emotionally

and with their work.

Importance of Organizational Climate

The climate is the feel of the organisation, the individual and shared

perceptions and attitudes of the organisation's members. While the culture is the

deeply rooted nature of the organisation that is a result of long-held formal and

informal systems, rules, traditions, and customs; climate is a short-term phenomenon

created by the current leadership. Climate represents the beliefs about the "feel of the

organisation" by its members. This individual perception of the "feel of the

organisation" comes from what the people believe about the activities that occur in the

organisation. These activities influence both individual and team motivation and

satisfaction. Ask the following five questions to gauge the climate of your

organisation:

How well does the leader clarify the priorities and goals of the organisation? What is

expected of us?

What is the system of recognition, rewards, and censure in the organisation?

How competent are the leaders?

Are leaders free to make decision?

What will happen if I make a mistake?

Types of Organizational Climate

 There are many different types of climates that can be produced by the

culture of an organization and they can be grouped in many different ways.

One way to categorize the different types of organizational climates is climates that

are people-oriented, rule-oriented, innovation-oriented and goal-oriented.

Examples Of Organizational Climate

It is known by people everywhere that Jack can do just about anything, so when

a cactus farm in Arizona needed some help, they called Jack. The culture of the cactus

farm consisted of a core value that emphasized care and concern for the people of that

organization. This culture produced a people-oriented climate that was obvious to Jack.

He felt an immediate sense of belonging to the organization and could tell they

genuinely cared about his well-being. The owner of the cactus farm spent two days

training Jack on the best way to care for cacti, and a supervisor was always nearby to

make sure that none of the farm workers ever got too hot or thirsty in the scorching

Arizona desert.

One of Jack's most dangerous jobs was the time he was hired as a crab fisherman in

Alaska. The culture of this organization valued attention to detail by its members, and

this culture produced a climate that was very rule-oriented. The crab fisherman had a

very established way of performing their jobs and were quick to correct Jack if he did

anything that did not conform to the established procedures. Jack was quick to notice

that this was a very stable environment built on a tradition of doing each job a certain

way. Since it was such a dangerous job, it was important that no one do anything that

went against the established rules in order to ensure the safety of all members of the

group.

Jack was once hired to work in an ice cream factory in Vermont. Jack's job was to fill

empty containers with ice cream. The culture of the ice cream company valued emphasis

on outcome - everyone had to fill 100 cartons with ice cream every day. The culture of

this organization produced a climate that was goal-oriented. Jack was able to instantly
sense this climate since there were signs on the wall with clearly defined goals for the

workers and everyone there felt the pressure to produce. Everyone who filled containers

with ice cream had to stay at the factory until they completed their daily goal, no matter

how long it took.

Review of literature

Research paper by Smith delves into the multifaceted nature of work motivation,

exploring the intricate interplay between intrinsic and extrinsic factors. Drawing upon a

comprehensive review of existing literature, the study examines how various

motivational theories contribute to our understanding of employee engagement and

performance in the workplace. Through a mixed-methods approach, incorporating both

quantitative surveys and qualitative interviews, the research investigates the differential

impact of intrinsic motivators, such as autonomy and mastery, and extrinsic motivators,

such as monetary rewards and recognition, on employees' motivation levels.

Furthermore, the paper explores the moderating effects of individual differences and

situational factors on the relationship between motivation and job satisfaction. Findings

suggest that while both intrinsic and extrinsic factors play significant roles in driving

employee motivation, the relative importance of these factors varies across individuals

and contexts. Implications for organizational practice and future research directions are

discussed.

The paper by Smith (2023) contributes to the ongoing discourse on work motivation by

elucidating the complex dynamics between intrinsic and extrinsic factors and their

influence on employee engagement and performance. Through a comprehensive review

of existing literature and empirical investigation, the study provides valuable insights for

organizations seeking to enhance employee motivation and foster a more conducive

work environment.

Research paper by Garcia, M., Lee, S., & Chen, X. (2021) presents a nuanced
analysis of work motivation, aiming to provide a holistic understanding of the factors

influencing employee engagement and performance. Through a mixed-method approach

encompassing qualitative interviews and quantitative surveys, the study examines the

interplay of intrinsic and extrinsic motivators, organizational culture, leadership styles,

and individual differences across various industries. Findings underscore the

significance of intrinsic motivators such as autonomy and purpose, while highlighting

the contextual variability of extrinsic rewards and the pivotal role of transformational

leadership in fostering employee motivation and job satisfaction.

In seminal work by Davis, L., & Thompson, R, "Unveiling the Essence of

Organizational Climate," Davis and Thompson (2022) embark on a meticulous

exploration of the intricate facets of organizational climate, offering a comprehensive

perspective that illuminates its underlying dynamics. Employing a mixed-method

methodology, the researchers meticulously conducted surveys, interviews, and

observations across diverse organizational contexts to capture the nuanced perceptions

of climate among employees. Their findings unravel a complex interplay of variables

that influence organizational climate, encompassing leadership style, communication

patterns, structural arrangements, and employee engagement strategies. Noteworthy is

the discovery of a robust association between a positive organizational climate and

heightened levels of employee satisfaction, commitment, and performance. Additionally,

the study underscores the pivotal role of leadership in nurturing a conducive climate,

underscoring the importance of transparent communication, supportive interactions, and

participatory decision-making processes. Nevertheless, the research also exposes

challenges in maintaining a favorable climate, including competing priorities,

hierarchical constraints, and resistance to change. In summary, Davis and Thompson

advocate for a holistic approach to managing organizational climate, advocating for

continuous evaluation, targeted interventions, and the cultivation of a culture

characterized by openness and inclusivity. Their study underscores the imperative for

organizations to prioritize climate enhancement endeavors as a means to foster a thriving

workplace culture and attain enduring success amidst contemporary competitive

landscapes.

In pioneering research, "Dynamics of Organizational Climate," Garcia and Patel

(2023) delve into the intricate dynamics of organizational climate, offering valuable

insights garnered from a multi-industry study. Employing a comprehensive research

approach, the authors conducted surveys, interviews, and observations across diverse

organizational contexts to elucidate the multifaceted nature of climate perceptions

among employees. Their findings reveal a complex interplay of factors influencing

organizational climate, including leadership styles, communication strategies, structural

arrangements, and employee engagement initiatives. Notably, the study highlights the

significant correlation between a positive organizational climate and enhanced employee

satisfaction, commitment, and performance outcomes. Furthermore, Garcia and Patel

underscore the crucial role of leadership in shaping a conducive climate, emphasizing

the importance of transparent communication, supportive relationships, and participatory

decision-making processes. However, the research also identifies challenges in

maintaining favorable climates, such as conflicting priorities, hierarchical barriers, and

resistance to change. In conclusion, Garcia and Patel advocate for a holistic approach to

organizational climate management, stressing the importance of ongoing assessment,

targeted interventions, and the cultivation of a culture characterized by openness and

inclusivity. Their study underscores the imperative for organizations to prioritize efforts

to enhance climate as a means to foster a thriving work environment and achieve

sustainable success in diverse industries.

Organizational climate and work motivation

Organizational climate and work motivation are crucial components influencing

employee behavior and performance within an organization. Organizational climate

refers to the prevailing atmosphere or environment within a workplace as perceived by

employees, encompassing factors such as leadership style, communication patterns, and

work processes. On the other hand, work motivation pertains to the drive, enthusiasm,
and commitment individuals demonstrate towards their work tasks. Understanding these

factors is essential for enhancing employee engagement, satisfaction, and overall

organizational effectiveness.

Research Questions

What is the relationship between perceived organizational climate and work motivation?

How do perceptions of organizational climate and work motivation differ between

private and government sectors?

Objectives

To investigate the impact of organizational climate on work motivation across

private and government sectors.

To compare perceptions of organizational climate and work motivation between private

and government sectors.

Method

Sample

The study comprised 87 government company employees and 53 private

company employees.

Tools

Two questionnaires were utilized: the School Organizational Climate Description

Questionnaire and The Multidimensional Work Motivation Scale. Additionally,

ANOVA was employed for statistical analysis.

Research Design

The study employed a correlational research design.

In the study, a correlational design was employed to investigate the relationship between

the sector of employment (government vs. private) and perceived organizational climate

and work motivation. This design involves measuring variables without manipulation

and examining the extent to which they are related.

In this context, correlational design allowed the researchers to assess how the sector of

employment (independent variable) relates to organizational climate and work

motivation (dependent variables) without intervening or manipulating any factors.

Surveys, including the School Organizational Climate Description Questionnaire

(SOCQ) and The Multidimensional Work Motivation Scale (MWMS), were

administered to collect data on participants' perceptions of organizational climate and

work motivation.

Analysis of variance (ANOVA) was then used to compare mean scores between

government and private sector employees, providing insights into potential differences

in organizational climate and work motivation across the two sectors.

Overall, a correlational design facilitated the exploration of associations between

variables in a real-world setting, allowing the researchers to examine patterns of

relationships between sector of employment and organizational climate/work motivation

without experimental manipulation.

Procedure

The tests were administered the School Organizational Climate Description

Questionnaire and The Multidimensional Work Motivation Scale to the participants.

ANOVA was then conducted to analyze the data collected from the 87 government

employees and 53 private employees, examining their work motivation and

organizational climate patterns. This comprehensive approach allowed for robust

conclusions to be drawn from the analysis and results.

 Result

Table 1-Commom Demographic Details

Age Gender Educatio Perceived socio- Annual income Work

n economic status (family) (LPA) experience
Tota 140 140 140 140 140 140
l
participants
Mean 43.92 1.56 1.79 2.33 24.87 15.49

Std. 8.957 0.499 0.407 0.501 11.01 8.352

Deviation
Range 43 1 1 2 75 36

Graph 1-Commom Demographic Details

50

45

40

35

30

25

20

15

10

0
Mean

Age Gender Education

Perceived socio-economic status Annual income (family) (LPA) Work experience

Table 2-Split Demographic Details

Age Gender Education Perceived Annual Work

socio- income experience
economic (family)
status (LPA)
Private Total 87 87 87 87 87 87
participants
Mean 43.9 1.54 1.82 2.31 23.94 14.79
 1
Std. 8.96 0.501 0.39 0.513 10.895 7.842
Deviation 3
Range 43 1 1 2 75 36
Government Total 53 53 53 53 53 53
participants
Mean 43.9 1.58 1.75 2.36 26.4 16.64
4
Std. 9.03 0.497 0.434 0.484 11.131 9.087
Deviation 3
Range 31 1 1 1 65 31
Graph 2-Split Demographic Details

50
45
40
35
30
25
20
15
10
5
0
Private Government

Column1 Age Gender

Education Perceived socio-economic status Annual income (family) (LPA)
Work experience

Table 3- Common Correlations Table

Organisational Work
Climate Motivation
Organisational Pearson 1 -.202*
Climate Correlation
Sig. (2-tailed) 0.017
Total participants 140 140
Work Motivation Pearson -.202* 1
Correlation
Sig. (2-tailed) 0.017
Total participants 140 140
* Correlation is significant at the 0.05 level (2-tailed).

Table 4- Split Correlations Table

Organization Organisational Work

Type Climate Motivation
Private Organisational Pearson 1 -.311**
Climate Correlation
 Sig. (2-tailed) 0.003
Total 87 87
participants
Work Motivation Pearson -.311** 1
Correlation
Sig. (2-tailed) 0.003
Total 87 87
participants
Government Organisational Pearson 1 .275*
Climate Correlation
Sig. (2-tailed) 0.046
Total 53 53
participants
Work Motivation Pearson .275* 1
Correlation
Sig. (2-tailed) 0.046
Total 53 53
participants
** Correlation is significant at the 0.01 level (2-tailed).
* Correlation is significant at the 0.05 level (2-tailed).

Graph 4- Split Correlations Table

1.2

0.8

0.6

0.4

0.2

0
Private Government

-0.2

-0.4

Organisational Climate Work Motivation

Table 5-Common ANOVA table

Sum of df Mean F Sig.

Squares Square
Organisational Between 3987.431 2 1993.716 2.451 0.09
Climate Groups
Within 111447.562 137 813.486
Groups
Total 115434.993 139
Work Motivation Between 300.403 2 150.201 1.722 0.183
Groups
Within 11952.419 137 87.244
 Groups
Total 12252.821 139

Table 6- Split ANOVA Table

Organization Sum of df Mean F Sig.

Type Squares Square
Private Organisational Between 4487.031 2 2243.515 1.897 0.156
Climate Groups
Within 99332.9248 1182.535
Groups 4
Total 103819.954 8
6
Work Between 457.085 2 228.542 2.38 0.099
Motivation Groups
Within 8064.57 8 96.007
Groups 4
Total 8521.655 8
6
Government Organisational Between 1244.415 2 622.207 3.008 0.058
Climate Groups
Within 10342.34 5 206.847
Groups 0
Total 11586.755 5
2
Work Between 166.287 2 83.144 1.269 0.29
Motivation Groups
Within 3276.882 5 65.538
Groups 0
Total 3443.17 5
2

Table 7: General

Mean SD
Organisation climate 173 16.8
Work Motivation 58 7.94

Graph 7: General
Table 8: Split

Sector Organisation Organisation Work Work

climate (Mean) climate (SD) Motivation Motivation
(Mean) (SD)
Private 179 16 68 9.1
Govt 168 16.2 58 6.97

Graph 8: Split

200

180

160

140

120

100

80

60

40

20

0
Private Govt

Organisation climate (Mean) Organisation climate (SD)

Work Motivation (Mean) Work Motivation (SD)
 Discussion

Participant Demographics

Under this category, the study encompassed 140 participants, with a mean age of

approximately 43.92 years. The age range spanned 43 years, indicating a diverse age

group. Gender distribution was slightly skewed, with 62 males and 78 females

participating in the study. The mean annual family income was approximately 24.87

LPA (Lakhs Per Annum), showcasing a range of income levels among the participants.

Work experience averaged at 15.49 years, with a range of 36 years, indicating a

considerable breadth of professional experience among the participants.

Organizational Type Comparison

The study included 53 government employees and 87 private sector employees.

Private sector employees tended to have slightly lower mean ages (43.91 years)

compared to government employees (43.94 years). However, private employees reported

a slightly lower mean perceived socio-economic status (2.31) compared to their

government counterparts (2.36). On the other hand, government employees had a higher

mean annual family income (26.4 LPA) compared to private employees (23.94 LPA),

indicating potential disparities in income between the two sectors. Additionally, private
employees had slightly lower mean work experience (14.79 years) compared to

government employees (16.64 years), suggesting variations in the level of professional

experience among employees in different sectors.

Correlation observed

In the government sector, the correlation between Organizational Climate and

Work Motivation was positive but with a relatively low degree (0.275). Conversely, in

the private sector, the correlation was negative, also with a low degree.

The positive correlation in the government sector suggests that as perceptions of the

organizational climate improve, there is a modest increase in work motivation among

employees. This indicates that in governmental environments, where stability and

procedural adherence may be more emphasized, a better organizational climate could

marginally boost motivation levels.

On the other hand, the negative correlation in the private sector implies that as the

perception of the organizational climate becomes more positive, work motivation tends

to decrease slightly. This might seem counterintuitive, but it could indicate that in highly

dynamic and competitive private sector settings, employees might be more driven by

challenges or dissatisfaction with the status quo, rather than a positive organizational

climate.

In the government sector, where stability and predictability often prevail, a positive

organizational climate might foster a sense of security and satisfaction, leading to a

slight increase in work motivation.

In contrast, the private sector, being more dynamic and results-oriented, employees

might thrive on challenges or dissatisfaction with current conditions, leading to a

negative correlation between a positive organizational climate and work motivation.

Additionally, in competitive environments, the drive to surpass challenges might

overshadow the impact of a positive organizational climate on motivation.

This suggest that the relationship between organizational climate and work motivation
can vary based on the sector's characteristics and the nature of work environments,

reflecting the complexities inherent in organizational dynamics.

Private Sector

Organizational Climate: Private sector employees reported a mean

organizational climate score of 179 (SD = 16), indicating a relatively positive perception

of their work environment.

Work Motivation: The mean work motivation score among private sector employees

was 68 (SD = 9.1), reflecting a high level of motivation within this group.

Government Sector

Organizational Climate: Government sector employees reported a slightly lower

mean organizational climate score of 168 (SD = 16.2) compared to their counterparts in

the private sector.

Work Motivation: The mean work motivation score among government sector

employees was 58 (SD = 6.97), indicating a slightly lower level of motivation compared

to private sector employees.

Private sector employees perceived their organizational climate more positively

compared to government sector employees, as evidenced by their higher mean

organizational climate score.

Additionally, private sector employees demonstrated higher levels of work motivation

compared to their counterparts in the government sector, as indicated by the higher mean

work motivation score.

These findings suggest that the private sector may offer a work environment that is

perceived as more conducive to motivation compared to the government sector.

Organizational Climate

The higher mean score in organizational climate among private sector employees

suggests that they perceive their work environment more positively compared to

government sector employees.

This difference in perception may stem from various factors such as management style,

communication channels, opportunities for growth, and overall workplace culture.

In the private sector, there may be a greater emphasis on innovation, flexibility, and

responsiveness to employee needs, which contribute to a more favorable perception of

the organizational climate.

Conversely, the government sector may be perceived as more bureaucratic or

hierarchical, with processes that are perceived as slower or less responsive to employee

feedback, potentially leading to a less positive perception of the organizational climate.

Work Motivation

The higher mean score in work motivation among private sector employees

indicates a greater level of drive, enthusiasm, and commitment to work compared to

government sector employees.

Private sector organizations often offer more tangible incentives such as performance-

based bonuses, career advancement opportunities, and a competitive salary structure,

which may contribute to higher levels of motivation among employees.

Additionally, the dynamic and fast-paced nature of many private sector industries may

naturally foster a sense of urgency and motivation among employees to excel and

innovate.

On the other hand, government sector employees may face challenges such as

bureaucratic processes, limited opportunities for career advancement, and relatively

stable employment conditions, which could impact their level of motivation.

In summary, the differences observed between the private and government sectors in

terms of organizational climate and work motivation underscore the need for tailored

strategies to address the unique needs and challenges faced by employees in each sector,

ultimately contributing to a more engaged, motivated, and productive workforce.

Organizational Climate reflects participants' perceptions of their workplace

environment, while Work Motivation measures their drive and enthusiasm towards work
tasks.

Conclusion

The study investigated the impact of organizational climate and work motivation

across government and private sectors, revealing distinct patterns between the two.

Private sector employees reported higher levels of organizational climate perception and

work motivation compared to their government sector counterparts. Interestingly, while

a modest positive correlation was observed between organizational climate and work

motivation in the government sector, indicating a potential boost in motivation with an

improved organizational climate, a negative correlation was found in the private sector,

suggesting a nuanced relationship influenced by the dynamic and competitive nature of

private sector environments. These findings underscore the importance of tailoring

strategies to foster a positive work environment and enhance motivation, with

implications for organizational practices aimed at promoting employee engagement and

performance across different sectors.

 References

Smith, J. R. (2023). The dynamics of work motivation: Unveiling the interplay of

intrinsic and extrinsic factors.
Garcia, M., Lee, S., & Chen, X. (2021). Exploring the Complexities of Work
Motivation: A Multi-dimensional Examination. Journal of Applied Psychology,
36(3), 321-340.
Davis, L., & Thompson, R. (2022). Unveiling the Essence of Organizational Climate: A
Holistic Examination.
Garcia, A., & Patel, S. (2023). Dynamics of Organizational Climate: Insights from a
Multi-Industry Study.
Sing, N., & Katoch, A. (Year). Title of the article. Journal Name, Volume(Issue), Page
range. DOI or URL

Sing, N., & Katoch, A. (Year). School Organizational Climate Description

Questionnaire. DOI or URL

Gagné, M., Forest, J., Vansteenkiste, M., Van den Broeck, A., & et al. (2014). The
Multidimensional Work Motivation Scale: Validation evidence in seven
languages and nine countries. European Journal of Work and Organizational
Psychology, Volume(Issue), Page range. DOI: 10.1080/1359432X.2013.877892

Luthans, F., Luthans, B. C., & Luthans, K. W. (2015). Organizational behaviour: An

evidence-based approach (13th ed.). McGraw Hill.

Parikh, N., & Gupta, R. (2010). Organization Behaviour. Tata McGraw Hill Education.