Estudo do clima organizacional na Cooperativa Tritícola São Luizense Ltda. (COOPATRIGO)

Abstract

With purpose to analyze the perception of employees about the working place, organizations conduct researches of organizational climate, which provide a valuable tool for feedback, and understanding how are relations between the company and the people who are part of it. The aim of this study was to evaluate the perceptions of employees from the administrative sector and supermarkets, from the Cooperative Tritícola São Luizense Ltda. (COOPATRIGO), both located in São Luiz Gonzaga, State of Rio Grande do Sul, on five dimensions of organizational climate proposed by Martins (2008): support from management and organization, reward, physical comfort, control / pressure and cohesion among colleagues. The method used was a kind of the survey type of qualitative approach, whose criterion is descriptive. The research consisted of applying a questionnaire containing five respondent identification issues, and sixty-three issues related to organizational climate proposed by Martins (2008). The sample consisted of ninety-six valid questionnaires, whose criterion of analysis and interpretation, consider that the average should always be between 1 and 5 thus above 4 values indicate good organizational climate, on the other hand below 2, 9 represent bad climate while values between 2.9 and 4 indicate an indifference state, so neither agree or disagree. But the factor control / pressure, the interpretation is reversed, in which average above 4 represent bad climate, so there is a lot of pressure and control, and averages below 2.9 represent good climate, low pressure and practiced control. Thus, the present study demonstrated that in the three sectors surveyed, administrative, head office and branch supermarket, there was no bad organizational climate of indications, but only a few items that represent the factor control / pressure, obtained averages more than four, where employees from head office supermarket feel pressured regarding the frequency and their schedules are controlled rigorously. Already in the administrative sector employees claim there is excessive pressure on the fulfillment of tasks by the deadline, and finally in branch supermarket employees feel trapped at the controls of their supervisors, so nothing is done without authorization. As noted, possibly, these items do not cause negative climate changes, are just discomforts that employees feel and that can be solved in most cases, with dialogue between the involved parts, because these items even though more than four do not affect the analysis of organizational climate sectors, and even do affect not the analysis general of the cooperative, which resulted in good organizational climate.