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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS References Carlisle, H.M. 1982. Management: concepts, Methods, and Applications. 2nd ed. Science Research Associates, Chicago. USA.P.211, Cenzo, D.D and S.R. Robbins.1998. Human Resource Management. 5th ed. John Wiley and Sons, New York, USA.P.109. 135, 251. Daft, R.L. 1997, Management. 4th ed. Dryden Press Harcourt Brace College Publishers, New York, USA. PP.19. Garrett, H.E.1997. Statistics in Psychology and Research in Education, 6th ed.Combine Printers Pvt. Ltd, Lahore. Pakistan.P.263. Gibson,J.L., J.M.Ivancevich and J.H.Donnelly.1985. Organizations Behaviour Structure Processes. 9th ed. McGraw Hill Publication, Boston, USA.pp.126-139, 179-184. Greenberg, J. 1999. Managing Behavior in Organizational. 2nd ed. Prentice Hall, New Jersey, USA. P.74, 136. Hall, Gene E. 1980. The Principal's Role in Setting School Climate. Harper Publishing, New York, USA. P.239. Kerlinger, F.N. 1993. Foundations of Behavioural Research, New York; Holt Rinehard and Winston Inc. New York, USA. p. 187. Knezevich, S. J. 1984. Administration of Public Education. 4th ed. Harper and Row Publishers, New York, USA. pp. 87-110. Kreitner, R.1995. Management. 6th ed. Houghton Mifflin Company, New York, USA. Lewis, V.P.1998. Managing Human Relations. Kent Publish Company, Boston, Massachusetts.pp.188-204. Luthans, F. 1995. Organizational Behaviour. 7th ed. McGraw-Hill, Inc. New York, USA. pp. 141-165. Mifflin, 1995. Management and Organization. South-Western Publishing Co, New York, USA. P.122, 167. Moorhead.G and R.W.Griffin. 1995. Organizational Behaviour. Houghton Mifflin Co, Boston, USA. pp.65-89, Mullins, L. 1996. Management and Organizational Behaviour, London: Pitman Publishing, London. UK. P.154. Peters, T. 1992. Liberation Management. Pan Books Publisher Ltd, London, UK. P. 86 Reeve, J. (2001). Understanding Motivation and Emotion. 3rd ed. Harcourt College Publishers. New York, USA.P.95. Ricks, B.R., M.L.Glinn and A.S.Daughtrey. 1995. Contemporary supervision, Managing People and technology, McGraw- Hill, Inc. New York, USA. P.169,182, COPY RIGHT © 2011 Institute of Interdisciplinary Business Research JANUARY 2011 VOL 2, NO 9 510
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS The influence of personal factors on the perceived Organizational climate: Evidence from the Pakistani Industrial Organizations Abstract Adnan Iqbal College Of Business Administration Prince Sultan University P. O. Box No. 66833 Riyadh 11673, Kingdom of Saudi Arabia Organizational climate is perception of members about their work environment and it is greatly influenced by individual attributes. This study explores the relationship of organizational climate perceptions according to employees' demographic (age, and education, tenure and Job Ranks) background patterns. In order to achieve this goal, selfadministered questionnaires were distributed to 500 subjects in Pakistani industrial organizations. Usable answers were obtained from 353 subjects. The results of the study showed that the personal factors of the employees were found to account for significant differences in the perception of several dimensions of climate. Specifically in attempting to build a positive creative climate, Pakistani industrial organizations must consider not only the size, ownership and existing structures of the organizations, but must also consider the job tenure, training experience, length of service, education level and age of the employees(sonority at workplace). Policies based on organizational factors only may have no effect on improving the organizational climate, and may not make effective use of the organization‘s resources. Keywords: Personal Factors, Organizational Climate, culture, Creativity and Innovation, Pakistani industry, Situational Outlook Questionnaire, Training, Pakistani Industrial organizations 1. Introduction The concept of organizational climate was developed in the late 1930s by the social scientists (Lewin, Lippitt, and White, 1939). They used social climate term to describe subjective feelings or atmosphere they encountered in their studies of organizations. They found that different groups had distinctively different social climates. They have also established a linkage between the climate and factors such as motivation, playfulness, aggression, productivity and sharing (Isaksen, Lauer, Murdock, Dorval, and Puccio, 1995). Organizational climate gained acceptance as describing the perceived social environment in which an individual‘s and organization‘s expectations are met. Since 1980s the concept of climate has seemed to have lost its appeal to organizational researchers (Isaksen et al, 1995). In its place organizational culture, which came from the field of anthropology, was introduced. Ekvall (1996) noted that the organizational climate literature contained two main contradictions. One relates to ontological issues, which include theories of organizational climate (Guion, 1973; Ekvall, 1996; Altman, 2000) and the other on values, norms and belief system (Schneider and Brief, 1996). According to Ekvall (1996), this demarcation runs between theorists who conceive ‗climate‘ as a COPY RIGHT © 2011 Institute of Interdisciplinary Business Research JANUARY 2011 VOL 2, NO 9 511 Listed in ULRICH
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