International SAMANM Journal of Marketing and Management ISSN April 2014, Vol. 2, No. 2

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1 A study on the relationship between organizational climate with organizational commitment at the Ministry of labor and Social Affairs from the operating experts perspective of that ministry Somayeh Feizi 1 Abstract: The goal of this research has been designed about the relationship between organizational climate with organizational commitment, and identifying the kind of that ministry organizational climate and offering suggestions. The research has been executed on the statistical community of labor and social affairs ministry operating experts with the sample (n = 342) and the volume of 182 people who were selected by simple random sampling, with correlation research method. Measurement tool consists of two questionnaires including organizational climate description questionnaire" (OCDQ) by Hapkin and Kraft, and "organizational commitment questionnaire" (OCQ) by Meyer and Allen with the validity and proper credit. In data analyzing also frequency and indices of central tendency and distribution tables, circular and perpendicular chart, and Pearson correlation, circular, Colmogrof Smirnof test and Yomen Whiney test in two levels of descriptive and inferential has been used. The results showed that there is a significant relationship between organizational climate and organizational commitment among the operating experts of the statistical community. Keyword: organizational climate, organizational commitment, emotional commitment 1 M.A of Educational Management, College of Social science and Psychology Central Tehran Branch Islamic Azad University Iran Tehran. Somayeh_Feizi@Ymail.Com 215

2 Introduction Today, the various organizations with different goals are acting and they require manpower for achieving their goals (Askarian, 2006). Therefore, nowadays, appropriate applying of manpower have been attended by organizations, because the efficiency and development rate of the organizations depends on the efficient using of expert, committed and loyal manpower to the organizations (Esmaeili, 2001). Importance of attention to manpower has been attended by organizations in the late nineteenth century. In this way, optimum use of human resources is very important too (Askarian, 2006). Therefore, the organizations need committed manpower in order to achieve their organizational goals, the power that not only decreases the absence, delay and the displacement but also causes significant increasing of organization performance and this is only possible by having appropriate and desirable climate in organization. Three operative attitudes that are more important and have been more emphasized are: job satisfaction, job attraction and organizational commitment (Robbins, 2005). In recent years, organizational commitment has been an important part of organizational studies, and the focus of studies, because their relationship with the quality of organization life is proven (Turan, 1998). Organizational commitment is an attitude about employees' loyalty to the organization and a continuous process that due the participation of employees in organizational trainings, attends to the organization individuals, success and comfort of the organization (Moghimi, 2001).So the administrators have to maintain the commitment and fidelity of employees to the organization and for doing so, they should be able to increase their commitment and fidelity by using the participation of employees in decisions making and providing an acceptable level of job security (Allahdadi, 2003).In the other hand, two factors of organizational and environmental conditions are involved in the success of management and leadership, so that sometimes the leaders and managers are committed and qualified individuals and employees, and there is no defect in terms of formation, material and non-material structure due to some environmental and organizational unfavorable and specific conditions or lack of cognition and insufficient recognition towards them, the success will not be achieved. So the managers and operators should exactly pay attention to the environmental and organizational conditions and consider their unfavorable and special conditions as a parameter or an effective and important factor in their decisions making and proceedings and if necessary attempt to create appropriate changes in their programs, decisions and proceedings (Siyahpoosh, 1997). In other words, the method of person's performance depends on the kind of his character, his organizational role, and also on organizational situation or conditions. These situation or conditions have being 216

3 studied and attended as the environment, culture, feel, song or climate. These words refer to the inner quality of organization as it s experienced through the other members (Shirkavand, 2004). Climate is addressed to a set of properties which distinguishes an organization from other organizations, as the personality refers to the basic characteristics of the person, and is related to firm properties of organization (Alagheband, 1992). According to what was stated, the importance of manpower and a favorable organizational climate in the organization could not be ignored. Despite the favorable climate in the organization, the manpower knows the goals of the organization as well as his goals and staying in the organization and respect to the values of organization is so important for him. In this way he carries out his duties with a greater commitment (Kermani, 2008). Because organizational climate, directly and indirectly is understood by those who are working in the organization and affects their behavior and motivation. It can be said that the importance of the organizational climate is so that affects employees moral and their commitment to the organization, therefore existing favorable organizational climate in which managers and employees have an honest behavior with each other, the organization will be more successful in achieving its goals. Considering organizational climate is run in all dimensions of the organization and all over it, so it affects manners and behaviors of members and also their organizational behavior. These effects can cause the weakness or motivation of it that anyway it will be formed in manpower performance (Askarian, 2008). Also, due to the importance of the labor and social affairs ministry in the community, the present research deals with the relationship between organizational climate of labor and social affairs ministry with organizational commitment of that organization from the viewpoint of its operating experts in order to identify organizational climate of labor and social affairs ministry and recognize its effect rate on organizational commitment in three dimensions (emotional, normative, and continuous). Thus this research has been arranged in order to respond to this question (What kind of relationship is there between organizational climate and organizational commitment in the statistical community)? Materials and Methods The present research has been profited from the correlation method. The statistical community in this research include all operating experts of labor and social affairs ministry who are working in that ministry, and on the basis of available statistics they have been 342 people that a sample of 182 people among them were selected simple random as the statistical sample. 217

4 Collective information tool in this research is questionnaire, for the measurement of organizational climate the organizational climate description questionnaire by Hapkin and Kraft (OCDQ) (1963) has been used that has included 46 question response packets with and Likert 4-degree scale, that for the whole questionnaire and its scales and in separation of hypotheses, nominal coefficients between 0.72 and 0.90 have been achieved. Also, for the measurement of organizational commitment and its triple dimensions (including emotional commitment, continuous commitment and normative commitment), organizational commitment questionnaire (OCQ) by Meyer and Alen has been used (1984), which has 24 question response packets with Likert scale and in a variety of multiple choice questions, for the whole questionnaire and its scales and in separation of hypotheses, nominal coefficients between 0.72 up to 0.90 have been achieved. For all its scale and organizational commitment questionnaire and its scales and in separation of hypotheses, also nominal coefficients between 0.76 up to 0.88 have been achieved. In data collection, according to the nature of research different stages, the library methods (to identify the resources and scientific sources, collecting required data and theoretical and research findings), the field methods (to collect comments about the studied sample) and getting the comments and approval of the supervisors and consultants and the viewpoint of operating experts and pundits have been used. In statistical analysis also frequency tables, indexes of central tendency and dispersion, circular and perpendicular chart, Pearson correlation, Colmogrof-Smirnof and Yomen Whitney tests in two descriptive and inferential levels have been used. Results and Discussion The most important descriptive findings relating to the characteristics of the studied sample of the present research show that 40/1% have been women and also 59/9% men. Among which 11 % have been in the class age of 20 to 30 years, 54/9 % in the class age of 30 to 40 years, 24/2 %in the class age of 40 to 50 years, and 5/5 % also have been up to 50 years, and in terms of academic degree, 64.3% Bachelor, 29, 7% Master, and 1.1% have had PhD. Also, 70/3% of them have studied in the fields of human sciences, 9.9 % of them in one of the basic sciences fields and also11.5% in the fields of technical engineering. Also in terms of employment type, 57/7% official, 11.5 % contractual and 20/9 % conventional, 3/8 % of responders have a history of serving between 1 to 3 years, 6.6% between 3 to 5 years, 35/2% between 5 to 10 years, 19.2% between 10 to 15 years, 34/1% over 15 years. 218

5 The findings resulted from studying and hypotheses test show that: 1. The main hypothesis of research based on there is a significant relationship between organizational climate and organizational commitment of the labor and social affairs ministry experts, was confirmed (p <0.01). (Table 1) 2. The first sub- hypothesis of research based on there is positive and medium correlation between open organizational climate and emotional commitment of the labor and social affairs ministry experts, was confirmed (p <0.01). (Table 1) 3. The second sub- hypothesis of research based on significant correlation has being seen between closed organizational climate and emotional commitment of the labor and social affairs ministry experts, was not confirmed (p <0.05). (Table 1) 4. The third sub- hypothesis of research based on there is a significant relationship between open organizational climate and continuous commitment of the labor and social affairs ministry experts, was not confirmed (p <0.05). (Table 1) 5. The fourth sub- hypothesis of research based on there is a significant relationship between closed organizational climate and continuous commitment of the labor and social affairs ministry experts, was not confirmed (p <0.05). (Table 1) 6. The fifth sub- hypothesis of research based on there is a significant relationship between open organizational climate and nominative commitment of the labor and social affairs ministry experts, was confirmed (p <0.01). (Table 1) 7- The sixth sub- hypothesis of research based on there is a significant relationship between closed organizational climate and nominative commitment of the labor and social affairs ministry experts, was confirmed (p <0.05). (Table 1) 219

6 7. The seventh hypothesis of research based on that the men and women perception of organizational climate is different was not confirmed (p<0.05). (Table 2) 8. T h e 220

7 eighth sub- hypothesis of research based on that there is a difference relationship between men and women organizational commitment was not confirmed (p <0.05). (Table 3) The findings of this research in studying the first sub-hypothesis showed there is a moderate and positive correlation between the scores of open organizational climate and emotional commitment of the labor and social affairs ministry operating experts. In this case, we can say that in an open climate the manager will support the operations and offers of employees, he imposes them with extra work, employees respect the professionals competition of their coworkers, they will be committed to the employees, briefly both manager and employees are open and honest in their behavior. Emotional commitment also states the emotional connection and identifies the identity of person with the values and goals of the organization and the rate of his learning with organization. Employees who have a strong organizational commitment stay in organization because they would like to stay; they maintain their membership in organization and will continue to operate in that unit (Mansouri, 2001). The second hypothesis results of this research showed that there is no correlation relationship between closed organizational climate scores and the emotional commitment of labor and social affairs ministry operating experts. In this case, it must be said that the closed climate is a climate in which there is low trust and vitality and too much (pretending to employment). The Manager and employees pretend they are busy. The manger emphasizes on trivial and inessential issues, employees have less cooperation and show less satisfaction (Heavy & Mixel, 2003).Closed climate is a situation in which the group members do not have satisfaction of their social needs and tasks achievement, manager does not have sufficient flexibility in leading employees acting. Employees are easygoing and do not show any interest to group cooperation, therefore main task of employees is completing a variety of reports or paying attention to a set of irrelative affairs. Manager does not facilitate employees task (disturbance 221

8 in high levels). The moral of people is in the lowest level and there is very low job satisfaction in both occupational and social needs aspects (group moral in low level). The gratification feeling due a friendly relationship between employees with each other is a factor that causes employees to stay in the organization (intimacy in medium level). It seems that transmission and displacement in such climate must be very high, unless the employees are so elderly that are not prepared and unable to do another job or are locked to the system under the attraction of retirement system. In such climate the manager gets too much distance and has non-personal and formally acts in leading and controlling the activities of employees (getting distance at a high level), he emphasizes on production and regularly insists on doing more tasks, deducts the rules and regulations for performing things and runs that usually is his ideal (emphasis on the production in high level), but his words are often hollow, because personally has little influence and could not provide a good pattern of himself for employees motivation. Basically what he says and acts are two separated entry. Determines this organizational climate for which recovery, the most important prescription is the drastic surgery [24]. Generally, in closed climate, the freedom of members is limited. The relationship between management and members is imperative (Askarian, 2008). Also, the third and fourth sub-hypothesis results of this research shows that there is no significant relationship between open organizational climate scores and continuous commitment of labor and social affairs ministry operating experts. Continuous commitment is stating the identification and perception of individual from the costs due leaving the organization and individual will have deep desire and willingness to do constant activity and continue their membership in the organization. Employees who their primary relationship with the organizations is based on continuous commitment will stay in organization because they need to stay and staying is a necessity for them. "Kanter" defines continuous commitment as a member sacrifice for the survival of organization so that it can be difficult for them to leave the organization. Continuous commitment is a commitment on the basis of valuing organization through which the employee will be shared in the organization's life (Moghimi, 2001). The results of the fifth and sixth hypotheses also shows there is a significant relationship between open and closed organizational climate with normative commitment, and with increasing open organizational climate scores, normative commitment scores will also increase. In Meyer and Allen s idea (1991), the normative commitment expresses the feeling of liability and commitment to stay in organization and the people who and have a strong nominative commitment will stay in organization. Because they feel they have to stay and 222

9 think it's their duty to continue activities in the organization. FC Chi believes (2009) people who have high normative commitment will stay in organization because they "need" to stay in the organization (Kermani, 2008). The result of the seventh sub- hypothesis also shows that men and women s perceptions of statistical community organizational climate are not different. Since, the climate is the conditions governing the organization in which members of an organization are employing in terms of these conditions, and considering that organizational climate is run in all aspects and all over the organization, therefore affecting the behavior and manners of members, will affect their organizational behavior. These effects will be caused its weakness or motivation that in both ways it will be formed in manpower performance. Hence the perception of men and women of the organizational climate is justifiable. What the results of this research also supports it (Askarian, 2008). The result of eighth sub-hypothesis also showed there is no difference between organizational commitment of men and women in the statistical community. Cook Wall acknowledged that organizational commitment is "emotional reactions of people to the organization in which they work and it s relating to the feeling of loyalty to the values and goals of the organization" (Yasrebi, 2006).Organizational commitment expresses kind of loyalty to the organization, so that the person is highly committed to the organization and gets his identity from the organization. (Sarooghi, 2006).Organizational commitment generally is considered as a variable which reduce the possibility of leaving a job, this finding has created some questions about whether compliance could be considered as a task of organizational commitment (Meyer, & Herscovitch, 2001). Therefore it seems that there is no difference between men and women in terms of commitment rate. Recommendations and suggestion At the end, some recommendations are presented based on restrictions of research, findings and experience of the researcher: 1. For making appropriate and desirable climate, it s recommended to managers and directors to have an intimate and respective vision towards individuals and provide favorable conditions for coworkers so that they can express their demands easily and have the feeling of calmness and fixation. 223

10 2. it s recommended to managers to pay attention to creating open climate in order to increase organizational commitment. 3. Create open climate in order to increase emotional commitment. 4. It s recommended to managers to create more feeling of joy and satisfaction in employees by providing appropriate atmosphere and condition, and provide the desire of attempting and staying in organization along with juicy moral. 5. Train managers with organizational climate functions and organizational commitment to proceed for creating suitable climate by knowing the outcomes of organizational climate types, and pay attention to the organizational commitment of employees for their effectiveness. 6. Discuss type and rate of manpower commitment in employing and attracting them and also perform continuous evaluation of this subject during the service Conclusion Findings of this research showed that there is a significant relationship between organizational climate and organizational commitment of the operating experts of labor and social affairs the ministry. In this case it must be said that the organizational climate is an expression which describes people feeling they use for their organization. Also in Meyer and Allen s idea: it s what links the individual with the organization, and therefore, this link reduces the possibility of leaving work. Meyer and Allen; three types of organizational commitment are distinct from each other; the emotional commitment refers to a person's emotional attachment to the organization. Continuous commitment is related to the desire to stay in the organization because of the costs of leaving the organization or the bonus resulting from staying in the organization. Finally, the normative commitment reflects an obligation feeling to stay as a member of the organization. References Askarian, M. (2006). Human resources management in organizations (applied). Hamayesh Danesh publications. Esmaeili, K. (2001). Organizational commitment. Tadbir journal, (112), Robbins, E & Senzoo, D. (2005). Management catechism. Tehran: Farhang researches office. Turan, S. (1998). Measuring organizational climate and organizational commitment in the Turkish Educational Context. Annual meeting of the university council for educational administration, Turkey. 224

11 Moghimi, M. (2001). Organization and management of research approaches. Tehran: Termeh publications, vol. 2. Allahdadi, E. ( 2003). Organizational commitment, Iran management association publication, no Siyahpoosh, H. (1997). Supervision catechism and organizational behavior in west and east Islam. Tehran: Payam-e-Azadi publication. Shirkavand, S. (2004). Organizational climate moral. Tehran: Iran khodro publication, no. 95. Alagheband, A. (1992). Management priciples and chatechism. Tehran: Mab as publication. Kermani, B. (2008). Relationship between organizational climate and organizational commitment of educational hospitals employees and managers. Tehran: Islamic Azad University. Askarian, M. (2008). Human relations and organizational behavior. Tehran: Amirkabir publication. Mansouri Darenjani, A. (2001). A study on the effect of schools organizational climate on teachers moral of Shiraz high schools. Shiraz: human sciences and educational sciences college, Shiraz University. Heavy, K & Mixel, J. (2003). Theory of research and performance in management. Oroumiyeh: university publication. Yasrebi, A. (2006). A study on the relationship between teachers occupational commitment and organizational climate of Saghez schools. Oroumiyeh: University of Oroumiyeh. Sarooghi, A. (1996). Organizational commitment and its relationship with tendency of leaving the service. Tehran: State management, no. 30. Meyer, J.P & Herscovitch, L. (2001). Commitment in the workplace, toward a general model. Human resource management review, vol