Organizational climate comprising three functional motives (achievement, expert influence and extension) and three dysfunctional motives (dependency, control and affiliation) was measured for 453 randomly selected respondents from a large public sector industry, using MAO – C instrument. Dependency has been found to be the dominant climate. Affiliation was is the backup climate. Extension climate is weakest in the organization. Strong intercorrelations exist among the six climate motives, except for the pairs: expert influence – extension, extension – affiliation and control – affiliation which are not correlated. With the exception of dependency – affiliation pair, these correlations are found to be positive, when both the variables in the pair represent functional climate or when both of them represent dysfunctional climate. On the other hand, they are negative when one of the variables involved represents functional climate and the other variable represents dysfunctional climate. Dependency is negatively correlated with affiliation even though both these represent dysfunctional climate. Factor analysis of the six organizational climate motives or variables brought out that organizational climate is operating in the organization in two ways. ‘Larger goal orientation’ and ‘friendly relationship orientation’ represent the two meta motives of climate prominently operating in the organization. Generally the organizational members either focus on attaining the larger goals (making oneself relevant to others, identifying with the larger goals; working for attainment of goals, striving for excellence; de-emphasizing consolidation of personal power; undertaking responsibility instead of avoiding it) or they focus on maintaining friendly relationships (disregarding the need for expertise).
Organizational climate, public sector, motivation analysis
