ISSN Electrónico 2500-9338
Septiembre – Diciembre. Volumen 25 Número 3, Año 2025 Págs. 5 - 12
and feedback have a direct impact on internal
motivation.
1. INTRODUCTION
These theoretical approaches agree that job
performance cannot be understood solely by the
employee's technical competencies, but also from the
organizational conditions that surround him/her.
Alvarez (2005) and Gonzalez (2020) argue that when
individual objectives are aligned with organizational
goals, and a stimulating environment is provided,
performance levels tend to increase significantly.
Organizational climate has become a key
factor in understanding the internal functioning of
organizations and its impact on employee behavior. It
is understood as the employees' shared perception of
the practices, policies and dynamics that shape their
work environment. These perceptions directly
influence motivation, well-being and performance,
both individually and collectively, and therefore the
overall results of the organization (Schneider, Ehrhart
& Macey, 2013; Chiavenato, 2009).
In the Latin American context, recent studies have
shown that organizational culture, socioeconomic
conditions and leadership style influence the
configuration of the work climate (Zapata Terán &
Tovar Molina, 2024; Ortega, 2022). In Colombia,
particularly, research such as those of García Solarte
(2009) and Rodríguez (2018) have demonstrated the
relevance of these factors in sectors such as
education, business and services.
In a global scenario marked by constant technological
transformations and a highly competitive market,
organizations face the challenge of adapting quickly
without losing sight of the importance of human talent
as their main strategic resource (Chiavenato, 2017).
In this context, the organizational climate acquires a
central role, acting as a mediator between the internal
conditions of the company and the productivity of its
collaborators (Robbins & Judge, 2019) (Morelos,
Cardona & Lora; 2024).
Global scenarios and dizzying changes at the
technological level have led organizations to face
challenges and challenges in order to remain
competitive, which is why the role of human talent as
a strategic axis is even more valued (Chiavenato,
2017). In this context, CO is the platform that supports
those valuable elements that are located in the
attitudes, motivation and performance of workers
(Robbins & Judge, 2019; García Solarte, 2009). This
concept, which is defined as the perception of
employees with respect to their work environment and
which has a great impact on their attitudes and
therefore, on the results at the business level
(Schneider, Ehrhart & Macey, 2013; Litwin & Stringer,
1968).
Authors such as Litwin and Stringer (1968), Likert and
Gibson (1986) and Chiavenato (2000, 2002) agree
that the work climate responds not only to structural or
physical factors, but also to subjective components
such as communication, leadership style, perception
of fairness and sense of belonging. A favorable
organizational
environment
can
strengthen
commitment, improve job satisfaction and reduce
turnover, while a climate perceived as negative tends
to generate demotivation, conflicts and low
performance (Méndez, 2006; Rodríguez Martínez et
al., 2020).
Academic references show great similarity in that the
CO has great influence on the satisfaction, motivation,
performance and productivity of employees
(Zambrano Campoverde, Ramón Pineda & Espinoza-
Freire, 2017; Hellriegel & Slocum, 2011). According to
Méndez (2006), this positive environment not only has
incidence those aspects of a structural and physical
nature, but also elements of a subjective nature such
as communication, leadership, justice and institutional
support. In the same sense, Likert and Gibson (1986)
and Chiavenato (2000, 2002) state that the
psychological structure of the work environment has a
direct impact on performance and personal
commitment.
From the field of organizational psychology, several
motivational theories have contributed to explain how
environmental conditions influence work behavior and
performance. Self-determination theory (Deci & Ryan,
1985) highlights the importance of autonomy and
intrinsic motivation; Vroom's expectancy theory (1964)
states that effort is related to expected rewards, while
Herzberg (1959) distinguishes between hygiene and
motivational factors that condition satisfaction.
Likewise, Bandura (1986) highlights the role of self-
efficacy as a predictor of performance, and the job
characteristics model proposed by Hackman and
Oldham (1980) points out that variety, task identity
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