How To Improve Organizational Climate
How To Improve Organizational Climate
How To Improve Organizational Climate
improve
organisational
climate
April 2000
improving climate
WORKFORCE
PERFORMANCE
Mobilising people
to deal effectively
with current and
future challenges
Creating a
performance culture
centred on continuous
improvement and
best practice
ORGANISATIONAL
CLIMATE
Creating a postive
work environment
where people feel
valued and
respected
Dr Brian Head,
Public Service Commissioner,
Queensland Public Service.
WORKFORCE
LEADERSHIP
Introduction
BUSINESS
OUTCOMES
workplace distress
supportive leadership
Keys to success
workplace morale
professional interaction
professional growth
appraisal and recognition
role clarity
goal congruence
excessive work demands
This Guide
Further information
This guide should be read in conjunction with the
Queensland Public Sector Staff Survey (QPASS) Manual,
the QPASS Help Guide. Sample workshops for use in work
groups to identify strategies are available in the Employee
Opinion Survey How to Guide. These documents are
available on www.psier.qld.gov.au under the Organisational
Climate link. Further information can be obtained from
Workforce Strategies Branch, Public Sector Industrial
and Employee Relations on (07) 3224 5490.
supportive leadership
Supportive Leadership in this survey refers to
the perception that managers are approachable,
dependable, supportive, know the problems faced
by staff and communicate well with them..
Work groups that demonstrated a high rating for
supportive leadership perceived their leaders
performing a range of the following behaviours.
professional growth
Professional Growth in this survey refers to the
perception that there is interest, encouragement,
and opportunities for training and career
development.
Work groups that demonstrated a high rating for
Professional Growth reported a range of the
following behaviours.
for training and development and other
support
professional development activity is demonstrated at
the senior management level through commitments in
strategic and business plans and resource allocation
and development is an element in the work
training
unit business plan and is allocated a budget. All staff
are responsible for ensuring that training is
appropriate and meets budget. Regular reports can be
tabled at team meetings
is tracked and recorded and reviewed to
training
ensure equity and efficacy in aligning with business
objectives
groups discuss the training needs of the group
work
and the individuals in that group and articulate the
links to business objective
can nominate their own training needs and
individuals
the activities they wish to undertake to meet these
needs and negotiate these with the work group
staff are provided, where possible and
replacement
appropriate, to backfill when off-work professional
development is undertaken so that this activity does
not lead to catch up work
professional interaction
continued
have a set regular time. An agenda to which
meetings
staff can contribute items is circulated before meetings
of all information relevant to the meeting are
copies
provided to all staff prior to the meeting (eg financial
reports). Even if staff are not responsible directly for
budget performance, they will develop their knowledge
by being informed of the budget process and resource
allocation decisions
meeting emphasises that the team is the business
the
and its everyones responsibility to manage the team
meeting process is used to articulate how the work
the
group is going in meeting its objectives, for staff to
deliver updates on projects and to give information
about departmental activities. This is particularly
important in regional areas where staff often mention
lack of current information
taken by management without consultation
decisions
with staff are explained (eg decisions to buy new IT
systems)
10
goal congruence
role clarity
11
12
www.detir.qld.gov.au
Further information can be obtained from
Workforce Strategies Branch, Public Sector Industrial
and Employee Relations on (07) 322 46576