Satisfaction and employee retention is a major concern of CEO’s and Human Resources departments today. They know that a work environment pleasant, with a culture that promotes a sense of belonging and commitment to the task is a strong competitive advantage.

Times change, and societies and their needs as well. As the new era of knowledge implies that firms are more or less competitive as the management of intellectual capital, a vital component of this intangible asset is the organizational climate, the fruit of the company’s relationship with its employees on a day to day, the internal standards management, internal communication, training as needed, pay for performance and benefits and all actions and processes that affect the work environment, among others.

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Experts raise nine dimensions that comprise the organizational climate and these are: structure, responsibility, reward, challenge , cooperation, standards, conflict and identity.

Structure has to do with organizational structure determines the relationships within the company, the corporate responsibility to employees and vice versa, the remuneration and rewards, the challenge proposed by the job, standards to which you want to get (training, etc.) that such conflicts are generated and how they are managed and the identity of the company, how to build and is perceived by employees.

Perception, according to the Spanish Royal Academy, is the “inner sense that it made an impression on our senses materials” so that each of the above aspects are internalized and perceived by employees differently from what expected company.

The concept of perception is key to understanding the importance of organizational climate. The production revolution opened the way mass culture, which allowed workers access their salary to the same product they were over and the economic system is fed back in part because of this “dual role” of the worker in the market.

At the time the employee was a piece in a line of production and consumption. Today is an individual producer of added value for the company and generating social capital in society. It is then the measurement of organizational climate, the right tool to analyze what the perception of the employee about the company and its market performance. The measurement of work environment, (often through direct surveys) is the means to work towards an optimal organizational climate.

In the Information Age, in which every concept, research, and change comes as managers and workers, responsible management of human capital must necessarily be people-centered.

The organizational climate allows us to know if the traditions and practices of the company have a positive or negative perception on employees, if they consider themselves as apathetic spectators or active part of the organizational processes. These ideas, workers often link them with their own perspectives and aspirations, which are very difficult to know for top management if not through a direct address. Other information of relevance that may arise is the vision on how to raise the structural (top-down or horizontal) view on their job tasks in relation to the autonomy that is given and its commitment to the challenges the job offers.

Proper generation of a positive internal culture for employees is essential in the search for an organizational environment where internal conflicts have little place, commitment to the organization is huge and the company is seen as a leading employer among its competitors.

And none of this can be separated from the notion of leadership. A good atmosphere is always dependent on nearby leaders, to motivate, train and create interdisciplinary teams in communication as the cornerstone of the relationship.

A negative organizational climate has a direct impact on company goals, and it may seem more invisible influence, today all management experts agree that sooner or later, a bad working environment is synonymous with high turnover, low productivity, increased internal conflict and the fall of the image of the mark.

The measurement of organizational climate is closely tied to the particular situation of each company, and can be done through questionnaires designed specifically for each case. The general features that should have these studies are the analysis of two major areas: orientation the person and the results orientation. No climate survey effective without further action for improvement and no climate survey effectively without consideration of respondent’s daily reality.

As part of the Information Society in which we live, the data obtained from the climate survey are useless if not used as a starting point of a progressive cultural change.

An overview of the company is a small partnership of interrelated individuals in a common goal which is the same company. Is your attitude and evolving dynamics that determines the permanence of a company in a highly competitive market? is the attitude of leading landscape which ensures a positive organizational climate and generator of new ideas and actions .