In the last few years the attention of companies on the “quality of the environmental work” has increased exponentially, as a productive factor and wellness of workers. This aspect if analyzed, is able to return a signal about the state of health of the company. To locate this aspect, has developed the concept of organizational environment. To locate this point, it was developed the concept of organizational environment.
The “organizational environment” is “a set of perceptions, beliefs and feelings that employees develop about their organization and represent the background on which they are determined the specific assessments on the job that determine the real job satisfaction”.
It is necessary to measure the organizational environment, in order to identify the gap between people’s expectations and the reality, so as to make a sort of check-up diagnostic of the company.
Why is important to measure the organizational environment?
The importance of the measurement of organizational environment is in the fact that the act of doing an environmental analysis already brings positive effects because it is a sign that the company cares about the welfare of employees.
This assessment allows the company to know the existing state of things, to understand what is the nature of any existing problems and to understand whether these problems are a direct consequence of the effects of behavior and practices applied in the past in personnel management. The ultimate goal of this evaluation is to improve the organizational environment and its perception, so as to motivate employees towards work, encourage the formation of a collaborative environment and, ultimately, increase productivity.
The tools used for the analysis of organizational environment are usually the questionnaire and the assessment center.
For the construction of the questionnaire proceeds with the precise definition of the object of investigation, in order to determine the variables on which we intends to work. The advantages of the use of the questionnaire are multiple, such as the absence of the interviewer (this avoids constraints that may be generated by its presence), the greater amount of time available to the interviewee that allows greater meditation ), the ability of the interviewee to choose the most appropriate time to respond, the least cost (in fact there are no expenses related to interviewers, or relating to the dispatch of the questionnaire, as it can be sent by email or made available on an Internet site).
Usually after collecting information from the self-administered questionnaire, we proceed with the assessment center, or an assessment of the employees through a group discussion. This methodology consists in the simulation of corporate contexts in order to observe the behavior implemented by the individuals involved. Such simulations can reproduce situations that require you to analyze and solve problems, evaluate alternatives, make decisions, organize activities and projects, conduct trading activities or present results and proposals.
Having obtained a clear picture of the business situation and the organizational climate, you advance to the final step: the results are returned to the company and the proposed training interventions to alter and correct any areas of weakness highlighted.
 G. Sarchielli (2003) Psicologia del lavoro, Il Molino, Bologna, p. 290.