A Climate of Success by Roderic Gray

By Roderic Gray

May your company be a greater position to paintings? What impact may that experience at the caliber and volume of what will get done?

This booklet examines the concept that of organizational weather ('what it appears like to paintings here') in a readable and obtainable manner with no sacrificing educational rigour. utilizing case reviews to demonstrate the reasons and effects of assorted weather components, it makes useful feedback for the way advancements could be made - to everyone's benefit.

Building on present learn, this booklet indicates how perceptions of weather come up, the results they could have on functionality, and the way managers can effect those perceptions and practice their realizing to enhance their very own and their people's effectiveness.

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1992), and by Kanfer (1990), who says that ‘the undermining effects of extrinsic rewards on task interest and free-choice behavior have been shown in numerous studies’. In my own research (Gray, 2000b) I have found that incentive payments, which are intended to motivate people to exceed ‘standard’ performance, often get included in what people expect to be paid. Then the possibility that they won’t be received looks more like a threat of punishment for not performing well enough, and threats have been strongly linked to poor work outcomes.

I agree, but there are grounds for optimism because these ‘ingredients’ are not mutually exclusive. In fact, it’s a basic premise of this book that they are mutually reinforcing; organizational climate influences performance, and the kind of climate in which most people are likely to feel that sense of well-being, which is closely related to happiness, is also the kind of climate in which work is performed most successfully. This is excellent news because ‘work by itself, of course, cannot make a person happy, but a person cannot be genuinely happy if he or she is unhappy at work’ (Gavin and Mason, 2004).

Rewards in the form of money or other benefits play a part but their influence is far less straightforward than many people assume. e. they arise from the work itself rather than from any reward that may be forthcoming after the work is done. 37 This page intentionally left blank 4 The good life – and good performance 39 This page intentionally left blank The good life – and good performance There are many visions of the good society: the treadmill is not one of them. J K Galbraith, The Good Society: The Humane Agenda, 1997 Gavin and Mason (2004) also address the question of what makes a good society.

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