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THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT The Effect of Organizational Climate on Employee Motivation and a Research

: Organizational climate refers to the way employees perceive the general atmosphere of the organization. The concepts job satisfaction occurs as a result of the impression the organizational environment leaves on the employees. In this study, which consists of three sections, the relationship between the demographic characteristics of the participants and the concept of organizational climate is examined in the first section, the relationship between the demographic characteristics of the participants and the concept of motivation is examined in the second section, and the effects of organizational climate on motivation is examined in the final section. The research has been conducted at Public Health Institutions affiliated to the Istanbul Provincial Health Directorate and a significant relationship was found between the organizational climate perceptions of the participants and their motivation.


Introduction
Today, the increasing competition, developing technology, and new economic regulations require organizations to be more enterprising, innovative, flexible, and fast in order to achieve success. The way to achieve these requirements, which are crucial for organizations, is to ensure that the employees in the organization are productive, honest, sincere, and willing. Organizational climate has an impact on the feelings, attitudes, behaviors, motivation, and performance of employees. Managers need to consider the concept of organizational climate to ensure that the employees work effectively in line with the goals and objectives of the organization.
Motivation is an important subject that directs people's behavior according to their needs. Human needs have an active role in the continuity of life and fulfillment of social functions. Although psychological and social elements in the organizational climate are emphasized in relation to motivation, the sense of belonging and being accepted have a great effect on motivation. The motivation levels of employees should be kept high in order to ensure that the goals and objectives of the organization and employees coincide, and the necessary effort is made in this direction.
It is possible to increase the effectiveness and efficiency of the organization by identifying organizational climate, its effects on motivation, and making relevant arrangements.

The Concept, Definition, and Dimensions of Organizational Climate
The human being, the most important element of life, is also the most important element of organizations. An environment of peace and tranquility in an organization is important for people who can share the same country in peace and tranquility regardless of religion, language, race, or gender, despite having different values.
The word 'climate', which is of Greek origin, has the meaning of tendency. The concept does not only refer to physical events such as heat or humidity, it also refers to the way in which the members of an organization perceive the internal environment of the organization (Öge, 2001:134). Organizational climate constitutes the sociological and psychological structure of the organization. It results from various factors such as the relationships between employees, their support for each other, whether they motivate each other, and their ability to take risks together. Organizational climate refers to the consistence between the values of the organization and the values of the employees. In other words, organizational climate is the expectations of the employees about behavior patterns and ways of doing business in the organization, and the climate that occurs in the environment according to the realization of these expectations (Güney, 2017:18).
The happiness of the employees in the organization is a very important factor that will lead the organization to success. In this direction, the organizational climate should be identified, and the stated conditions should be provided. Some definitions of organizational climate are as follows:

Concept, Definition, and Importance of Motivation
Motivation is a key concept in work life and has an important place. It refers to all the stages that affect the performance of employees at work. Studies on motivation are continuously carried out in order to make people more efficient and productive, which is at the basis of work life as well as daily life.
The concept of motivation is defined as the force that makes a person take action towards a certain goal. It is derived from the word 'mot' in Latin and defined as motivation in French and English, and there are words such as 'saik'and 'güdü'in the Turkish equivalent of the word. In Ottoman Turkish, it is used in the sense of 'taking action' (Çakır, 2019:18). Motivation differs according to personal characteristics, and it is important to analyze the personality in order to identify the factors that move a person towards taking action. The following definitions of motivation have been reached as a result of literature review: • Motivation refers to the effort one or more people make to take continuous action towards a certain purpose (Güney, 2017:314). • Motivation is the tendency of people to meet their needs (Gökkaya, Türker, 2018: 13).
• Motivation shows the integrity of perception consisting of the inner and outer strength of the person and determines the behavior, behavior style, strength, continuity, and direction towards a goal or purpose (Sökmen, Bilsel, Erbil, 2013:46-47). • Motivation refers to a process that starts with the fulfillment of a need and the conscious or unconscious understanding of this satisfaction, which makes a person act in line with the determined goals for the satisfaction of personal needs (Memiş et al., 2015: 222). • Motivation is the ideas, opinions, wishes, and hopes that make people act in line with their needs and concerns that determine the direction of their actions (Örücü, Kanbur, 2008: 86). • Motivation is the activation of certain motives to take action, to determine priorities and the direction of efforts (Şenturan, 2014:21). • Motivation is when people act in line with a certain purpose with their own enthusiasm and desires (Yapar, 2005:5). • Motivation is a process that constantly directs one's actions and success (Mercanlıoğlu, 2012:48).Based on the definitions above, we can define motivation as the energy and power process of fulfilling needs through will and action.
• Motivation is of different importance to employees, managers, and organizations. It is of great importance for the employees to be more productive for themselves and the organization, for the managers to carry out the work in a successful and disciplined way, and for the organizations to achieve their goals in line with their mission and vision.

2.2.1.. The Importance of Motivation for Employees
In order to reach their goals and objectives successfully, organizations should first consider the goals of employees. When the employees are cared about and their demands are met, they become more motivated and this reflects on their performance.
Motivation is effective in every aspect of people's lives. In order to ensure that people are productive in a satisfied and healthy way, the work environment should be organized in a certain way (Aksoy, 2018: 5). In order to determine to what extent employees are motivated to work in the organization, their work performance should be examined.
Employees with a high level of motivation do their best while performing tasks. With motivation, employees' selfconfidence also becomes higher, and this is reflected in friendships and solidarity in the work environment. In this way, the organizational climate becomes warmer (Taşdemir, 2013:16). Motivational elements, which are of great importance for a positive organizational climate, should be included in the policies of the organizations. Human-oriented working conditions make all kinds of production and service activities more effective. When people have a low level of motivation, this may lead to negative communication, distraction, absenteeism, taking leave frequently, wanting to leave work, and experiencing mental and physical discomfort. These also negatively affect the productivity of the organization (Sarıoğlu, 2019: 40). People want to work in organizations in which their needs and expectations are met, and they have a higher performance when they are motivated.

The Importance of Motivation for Managers
It is one of the most important duties of the managers to carry out activities that will increase the motivation of their employees, and they should make good use of the opportunities in this direction. Establishing close relationships with employees, understanding their demands and expectations, meeting their needs and knowing how to motivate them also leads to success for a manager. Successful and productive work of motivated employees also show that the management is successful.
In order to increase the productivity of the employees and ensure their integration in the organization, managers should have knowledge about motivation, that is, they should know when and how to motivate the employees with rewards (Güney, 2017: 332). Since motivation differs according to personality types, it is important to first identify how people will be motivated.
Human work is the basis of management. It is essential to employ people, work with them, and make efforts to enable employees in their team to use their skills and knowledge enthusiastically and voluntarily in line with the mission and vision of the organization (Koçel, 2018: 639). Distributing the work according to the competencies of the employees and providing the necessary support and motivation are subjects that managers should consider, as they will affect the performance of the employees.
There are reasons for improving the attitudes that make up job satisfaction in the efforts of the managers to motivate the employees. In return for these efforts, the goals of both the employee and the organization are met and both parties are satisfied. Managers should be conscious of the incentive tools they will use to motivate their employees. Motivation studies based on incentives applied consciously yield successful results (Şenturan, 2014:22). Managers can provide more positive and effective results by determining in which areas the staff they work with can work more successfully and efficiently, what their deficiencies are and what motivates them.
Managers always strive to keep the performance of their employees at a high level in order to achieve the goals and objectives of the organization. To increase employee performance, they need to be motivated by having their needs met. An organization becomes successful when its employees are motivated in the best way possible. In other words, motivated employees lead an organization to success.

The Importance of Motivation for Organizations
For the success of the organization, the goals of the employees and that of the organization should be in line with each other. The purpose of motivation practices is to align the goals of the organization and the goals of the employees. In this way, employees work in a much more beneficial way for both themselves and the organization.
For motivation, which is seen as the key to success, it is necessary to ensure the success of the employees first in order to achieve the goals and objectives of the organization. Meeting the physical, mental, social, and material needs of the employees are important in increasing their motivation. Motivational practices carried out in accordance with the goals and objectives of the organization, it increases the productivity of the employees and the organization, as well as providing social and economic welfare. It also ensures compliance with flexible motivation practices that change due to economic, social, and technological developments (Karadavut, 2018:22). Managers need to be aware that they can increase the success and productivity of the organization with a positive organizational climate, and for this, they should pay attention to the motivation of the employees.
In terms of the organization, motivation can be described as the process of making people active and enthusiastic by arranging the work environment in a way that satisfies the needs of the organization and employees (Cönger, 2018: 28). The purpose of motivation practices carried out in organizations is ensuring the continuity of the employees in their jobs and increasing their performance by allowing them to work more efficiently and creatively.

Motivation Methods Used in Organizations
The motivation techniques used in organizations vary according to the structure of the organization, as well as the personal characteristics of the employees. Therefore, it is important for managers to act by considering the personality characteristics of their employees in order to achieve the desired result while determining the motivation techniques to be implemented. Motivation techniques that are frequently used in organizations are intimidation, punishment and reward, competition, privileges, identification with profession and institution (Güney, 2017: 319-320).

Process Theories of Motivation Used in Organizations
Vroom's Expectancy Theory, Edwin Locke's Goal-Setting Theory, Lawyer-Porter's Expectancy Theory, Harold Kelley's Attribution Theory, Behavioral Modification and Reinforcement Theory, which are among the process theories of motivation used in organizations, are explained below.
Vroom's Expectancy Theory: According to this theory, motivation is explained in terms of people's expectations. Motivation is expressed as people's choices and goals and their expectations as a result of achieving these goals. Personal needs are not discussed in this theory (Güney, 2017:326). It is easy for employees to be motivated if they act with the belief that they will be successful and get the result or reward they aim for in return of their efforts.
Edwin Locke's Goal-Setting Theory: According to this theory developed by Locke, people acquire some goals that affect their motivation. The theory has four factors as listed below (Günaydın, 2019:28).
• Goal commitment • Self-sufficiency • Features of the work performed • Features of national culture According to this theory, organizational and individual goals determine a person's level of motivation. According to this theory that was developed by Edwin Locke, personal and organizational goals ensure competition. For this reason, it is important that organizational goals are accepted by employees. Managers should also pay attention to the suitability of these purposes (Güney, 2017: 328-329). Attention should be paid to the success and performance expected from people and their actual performance and success.
Lawler-Porter's Expectancy Theory: This theory discusses the expectation of getting a reward for the effort made. In Lawler and Porter's theory, success depending on the differences in understanding, knowledge, ability, and effort of the individual is rewarded, differently from Vroom's theory. According to this theory, the effort of the individual does not always result in the expected performance. If the individual does not have the sufficient level of skills and knowledge, it is not possible to reach the desired result no matter how hard they try (Güney, 2015:274). Rewards should be distributed fairly, and this should be felt by the employees. If the employees feel that the distribution of rewards is not fair, this will directly affect their motivation in a negative way.
Harold Kelley's Attribution Theory: Attribution Theory discusses the process of people making sense of themselves and their experiences. The main idea of attribution theory is that people want to understand the events happening around them and seek information.
According to Harold Kelley's attribution theory, people perceive the events around them and want to understand what is happening. Basing what has happened on a reason raises their expectations of success and makes them to act in this direction (Uzmen, 2019:17). People naturally need to make sense of the world they live in and the events they experience. In line with this need, they ask why and seek answers.
Behavioral Modification and Reinforcement Theory: Behavioral modification and reinforcement theory aims to explain the consistency or changes in people's behavior in the face of positive or negative consequences.
According to this theory, remaining unresponsive to undesirable behaviors and rewarding expected and desirable behaviors shapes people's behaviors in accordance with the objectives of the organization. Rewarded behaviors are repeated frequently and become a habit in the person. When the behavior is not rewarded, it extinguishes after a certain period. Punishment should not be included in such a practice (Güney, 2017: 330). The purpose of this theory is to motivate people and direct their behavior. Trying to extinguish an undesirable behavior with punishment invokes anger, preventing the person from seeing the real purpose.

Content Theories of Motivation Used in Organizations
Some of the content theories of motivation used in organizations discussed below are Maslow's Hierarchy of Needs Theory, Herzberg's Dual Factor Theory, McClelland's Need for Achievement Theory, and Alderfer's ERG Theory.
Maslow's Hierarchy of Needs Theory: This theory has two basic hypotheses. The first is that people act in accordance with their needs, therefore every behavior is aimed at meeting a need. People behave in certain ways according to their needs. Therefore, needs have an important effect on people's behavior. According to the second hypothesis, the needs are in a certain order. There is a hierarchy and the needs at the higher level is not attempted to be met without meeting the needs at the lower level first (Koçel, 2015:734). According to this theory, if the managers can determine the needs of their employees and which needs they want to meet first, they can make sure that employees act in line with the goals of the organization. Maslow's theory of needs and some measures to meet these needs are given in Table 1  Although Maslow's hierarchy of needs theory is based on a certain hierarchical order, there is no strict limitation on needs. People's living standards or cultural values may cause differences in this order. Sometimes the personality of the person can lead to changes this order. There are people with personality who need dignity more than social needs. In such cases, people may need to meet all their needs at the same time, not in a certain order. It may be desirable to meet all the physiological, safety, and social needs simultaneously.
Herzberg's Dual Factor Theory: Herzberg determined the dual factor theory as the working environment, organizational policies, wages, interpersonal relations and safety factors, and evaluated these factors as factors that could push employees away from their jobs. He thinks that even if salary increases to individuals do not provide satisfaction, they prevent dissatisfaction. Motivational factors were explained with requests such as success, promotion, responsibility and recognition, they indirectly affect job satisfaction (Eker, 2018: 46). Herzberg argued that some work conditions can cause dissatisfaction, but if these are improved, people are still not motivated. He named these factors protective conditions (health or hygiene). These factors, which are necessary to provide a reasonable level of satisfaction in people, people's right to live, remuneration, physical conditions, occupational safety, technical knowledge and supervision, organizational policies and management, interpersonal communication, communication between subordinates and superiors (Güney, 2015: 267-268). It is not possible for people to be motivated for the needs that are already indispensable. Progress payments, which are the compensation for the efforts of the employees, are one of the important examples that can be given to this situation.
McClelland's Need for Achievement Theory: According to the theory developed by McClelland, there are three different needs under the influence of the individual, namely achievement, power, and affiliation. According to this theory, achievement is a person's greatest need. Therefore, people can be most motivated by the need for achievement. The requirements that McClelland emphasizes are: (Güney, 2017:323) • Affiliation • Power • Achievement Alderfer's ERG Theory: Alderfer, using classifications similar to the Maslow and Herzberg's theories, discussed the motivating elements with a different approach and divided them into three main categories. These are existence, relatedness, and growth.
There are three main points in this theory. We can list these issues as follows. (South, 2015:272). Need Satisfaction: The lower the level of satisfaction of needs at all stages, the higher the degree of motivation. Intensity of Desire: As the satisfaction level of a lower level need increases, the motivation level of the higher-level need also increases.
Disappointment Due to Needs Dissatisfaction: While the level of satisfaction of the higher-level needs decreases, the lower level needs become more motivating.

Aim and Importance of the Research
The aim of this study is to examine the relationship between organizational climate and motivation, to investigate the differences in embracing the organizational climate and employees' motivation levels according to demographic characteristics. The concepts of organizational climate and motivation, which are actively involved in organizations, are interconnected. The approach of an organization to its employees, the value it gives and the importance it attaches to the organizational climate also forms the basis of organizational success. It is seen that businesses established on a solid ground carry out longer and more successful activities.

Population and Sample of the Research
The fact that it is not possible to reach all the public health institutions in the population has made it necessary to work on a sample. The sampling method is obtaining data about the population based on the sample representing the populationin order to investigate the characteristics of a population. The research was carried out in Public Health institutions affiliated to the Istanbul Provincial Health Directorate, and 450 health personnel working in different health institutions, working in different units were randomly selected and asked to participate in the study. Due to the intense working conditions and time constraints currently experienced in health institutions due to the pandemic, 220 health workers were able to participate, and 214 valid questionnaires were examined.

Data Collection Method
In this study, the survey method was used as the data collection method. In the application of the questionnaire, the participants were informed about the subject and aim of the research with the Clarification Consent Form, it was stated that the information of the institution would be kept confidential and the answers given would not be used outside of the research.
The questionnaire consisted of three sections. In the first section, demographic information (age, gender, marital status, educational status, etc.) was asked, in the second section, statements about the organizational climate were included in order to measure the perceptions of the participants about the organizational climate, and in the third section, statements about motivation were included in order to measure the perceptions of the participants about motivation.

Hypotheses
The three hypotheses that were tested in the research are as follows. Hypothesis 1: • H0: The organizational climate perceptions of the participants do not differ according to their demographic characteristics. • H1: The organizational climate perceptions of the participants differ according to their demographic characteristics. • Hypothesis 2: • H0: The motivation perceptions of the participants do not differ according to their demographic characteristics.
• H1: The motivation perceptions of the participants differ according to their demographic characteristics.
• H1:Organizational climate has an effect on motivation.

Data Analysis
Exploratory factor analysis was used to examine the factor pattern of the data. Before the exploratory factor analysis, the Kaiser-Meyer-Olkin (KMO) test was used to test whether the sample size is suitable for factorization. As a result of the analysis, the Kaiser-Meyer-Olkin (KMO) value was found to be 0.95 for organizational climate and motivation. In addition, when the results of the Bartlett Sphericity test were examined, it was seen that the calculated chi-square value was significant. In this context, it was accepted that the data has a multivariate normal distribution. Principal Component Analysis was used for factorization and maximum variability (varimax) from vertical rotation methods was used as rotation method to reveal the factor pattern of attitude perception related to organizational climate and motivation. In the research, Correlation Test and Regression Analysis were used. In addition, as a result of the reliability analysis, the Cronbach's alpha coefficient was found to be 0.948 for organizational climate and 0.935 for motivation.

Exploratory Factor Analysis Results on Organizational Climate Scale
Exploratory factor analysis was conducted to reveal the factor pattern of the scale, which consists of 18 items and aims to measure the perceptions of the participants towards the Organizational Climate. Before the exploratory factor analysis, the Kaiser-Meyer-Olkin (KMO) test was used to test whether the sample size is suitable for factorization. As a result of the analysis, the KMO value was found to be 945. This value is sufficient for factor analysis. In addition, when the results of the Bartlett sphericity test were examined, it was seen that the calculated chi-square value was significant. In this context, it is accepted that the data has a multivariate normal distribution. The Kaiser-Meyer-Olkin (KMO) and Bartlett Sphericity Test results regarding the organizational climate scale are given in Table 2  Sig.
.000 Table 2: Kaiser-Meyer-Olkin (KMO) and Bartlett's Test In order to see the perception factor pattern regarding the Organizational Climate, principal component analysis was used as factorization method and maximum variability (varimax) was used as the rotation method. Principal Component Analysis results are given in Table-3 below. As a result of the analysis, two components with an eigen value above 1 were found for the 18 items. The contribution of these components to the total variance is 59.80%. When these two components are evaluated regarding the importance of the total variance, it was seen that the two components make a significant contribution to the variance. The contribution of the factors to the total variance was found to be 52.66% for the first factor and 7.14% for the second factor. The total contribution of the 2 determined factors to the variance is 58.99%.
In the exploratory factor analysis conducted to see the factor pattern of the scale of Organizational Climate perception, the acceptance level for factor load values was taken as 40, considering the sample size. In the analysis of the two factors, when the items were examined to see whether the overlap and factor load values meet the acceptance levels, one item was excluded from the analysis because it overlapped (item 9). The factor load pattern obtained as a result of excluding this item from the analysis and the common variances of the factor loading values of the items are given in Table  3  Cronbach's Alpha coefficients for the two sub-dimensions of the organizational climate scale are, respectively, the trust of the employees in the organization, the support they receive from their managers and the opportunity to participate in the decisions = 0.935, the feelings in the relations between the employees, the relations between the employees and the management, the unity of purpose and the attitude of the managers = 0.831, and a total of 0.943. The scale was found to have a very high reliability, and the analysis results are given in Table 4  Exploratory factor analysis was conducted to see the factor pattern of the scale, which consists of 18 items and aims to measure Motivation. Before the exploratory factor analysis, the Kaiser-Meyer-Olkin (KMO) test was used to test whether the sample size is suitable for factorization. As a result of the analysis, the KMO value was found to be .923. This value is sufficient for factor analysis. In addition, when the results of the Bartlett sphericity test were examined, it was seen that the calculated chi-square value was significant. In this context, it is accepted that the data has a multivariate normal distribution.
The Kaiser-Meyer-Olkin (KMO) and Bartlett Sphericity Test results regarding the motivation scale are given in Table 5 below.

: Kaiser-Meyer-Olkin (KMO) and Bartlett's Test
In order to reveal the perception factor pattern regarding Motivation, principal component analysis was chosen as factorization method and maximum variability (varimax) from the vertical rotation methods was chosen as the rotation method. Principal Component Analysis tables are given in Table 6 below.

Initial
Eigenvalues Extraction  As a result of the analysis, three components with an eigen value above 1 were found for the 18 items that were the basis of the analysis. The contribution of these components to the total variance is 68.72%. When these three components were examined regarding the importance of total variance, it was seen that these three components made a significant contribution to the variance.The contribution of the factors to the total variance is 51.22% for the first factor, 10.57 for the second factor and 6.93% for the third factor. The total contribution of the three determined factors to the variance is 68.72%.In the exploratory factor analysis carried out to see the factor pattern of the motivation scale, the acceptance level for factor load values was taken as 40, considering the sample size. In the analysis carried out for three factors, when the items were examined in terms of whether the overlap and factor load values met the acceptance levels, two items were excluded from the analysis because they overlapped (4th and 7th items). The factor load pattern obtained as a result of excluding these items from the analysis, and the common variances of the factor load values of the items are given in Table 7  The Cronbach's Alpha coefficients related to the three sub-dimensions of the motivation scale of the data obtained from 214 participants were found to be as follows: factor 1 was found to be 0.899, factor 2 was found to be 0.908, factor 3 was found to be 0.854, and the total was found to be 0.935, as given in Table 8 below.
Table8: Reliability Analysis Results of the Motivation Scale

Analysis of the Gender Variable
The normality test results according to the gender variable are given in Table 10. When the table was examined, it was seen that the organizational climate and motivation scores of the participants did not differ according to gender (p>.05). Although men and women showed similar tendencies in terms of organizational climate and work motivation, it was seen that women's organizational climate and motivation scores were higher than men. It has been concluded that this result is due to the fact that women have higher social and communication skills than men due to their nature, and that even being involved in working life in our country means a great privilege and importance. When the table is examined, it is seen that the organizational climate and motivation scores of the participants did not differ according to marital status (p>.05). Although married, single, and divorced people have a similar tendency in terms of organizational climate and work motivation, it was seen that the motivation level of the single participants was higher than that of the married and divorced participants. One of the reasons that may have led to this situation is that as the responsibilities that people take in their lives increase, their expectations both materially and morally increase. Analysis of Educational Status Variable Normality test results according to education level are given in Table 14. When the table is examined, it is seen that the organizational climate and motivation scores of the participants did not differ according to their education level (p>.05). It has been observed that the organizational climate and motivation scores of high school graduates are higher than employees with other education levels. It is thought that the fact that high school graduates have less employment opportunities compared to other people causes their expectations to be lower in the institutions they work, while the awareness of other graduates is higher with the contribution of the education they have received, and it always increases their expectations and desires. Analyses According to Age Groups Variable The normality test results according to the age groups variable are given in Table 16. When the table is examined, it is seen that the organizational climate and motivation scores of the participants did not differ according to age groups (p>.05). It was observed that the employees in the aged 46 years or above had the highest average score in organizational climate, it is seen that the employees in the age group of 31-35 had the highest average motivation. Although this age group generally includes people with at least one previous work experience, it is thought that the job opportunities still meet their expectations according to their total work experience.

Analysis by Length of Service Variable
Tests of normality results by length of service variable are given in Table 18. When the table is examined, it is seen that the organizational climate and motivation scores of the participants did not differ according to the length of service (p>.05). It has been observed that employees with 10-12 years of seniority had the highest score average in organizational climate scale. As the number of years people spend in the same workplace increases, it can cause their work relationships to turn into friendships and experience social satisfaction.

Analysis by Income Variable
Normality test results according to income variable are given in Table 20. When the table is examined, it is seen that the organizational climate and motivation scores of the participants did not differ according to their income level (p>.05). It has been observed that employees with an income of 3,501-4,500 TL have the highest score average in organizational climate scale and also have the highest score in motivation scale. It is thought that people consider their salaries sufficient considering their work experience, the tasks they perform, and the general standards.

Dimensions
Mean Std. Dev .  As seen in the table, there is a moderately positive relationship between organizational climate and work motivation (r = 0.51, p <0.01). This shows that the high organizational climate perception in the workplace causes a significant increase in the work motivation levels of the employees.

Regression Analysis
• H1: Organizational climate has an effect on motivation. Regression analysis results are shown in Table 23. The regression coefficients were tested with the t-statistic and it was found to be statistically significant in the regression equation describing the organizational climate (p<0.01) work motivation. A one-unit increase in the organizational climate behavior score causes a 0.538-unit increase in work motivation. Organizational climate has a statistically significant effect on work motivation.

Motivation
As a result of the regression analysis, the explanatory coefficient (R ଶ ), which is the percentage of explanation of the model of the independent variable, was found to be 0.245. The statistically significant regression equation is as follows. Job Motivation =1.345+0.538(Organizational Climate)

Conclusion and Suggestions
Based on the organizational climate and motivation scale, it has been investigated with this research whether the organizational climate perceptions of public health workers, who have distinctive demographic characteristics, have an effect on motivation. According to the analysis results of the three hypotheses: It was found that there is no significant difference between the organizational climate scores according to in any of demographic characteristics, and they have a normal distribution (p>.05), and Hypothesis-1: (The organizational climate perceptions of the participants do not differ according to their demographic characteristics) was accepted. It was found that there is no difference between the motivation scores of the participants according to any of demographic characteristics, and they have a normal distribution (p>.05), and Hypothesis-2: (The motivation perceptions of the participants do not differ according to their demographic characteristics) was accepted.
There is a moderate positive relationship between organizational climate and work motivation (r = 0.51, p <0.01). Based on this, it has been observed that the high organizational climate perception in the workplace leads to a significant increase in the work motivation levels of the employees. Also, as a result of regression coefficients results with the tstatistic test, organizational climate (p<0.01) was found to be statistically significant in the regression equation explaining -----work motivation. It has been found that a one-unit increase in the organizational climate behavior score leads to a 0.538unit increase in work motivation and that the organizational climate has a statistically significant effect on work motivation, and Hypothesis-3: (Organizational climate has an effect on motivation) was accepted. The increase in the international competition as a result of globalization made efficiency and quality more important for organizations and led to the need for new structuring. In today's information society, the importance of the human factor in organizational success has been realized, human-based investments and studies have started to gain priority, and personnel management in organizations has been replaced by human resources management. Due to these developments, the importance of concepts such as job satisfaction and motivation has increased.
The concept of organizational climate includes elements such as work conditions, relations between employees, feelings, attitudes, and behaviors of employees towards the organization, and it gives an idea about the atmosphere of the organization, the social aspect of the organization, the management process of the organization and what can be done to improve these elements. Each organization creates its own climate through interrelated factors such as the goals and objectives of the organization, management practices, organizational structure, and leadership style. With organizational climate, every organization creates its own unique characteristics over time. At the same time, this shapes the attitudes and behaviors of the employees. A positive organizational climate leads to job satisfaction in employees by affecting their motivation, while at the same time increasing the effectiveness and efficiency of the organization as a result of its effect on employee performance.
Organizations that wish to achieve their goals and objectives successfully must first identify the needs of their employees correctly and be able to make them adopt the goals and objectives of the organization as their own. In order to achieve this, employees should continuously be motivated through a positive organizational climate. In this way, the individual performance of the employees will lead to success for the organization. In order to reach more general and definitive results, more research on these subjects can be carried out with participants from different institutions and organizations.