www.iosrjournals.org 54 | Page 2. Trust: Which describe the belief in the reliability, truth, ability, and strength of the words and matching them with deeds of members of the organization facilitates necessary risk taking to achieve success in the other climate factors. Good climate has been correlated with desirable outcomes like Job satisfaction, Confidence in management, affective commitment, intention to quit, emotional exhaustion, faith in organizational and performance. It is also linked with desirable behaviors like, risk-taking (strategic), departure from the status quo, open communication, trust, operational freedom, and employee development (Levy,2013).In contrast bad climate has been linked to turnover, stress, sickness, poor performance, error rate, wastage, accidents and the correlative of bad behaviors like, sabotage, absenteeism, go-slow and, bullying. The two conditions elicit different outcomes at the workplace. Bad climate bring forth, fear, crisis, anxiety, aggression, burnouts, turnover, politicking, hopelessness and stagnation among many others. On the other hand good climate bears respect, support, entrepreneurship, innovations, cooperation, high performance, profitable management practices, knowledge management and sharing, learning organization, readiness to change and openness. II. Conceptual Framework Source-AuthorOrganization climate can improve through perceived organizational support and supervisor support (Michele, 2010). Perceived Organizational Support effect to Organization climate Organizational climate is the general perception of the working conditions of an enterprise, including the level of motivation, innovation, trust, conflict, morale, rewards equity, leader credibility, and resistance to change. Organizational climate develops over many years and is affected by many factors and therefore cannot be changed by simply dusting off the top layer of discontent. Just as the most effective cleaning begins at the top and progresses downward, so must the measures that will make sweeping changes to the overall perception of the business. Michele (2011).Organization support in the following key areas can bear fruits of positive climate. a. Motivation Begins with Decluttering the WorkspacePerceived organization support through motivation of workers, workplace decluttering can make significant progress to improving the organizational climate. For example of workers desks are overflowing with paper, digitalize/automate the organization records. This will reinstate workers motivation as they easily access information with little effort. Michele (2011) b. Implement rewards equity to motivate employeesOnce you have removed the clutter as an obstacle to increasing productivity, the next step is to determine and implement policies that will motivate employees. As many theories regarding what motivates employees posits, workers respond differently when presented a list of performance incentives Maslow hierarchy of needs comes in to play. However, all workers will be more motivated if they be...

The purpose of the study was to find out the relationship between Organizational Climate (OC), Employee Psychological Empowerment (EPE) and innovation in Market and Social Research Firms (MSRFs) in Kenya. This was motivated by inconsistent empirical findings of the previous scholars on the effect of organizational climate on innovation. Besides, it was inspired by the omission of the employee psychological empowerment as intervening variable between OC and innovation. This study therefore, investigated the effect of OC on EPE and EPE on innovation. Further, direct effect of OC on innovation was also assessed. To address these objectives, this study used cross-sectional research design. The data was collected using a structured questionnaire and analyzed using Structural Equation Modelling (SEM). The study found the effect of training support on EPE and innovation was positive but insignificant while work place support on EPE had partial effect but insignificant effect on innovation. However, transformational leadership was found to be significant on both EPE and innovation. Further, the EPE had partial mediating effect between leadership and innovation. The findings offer more insights to the theorists of intrinsic motivation that intrinsic motivation taps on some organizational climate factors to promote innovation. The results could be helpful to human resources practitioners and policy makers when deciding on a mix of organizational climate factors to promote innovation in institutions. Consideration of multiple organizational factors as opposed to a single factor to enhance innovation at micro level in their work place is hinted.