Relationship between Organizational Climate and Motivation: A Case of DHQ Hospital Narowal

Final project Relationship between Organizational Climate and Motivation: A Case of DHQ Hospital Narowal A REPORT SUBMITTED TO THE DEPARTMENT OF MANEGMENT SCIENCES, VIRTUAL UNIVERSITY OF PAKISTAN IN PARTIAL FULFIMENT OF THE REQUIREMENT FOR THE DEGREE OF MASTER IN BUSSINESS ADIMINISTRATION Submitted By Acknowledgement All praises to ALLAH, the Almighty, the most merciful, and compassionate, who blessed me with the knowledge, gave me the courage, and allowed me to accomplish the task. He has always helped me in all matters of life. I tried, but He awarded me more than tried. I offer my humble salaam to our Holy Prophet Hazrat MUHAMMAD (peace and Blessing of ALLAH Be upon HIM) WHO is a beacon to show the right path to the whole humanity. I express my profound gratitude to my dear Instructor Sir, Muhammad Atiq Khan whose motivation and guidance is the main reason for the accomplishment of thesis. I am relay indebted to my loving parents, thankful to my all teachers, my class fellows and well wishing friends whom cheerfulness and guidance is an asset for me. NAME: Abstract In today’s organizational environment, organizational climate is considered important for best performance. Moreover, employee motivation is also the significant factor for optimum performance. So that, the current study has discusses the relationship of both the organizational climate and employee motivation. In addition, the current study is done on public sector organization. The current study has empirical investigation on the relationship of organizational climate and employee motivation at DHQ Hospital Narowal. The primary data is taken through questionnaire survey. In addition, 150 numbers of employees for targeted for this data collection. We find that there is a positive and strong correlation between organizational climate and employee motivation. While discussing the limitations, our study is limited to one organization; in future other studies can be done both on public and private organizations. Key words: organizational climate, employee motivation Table of Contents Abstract: 1 Chapter 1 2 1.1 Introduction …………………………………………………………………..1 1.2.Problem Identification 3 1.3.Problem Statement 4 1.4. Objective of Study 4 1.5. Scope of the Study 4 1.6. The Purpose Statement 29 Chapter 2 6 2. Literature Review.…..………………………………………………………...6 2.1.1 Organizational Climate 6 2.1.2Employee motivation 6 2.2 . Model of the Study 22 2.3 .Theoratical framework 23 2.1.6. Hypotheses 72 CHAPTER 3 3. Methodology :…………………………………………………………............25 3.1.Statistical methods 26 3.2.Reliability and validity 27 3.3.Regression analysis 28 3.3.Independent Variables 29 Chapter 4 4. Results and discussion.……………………………………….………………33 Chapter 5 5. limitations and future recommendations……………………………………34 5.2.Conclusion 36 References 38 CHAPTER 1 INTRODUCTION I am going to conduct a study to know the efficiency of employees in DHQ Hospital Narowal. This is mainly to form a picture of the work in a nursing home. Before going deep into the topic, I will discuss shortly in order to get an overall picture, but also to examine where improvements gaps are available in the department. I will also conduct several meetings with officials of the department to know whether what emerged clearly herein, is the lack of team spirit and go all the way to the client. What also plays a role; it is not dare to speak to undesirable behavior or failure to keep appointments. Short evaluation will be done with the relevant parties and after we will quickly came to the result. Hence, this will be a good choice for the project. The organizational climate is not the ideal one. In this study, we will analyze through the questionnaire distribution and collection of data in organization. We will visit different departments for getting thorough picture. However, this will be our own observation. Later on, we will get data by floating questionnaire. We will also observe how patients are dealt by serving staff at working place; we are here not just to read the employees but clients too. On the other hand, the report also left a lot of work to do. We will also keep an eye that do employees know so well, do they know the procedures? Finally, we will analyze the motivation level of employees. Moreover, we will check the relationship between organizational climate and motivation. We will be conducting this study on employee’s motivation of DHQ Hospital Narowal. 1.2. Background What motivates people to do something(Fogg, 2009)? This includes two different types of motivations, both congenital and acquired motives(Yu, 2015). In addition, there are differences between intrinsic motivation and extrinsic motivation. According to (Cecere, Mancinelli, & Mazzanti, 2014) determination of motivation theory is an extrinsic motivation comes from outside, which tend to concentrate in the future reward or punish negative situations. The intrinsic motivation, behavior when people not get the reward or punishment(Csikszentmihalyi, 2014), but motivation comes from their insides. These people want to get their goals and his or her future. In addition, it comes in this theory that there are three basic needs of common person such as Autonomy, Capacity and connectivity, if these three are satisfied the person can grow and make a difference. According to the theory, the intrinsic motivation and extrinsic motivation is the place(Dwenger, Kleven, Rasul, & Rincke, 2016). A very well-known author of motivation at work is Fredrick Hazburg in the field, he distinguished between two factors in his theory, hygiene and motivation (Gemeda & Tynjälä, 2015). Hence, hygiene and other factors were focused on the working conditions of the employees. This is to ensure that people are not satisfied with the work. Positive changes in these factors will lead to short-term recovery and employees quickly fall back to the old situation. (Dahlberg, 2015) describes relationship management, organization executive, leadership style, working conditions, the relationship between employee wage protection. In addition, there are some motivating factors and these factors ensure that his work should be able to run the employees motivation, some of the factors are discussed like performance recognition(Kok et al., 2015). Furthermore, decision was reflected in the theory of growth and development of job-challenged work interest in these factors. (Maden, 2015)found that the motivation of the work to several factors that can increase the enthusiasm of the staff. In his article he comes to five factors need motivation, satisfaction, and employees performance. (Zhou & Hoever, 2014) elucidated the five factors, which are feedback for multiple task identity, interest, autonomy, if there is missing one or more of the five factors that can cause discontent. Those are unhappy people in those places where they are not happy with the focus and attention. So these workers at the cost of performance, when all these factors are present people can focus on the work and organization can get the best solution according to (Perlow & Kelly, 2014). In addition to Hackman, decision-making and factors of Herzberg's are the motivation for the social aspects. It is important to take into account in the survey that(Kadushin & Harkness, 2014) found that social interaction, some other tasks, roles, relationships and jobs are formed and protected by workers. Social support can give and accept each other's opinion. If interdependence plays, a role to the extent to which you rely on each other, during your work and to what extent you can handle the work done. The latter is a factor, also back at (Walker, 2015), involves giving and receiving feedback from these two colleagues directly. (Gürbüz, Şahin, & Köksal, 2014)discussed the theories such as theory x and y. Theory x assumes that people do not like their jobs and they will escape their permitted time. Therefore, the emergence of a large number of the problem with this theory is that staff should be strictly controlled. This allows the management of the two types, hard or soft management aimed at the harmonious management and penalties. (Gürbüz et al., 2014) theory y was focused in the past on decision making moreover, Herzberg discussed the same purpose. Now what motivation and what different author’s recommendations, a plethora of factors that authors discussed the focus would be in the questionnaire later in the course of the investigation. Three factors involved before the work itself, such as the decision-making ability to describe these factors that would return the denominator, variety, task identity and importance of the task of the entire work(Gürbüz et al., 2014). Then, talking about the feedback forms of recognition, (Limbu, Jayachandran, & Babin, 2014)discussed when it comes to the information provided by the organization. Growth and development in Herzberg is very clear and on the same way that important to motivate staff. Last but not least is the social aspect, (Limbu et al., 2014) discussed the same, but also see connectivity as an important factor in decision making. Participation is coming back and it is the subject of long term incentives. There are two types of participation where it is first necessary, making the distinction in his work involved in organizing and participating the first under the three components of the theory that is, emotionally, normative continuity and involvement. Instead of three is as a component type, because there is more than one component. (Koning & Van Kleef, 2015) study suggested that emotional involvement yields the best measure of participation in the organization. 1.3. Objectives The objective is to found the relationship between organizational climate and motivation. Moreover, we will give recommendations for that how to increase employee initiative and participation and this will lead to patient care. Furthermore, study will discuss productivity in term of employee motivation and patient satisfaction. 1.4. Significance In previous studies, social aspect, task variety and task identity are discussed in different perspective. But in current study, we will check the relationship of organizational climate as independent variables and dependent variable will be motivation. Up to our best knowledge, this will be the first study conducted on employees of DHQ Hospital at Narowal. 1.5 Research questions The research questions are as followed: How organizational climate can relate to motivation? Does the relationship between organizational climate and employee motivation positive? Chapter 2 Literature Review Organizational climate has significant impact on organizational performance (Neal, 2000) Furthermore, researcher elucidated that motivation is an important factor to produce better performance (Yoon, 2005). Moreover, in other studies that these three specific points are discussed in detail such as the climate of organizational is the only variant point to measure employee motivation. A study pointed out that to judge individual or organizational motivation, has organization climate some significant importance(Cecere, Mancinelli, & Mazzanti, 2014)? Another study also discussed that organizational climate is a significant part of management (Shadur, 1999). While discussing issues, researchers faced many difficulties to establish relationship between employee motivation and organizational climate (Denison, 1996). Moreover, it has been measuring, conceptualizing and building relationship. Researchers discussed types of motivation, which is essential to run a firm. Furthermore, these types of motivation are “Extrinsic and Intrinsic Motivation”. These types of motivation are set according to the markets". Besides, employees are rewarded according to their marginal productivity and relying on extrinsic rather than intrinsic motivation. While conceptualizing the motivational Issues, it is found that Employees are extrinsically motivated if they satisfy their needs directly or indirectly needs through monetary rewards(Cecere, Mancinelli, & Mazzanti, 2014). Money or any other types of monetary reward are actual goal which satisfy the employee. Like that, independent of the actual activity itself". Extrinsically motivated firm achieved coordination in firms by establishes relationship among the motives of firm’s goal and employees' monetary reward. Study found that in incentive system, it’s a great idea to pay-for-performance (Osterloh, 2002). Moreover, at the other hand many economists acknowledge about the existence and impact of intrinsic motivation. Thus, they argue that it’s much hard to significantly measure, control and analyze the level of intrinsic motivation. While discussing and analyze the structure of an institutional practical example, which explains the level and impact of motivation. A study explains the relationship among extrinsic motivation and opportunistic (Rabinowitz, 1977). Transactions cost theory explained that individuals are more willing and opportunistic and want to perform better than before, under no specific organizational rules, and opportunism is a strong extrinsic motivation. The main purpose of transactions cost view is to analyze and moderate the opportunistic cost and its hazards, and establishes such institutional setting, which mitigate that expected hazards. On the other hand, if individual needs satisfied immediately after the activity, it comes under the type of intrinsic motivation (Vansteenkiste, 2006). Hence, in intrinsic motivation individual remain motivated at own interest. Additionally, that motivation concentrating on the flow of activities of the organizational tasks and individual maintain that motivational level to raise social individualities and personal commitments. Also, the ideal incentive system in the organization (if suitably done) fulfilling the employees needs and make them more satisfied. Furthermore, while discussing motivational base organization, mostly organizations focus on the intrinsic motivation, because this approach has long institutional convention. Impact of intrinsic motivation is also concluded by transaction cost theory. Moreover, the literatures of psychological behavior conventions highlight the importance of intrinsic motivation and mentioned that it’s a tool to identify the firm’s strategic goal and standards of organizational interest and how they implement them (Kark, 2007). Supporters of this convention only focus on the intrinsic motivation and its positive characteristics. Additionally, they argue that due to intrinsic motivation transactional cost become low, raised the trust and social values of the firms and so undoubtedly intrinsic motivation have significant advantage for the organization. However, at the same time study also shows that an employee (who is intrinsically motivated) does not continuously work for the benefits of their coworkers. So intrinsic motivation also have some disadvantage on some conditions (Joo, 2009). Even though intrinsic motivation show some disadvantage but under some specific conditions intrinsic motivation become superior to extrinsic motivation, especially when creativity is required intrinsic motivation needed. In contrast to this study, research also show that extrinsically motivated employee normally perform jobs or doing work which they regularly or already done, and not much interested about new ones. Research also shows that learning speed and theoretical understanding are decreased while monitoring extrinsic motivation of the employee. Hence, this extrinsic motivation under some scenario leads to low level of understanding of employee and perform more work that is insincere. Additionally, intrinsic motivation leads to overcome the problem regarding multitasking, (where agreement does not completely explain all relevant characteristics of employee and its required results) (Ridder, 2010). Moreover, the goal of the organization is not clearly be set by authorities. Besides, financial goal unable to broke into operational goals for employees. But at some time, offering high incentive for achieving given goals can increase the responses of dysfunctional behavior (Chiu, 2002). Mostly employee focused only on achieving the reward incentive and for this purpose, they only focus on rewarded aspects of that job and pay no or little attention on unrewarded aspects. In addition, they can’t interest on the success of overall goal of the organization. For the multitask problems, its major cause is its incomplete contract which is lead to employment. Empirical study illustrate that results of incomplete contracts will not significantly be analyzed with the help of pay for performance variable, instead organization considerably trusted on intrinsic motivation (Erkutlu, 2008). At the last, intrinsic motivation enables the transfer of expertise knowledge under such conditions in which extrinsic motivation provides such a better results. During the past few decades, especially the last decade there has been a marked shift toward the enhancement of motivation of the employee. To implement this conceptualized idea high level of specialized training particular education and mental efforts rather physical improvements are required. The major job specific input is organizational climate. Additionally, motivational impact is the most expensive and high value resource of the organization. Hence, for better understanding and manipulating employee motivational processes will mean a great deal to the managers of these workers. Moreover, to achieve organizational efficiency three major things have great importance for consideration such as achievement-achieving task’s objective, creativity-the capability and potential or capacity (Riding, 2013). Thus, to think or change the organizational process if organization demand for that non-aggression controlling or moderating and keeping interpersonal conflict and aggression toward others, under adequate control so that such behaviors will not draining and wasting enough time and efforts so that individual unable to achieve its allocating goal or think creatively (Niehoff, 1993). For achieving aggression centralized, hierarchical situations of the organization is significantly suitable. This hierarchy structure also leads to low the creativity and achievements. Therefore, to control aggression and building creativity and enhance achievements motivation play significant important role. (Dhar, 2015) revealed that affective commitment, is the same as forms of employee participation, wanted to stay with the Organization, because they have a good feeling here because they want the organizations to contribute to the common goal. In addition, emotional participation in existing normative commitment. This could be anything, from wages to the employees of the organization had received training. But can also deal with education or cultural differences, where individual, collective, so it is very important to stay loyal to your employer. Finally a form of involvement is employee engagement, Continuity is by no means comparable to remain with the Organization's other alternatives. It runs in that form for employees to receive usually comes from the Organization's financial resources. If the employee decides to leave these resources fall off and employees no longer have the financial possibilities. Also with the participation of a job or task. Here are employees of the Organization are less important, he or she must also pay more attention to the implementation of procedures (Woodrow & Guest, 2014). This form of participation, ensuring that people used exclusively for clients. This feedback is one of the motivating factors as previously mentioned in this literature. Also to others when it comes to the relationship between motivation and participation (Sikhwari, 2014). It is found in a study that employee motivation and significant relationship exists between the professional participation (Tella, Ayeni, & Popoola, 2007). Furthermore it is revealed that participation has been the main focus like employee growth and development within the organization, and the organization's objectives and target levels (Kaplan, 2001). Theoretical Framework Independent variable Dependent variable CHAPTER 3 RESEARCH METHODOLOGY The current focuses on employees of Narowal DHQ hospital. We have selected a hospital located at Narowal city. Thus, we have targeted only a nursing department for motivation. The rationale behind the choice of this industry is that good Management practices are done in this hospital. On the other hand, it is comparatively easy to take data from this hospital and further apply the recommendations of the study. 4.1 Type of Research Type of research is quantitative. In addition, we have selected empirical method for this study. 4.2 Data Collection Sources In current study, we will use primary data. Moreover, data will be collected through questionnaire adopted from previous studies. In addition, the questionnaire is given in appendix. 4.3 Data Collection Tools/Instruments We have chosen the primary data collection method for our study. The questionnaire used in current research has been taken from other studies. We will use five point Likert scale starting from strongly disagrees to strongly agree. Hence, all constructs with their items are given in appendix. All the questions will be enveloped and given to participants personally and receive enclosed as given. 4.4 Subjects/Participants The research will propose the recommendations for increasing the performance. Employee from DHQ Hospital Narowal will be targeted. In this study, 40 management professionals form 1st tier of organizations and 110 nursing staff will be taken as participants. Time frame for data collection will be approximately 24 working days. We will use snowball sampling technique for data collection. Snowball technique is used because in Pakistani market, no organization is willing to give data. Thus, for such type of environment the snowball technique is useful for data collection. 4.5 Fieldwork/Data Collection Questionnaire wrapped in envelop will be given to employees individually and we will take 24 working day to collect data. We will keep a letter with us from university and show to organizations. Moreover, we will request respondent to close questionnaire after filling up. In addition, we will not ask anyone his/ her name or any other identity which reveals some clue about them. There are several theories related to this topic. With this kind of literature is to find answers on these two issues as they discussed earlier. The theoretical framework is based on literature review. We recorded questionnaire which served as evidence, but also with a view to identifying which factor improvements are possible in the organization. Questionnaire on these issues are to dig deeper and find the way out for performance improvement. These questions are adopted to improve the situation. CHAPTER 4 DATA ANALYSIS For data analysis, we will use Statistical Package for Social Sciences (SPSS) version 23. Both descriptive statistics and inferential statistics will be used. In descriptive statistics, we will describe demographics and with the help of inferential statistics, the result will be deduced. In inferential statistics, we will apply regression for verifying relationship among independent and dependent variable. Additionally, we will check correlation in order to know strength of relationship. 4.7 Descriptive statistics In descriptive statistics, demographic data is presented to see the behavior of demographic. Hence, in this section we just see that what type of demographics are included. We targeted 150 respondents. In table 3.1 we see the demographics are age, gender, income, education, and experience. Hence, we found no missing value in the data. Table 3.1 Statistics age gender income education experience Invalid 150 150 150 150 150 MisMissing 0 0 0 0 0 Mean 35.93 3.60 4.57 2.02 Median 34.50 4.00 5.00 2.00 Mode 34 4 4 2 Minimum 23 1 3 1 Maximum 61 8 7 4 Sum 5390 540 686 303 4.8 Demographic Characteristics of age Detail of age demographic is given in table 3.2. The highest age group lies among 32-36. Like 13 people belongs to the age group of 32, 11 belongs to age group of 33, 23 belong to 34, 16 belong to 35, and 15 person belong to the age group of 36. Table: 3.2 Age Frequency Percent Valid Percent Cumulative Percent Valid 23 1 .7 .7 .7 25 5 3.3 3.3 4.0 26 1 .7 .7 4.7 27 3 2.0 2.0 6.7 28 6 4.0 4.0 10.7 29 4 2.7 2.7 13.3 30 6 4.0 4.0 17.3 31 2 1.3 1.3 18.7 32 13 8.7 8.7 27.3 33 11 7.3 7.3 34.7 34 23 15.3 15.3 50.0 35 16 10.7 10.7 60.7 36 15 10.0 10.0 70.7 37 6 4.0 4.0 74.7 38 4 2.7 2.7 77.3 39 7 4.7 4.7 82.0 40 2 1.3 1.3 83.3 41 1 .7 .7 84.0 43 2 1.3 1.3 85.3 44 1 .7 .7 86.0 45 7 4.7 4.7 90.7 47 1 .7 .7 91.3 48 1 .7 .7 92.0 49 2 1.3 1.3 93.3 50 4 2.7 2.7 96.0 53 1 .7 .7 96.7 55 1 .7 .7 97.3 57 2 1.3 1.3 98.7 59 1 .7 .7 99.3 61 1 .7 .7 100.0 Total 150 100.0 100.0 4.9 Demographic Characteristics of gender In table 3.3, we discussed the age group of our study. Total number of male was 134 and female 16. Table: 3.3 gender Frequency Percent Valid Percent Cumulative Percent Valid male 134 89.3 89.3 89.3 female 16 10.7 10.7 100.0 Total 150 100.0 100.0 In table 3.3, the percentage of female respondent is 10.7 and male percentage of respondent is 89.3. Similarly, the valid percentage column shows the same level of percentage for both male and female respondents. Demographic Characteristics of income In income group, the table 3.4 showed that most salaries lie 31,000 to 35,000. Table: 3.4 income Frequency Percent Valid Percent Cumulative Percent Valid less than20,000 23 15.3 15.3 15.3 21,001-25,000 26 17.3 17.3 32.7 26,001-30,000 20 13.3 13.3 46.0 31,001-35,000 29 19.3 19.3 65.3 35,000 and above 27 18.0 18.0 83.3 Total 150 100.0 100.0 In addition, in table 3.4, only 23 respondents take the salary less than 20,000 and its percentage is 15.3. Furthermore, 26 respondents belong to the income group of 21,001- 25,000. Hence, 20 respondents take the salary between 26,001-30,000. The most number of respondents in our study take the salary between 31,001- 35,000. Finally, 27 respondents take the salary above 35,000. Demographic Characteristics of Education In table 3.5, the education segment showed that most people are having graduation degree. Moreover, 40 respondents keep intermediate degree. Finally, only 27 people had post-graduation degrees (master). Table: 3.5 education Frequency Percent Valid Percent Cumulative Percent Valid intermediate 40 .7 .7 .7 graduation 73 48.7 48.7 49.3 Post- graduation (master) 27 44.7 44.7 94.0 6 7 4.7 4.7 98.7 7 2 1.3 1.3 100.0 Total 150 100.0 100.0 The frequency of this table 3.5 shows that 40 respondents are qualified up to intermediate level. 73 having the degree of graduation. Furthermore, 27 have the degree of post-graduation (master). Lastly, 9 people have other diplomas and certificates. Demographic Characteristics of experience In table 3.6, the data showed experience. In our respondent data, most people experience lies between 6-10 years. Table: 3.6 experience Frequency Percent Valid Percent Cumulative Percent Valid 1-5 years 24 16.0 16.0 16.0 6-10years 104 69.3 69.3 85.3 11-15 years 17 11.3 11.3 96.7 more than 16 years 5 3.3 3.3 100.0 Total 150 100.0 100.0 In table 3.6, 24 respondents keep the experience of 1-5 years. Furthermore, the largest number of respondents is 104 and these have the experience of 6- 10 years. Moreover, 17 respondents keep the experience of 11- 15 years. Lastly, only 5 respondents keep the experience of more than 16 years. 4.10 Graphical representation of demographics Graph: 3.1 Graphical representation of age w.r.t. frequency Graph: 3.2 Graphical representation of gender w.r.t. frequency Graph: 3.3 Graphical representation of income w.r.t. frequency Table: 3.4 Graphical representation of education w.r.t. frequency Table: 3.5 Graphical representation of experience w.r.t. frequency 4.11 Reliability and Validity Reliability shows the consistency of scale, its trustworthiness, and trustfulness. In addition, reliability shows scale efficiency and its precision. The extent to which the study is replicable and its shows consistency in responses is called reliability (Yin, 1994). The Chronbach’s Alph vale above .7 explains that data is reliable. Thus, we found the value as .793 which lies in reliable region. Table: 3.7 Case Processing Summary N % Cases Valid 150 100.0 Excludeda 0 .0 Total 150 100.0 a. List wise deletion based on all variables in the procedure. Reliability Statistics Cronbach's Alpha N of Items .793 11 Hence, the value instable 3.7, the valid number of cases is 150. Hence, we excluded no respondents from this list. Moreover, the value in reliability statistics table depicts as .793 which means that the data we collected from our respondents are reliable and we can run further test for further analysis. 4.12 Regression analysis Linear regression model is a tool in statistics that is used to check the relationship between dependent variables (criterion variable) and independent variable (prediction variable). In statistics, general linear model (GLM) of regression can also be used to check relationship among independent variable and dependent variable (Horton, 1978). Table: 3.8 Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1 .602a .362 .358 .57338 a. Predictors: (Constant), OrgClim In current study, organizational climate is independent variable and employee motivation is dependent variable. However, some demographic variables like respondent gender, age, marital status, qualification level, and number of children are included in study to check the strength of relationship between predictor and dependent variables. Table 3.8 depicts that when linear regression is being run, it gives the association between dependent and independent variable is also be accessed through other statistical values from regression table such as beta, t-value, and variance (R-squared). R square of model is explaining total variance of model. The value of R square show that our independent variable is explaining the only 35% relationship with dependent variable while rest 60% part of relationship is unexplained and it can be due to other factors. Adjusted R Square shows almost the same behavior of both the independent and dependent variables and we observed only .004% adjustment made by the software in the data. Hence, this is very minor adjustment and leaves no impact on our data. Finally, we found that there is a positive association between our independent (organizational climate) and dependent variable (motivation). 4.13 Analysis of variance The values in ANOVA table are derived from regression model. Hence, the statistical significance for the data analysis is .000. Thus, the ANOVA table gives comparatively an easier and quicker picture. In ANOVA model against organizational climate the value of Residual is 48.657, F is 84.135 and Sig value is .000. In this ANOVA table, organizational climate is strongly related to employee motivation and the change in F indicates the significance of predictor and criterion variables. Table: 3.9 ANOVAa Model Sum of Squares df Mean Square F Sig. 1 Regression 27.661 1 27.661 84.135 .000b Residual 48.657 148 .329 Total 76.318 149 a. Dependent Variable: Motive b. Predictors: (Constant), OrgClim Hence, all the values of table 3.9 show that there is a strong and positive relationship between two variables of our study that are organizational climate (independent variable) and motivation (dependent variable). Coefficient In inferential statistics, coefficient table gives the general linear model of regression. Table: 3.10 Coefficients Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) .387 .324 1.195 .234 OrgClim .852 .093 .602 9.173 .000 a. Dependent Variable: Motive In table 3.10, some statistical parameters are drawn from general linear model like, t-value, beta value of standardized and un-standardized coefficients. T-value should be above than 2 for acceptance of test and in current study t-value are greater than 2, so hypothesis is accepted. Moreover, sig value also depicted that hypothesis is accepted. Similarly, the value of beta shows that one unit change in independent variable can change how many units in dependent variable so in this study, one unit change in organizational climate will change 60% change in employee motivation. Thus, these values in this coefficient table also show that there is an association between organizational climate (independent variable) and motivation (dependent variable). Correlations SPSS version 23 was used to see the Pearson correlation that has value from +1 to -1. The Pearson correlation recommends that if correlation coefficient is +1, then there is strong positive correlation and if correlation coefficient values are -1, then the relationship is strong negative correlation. Likewise, if correlation coefficient value is 0, then is no correlation between variables. The Pearson correlation ranges from Strong Correlation +5 to +7 or -5 to -7 Medium Correlation +3 to +5 or -3 to -5 Weak Correlation +1 to +3 or -1 to -3 Table: 3.11 Correlations OrgClim Motive OrgClim Pearson Correlation 1 .602** Sig. (2-tailed) .000 N 150 150 Motive Pearson Correlation .602** 1 Sig. (2-tailed) .000 N 150 150 **. Correlation is significant at the 0.01 level (2-tailed). In table 3.11, parameters of Pearson coefficient correlation value with significance values are given form which we identified the nature and strength of relationship. Therefore, in our study we have found a strong and positive correlation .602** between independent and dependent variable. Mean and Std. Deviation values of correlation statistics Table 3.12 Descriptive Statistics Mean Std. Deviation N OrgClim 3.4457 .50553 150 Motive 3.3233 .71568 150 The mean value shows the average of the respondent data. In table 3.12, the value of mean against organizational climate (independent variable) is 3.4457. Moreover, for motivational (dependent variable) the value of mean is 3.3233. On the other hand, standard deviation shows how the data is spread out. Hence, the value of standard deviation against organizational climate is .50553. Similarly, value against motivation is .71568. Summary The objective of this study is to found relationship between organizational climate and motivation. So that this is proved, the results supported it. Moreover, we met the objective by discussing that employee motivation will ultimately satisfy the patients. Hence, this is proven because the theories discussed in our study (Cecere et al., 2014; Dahlberg, 2015; Dwenger et al., 2016) and results are providing facts. The objectives are met because the correlation value is .602**. And this shows strong correlation between organizational climate and employee motivation. This shows that relationship exist between organizational climate and employee motivation. Thus, this is proven by the Beta value .602 which shows that one unit of organizational climate will bring 60% change in the motivation level of employees. The t-value 9.173 shows the data is significant because it is above 2. And finally, sigle value .000 shows that model is significant. Lastly, all the values are describing that we have met our objectives with significant values. CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS & LIMITATIONS 5.1 Conclusion The current study model clearly explained the impact of organizational climate on motivation. Moreover, we had three objectives of our study. Firstly, we proposed to increase employee motivation and this is proven by correlation .602** between employee motivation and organizational climate. Moreover, the Beta values .60 also support the same concept. Our study found that employee are motivated when given intrinsic motivation and this finding is aligned with the previous study (Cecere et al., 2014),and same as with extrinsic reward and this is again aligned with previous study (Dwenger et al., 2016). Second objective was how to increase employee initiative and participation and this will lead to patient care. Thus, we investigated that good organizational climate motivates the employees and ultimately employees satisfy patients. Thus, our this objective is aligned with the previous study discussed in our literature review (Dahlberg, 2015). Final objective was that our study would give the solution to productive in term of employee motivation and patient satisfaction. Hence, organizational climate leave a positive impact on employee motivation and this further will be the cause of patient satisfaction. Hence, these factors are significantly important because these provided link between organizational climate and employee motivational. Moreover, this study investigated that organizational environment strongly affect the motivation of the employee. However, there are few limitations of this study (which are mentioned below), but results showed that role of organizational climate positively influence the employee motivation to enhance the organizational performance. The result also supported that organizational climate is the focal point for better performance through employee motivation. On the basis of current study, showed the very encouraging and supporting relationship among organizational climate on motivational components, the major conclusion which is emerged from the above study is found that when motivation construct is separated into its major variables, then at certain time one variable has strong influence than the other. Most of the study findings are consistent with the convention wisdom of executive authorities, which relied on monetary reward to motivate the salespersons. To enhance this assumption I take the example and wanted to relate the motivation with intrinsic rewards (like feelings, interest in work, satisfaction), then it is derived that these are inner self feeling, and organization can influence them. For managerial point of view, to understanding organizational climate history and different components of employee motivation that could provide better results and high performance for an organization, The current study had purposed concept that manager should focus on motivation. Moreover, an aggregate concept, executive managers should put intentioned on micro components of employee’s motivation (like expectancy, intrinsic and extrinsic dimensions of instrumentality, and valence measures) all these micro components are achieved by developing better and motivational related organizational climate. The relevant results are also found in the studies of (Dahlberg, 2015), but our study focus on the importance of attitude surveys, and its impact on the public sector organization. Studies showed that surveys method is best to measure the components of motivation and their perceived organizational climate dimensions (Osterloh, 2002). Index of different levels of motivational components and organizational climate can be designed for partial (sub-systems) or/ and for whole organization. Furthermore, the current measuring level of motivation and organizational climate and its devolved index can be compared, analyzed, which help the executive managers to make accurate decision. In this study important role of employee in public sector organization was discussed, this study declared that executive manager of the organization take necessary steps to make appropriate adjustments in organizational climate ( like making job high challenging, provide variety, task conflict avoidance policy) so that it enhance corresponding level of motivational components. If corresponding level of motivation of employee and organizational climate is observed or monitors regularly over time to time, it make possible to accurate measure and predict the changes in motivational level of employee. Furthermore, we propose that it should make possible to measure the effect of change in pay, promotion, organizational policies and degree at which these reward positively affect motivation. These implementations should be reviewed to find the inaccuracies to predict the organizational climate. This study also highlighted that most of the time Individual perception show accurate perception about organizational climate. Therefore, there is the need for checking perception accuracy against external measure like what climate has positive effect on employee motivation. Executive level manager need to know how situation-specific organizational climate dimensions which can influence perceived motivation level, mongered should know whether at specific situation, which type of reward (intrinsic or extrinsic), provide best results. For example at certain type of challenging environment can increase the attractiveness of intrinsic rewards. Such types of understanding are much useful for making adjustment of climate dimensions to enhance the attractiveness of various intrinsic and extrinsic rewards which can be offered in a given job situation. 5.2 Findings of the study The current study found organizational climate has significant impact on employee motivation. Moreover, I investigate that organizational climate has strong and positive impact on employee motivation and this relationship is strong. Moreover, managements need to focus on the climate and should develop the positive organizational climate such that it motivates the employees. 5.3 Limitation and future research: The results of this study discussed number of finding but along with this study have number of implication (for further research gap) and limitations for practice for researchers. For this study, data is collected from (DHQ Hospital Narowal) specific organization, which is functioning at center of the urban area (Narowal), and mostly employee of this hospital are locally and have lot of experience related to their job but they are not somehow motivated. I also get the data mostly from the male employee because female employees are not willing. For this research we only focused sub set of employee motivating (intrinsic, extrinsic) , we measured the motivation in one dimensioned and not included other human attitude and perceived motivation, so for further research include other behavior and perception of motivation which are needed to be focused. 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The Introduction of Non-profit Organization Marketing Motives, Routines and Strategies for “New Rural Co-operative Medical. Zhou, J., & Hoever, I. J. (2014). Research on workplace creativity: A review and redirection. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), 333-359. Appendix: Questionnaire By means of this questionnaire, I would like to get a good idea of the different motivation factors. The evaluation consists of 1 page and is divided into two parts; each part is about one of the factors. In total it will go to all 11 questions that can be answered on a scale of strongly agree to strongly disagree. The questionnaires can be filled out anonymously and be handed in at the Office. Organizational Climate Strongly Disagree Disagree Neutral Agree Strongly Agree 1. My immediate supervisor is committed to the well-being of its team 2. I regularly have a conversation with my manager about my work. 3 together with my manager I set up goals that should be achieved. 4. I am aware of the goals that the Organization has. 5. I make goals with my colleagues to achieve certain results. 6. I set goals with the whole Department together with the certain results. 7. My colleagues give me a tip or indications if I find anything else then do it. Or my work better. Any comments: .................................................................................................................................................................. .................................................................................................................................................................. .................................................................................................................................................................. Employee Motivation Strongly Disagree Disagree Neutral Agree Strongly Agree 1. My job demands of me that I learn new things. 2. I have no possibility to my own special skills. 3. My prospects for career development and promotion are good. 4. My skills are still valuable in five years Any comments: .................................................................................................................................................................. .................................................................................................................................................................. In organizational climate, there are some other variables like, challenge and variety, job importance, but if take the example of a salesperson (as an employee) expectancy level then this study shows that organizational these variable not significantly influence on the expectancy level of salesperson.