In modern organizations, their work context has evolved, from situations where the important thing was the efficient production system, the organizational structure, the equipment of new and innovative equipment, to a position where individuals are the most important thing in organizations. In this order, Piñango, (2010), points out that organizations owe their organizational performance to the contribution of each of the individuals who work there, that this is the time of the people and they make the difference between one company and another. Although it has always been that way, according to Piñango and Monteferrante (2007) it is from the last decade of the twentieth century where researchers and managers begin to give the true importance that workers have for companies and institutions.
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In this sense, it is relevant to refer to Duque (2005), Director of Consulting for the Andean Region of HayGroup, for whom the organizational climate impacts up to 30% of the business results, so it is important to maintain a good working environment in the company. He points out that the new times are focused on a top management committed to its employees, because the better the working environment, the better the results. In this sense, it is necessary to define the organizational or work climate, this is defined by Brunet (1997), as: A series of characteristics that a) are perceived in relation to an organization and/or its units (departments), and that b) can be deduced according to the way in which the organization and/or its units act (consciously or unconsciously) with its members and with society.
From this approach, it should be noted that the perception of individuals about the work environment is determined by internal factors, such as their worldview, life plans, as well as by external factors, such as the response of organizations to their needs. In this regard, Group (2010), suggests the need to carefully observe some areas of the relationship between individuals and their work environment in order to design strategies and actions to minimize the effects that changes and the work context may have on workers in a negative way. Following the previous idea, it is worth mentioning that a good or bad organizational climate will have consequences for the organization at a positive or negative level, defined by the perception that the members have of the organization. Among the positive consequences are achievement, affiliation, power, productivity, low turnover, satisfaction, adaptation and innovation; among the negative consequences are maladaptation, high turnover, absenteeism, demotivation, low innovation and low productivity.
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It is important to note that the organizational climate variable affects others within the organization, as expressed in the previous paragraph, one of the negative causes of a bad working environment is staff turnover, because the discomfort generated in the people working in an organization may influence their decision to leave their position. It should be clarified that in this case we can speak of a type of internal turnover, with its respective consequences. Notwithstanding the above, there is another aspect to highlight, and that is the bi-directional relationship between the organizational climate variables and the rotation of personnel from their job, and it is that there may be cases where rotation can become a strategy to improve the work climate, but this should be determined by specialists in the area.
- Brunet L (1999). El Clima de Trabajo en las Organizaciones Definiciones, diagnóstico y consecuencias. México: Editorial Trillas.
- Duque, J, (2005) Report prepared for Hay Group's Andean Region Consultancy. Hay Group's Andean Region Consultancy.
- Piñango and Monteferrante (2007). People in Participatory Organizations. Debates IESA Volume XII, number 4, October - December 2007.
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