The organisational climate can be a source of friction, but with CSR as a strategy it can be improved.<\/p>\n
Talking about wellbeing in organisations means naming a great many factors that shape it. Here we will concentrate on resources, and on one specific kind of social resource: the organisational climate.<\/em><\/strong><\/p>\n Climate is an intervening variable that mediates between the factors of the organisational system and the individual behaviour of employees.<\/p>\n Among the factors shaping the working climate are those underlying the organisational culture itself: the beliefs, values and behaviours that every member of the company is expected to share, along with working conditions, systems, and the demands of the work itself.<\/p>\n Following Gonz\u00e1lez-Rom\u00e1 and Hern\u00e1ndez (2014), organisational climate is defined as the set of perceptions shared by a specific group within a given organisation. Those perceptions relate to the policies, practices and procedures that are rewarded and expected in that particular organisation.<\/p>\n In other words, individuals are able to describe how they perceive their organisation \u2014 understood either as a whole or as the subunits they belong to, such as their department or their team. Those perceptions have a content that refers to some of the organisation’s important or strategic aspects: innovation, support, service quality, safety, among others. These groupings of content represent the facets of organisational climate.<\/p>\n We can therefore distinguish a number of facets: a climate of support, of achievement orientation, of strategy, of innovation, of service, of fairness, of ethics, of diversity, and others besides.<\/em><\/p>\n These facets may come into conflict within a single organisation, or prove incompatible with one another. As noted, both the behaviour of the people who make up the organisation and the dimensions that shape it come into play \u2014 dimensions tied to the style of leadership, the degree of participation, the rules, the tasks, the forms of communication and so on.<\/p>\n A climate of mutual support among colleagues, and one of achievement orientation within a team, may therefore coexist with a general atmosphere that is unethical or unfair, reflected in how responsibilities, rewards and power are distributed across the system. There may be incompatibility between the objectives set on the one hand and, on the other, communication and performance appraisal by senior management, or authoritarian leadership styles that shut employees out of decision-making \u2014 with the dissatisfaction and lack of engagement that follow. These are only a few examples.<\/p>\n One of the principal challenges for human resources management, then, is to create useful tools for improving the quality of work, so that staff feel committed to the organisation and the organisation in turn allows them to grow. Corporate social responsibility may well be the key: a strategy for positive impact on society through the people who make up the organisation, since the work is done “from the inside” in order to project outwards.<\/p>\n If people are to feel committed to an organisation, that organisation must offer them wellbeing and motivation. To achieve employees’ engagement with their work and with the company, positive relationships and positive emotions need to be encouraged. People must find meaning and a purpose worth working and striving for, and must achieve results the organisation values. For these reasons CSR can become a strategy for improving the organisational climate.<\/p>\n We know, however, that CSR is a tool that reaches into every area of a company. It analyses the impact generated by its activity, directly or indirectly, on its surroundings, on the human rights of its stakeholders, on business ethics, on quality, on environmental impact and on productivity. Sustainability and community development go together. Transparency builds reputation, and so does consistency between what we say we are and what we actually are. Through working climate assessments we can gauge the level of that consistency. Hence the importance of CSR’s role in the working climate: both favour health at work and both create healthy spaces, internally and externally alike.<\/p>\n Ultimately it is a matter of organisations encouraging good practice that contributes to the organisational climate and its various facets \u2014 generating employee satisfaction, motivation, better performance and organisational commitment, while at the same time benefiting and having a positive impact on the environment in which the organisation operates.<\/p>\n Natalia Di Piazza Umbides<\/p>\n Fabiana Ruiz Mateo<\/strong><\/p>\n Students on the Master in Human Management and Organizational Development at CMI<\/strong><\/em><\/p>\n <\/p>\n","protected":false},"featured_media":3752,"template":"","meta":{"_acf_changed":false},"categorias-publicacion":[108],"class_list":["post-21372","publicacion","type-publicacion","status-publish","has-post-thumbnail","hentry","categorias-publicacion-publications"],"acf":[],"_links":{"self":[{"href":"https:\/\/cmi.es\/en\/wp-json\/wp\/v2\/publicacion\/21372","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cmi.es\/en\/wp-json\/wp\/v2\/publicacion"}],"about":[{"href":"https:\/\/cmi.es\/en\/wp-json\/wp\/v2\/types\/publicacion"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/cmi.es\/en\/wp-json\/wp\/v2\/media\/3752"}],"wp:attachment":[{"href":"https:\/\/cmi.es\/en\/wp-json\/wp\/v2\/media?parent=21372"}],"wp:term":[{"taxonomy":"categorias-publicacion","embeddable":true,"href":"https:\/\/cmi.es\/en\/wp-json\/wp\/v2\/categorias-publicacion?post=21372"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Organisational climate: how does CSR shape it?<\/h3>\n
What companies can do<\/h3>\n