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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
taken without fear of reprisals and ridicule in case of failure. The communication is open
and straightforward.
Another interesting finding of this study reveals that there is statistical significant but
negative relationship between education level and organizational climate dimension
freedom. Ekvall (1996) explains that a certain level of freedom has to exist to provide
innovation. However, high values in freedom point to a situation in which subordinates
are able to work independently without permanent observations. It has been observed
that more integrated factory environments can affect workplace freedom and autonomy,
regardless of managerial intent to empower or control workers and education levels in
Pakistani industrial organizations. Generally, goals are set by management, work related
relationships are maintained and tasks are defined by top management. It is assumed that
management controls the working environment which leads to lack of freedom in the
workplace. This view was also supported by Jones and Blunt (1997):
This is consistent with the higher levels of power distance which characterize most East
Asian societies (Hofstede, 1980) with patrimonial family structures and such cultural
features as filial piety. All of these factors contribute to the wide social distance
separating leaders from followers. Goals, and means for their attainment, are decided by
leaders and are carefully and humanely imposed. There is little involvement of followers
and little expectation on their part that this will occur. The power and authority of the
leader are accepted as right and proper. Hierarchy is viewed as the natural way to order
social relations. There is ―conformity to the ‗natural‘ order of power relations‖.
6.1.3 Length of Service
Length of service was found significantly correlated with organizational climate (r = .17;
p