Introduction – This study introduces Organizational Physical Activity Climate (OPAC) as a domain-specific extension of organizational climate theory, addressing the limited understanding of how workplace environments influence employees’ physical activity (PA), job satisfaction (JS), and job performance (JP). While prior research has primarily focused on individual-level determinants, organizational-level influences and their indirect effects on PA, JS, and JP remain insufficiently explored. Methods – Data were collected from 543 respondents through field visits to 60 universities and academic conferences in Istanbul. Exploratory and confirmatory factor analyses were conducted using JAMOVI-R, and structural equation modeling was performed using SmartPLS. Results – OPAC did not have a significant direct effect on job performance. However, PA partially mediated the OPAC-job performance relationship, while JS fully mediated this relationship. The serial mediation pathway from OPAC to PA, JS, and JP was also supported, although the effect was modest. Discussion – The study contributes to the literature by introducing and validating OPAC as a domain-specific organizational climate construct and by suggesting that its association with JP is primarily reflected through indirect behavioral and psychological pathways. It also offers practical implications for organizations aiming to enhance employee well-being and performance through health-supportive workplace climates.