Some "hidden" consequences of an organization's goals, practices, and procedures on the climates created for employees were reviewed, beginning with an exploration of some potential impacts of a lack of fit between goals and means to obtain goals on climate and eventual employee behavior, referring particularly to differences between product- and service-intensive industries. Implications the climates an organization creates for its employees were examined with respect to the attraction and retention of employees. Finally, the kinds of organizational climates created for the reward and support of individual differences in ability and personality were discussed with reference to the predictability of employee performance. It was concluded that organizations must take a broad systems approach to thinking about the intended and unintended effects of chosen goals and the implementation of practices and procedures since the climates created by them will be demonstrated in many ways: attracting employees, employee behavior, dictating orientation, and determining success or failure. (Author/AG)