motivational analysis of organizations

aspects of role stress and total role stress (as reported in Pareek, 1983). Specific
correlations between role stress and the various climates were as follows:
■ No significant correlation with a climate characterized by expert influence;
■ Two positive correlations with an affiliation climate (role erosion at the .01 level
and personal inadequacy at the .05 level);
■ One positive correlation with a dependency climate (role stagnation at the .01
level);
■ Six negative correlations with an extension climate (at the .05 level for interrole
distance, role overload, and role isolation, and at the .01 level for role-expectation
conflict, self-role distance, resource inadequacy, and total role stress);
■ Negative correlations with an achievement climate at the .01 level for all aspects
of role stress except interrole distance and personal inadequacy; and
■ Positive correlations with a control climate at the .01 level for all aspects of role
stress except personal inadequacy.
Similar results were reported by Sen (1982) and Surti (1982). All of these results were in
the predicted directions.
In summary, organizational climate has an enormous influence on organizational
effectiveness, role efficacy, and role stress. An achievement climate seems to contribute
to effectiveness, satisfaction, and a sense of internality; a climate characterized by expert
influence seems to contribute to organizational attachment; and a climate characterized
by extension seems to contribute to organizational commitment. All of these climates
foster relatively low levels of role stress. A control climate seems to lower role efficacy,
job satisfaction, organizational commitment, organizational attachment, and total
effectiveness and to foster relatively high levels of role stress. An affiliation climate
tends to lower both satisfaction and effectiveness and increase role erosion and feelings
of personal inadequacy.
Effectiveness Profiles
The completed matrix provides scores for all six motives tested by the MAO-C. The
highest of these scores represents the perceived dominant motive within an organization.
The general connections between dominant motives and particular types of
organizations are shown in Figure 1.
A combination of an organization’s highest or “dominant” score and its secondhighest
or “backup” score results in a basic characterization of that organization’s
climate. When the six motives are combined in patterns of dominant and secondary or
backup styles, thirty organizational profiles are possible. Brief descriptions of these
thirty profiles are provided in the following paragraphs. In each description the first
motive noted represents the organization’s dominant motive, and the second represents
its secondary or backup motive. Some of these profiles are based on studies that have
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