Organisation Climate - Climate Surveys

Climate Surveys

Theories of Cognitive and Neuropsychology and Emotional Intelligence provide additional scientific rationale for why leaders should improve stress and morale in the workplace to achieve maximum performance. Climate surveys can provide concrete evidence of how this works in action.

Organisational climate surveying enables the impact of Human Resource (HR) strategies to be evaluated to create HR Return on Investment (HRROI) calculations. This data has been found to be highly effective in changing the perspective of people-based initiatives as being an “investment” rather than a “cost” and transforming HR into a “mission-critical strategic partner” from its perception of “personnel administration”.

A number of studies by Dr Dennis Rose and colleagues between 2001-2004 have found a very strong link between Organisational Climate and employee reactions such as stress levels, absenteeism and commitment and participation.

A study has found that Hart, Griffin et al.’s (1996) Organisational Climate model accounts for at least 16% single-day sick leave and 10% separation rates in one organisation. Other studies support the links between organizational climate and many other factors such as employee retention, job satisfaction, well-being, and readiness for creativity, innovation and change. Hunter, Bedell and Mumford have reviewed numerous approaches to climate assessment for creativity. They found that those climate studies that were based on well-developed, standardized instruments produced far higher effect sizes than did studies that were based on locally developed measures.