Organizational Culture and Climate: A new archetype of Employee Engagement for Organizational Development in IT industry

ABSTRACT Organizational culture is generally deep and stable. Climate, on the other hand, is often defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization. Although culture and climate are related, climate often proves easier to assess and change. Reichers and Schneider (1990, p.22) define organizational climate as "the shared perception of the way things are around here" It is important to realize that from these two approaches, there is no “best” approach and they actually have a great deal of overlap. Organizational Climate (sometimes known as Corporate Climate) is the process of quantifying the “culture” of an organization. Some of the old models identify the variables which moderate an organization’s ability to mobilize its workforce in order to achieve business goals and maximize performance. Organizational Climate studies have identified a number of behaviors of leaders which have a significant impact on stress and morale. A number of studies by several scholars during the first part of the last dacade have found a very strong link between Organizational Climate and employee reactions such as stress levels, absenteeism and engagement and participation. This present study has been carried out among 160 employees of various IT industries in Chennai. It tries to identify the existing culture and climate of the organization and its effect on the employees and also its impact towards the work and the organization, also the ability of the employees’ contribution towards the success of the organization as a whole for the sustainable development through the employee engagement.