Interpreting results: an example

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The graph presented in Exhibit 19 can be used as a guide to interpreting the results. The average scores for the various dimensions are as follows:

A represents the collective climate within the property, as perceived by the employees.

B represents the desires of the manager in a specific department.

C represents the climate as perceived by that department's employees.

Several differences exist between what the department manager wants and what the employees feel. It appears that although there is relative agreement on standards, commitment, recognition and teamwork, there are problems with clarity and responsibility.

Closer examination of the questions relating to these activities reveals specific problems. The percentages of employees who disagreed or strongly disagreed to the questions on clarity were:

Question 1: I have a clear idea of what I am supposed to do: 70 per cent

Question 7: Things are pretty organized around here: 50 per cent

Question 13: I understand the objectives of this company: 40 per cent

Question 19: I understand the policies of this company: 30 per cent

Question 25: When I am given a job, it is thoroughly explained to me: 80 per cent

Question 31: Lack of organization and planning sometimes reduces our productivity: 75 per cent

Figure 6.4 Exhibit 19: Organizational climate: an example.  

While there is a danger in assuming that these questions represent everything related to the clarity of the job, they are a reasonable starting point for departmental meetings and discussions.

A similar analysis of questions would be performed for the section on recognition.

It would appear that this manager would have to work on installing management by objectives and job redesign to reduce these problems.

The figures also show how this particular department compares to the property climate as a whole. The employees' perceptions of clarity, standards and responsibility are all seen as being less than that of the property as a whole, while recognition is higher in this department. It can be interpreted that although this department head and the department's employees have similar perceptions about the correct level of standards, for example, they are seen as being lower compared to the entire operation. This department head should increase his or her perception of what is required in this area.

Clarity and responsibility are seen as problems not only within the department, but relative to the operation as a whole. On the brighter side, this department head seems to give more positive recognition than other supervisors do.