INTRODUCTION:

Organizational climate affects the practices of work culture and behavior of the workforce with respect to changing elements of the environment of organizations. The work environment that reflects on scope for advancement, welfare facilities, training and education, welfare facilities, interpersonal communication and relationship will act as a key determinant to enhance the commitment from employees towards the organization.

It can be rightly said in this context that organizational climate forms as a powerful coalition to bring out the best performance from the workforce. High-quality service delivery is a very important element of any health system and is crucial to the achievement of health-related ‘Millennium Development’ goals. Service delivery is therefore a fundamental input to the growing population health status, along with few factors, such as social determinants of health. Good health status of the citizens indicates the richness of any country. In the context of organizational studies it has been observed that well organized factors of organizational climate invariably affect the levels of commitment of health workforce in any organization. The comparison of medical personnel per thousand populations between India and other countries as shown in Table 1.

Table 1: Comparison of Medical Personnel per 1000 Population between India and Other Countries

Parameter	India	China	USA	UK
Physician	0.6	1.06	2.56	2.3
Nurses	0.8	1.05	9.37	12.12
Midwives	0.47	0.03	-	0.63
Dentist	0.06	0.11	1.63	1.01
Pharmacist	0.56	0.28	0.88	0.51
Lab Technician	0.02	0.16	2.15	0.34

Source: Human resource and skill requirements for the healthcare services

Industry sector (2022), NSDC.

As per the report of Public Health Foundation (PHFI), there is huge shortage of health professionals and nurses among the states in India as shown in Table 2.

Table 2: Shortage of Health Professionals and Nurses among States in India

Uttar Pradesh	64.1 lakh
Maharashtra	5.65 lakh
Bihar	5.28 lakh
West Bengal	4.62 lakh
Andhra Pradesh	4.22 lakh
Tamil Nadu	3.68 lakh

Source: PHFI as on Dec 21^st 2012, The Economic Times

In Indian society, nursing is considered as one of the noble and respectable profession mostly undertaken by the females in different areas of the country. Currently over the years, the acceptability of male nurses has increased in hospitals. For example, Maharashtra state has reserved twenty percent of places in its nursing colleges for male students.

Graph 1 indicates that India spends around 4.1 percent of gross domestic product (GDP) towards the health care expenditure as compared to the other countries. Brazil tops the highest rank with 9.3 percent of gross domestic product (GDP), followed by OECD countries around 9.1 percent, South Africa around 8.8 percent, Mexico with 6.2%, China and Turkey around 5.4 percent towards the health care expenditure.

Graph 1: India spends less on health care than other Middle-Income Countries

Source: Content obtained from Health database of OECD, 2014 and from Health Systems database of WHO, 2014.

STATEMENT OF THE PROBLEM:

The demand for health care is increasing rapidly with the growth of population day by day because of increased affluence, advances in technology, aging problem, environmental pollution but unfortunately many health care organizations has encountered with the shortage of well committed nurses to provide medical services in need to the patients. Although India is said to be, a fastest emerging economies of the world and fourth - largest in the world as measured by purchasing power parity, has not exhibited similar achievements on health side. Commitment of people working in the health care sector would have significant implications for any sector reform process.

PURPOSE OF THE STUDY:

Many of researchers have emphasized on the importance of determining the role of quality in hospital choice by the patients externally but there is a need to focus on the aspects of organizational climate and organizational commitment among the nurses. To increase the quality services provided by the hospitals, there by the hospital management can do Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis and identify the areas to improve from the nurses perspectives to gain sustainable competitive advantage. In order to accomplish, there is a need to determine the main dimensions of organizational climate and organizational commitment to understand the significance of the variables that has impact on the overall performance of nurses being an important challenge for health care organizations.

The study will bring about the important findings that could make the government hospitals as well as the private hospitals to provide good organizational climate to bring along with satisfied level of commitment. In order to retain the nurses without switching from one job to another job which can invariably provide a stabilized platform for elevating the skill sets along with better levels of job satisfaction promising to be provided by the health care organization.

OBJECTIVES OF THE STUDY:

The statement of the objective is important because it determines the data collection and the choice of the statistical techniques to be used in the study. To know exactly to what extent the organizational climate affects the commitment levels of the nurses that determine the quality of services in hospitals, therefore it has been decided to have the following objectives for the exploration in the present research study.

a) To examine and compare the nature of organizational climate prevailing among nurses in select private hospitals.

b) To examine and compare the nature of organizational commitment prevailing among nurses in select private hospitals.

c) To test hypothesized relationship between organizational climate and organizational commitment factors.

d) To assess the relative importance of organizational climate factors in explaining organizational commitment of nurses in study organizations.

REVIEW OF LITERATURE:

Many studies have treated organizational commitment as an independent variable showing that it is predictive and promotes many desired work outcomes such as: organizational climate. Parallel to the existing model of organizational commitment (which centers on the causal relationship between organizational climate and organizational commitment) in the study it is addressed that a range of behaviors dealing with nurses commitment levels could be related to the organizational climate.

Yarwood, (2010) conveys in times where there is urgent need to provide quality health care services to the needy as the level of chronic diseases increasing day by day, the services of nurses is vulnerable in delivering and improving people’s health notably.

The concept of organizational commitment was first defined by Becker (1960) based on the premise that organizational commitment is built on the principle of consistent behavior. In literature, commitment is described in terms of degree of goal or value congruency with the organization and employees desires to remain member of the organization Porter et.al, (1974) it is hypothesized that performance is likely to be influenced by the level of employee’s commitment.

Jernigan, et.al (2016) indicated the perceptions of one thousand nurses working in North Carolina stating there is a need for building a positive work environment in order to sustain organizational commitment among nurses. Furlich (2016) outlined an organization should aim at enhancing the three levels of management, to enhance full motivation among the employees.

Saeidipou (2013) conducted a survey on three hundred employees had shown a reciprocal relationship between the components of organizational climate just as organizational roles, goals, rewards, practices, communication with organizational commitment resulting into below performance by the staff nurses if prevails an unfavorable organizational climate.

Borhani F., Jalali, et.al (2014) studied among two hundred and seventy five nurses of Iran perceived that there is direct impact of organizational climate on organizational commitment. Besides there is a positive correlation among professionalism, caring, rules, independence, climate and organizational commitment.

Kassem and Gaber (2015) identified factors of organizational climate like improper rewards, lack of leadership, poor decision making, consistently hiring in experienced nurses, the existing senior nurses perceived that there is absence of job empowerment of nurses.

Noordin, et.al, (2010) As competitiveness had new heights, it is important that human resource practitioners strive to create a positive organizational climate that promotes commitment to and from the organization by ensuring that the employee’s perceptions remain positive.

Gupta, et.al (2016) examined the impact of affective commitment factors on a sample of five hundred and four nurses from five hospitals in Kolkata, the outcomes of the study shoes that affective commitment is positively related to perceived organizational support and negatively related with nurses role stress and work engagement.

A study by Sora et.al, (2013) showed that the organization level climate of insecurity served as a contextual stressor that affected employee’s affective reactions. The results suggested that a climate of job insecurity influenced employee’s job satisfaction and organization commitment beyond that of individual level feelings of job insecurity, maintaining a positive relationship between departmental, and organization climate will lead to increased job satisfaction, commitment, performance and a decrease in accidents as pointed by Schulte et.al (2006).

Dorgham (2012) proved there is a positive relationship between organizational climate and organizational commitment. The study of organizational climate and commitment dimensions revealed, the less experience, single and young nurses are still in dilemma in choosing their career, which in turn preventing them to quit the organization. Mercey, A Anchala, (2014) assessed the demographic factors are significantly associated with organizational climate as such the more experienced and educated nurses had higher level perception towards organizational climate. Numminen, O., et.al (2015) found the ethical climate of the work unit, practical environment, organization commitment, job satisfaction, age factor although statistically significant yet investigated the variables as week among the nurses working in Finland. Rekha and Paramanandam (2017) stated that there was significant difference in occupational stress, affective, continuance and normative, job satisfaction among male and female respondents as well as of different income groups.

Naghneh, M.H.K (2017) elucidated regular participation of nurses in meetings, conferences, provision of training programs results in increasing organizational commitment and attentive behavior among nurses. Jafaraghaee, et.al (2014) conceded that training and development, redesigning the workplace, good inter personal relations providing emotional, legal and physical support could positively influence the commitment levels of nurses. Toode, K., Routasalo (2014) focused on the needs of nurses, the key factors such as achievements, autonomy, training, responsibility correlated intrinsically with work motivation.

Masum, Azad, et.al (2016) explained the significance of fringe benefits, promotion opportunities, contingent rewards, work environment, co – workers relationship, job satisfaction among nurses working in private hospitals in Turkey.

Brunetto, Y., Xerri, M., et.al (2013) mentioned in his studies that it is significant to consider the employee perceptions towards the supervisor subordinate relationship to bring out new behavior among employees, such that appropriate rewards and organizational support found to be essential.

El. Akremi (2014), a cross level study on nine hundred and forty-five Italian nurses resulted the social environment that prevails between the wards has an impact that in turn influences the decision of nurses to quit their job. Ángel Calderón Molina., et.al (2014) stated lack of recognition, limited career opportunities, poor support increased work load, stress levels and undue attitude are the key factors affecting the nurses turnover as perceived by three hundred and sixty two nurses across three Australian states. Nei, et.al (2015) studied the variables such as job strain work family conflict, rewards, recognition, team cohesion, role tension, and organizational commitment are the main causes of nurse quitting their organization. Abou Hashish, (2017) studied the perceptions of five hundred nurses stating that there is significant positive correlation between climate and organizational support, commitment, job satisfaction variables also contributing towards turnover intention among nurses.

RESEARCH METHODOLOGY:

In the present study, the research design will be causal research design for studying the relationship among variables of the study. Causal research establishes cause and effect relationship between the two variables. The type of research carried out is empirical in nature. The methods of research utilized are survey methods of all kinds, including comparative and co- relational methods. The research problem in the present study focus on acute shortage of nurses, and the factors of organizational climate resulting into lower commitment levels of the nurses in private hospitals.

Definition of the Population:

Population refers to the entire group of people, events, or things of interest that the researcher wishes to investigate and wants to make inferences based on sample statistics according to Sekaran and Bougie (2010). The population of the present study consists of the nurses in the select private hospitals (based on volume of doctors and patients) located in twin cities of Hyderabad.

Sample Size Determination

Cochran (1977) developed a formula to calculate a representative sample for proportion as

p q ÷

Where,

Is the sample size

Z is the selected critical value of desired confidence level

P is the estimated proportion of an attribute that is present in the population

q = 1-p and e is the desired level of precision.

At 90% confidence level Z = 1.645, Margin of error is at 5%

(0.5) (0.5) ÷ = 270 Equation (1)

For calculating sample size when population size is finite:

Cochran’s formula = , Where,

Is the sample size derived from Equation (1)

N is the total population size

Table 3: Sample Size Determination

KIMS:	130
CARE:	96
Durgabai:	75
Total	301

Instrument Design:

The primary data has been collected from the nurses in study organizations through well-structured questionnaires. Statistical investigation requires systematic collection of data, so that all relevant groups are represented in the data. Even though there are various methods of collecting primary, data ‘questionnaire’ method has been used in this study. Secondary data has been obtained from the hospital manuals, performance reports, professional journals, relevant research articles, magazines, brochures, related booklets, and concerned websites from Medical Council of India, Indian Council of Research and Indian Council of Nursing.

Questionnaire Design:

In the present study two questionnaires has been used organizational climate questionnaire is adopted from Sharma (1987), ‘A study on organizational climate and employer- employee relations in India, New Delhi’. Organizational commitment questionnaire is adopted from Sayeed (2001) ‘organization commitment and conflict – studies in healthy organization processes’. The approval of the authors to use the instruments had been obtained. The prior approval of the authors made convenient to make necessary changes in the questionnaire to check reliability. Sharma (1987) organizational climate and Sayeed (2001) Organizational commitment are Indian authors. The two questionnaires found to be suitable for the study pertaining to the respondents (nurses) and organizations (hospitals). The key inventory of organizational climate with item numbers is presented in the Table 3.

Table 4: Key Inventory-Organizational Climate

Factors	Items
1. Scope for advancement	1, 10, 19
2. Grievance handling	2, 11, 20
3. Monetary benefits	3, 12, 21
4. Participative management	4, 13, 22
5. Objectivity and rationality	5, 14, 23
6. Recognition and appreciation	6, 15, 24
7. Safety and security	7, 16, 25
8. Training and education	8, 17, 26
9. Welfare facilities	9, 18, 27

Source: Sharma (1987)

The key inventory of questionnaire matrix of organizational commitment is shown in the Table 4.

Table 5: Key Inventory-Organizational Commitment

Factors	Items
Job - role integration and challenge	1, 2, 3, 4, 5, 10, 15, 16, 18, 19, 20, 23, 28, 29, 30
Company prestige, synergistic work relationships	8, 12, 13, 21, 24, 25
Trust and confidence	9, 14, 17, 22, 26, 27, 31
Career growth and development	6,7,11

Source: Sayeed (2001).

DATA ANALYSIS AND INTERPRETATION:

The present study contains both the primary and secondary types of data. The analysis of the data is divided into two parts, part– I deal with the demographic details of the respondents that includes, age, gender, and educational qualification, experience, and designation levels of the respondents. And part– II deals with the analysis of the data collected through questionnaires followed by descriptive statistics, item– item correlation, correlation analysis, multiple linear regression and factor analysis.

Reliability of Organizational Climate Scale:

Table 5 shows cronbach alpha coefficient for organizational climate scale overall is .870 which indicates that the internal consistency among the variables is excellent,

Table 5: Reliability Statistics of Organizational Climate Scale

Cronbach's Alpha	Cronbach's Alpha Based on Standardized Items	No of Items
.870	.870	27
*Note:* Primary data – SPSS output

The reliability statistics of the organizational commitment scale as shown in the Table 6.

Table 7: Reliability Statistics of Organizational Commitment Scale

Cronbach's Alpha	Cronbach's Alpha Based on Standardized Items	No of Items
.812	.812	31
*Note:* Primary data - SPSS output

Hypotheses on Organizational Climate

There is no significant relationship between scope for advancement and grievance handling factors of organizational climate among nurses in private hospitals.

Table 8: Descriptive Statistics of Hypothesis H1

Private Hospitals	N	Mean	Std. Deviation
KIMS	155	22.7677	3.44119
CARE	95	25.6879	2.60634
Durgabai Deshmukhi	62	26.3065	2.14697
	312

The first hypothesis is proved based on p – value that implies there is a significance relationship between scope for advancement and grievance handling factors of organizational climate among nurses in select private hospitals.

Scope for advancement factor consists of three items (1q, 10q, 19q). While on other hand grievance handling factor of organizational climate consists of three items (2q, 11q, 20q), it infers that the scope for advancement and grievance handling mechanism provided by the organization enhances the commitment levels from the nurses.

The calculated ‘F – value’ for the scope for advancement and grievance handling factors of organizational climate is 21.458 at the significance level α = 0.05 with degree of freedom (df) = (9,302), where in the corresponding table value of ‘p – value’ at α = 0.05 and degree of freedom (df) = (9,302) is (p<.000). The calculated value of ‘p’ is less than 0.05 values; hence, the null hypothesis has not been accepted. Clearly, et.al., (2013) stated that lack of support in working environment, in adequate opportunities for career advancement, extra working hours and lack of access to education are the factors in the working environment that considered as barriers to career advancement from graduate nurses perspectives.

There is no significant relationship between participative management and objectivity and rationality factors of organizational climate among nurses in select private hospitals.

Table 10: Descriptive Statistics of Hypothesis

Private Hospitals	N	Mean	Std. Deviation
KIMS	155	22.2839	3.32006
CARE	95	24.5474	2.99918
Durgabai Deshmukhi	62	10.9516	5.00959
	312

Table 11: ANOVA Results of Hypothesis

	Sum of Squares	Degrees of Freedom	Mean Square	F-Value	P – Value
Between Groups	2538.846	12	211.570	56.028	.000
Within Groups	1129.074	299	3.776
Total	3667.920	311
*Note:* Primary data complied with the help of statistical package (SPSS)

The second hypothesis is proved based on p – value that implies there is a significance relationship between participative management and objectivity and rationality factors of organizational climate among nurses in select private hospitals.

Participative management factor consists of three items (4q, 13q, 22q). While on other hand objectivity and rationality factor of organizational climate consists of three items (5q, 14q, 23q), it infers that the organizational commitment can be enhanced among nurses in organizations through the participative management and objectivity and rationality factors of organizational climate.

The calculated ‘F – value’ for the participative management and objectivity and rationality factors of organizational climate is 56.028 at the significance level α = 0.05 with degree of freedom (df) = (12,299), where in the corresponding table value of ‘p – value’ at α = 0.05 and degree of freedom (df) = (12,299) is (p<.000). The calculated value of ‘p’ is less than 0.05 values; hence, the null hypothesis has not been accepted. Awad, (2008) mentioned several factors that contribute to a favorable climate and affect staff nurses performance including work facilitation, concern for people, team building, decision making, participation, communication, customer service, quality, staff relationship and compensation.

There is no significant relationship between Job role integration and challenge and Trust in the organization factors of organizational commitment among nurses in select private hospitals.

Table 12: Descriptive Statistics of Hypothesis H3

Private Hospitals	N	Mean	Std. Deviation
KIMS	155	77.6194	10.98717
CARE	95	78.4632	9.55923
Durgabai Deshmukhi	62	84.9194	7.32232
	312

Table 13: ANOVA Results of Hypothesis H3

	Sum of Squares	Degrees of Freedom	Mean Square	F-Value	P – Value
Between Groups	4685.326	27	173.531	4.384	.000
Within Groups	11241.671	284	39.583
Total	15926.997	311
*Note:* Primary data complied with the help of statistical package (SPSS)

The seventh hypothesis is proved based on p – value that implies there is a significance relationship between job role integration and challenge and trust in the organization factors of organizational commitment among nurses in government and private hospitals.

Job role integration and challenge factor consists of eleven items (1q,2q,3q,4q,5q,16q,18q,23q,28q,29q,30q). While on other hand trust in the organization factor of organizational commitment consists of seven items (9q, 14q, 17q, 22q, 26q, 27q, 31q), It infers that the job role integration and challenge, provides an opportunity to plan and organize highly benefits the nurses to schedule day-to-day tasks, also When management of the organization walk through talk definitely it builds the trust and confidence in the organization as it is considered best place to work.

The calculated ‘F – value’ for the job role integration and challenge and trust in the organization factors of organizational commitment is 4.384 at the significance level α = 0.05 with degree of freedom (df) = (27,284), where in the corresponding table value of ‘p – value’ at α = 0.05 and degree of freedom (df) = (27,284) is (p<.000). The calculated value of ‘p’ is less than 0.05 values; hence, the null hypothesis has not been accepted.

Torka, N., et.al (2010) reported that the strict checking of work done, lack of trust and punishing employees severely for minor mistakes are factors that are considered to be characteristics of a bad organizational climate.

There is no significant relationship between company prestige and synergistic work relationship and Job role integration and challenge factors of organizational commitment among nurses in select private hospitals.

Table 14: Descriptive Statistics of Hypothesis H4

Private Hospitals	N	Mean	Std. Deviation
KIMS	155	78.3419	10.81331
CARE	95	83.3474	8.09750
Durgabai Deshmukhi	62	80.1613	7.54917
	312

Table 15: ANOVA Results of Hypothesis H4

	Sum of Squares	Degrees of Freedom	Mean Square	F-Value	P – Value
Between Groups	6499.588	18	361.088	11.222	.000
Within Groups	9427.409	293	32.175
Total	15926.997	311
*Note:* Primary data complied with the help of statistical package (SPSS)

The eighth hypothesis is proved based on p – value that implies there is a significance relationship between company prestige and synergistic work relationship and job role integration and challenge factors of organizational commitment among nurses in select private hospitals.

Company prestige and synergistic work relationship factor consists of four items (8q, 12q, 13q, 25q). While on other hand Job role integration and challenge factor of organizational climate consists of eleven items (1q,2q, 3q, 4q, 5q, 16q, 18q, 23q, 28q, 29q, 30q), It infers company prestige and synergistic work relationship between the seniors and juniors in the working climate of the organizations add credibility in enhancement of the commitment levels from the nurses.

The calculated ‘F – value’ for the company prestige and synergistic work relationship and job role integration and challenge factors of organizational commitment is 11.222 at the significance level α = 0.05 with degree of freedom (df) = (18,293), where in the corresponding table value of ‘p – value’ at α = 0.05 and degree of freedom (df) = (18,293) is .000. The calculated value of ‘p’ is less than 0.05 values; hence, the null hypothesis has not been accepted.

Hughes, L.W., et.al, (2010) stated that nurses’ intention to leave the job includes push factors like lack of interest in the job, bad working climate and pull factors like availability of opportunities in the market. Galletta, M., et.al (2013) emphasized the positive association between nurse – supervisor and nurse physician relationships on nurses’ commitment.

The variable grievance handling is positively correlated with the variables job role integration and challenge, company prestige and synergistic work relationship and career growth and development at (0.499) (0.464) (0.429) respectively. The trust in the organization variable is negatively correlated at (-3.78).

Table 16: Correlation analysis of organizational climate and organizational commitment variables – Private Hospitals

V10

V11

V12

V13

.536^**

.518^**

.691^**

.670^**

.577^**

.546^**

.243^**

.333^**

.348^**

.399^**

.569^**

.503^**

.631^**

.643^**

.455^**

.683^**

.553^**

.456^**

.778^**

.427^**

.464^**

.640^**

.425^**

.083

.520^**

.056

.319^**

.490^**

.661^**

.467^**

.377^**

.574^**

.466^**

.349^**

.680^**

.447^**

V10

.731^**

.499^**

.411^**

.507^**

.312^**

.512^**

.623^**

.500^**

.573^**

V11

.555^**

.464^**

.293^**

.445^**

.271^**

.383^**

.552^**

.533^**

.488^**

.774^**

V12

-384^**

-378^**

-.215^*

-.195^*

-399^**

-349^**

-352^**

-.191^*

-326^**

-611^**

-616^**

V13

.336^**

.429^**

.451^**

.274^**

.345^**

.542^**

.288^**

.104

.213^*

.567^**

.569^**

-.519^**

Also from the Table 17 it shows that the coefficient for trust in the organization (-.237) is negatively significant as its p – value is (p =.000) as it is less than (p<0.05). The un-standardized beta coefficient for career growth and development is (-.058) as unit decrease in career growth and development will result into 05.8 percent decrease in the change of organizational climate. The statistical significance as shown in the Table 17 the coefficient for career growth and development is not statistically significant as its p – value is (p = .892) as it is more than (p<0.05).

CONCLUSIONS:

The present study has identified scope for advancement, monetary benefits, training and education, safety and security, objectivity and rationality as important factors of the organizational climate that has strong influence on the variable of organizational commitment such as job role integration and challenge, company prestige and synergistic work relationship, trust and confidence, career growth and development. This indicates that the organizational climate factors leading to enhance the commitment levels have found to be important both in theory and practice.

In study organizations, the results shows that in the government hospitals company prestige and synergistic work relationship and trust and confidence in the organization factors of organizational commitment are found to be insignificant while on other hand in private hospitals career growth and development factor of organizational commitment is found to excluded. It signifies nurses working in private hospitals will have less promotional avenues and opportunities.

SUGGESTIONS:

The following suggestions are given based upon the findings of the study.

1. Scope for Advancement:

Nurses should have many opportunities to grow in the existing organizational climate. It indicates that the nurses are who are satisfied within the organization, the place of working environment, participation in joint forums and meetings take over their job responsibilities.

2. Grievance Handling:

Further the grievance cell must function more dynamic way, such that the complaints and issues faced by the nurses can ease out in short period of time. It is because unresolved nurses’ conflict has multiple harmful consequences on patients, health care organizations and on nurses themselves, which in turn leads to poor performance.

3. Monetary Benefits:

Motivation is the key to bring out the outstanding performance from the nurses, henceforth rewarding them on par with the other organizations is found to be essential. As such it may be one reason for the job-hopping of the nurses from one organization to another organization. Other factors such as ‘Salaries, allowances, prerequisites of nurses have to be attractive considering their job responsibilities’.

4. Participative Management:

To enable a favorable climate in the organization, personal interviews with one to one need to be done to understand nurses’ requirement and expectations that in turn helps to find solutions to their problems. Greater participation and nurses involvement in the job and decision making makes them committed more to the organization.

5. Objectivity and Rationality:

Formality of written rules and regulations, are highly suggested to maximize the nurses commitment which in turn improves the quality of care.

6. Recognition and Appreciation:

The quality of work life plays an important role in enhancing the commitment of nurses, unlike the government hospitals; the nursing staff in private hospitals gets their salary based on the number of patients per day cared by the staff nurses. The nursing staff has to serve twenty four hours, full week with a shift system including the national and state holidays. Their work has to recognized and appreciated by giving monetary or non – monetary awards.

7. Safety and Security:

Reducing the nursing workforce was considered as the first strategy to decrease expenses in most of the private hospitals, as nurses are considered to be the largest professional group in the organization, such practices leads to job insecurity among the nurses.

8. Training and Education:

Not only on the basis of achievement and performance, the hospital management should sponsor all the nursing staff to do their higher studies, diploma courses, certificate courses and training within the country as well as encourage them to participate in International conferences and seminars abroad. The scope of career advancement has to be extended.

9. Welfare Facilities:

Nurses in private hospital need to be motivated by giving fair salaries, job security, good welfare facilities, retirement benefits like pension, suitable working conditions like reduced work load, good shift system and management policies.

Future Implications of the Study:

Thus in the face of contemporary work environment the concept of organizational climate and organizational commitment emerging as a dynamic multidimensional construct gives a further scope to study the significance of the factors of organizational climate and organizational commitment in different organizations, to determine the cause and effect relationship between the two variables. The present study has focused on only nurses that imply there is scope to do further research study comprising on different samples in different organizations to draw the generalization of the study results.

REFERENCES:

1. Abou Hashish, E. A. (2017). Relationship between ethical work climate and nurses’ perception of organizational support, commitment, job satisfaction and turnover intent. Nursing Ethics, 24(2), 151-166.

2. Anchala, A. (2016). A Study to Assess the Effect of Therapeutic Positions on Hemodynamic Parameters among Critically Ill Patients in the Intensive Care Unit at Sri Ramachandra Medical Centre. Journal of Nursing Care, 5(348), 2167-1168.

3. ÁngelCalderón Molina, M., Manuel Hurtado González, J., Palacios Florencio, B., and Luis Galán González, J. (2014). Does the balanced scorecard adoption enhance the levels of organizational climate, employees’ commitment, job satisfaction and job dedication? Management Decision, 52(5), 983-1010.

4. Becker, H.S. (1960). Notes on the concept of commitment. American Journal of Sociology, 32-40.

5. Borhani, F., Jalali, T., Abbaszadeh, A., andHaghdoost, A. (2014). Nurses’ perception of ethical climate and organizational commitment. Nursing Ethics, 21(3), 278-288.

6. Brunetto, Y., Xerri, M., Shriberg, A., Farr‐Wharton, R., Shacklock, K., Newman, S., andDienger, J. (2013). The impact of workplace relationships on engagement, well‐being, commitment and turnover for nurses in Australia and the USA. Journal of Advanced Nursing, 69(12), 2786-2799.

7. Dorgham, S. R. (2012). Relationship between organization work climate and staff nurses organizational commitment. Commitment, 14, 17.

8. El Akremi, A., Colaianni, G., Portoghese, I., Galletta, M., andBattistelli, A. (2014). How organizational support impacts affective commitment and turnover among Italian nurses: A multilevel mediation model. The International Journal of Human Resource Management, 25(9), 1185-1207.

9. Furlich, S. (2016). Understanding employee motivation through managerial communication using expectancy-valence theory. Journal of Integrated Social Sciences, 6(1), 17-37.

10. Gupta, V., Agarwal, U. A., andKhatri, N. (2016). The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behavior and work engagement. Journal of Advanced Nursing, 72(11), 2806-2817.

11. Jafaraghaee, F., Mehrdad, N., andParvizy, S. (2014). Influencing factors on professional commitment in Iranian nurses: A qualitative study. Iranian Journal of Nursing and Midwifery Research, 19(3), 301.

12. Jernigan, E., Beggs, J. M., andKohut, G. F. (2016). An Examination of Nurses'work Environment and Organizational Commitment. Journal of Organizational Culture, Communications and Conflict, 20(1), 112.

13. Kassem, A. H., andGaber, H. (2015). Organizational Climate and Its Impact on Nurse's Job Empowerment at Main Mansoura University Hospital and Urology and Nephrology Center. IOSR Journal of Nursing and Health Science (IOSRJNHS), 4(2), 40-48.

14. Masum, A. K. M., Azad, M. A. K., Hoque, K. E., Beh, L. S., Wanke, P., andArslan, Ö. (2016). Job satisfaction and intention to quit: an empirical analysis of nurses in Turkey. PeerJ, 4, e1896.

15. Naghneh, M. H. K., Tafreshi, M. Z., Naderi, M., Shakeri, N., Bolourchifard, F., andGoyaghaj, N. S. (2017). The relationship between organizational commitment and nursing care behavior. Electronic Physician, 9(7), 4835.

16. Nei, D., Snyder, L. A., andLitwiller, B. J. (2015). Promoting retention of nurses: a meta-analytic examination of causes of nurse turnover. Health Care Management Review, 40(3), 237-253.

17. Noordin, F., Omar, S., Sehan, S., andIdrus, S. (2010). Organizational climate and its influence on organizational commitment. International Business and Economics Research Journal (IBER), 9(2).

18. Numminen, O., Leino-Kilpi, H., Isoaho, H., andMeretoja, R. (2015). Ethical climate and nurse competence–newly graduated nurses' perceptions. Nursing Ethics, 22(8), 845-859.

19. Porter, L. W., Steers, R. M., Mowday, R. T., andBoulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59(5), 603.

20. Rekha, B., andParamanandam, P. (2017). Job Stress and Job Satisfaction Among the Managerial Personnel of Textile Industry. Sumedha Journal of Management, 6(3), 65-74.

21. Saeidipour, B. (2013). A study on the effect of organizational climate on organizational commitment: A case study of educational system. Management Science Letters, 3(1), 181-194.

22. Sora, B., De Cuyper, N., Caballer, A., Peiró, J. M., and De Witte, H. (2013). Outcomes of job insecurity climate: The role of climate strength. Applied Psychology, 62(3), 382-405.

23. Toode, K., Routasalo, P., Helminen, M., andSuominen, T. (2014). Hospital nurses' individual priorities, internal psychological states and work motivation. International Nursing Review, 61(3), 361-370.

24. Yarwood, J. (2010). Urban planning after war, disaster and disintegration: Case studies. Cambridge Scholars Publishing.

Received on 17.01.2020 Modified on 17.02.2020

Asian Journal of Management. 2020; 11(1):11-20.

DOI: 10.5958/2321-5763.2020.00003.7

Model	R	R Square	Adjusted R Square	Std. Error of the Estimate
1	.560^a	.314	.305	11.70121
a. Predictors: (Constant), Career, Trust in the Organization, Company Prestige and Synergistic work relationship, Job Role Integration and Challenge
*Note:* Primary data - SPSS output

Model	Sum of Squares	df	Mean Square	F	Sig.
Regression	19222.382	4	4805.595	35.098	.000^a
Residual	42033.923	307	136.918
Total	61256.304	311
Predictors: (Constant), Career, Trust in the Organization, Company Prestige and Synergistic work relationship, Job Role Integration and Challenge Dependent Variable: Organizational Climate Private Hospitals
*Note:* Primary data - SPSS output

Model	Un-Standardized Coefficients		Standardized Coefficients	t	Sig.	Co linearity Statistics
Model	B	Std. Error	Beta	t	Sig.	Tolerance	VIF
(Constant)	57.696	5.456		10.575	.000
Job role integration	.776	.157	.323	4.934	.000	.520	1.923
Company prestige	1.594	.364	.289	4.376	.000	.514	1.947
Trust in the organization	-.511	.104	-.237	-4.922	.000	.964	1.038
Career growth	-.058	.430	-.009	-.136	.892	.523	1.910
Dependent Variable: organizational climate Note: Primary data - SPSS output