Organizational Climate Diagnosis Project Organizational Culture Diagnosis Project

'Transformation Begins with Employee Voices—Building Organizational Climate Through Trust and Action'
　The purpose of this study was to measure multiple dimensions of 'trust, behavior, workplace climate, and values' that support organizational transformation, visualize differences by segment such as department, occupation, and work location, and connect the findings to concrete management and HR actions. The design was based on eight dimensions of organizational climate identified through factor analysis in prior research: (1) trust in management and the company, (2) trust in one's immediate supervisor, (3) one's own transformational behavior, (4) an active workplace climate, (5) supervisory management that hinders transformation, (6) values emphasizing substance, (7) acceptance of the organizational vision, and (8) evaluation of outdated attitudes toward work.



The questionnaire was structured around perspectives identified in prior research—trust in the commitment of senior management and executives, the extent to which everyday management by immediate supervisors promotes change, a cooperative and energetic atmosphere among colleagues, and evaluations of individual autonomy and innovative behavior. This design makes it possible to understand simultaneously the forces supporting transformation across four layers: systems, supervisors, colleagues, and individuals.

Each factor was measured with multiple Likert-type items (5- to 7-point scales), with an open-ended section added to complement quantitative findings qualitatively. For scale reliability, we referred to prior research reporting generally favorable Cronbach's alpha coefficients for each factor (e.g., F1=0.94, F2=0.96, F3=0.90, F4=0.87, F5=0.85, F6=0.78, F7=0.88, F8=0.67), and also checked Cronbach's alpha and item-total correlations in our own data.

Through this process, we developed a multidimensional quantitative and qualitative picture of Central Glass's current organizational climate and translated it into implementation-oriented recommendations that management, HR, and frontline teams can act on together. If needed, we can also provide plans for repeated measurement in future cycles (annual or semiannual) and designs for comparison with external norms.