Impact of Organizational Climate on Organizational Commitment and Perceived Organizational Performance with Reference to Consultant’s Performance

Employee behaviour in organizations is a result of their personal characteristics as well as the environment in which they perform. Employees‘ job attitudes are affected by a wide range of organizational characteristics and social relationships, which form the employees‘ work environment. When referring to employees‘ perceptions of their working environments, it is possible to find a variety of terms and definitions such as organizational climate, psychological climate, collective climate, and organizational culture. Organizational climate is one of the most important matters regarding organizational environment, which has a direct relationship with employee behaviour. To understand how an employee perceives organizational climate, it is necessary to consider the employee‘s perceptions of the work situation (including the characteristics of the organization they work for) and the nature of his/her relationships with other people in the same environment. Organizational climate has a significant impact on the well-being of employees that has a direct influence on quality and quantity of work done in the organization. There are various studies regarding the relationship between organizational climate and its consequences. The concepts like job satisfaction, need for achievement, affiliation and power, overall organizational effectiveness and individual performance are found to be the dependent variables and consequences of organizational climate. In addition, one of these consequences is organizational commitment, and a moderate level of attention is given in the literature to reveal this relationship. Consequently, the relationship between organizational climate and organizational performance is also a widely discussed topic, but perceived organizational performance is a relatively new concept and has not drawn the attention on itself yet.

In the recent review of literature for antecedents and consequences of organizational commitment, the most encountered antecedents are found to be personal characteristics, organizational structure, tenure, rewards, training, and work values whilst the consequences are mainly increased employee performance, motivation, and lower turnover intentions. The antecedent of organizational commitment in health sector is job motivation. Intrinsic motivation is found to lead to affective and normative commitment and extrinsic to normative

found to be positive and thus, it is found that there is a statistically significant difference in normative commitment levels regarding the educational status of the respondents. There have been various classifications of employee attitude and attachment towards their organizations such as loyalty, devotion, and commitment in the extant literature. The concept of commitment was firstly introduced to literature in 1960 by Becker and it was explained as ―one mechanism producing consistent human behaviour‖. Later, during 1970s, a variety of studies were carried out on the concept of organizational commitment. One of the important studies of the literature was carried out in 1974 by Lyman Porter et al., which was concerned with organizational commitment and turnover intentions of the employees. Porter et al., in 1974, carried out the most cited study of the related literature, which addressed the relationship between organizational commitment, job satisfaction and turnover intentions among a sample of psychiatric technicians. This study preserves its significance as it involves the first organizational commitment questionnaire in the literature. Later in 1983, Morrow advocated that personal values, career, job (characteristics) and union play an important role in defining the commitment of workers. Continuously, in 1985, Reichers introduced the idea that organizational commitment can be explained as ―a collection of multiple commitments to various groups that comprise the organization‖. Later in 1991, Meyer and Allen adopted a different point of view and conceptualized the three-component model of organizational commitment.

Though this area has been covered with vast literatures availability but still the study in the Indian context as not been in plenty hence the study on Impact of Perceived organizational climate on medical consultant's performance in large size hospitals with special reference to retention and patient satisfaction will bringing the required insight and open further research opportunities in future.

The main objective of the study is to analyse the Impact of Perceived organizational climate on medical consultant's performance in large size hospitals with special reference to retention and patient satisfaction.

To Achieve this objective the following sub objective of this study has been identified: - 2) To Study the role of organizational climate and culture in improving the perceived consultant‘s performance. 3) To examine the factors helpful improving the organizational climate to enhance the patient satisfaction level. 4) To identify the factors affecting consultant‘s performance level for monetary and non-monetary based incentives. 5) To know how organizational climate has helped in consultant‘s retention and achieving perceived patient satisfaction level. 6) To suggest innovations, based on the findings of the study for effective implementation of structured organizational changes to improve Consultant‘s Performance, retention, and Patient satisfaction level.

H1: There is a positive relationship between organizational climate and organizational commitment. H2: There is a positive relationship between organizational climate and perceived organizational performance. H3: Organizational climate is statistically significant in predicting organizational commitment. H4: Organizational climate is statistically significant in predicting perceived organizational performance.

SampleUniverse:30 Large hospitals were selected Mumbai & Pune region and considered as a sample universe.

The research was conducted using structured questionnaire and survey methods to understand consultant‘s performance, hence the different variables has been selected to achieve the accuracy in the study. The quantitative section will be tested using SPSS 21(Version). The tools will be Chi-square analysis for categorical variables and to find the associations. Factor Analysis (PCA) will be identified to find out the best possible factors.

When calculating the minimum sample for respondents, which was required to represent the universe, 90% confidence level and 5 confidence intervals was considered for total population of N = 950 healthcare workers in 30 large hospitals. Lastly, when the frequency about tenure is reviewed, it is possible to conclude that there is an almost equal distribution of the tenure between 1 to 10 years of work. The majority mentioned that they have been working in the same institution for more than 10 years (50.3%).Remaining population stated that they have been in the same organization for 5 to 10 years (25.4%) and 1 to 5 years (21.1%). Only a minority of the population mentioned that they have been in the same organization for only less than 1 year (3.3%).

Subsequently, correlations were checked to confirm the hypothesized relationship between independent variables and dependent variables. When correlations are reviewed, it is possible to conclude that organizational climate is positively correlated with both organizational commitment and perceived organizational performance.

According to correlation coefficients of organizational climate and organizational commitment, these two concepts have a positive relationship, which is found to have a moderate strength level of 0.452. Therefore, it is possible to accept that there is a positive relationship between organizational climate and organizational commitment and thus, this finding supports Hypothesis 1. When correlation coefficient of organizational climate and perceived organizational performance is reviewed, the relationship is found to be positive with a significantly high strength level of 0.671. Therefore, it is possible to accept that there is a positive relationship between organizational climate and perceived organizational performance, and Hypothesis 2 is supported with this finding. As an overall result, it is concluded that organizational climate has a positive linear relationship with organizational commitment and perceived organizational performance on moderate to high level of strength in terms of correlation coefficients. According to the results from correlation analysis, organizational commitment and age have a weak, positive correlation at 0,05 significance level (0,174). This can be concluded as older employees tend to have higher levels of organizational commitment. As a result of the regression analysis, it is possible to adjust the proposed model as follows:

there is a strong influence of organizational climate on perceived organizational performance and a moderate influence on organizational commitment. By using the equations which were constructed by results of regression analysis, it is possible to predict how much influence does organizational climate have on the dependent variables, organizational commitment, and perceived organizational performance, which is present as 20.4% and 45% respectively.

The results of the study provided critical information regarding the influence of organizational climate on organizational commitment and perceived organizational performance in four largest public hospitals included in the study. Results from the regression analysis suggested that organizational climate has an impact on predicting organizational commitment and perceived organizational performance of the consultants in hospitals based out at Mumbai & Pune. Organizational climate is found to be statistically significant in determining the organizational commitment of the employees. Continuously, there was a positive and linear relationship between these two variables. High satisfaction score has been found in this study in all domains of patient satisfaction (general satisfaction, technical quality, interpersonal manner, communication, financial aspects, time spent with the doctor, and accessibility and convenience). Mean satisfaction in the interpersonal manner and communication domain was highest and lowest in general satisfaction.

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Research Scholar, Sunrise University, Alwar, Rajasthan