The impact of organizational climate on employee engagement is a less explored topic, connecting two well-researched concepts: organizational climate and employee engagement. In order to measure both concepts a number of metric tools are available, which may serve as a basis for forming questionnaires to consider organizational climate as an employee engagement factor.
The purpose of this master's thesis was to design a model, which would make it possible to assess and consider the impact of organizational climate on employee engagement. The aim was to verify the applicability of the model and theoretical expectations regarding the structure of both concepts, including the impact of organizational climate on employee engagement in the selected organization of state administration. The data were collected by using the results of the survey, whereas the factor and regression analysis were used for data processing and hypothesis testing.
The five-dimensional structure of organizational climate and three-dimensional structure of employee engagement were used as the starting points, but neither could be confirmed. By applying the exploratory factor analysis, we therefore designed five new dimensions of corporate climate. The first one involves trust, openness and interpersonal relations, the second deals with training and development, the third covers the area of management, the fourth has to do with job performance and HR policy, and the fifth comprises HRD mechanisms. We also included two new employee engagement dimensions: the first one dealing with feelings and enthusiasm, and the second covering the intensity of work. The regression analysis showed that the organizational climate dimensions involving training and development, job performance with the HR policy and the HRD mechanisms, affect the dimension dealing with feelings and enthusiasm.
The survey showed that the organization in question might positively affect the employment engagement by focusing on training and employee development, their job performance, appropiate HR policy and HRD mechanisms. The designed metric model may provide grounds for subsequent exploration in both state and public administration and offer comparative analysis of the incidence of the considered concepts in both public and private sectors.
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