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A SUMMER TRAINING REPORT
ON
APOLLO INTERNATIONAL LIMITED
ORGANIZATIONAL CLIMATE AND ITS IMPACT ON EMPLOYEE SATISFACTION
IN APOLLO INTERNATIONAL LIMITED
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA), GURU JAMBESHWAR UNIVERSITY, HISAR
TRAINING SUPERVISOR SUBMITTED BY
PREFACE
The organizational climate or work environment is key to corporate success since it
determines the attitudes and behavior of workers. Therefore, corporations and
institutions need to count on periodic measurement mechanisms of their
organizational climate
The primary objective of this research was to investigate the relationships between
some characteristics of Climate and Employee Satisfaction in AIL. This is a live
project and has a vital role to play in the development of HR practices for the
employees in AIL.
All employees who are on the payrolls of AIL. In the process of research, I gathered
information relating to existing organizational climate through employee satisfaction
survey.
This study included developing a questionnaire that contained the major factors
influencing both the main parameters i.e. organizational climate and employee
satisfaction. I studied the factors which in general can affect any organization, but
later I focused those parameters according to the employees of AIL.
My main focus was on to study that does other factors effect employee satisfaction
also, comparing to those of its own? As I proceeded further with the study and
prepared the questionnaire I found a great similarity, between both of them, on wider
prospective.
In order to know the exact reason why employees were not satisfied I prepared a
questionnaire containing 10 main parameters and each of these parameters contained
minimum of 2 questions and maximum of 7 questions.
These parameters and questions were of two different concepts but for simplicity of
the employees, both of them were merged to one questionnaire. This was helpful in
cutting down the ambiguous questions, which could have resulted in discouragement
and withdrawal on part of the employees.
ACKNOWLEDGEMENT
I have completed my summer training at Apollo International Ltd. on the project titled
“Organizational Climate and its impact on Employee Satisfaction”. I would like to
express my sincere gratitude to all those who were instrumental in the completion of
the project.
I would like to extend my deep gratitude to Dr. S.S Vernekar who gave me a platform
to get practical exposure in the Corporate world. I will be failing in my duty if I do not
express my thanks to Prof. Mrs. Rupali Kumar, under whose guidance and
inspiration, I was able to complete this report. He was a source of motivation,
encouragement and strength throughout the project. I would also like to thank all the
faculty members who helped me in completeing this project.
I would like to express my gratitude to Mr. Raja Kanwar, Director, Apollo
International Ltd. and Mr. Kapil aggarwal, Chief-Finance and Business Development,
for providing me with the opportunity to undergo my summer internship with them.
I would like to thank Mr. Shashank Teotia, Dy. Manager-, Human Resources, who
was there to help me out at every stage of this project, and without who’s unflinching
support, this study would have still been in conceptualization stage.
Working with Apollo International Ltd. was an exhilarating experience. It was the ideal
company for our summer training with its perfect blend of international work culture
with the national scenario.
BIBLIOGRAPHY
STEPHEN ROBBINS, ORGANIZATIONAL BEHAVIOUR, PEARSON
EDUCATION
MOORHEAD/GRIFFIN , MANAGING PEOPLE AND ORGANIZATION,
MAC MILLIAN PUBLISHING HOUSE
FRED LUTHANS, ORGANISATIONAL BEHAVIOUR, TATA MC-GRAW
HILL
INTERNET-
www.google.com
www.altavista.com
www.hr-guide.com
www.s hr m.org/ hr magazine
Table of Contents
1. Introduction
1.1 Organisation chart
1.2 Company profile
1.3 Mission, Vision, Values
1.4 Background
1.5 Apollo International Ltd - The Organization
1.6 Awards
1.7 Major Business
1.8 Market Profile
1.9 International Offices
1.10 Careers
1.11 Future
2. Objective of the study
2.1 Methodology of the study
2.2 Scope of the study
2.3 Managerial usefulness of the study
2.4 Limitations of the study
3. Conceptual Discussion
3.1 Organizational climate
3.2 Measuring organizational climate
3.3 Selecting a survey
3.4 Benefits
3.5 Organizational climate –defined
3.6 Components of effective organizational climate
3.7 Organizational Vital Signs-
3.8 A leading indicator of satisfaction measuring of employees
3.9 Organizational Climate-Employee Satisfaction Survey
4. Existing activities
4.1 Roles in an organisation
4.2 Divisional Concept and Corporate Functional Expertise
4.3 Key Business Process Orientation
4.4 Designations & Positions in the Organisational Hierarchy
4.5 Up-gradation, Reward and Promotion
4.6 Appraisal System
4.7 Career Planning and Competence Development
4.8 Welfare
4.9 Performance Criteria – For Appraisal
5. Data analysis
6. Findings and Recommendations
7. Biblography
8. Annexure
GroupingQuestion No
QuestionYour Response
My Role
1 My responsibilities, goals and objectives are clear and agreed upon
2 I am clear about my reporting
3 I find my work challenging
4 My job impacts the overall objectives of our organization
5 My job makes good use of my skills and abilities
Objectives and Goals
6 Organization has fixed realistic goals for itself
7 Organization has fixed realistic goals for me
8 My objectives and goals are clear and agreed upon
9 My goals are time bond
Leadership
10 Organizational leadership has clear vision of the future
11 Organization follows transparent style of leadership
12 Organizational leadership encourages empowerment to its employees
13 Immediate manger is open for suggestions and ideas
14 Immediate manager helps me in personal development
15 Immediate manger provides me with routine feedback and guidance
16 Immediate manger is unbiased to individuals
Organizational polices
17 Standing orders and code of conduct are strictly adhered/followed
18 There is absolute transparency in the organizational policies
19 Organization has laid a clear framework for its policies
Work Environment20
My job gives me considerable independence and freedom to do my
work
21 At work my ideas and suggestions are given due importance
22My organization believes and follows equal treatment for all its
employees
23 . I have the tools and resources to do my job well
24 There is unity, trust and cooperation between members
25 The entire team work s for collective goal
26Team members get all the information they need from other
departments
Performance Management
27 My performance is monitored and reviewed on timely basis
28 There is absolute transparency in performance management system
29 I am provided adequate and timely feedback on my performance
30 My management suggests me with adequate corrective action
31 Performances are accurately accessed
Career Growth and Opportunities
32 I have clear path for career advancement
33 Organization gives me support for my career growth
34 The promotion plan is transparent and clear
35 Organization provides ample opportunities for career development
Work-Life Balance36 My job is not strenuous
37 I can devote equal time to work and life
Rewards and Recognition
38My management provides variety of rewards to reinforce exceptional
performances
39 My management rewards and recognizes the effort that I have put in
40 Efforts are rewarded and recognized on a timely basis
41 I am happy with the reward given for my effort
Pay and Benefits
42 I am satisfied with the remuneration given to me for the work I do
43 Organization provides adequate health/compensation benefits
44 I am provided with adequate vacations and earned leaves
45 Organization provides adequate fringe benefits
COMPANY PROFILE
APOLLO GROUP
APOLLO
INTERNATIONAL
APOLLO TYRES
TYRES DIVISION
TRADING DIVISION
LOTTERY DIVISION
LEATHER DIVISION
MISSION
To create a profitable turnover of Rs.1000 Crore, by the year 2005, in AIL and Associate
companies in the following businesses within India and Abroad
- Tyres
- Pharmaceuticals/Chemicals
- Leather
- Lottery Business
- International Trading
VISION
Spearheading Growth and Diversification
VALUES
AIL shares and promotes:
- Truth and Humility.
- Work is Worship style of working.
- Commitment to Responsibility.
BACKGROUND OF THE COMPANY
Backed by three decades of excellence, Group Apollo is a significant global player with
a turnover of over 2700 crores / USD 625 million. A professionally managed group, it
comprises of two main companies:
APOLLO TYRES LIMITED (www.apollotyres.com)
An established market leader in the tyre manufacturing industry, Apollo Tyres Limited
has grown to become one of India's most well known manufacturers of tyres since
inception in 1972. Backed by a vast network of 5000 dealers across India, Apollo Tyres
Limited is the fastest growing name in tyres today. The first ISO 9001 certified
company; it entered into a joint venture with another world leader Michelin Tyres in
November 2003, symbolic of its aim of becoming a total tyre company catering to the
world market.
Apollo Tyres Ltd. is the flagship company of the Group and it is one of the largest
manufacturers of tyres in India. The group was founded in 1947 and has interest in
various fields like Hi-Fashion Leather Garments Exports, On-line Lottery etc, apart
from Tyres.
APOLLO INTERNATIONAL LIMITED
Set up in 1994 with the aim of leading the diversification forays of Group Apollo into
new, emerging business opportunities, Apollo International Limited acts as a gateway
for all international operations of the Group namely, product exports, services exports
and knowledge management.
Today Apollo International Limited has earned for itself an enviable reputation in the
global arena through its forays into international tyre trading with Tyre Tech Global ,
International Trading with its International Business Division , the manufacture and
export of leather garments and accessories with Tag Fashions , and more recently in the
domestic Indian entertainment business with lotteries through its wholly owned
subsidiary Encorp E-Service Limited .
AIL AT GLANCE
Apollo International Limited was set up in 1994 to lead the diversification forays of
Group Apollo into new business opportunities worldwide. As a global player, the
company exports tyres and a diverse range of products and services.
The leather division manufactures and exports apparel and accessories to the leading
fashion brands of the world. In India, Apollo International Limited has also
successfully made inroads in the entertainment industry with lotteries through a wholly
owned subsidiary.
PROFILE: -
The International Business Division of Apollo International Limited is engaged in:
Exporting a diverse range of products and equipment. These include Industrial
raw material, Capital goods & supplies, Construction equipment & material,
Electrical power equipment, Defense supplies, Educational supplies, Agricultural
supplies, Medical supplies, Automobiles & automotive parts etc.
Undertaking projects and providing services.
With a wide network of more than 1200 internationally acclaimed associate
manufacturing companies worldwide, the International Business Division is in a
position to supply products, equipments and provide services of highest
Recognized as a global player synonymous with quality and reliability Apollo
International Limited has made a name for itself as a truly dynamic and diversified
player across the globe. Representing a wide range of business interests, the company
comprises of:
AWARDS
Apollo International Limited has received a number of awards from the
Government of India and other institutions for excellence in exports.
SOME OF THE KEY AWARDS INCLUDE:
State Award for Export Excellence (1999-00)
The Govt. of National Capital Territory of Delhi
State Award for Export Excellence (1998-99)
The Govt. of National Capital Territory of Delhi
Certificate of Export Recognition (1998-99)
Special Award for Automobile Tyres & Tubes Group by CAPEXIL
Certificate of Export Recognition (1997-98)
Top Award for Automobile Tyres & Tubes Sector by CAPEXIL
Highest Export Award (1996-97)
All India Rubber Industries Association
Certificate of Export Recognition (1996-97)
Highest Award for Non- mineral Sector by CAPEXIL
Certificate of Export Recognition (1995-96)
Highest Award for Non- mineral Sector by CAPEXIL
The key areas of operation include:
Chemicals
Defense Supplies
Textiles
Medical Supplies
Electrical Supplies
Capital Goods & Supplies
Educational Supplies
Agricultural Supplies Construction Material
TYRES DIVISION
BIAS TYRES
TRUCK - FROM 7.50” – 20” TO 12.00” – 24”LCV - FROM 6.00” – 14” TO 8.25” – 16”OTR - FROM 13.00” – 24” TO 17.50” – 25”FARM - ROM 12.40” – 28” TO 18.40” – 30”
Marketing of apollo & ornet brand of tyres & batteries in the international markets.
Marketing of python & kingstar brand of tyres from china in the international market.
Tyre and related products exports approx us$ 37 million
Dealer network spread over 50 countries in all continents
PASSENGER CAR - 500-12, 560-13RADIAL TYRES - 175/80/R 13
RADIAL TYRES
PCR - 12” TO 15” WITH 80, 75, 70 & 65 ASPECT RATIOLCV - 15” TO 16”
TAG FASHION
INTERNATIONAL TRADING DIVISION
Leading hi-fashion leather garments manufacturer and exporter (manufacturing facility is in Noida)
Leather garment exports (approx us$ 12 million) Selling primarily to chains like:
- Gordon & Ferguson (Nicole miller & Kenneth Cole), USA- Donna Karen, USA- David Conrad, UK- Nordstrom, USA- Nieman Marcus, USA- Debenhams, UK- Peek & Cloppenburg, Germany- Redskins, France- Mauritius Germany
Leading international trading company with interest in education, agriculture, electricity, construction, machinery, projects, defence, medical, textiles and general merchants
With over 1200 clients and associate manufacturers spread across the world.
MARKET PROFILE
The major players in the organized tyre segment consist of MRF, Apollo
Tyres, Ceat and JK Industries, which account for 63 per cent of the
organized tyre market. The other key players include Modi Rubber,
Kesoram Industries and Goodyear India, with 11 per cent, 7 per cent and 6
per sent share respectively. Other names in the industry are :
Dunlop
Falcon
Tyre Corporation of India Limited (TCIL)
TVS-Srichakra
Metro Tyres
Balkrishna Tyres
INTERNATIONAL OFFICES
- Dubai
- China
- Canada
- Hong Kong
SALES OF CHINESE TYRES
MIDDLE EAST - 20 FCL / MONTH
AFRICA - 20 FCL / MONTH
SOUTH AMERICA - 5 FCL / MONTH
ASIA - 15 FCL / MONTH
USA - 10 FCL / MONTH
(FCL = Full Container Load)
CAREERS
At Apollo International Limited, we provide plentiful opportunities for growth,
development and career progression in an open and transparent environment that
encourages learning and initiative.
HR Practices are continuously benchmarked for recruiting, training,
compensation and work satisfaction. We offer flexi-employee plans, which
enable all our employees to choose their own compensation packages and flexi-
timings.
We have effective employee performance recognition practices, which is a
distinctive feature of our progressive HR policies. We encourage employee
initiative and participation in the decision making process.
To imbibe a spirit of bettering oneself and keeping the challenge alive, for the
right talent, we offer opportunities for job rotation within our several units and
varied operations. This leads to the development of cross- functional skills and
therefore job enrichment.
Regular training and upgrades are offered to bring out the best latent talent and
potential of all our employees. All employees at Apollo International Limited are
partners in progress and working together ensures that we work hard and party
hard.
FUTURE
Diversify into new businesses -
Tyre re-treading plant.
Tyre manufacturing machinery.
Logistics & Financial services .
Explore the potential of the Russian tyre market.
China
Capitalizing on the country's immense potential as a manufacturing base.
Diversifying into new related products such as new sizes in tyres and variety
of end uses from the perspective of China as the end market.
Expansion of existing capacities through acquisition of tyre plants in China.
Building an extensive marketing network all over China for tyre supply.
OBJECTIVE OF MY STUDY
The primary objective of this research was to investigate the relationships
between some characteristics of climate and employee satisfaction in AIL.
To develop the HR practices for the employees in AIL.
To study the organizational climate prevailing in Apollo International Ltd.
To analyze the factors which affect the employee satisfaction.
To correlate the factors of climate and satisfaction and to draw conclusions
on the same.
To give recommendations for making improvements in the organizational
climate.
SCOPE OF THE STUDY:
My study covered the employees of the following departments who were working at the
managerial level:
Marketing
IBD-international business division
Finance
Lottery department
Leather department-in Noida
MANAGERIAL USEFULLNESS OF THE STUDY:
The organizational climate or work environment is key to corporate success since it
determines the attitudes and behavior of workers. Therefore, corporations and institutions
need to count on periodic measurement mechanisms of their organizational climate.
The study helped in analyzing the employee satisfaction level in the organization.
It helped to analyze the loopholes prevailing in the organization and also helped in
decreasing the turnover rate.
The present study found a positive relationship between organizational climate and
employee satisfaction, as if the climate of any organization is found unable to create a
satisfactory atmosphere for its employees it may lead to decline in the loyalty and
satisfaction of the very important assets of any organization, i.e.; the employees.
LIMITATIONS OF THE STUDY:
1) I started with a target of developing a questionnaire, which can be considered
suitable for an IQ level of any employee at managerial level and higher level too.
But subsequently I was not able to meet this objective, because of two reasons:
Some of the people I consulted assured me that the Organization has its
branch in various parts of country as well as out of country too; hence I have
to restrict my study to only to the corporate office, which is in gurgaon.
The second issue was to avoid ambiguity – but as organizational climate and
employee satisfaction are yet correlated to each other in a broader parlance,
hence it was hard to avoid questions that were same, but had different
relevance concerning their particular parameters.
2) The Questionnaire uses a type of forced choice methodology because it does not
allow the respondent the comfort of identifying a middle level neither satisfied nor
satisfied response.
3) Some of the respondents though may use the option of giving ‘don’t know / can’t
say” for question in their discomfort zone.
4) It was however felt that all the items of the questionnaire were not very clear to the
respondents. Therefore the questionnaire had to be explained to the respondents
before the time of filing of the responses; before they started to fill in their responses
they were mailed a letter depicting the necessity and importance of the survey to be
conducted.
5) Since all the questions were closed ended, respondents found it difficult to rate each
parameter on just 4 points.
METHODOLOGY:
As being a corporate office all the employees are at managerial level and hence have
adequate workspace, tools and resources to do their jobs properly. Hence, it was agreed
upon to mail the questionnaire to all the employees on their individual mail id's of AIL.
The respondents were appraised with the steps, being taken to ensure complete
confidentiality and preserving the identity of the respondents – viz. the secret ballot
approach. All the difficult words in the questionnaire and important aspects of the
covering letter were explained to the respondents they were also repeatedly told to ask for
clarifications, if any.
SAMPLING DESIGN
Universe: AIL
Sampling unit: 79 Employees in Apollo International Ltd. And
TAG Fashion
Sample size: 30 employees
SAMPLING PROCEDURE
Simple Random Sampling
Stratified Sampling
DATA COLLECTION
Sources of data: 1) Primary Data which included the input received
from directly the employees through questionnaire
and personal interview
2) Secondary data from the HR manual, policy
manuals, books, Literature Survey and research paper
and Internet etc.
Method of
Collecting data: 1) Collating data through questionnaire prepared
(Schedule) & Interview method
2) Mailing the questionnaire to all the employees
STATISTICAL TOOL USED
The data was shown with the help of bar diagrams
Organizational Climate
Litwin and Stringer define organizational climate as 'a set of measurable properties of
the work environment, perceived directly or indirectly by people who live and work in
this environment and assumed to influence their motivation and behaviour'.
Traditionally, organizational climate alms to capture a snapshot of an organization at
one point in time. Organizational climate research has had a long and active history,
with much of its foundation drawn from psychology. Because of space constraints and
the availability of excellent articles which review the extensive history of the
organizational climate literature, we will only briefly review the organizational climate
literature here. Organizational climate is largely based on Lewinian field theory, which
is a result of Lewin's work on experimentally-created social climates This work was
advanced by several early key studies including Litwin and Stringer and Tagiuri and
Litwin. Litwi n and Stringer investigated how organizational climate affects individual
motivation. They also suggested that organizational climate was comprised of nine
dimensions: structure, responsibility, reward, risk, warmth, support, standards, conflict,
and identity. Taguiri and Litwin's book was comprised of a series of essays that treated
climate in ways ranging from a subjective interpretation of organizational
characteristics to an objective set of organizational characteristics. Other early studies
were aimed at identifying the dimensions comprising organizational climate
After the 1960s and early 1970s, the focus of the organizational climate field became
more clearly defined. More recently, organizational climate researchers have begun to
consider how organizational climates develop. Three schools of thought have
developed: the subjectivist, objectivist, and interactionalist perspectives. Probably the
most troubling issue that the organizational climate literature continues to face is
defining the appropriate dimensions that comprise organizational climate.
Organizational climate is a fairly general term which refers to a class of dimensions
which can be critiqued for being too diverse . In addition, the multidimensional nature
of organizational climate makes it more difficult to define sharp borders. Organizational
climate scholars have responded by making empirical and theoretical arguments to
distinguish organizational climate from various other const ructs, such as structure and
individual satisfaction. While these and other efforts have been helpful, some fuzziness
around the borders and differentiation of the organizational climate construct still
remains.
Research on organizational climate has continued more recently, including Joyce and
Slocum's study of person and organizational fit, Joyce and Slocum's investigation of the
extent to which organization members agree about their organizational climate, Glick's
discussion of the difficulties of measuring organizational climate, Denison's
investigation of the relationship between organizational climate and performance, and
Koyes and DeCotis's work on measuring organizational climate. Even more recently,
Denison has investigated the difference between organizational culture and
organizational climate, and Griffin and Mathieu have looked at how perceptions of
organizational climate vary with the hierarchical level in an organization. Anderson and
West contributed to the literature by exploring the link between organizational climate
and innovation.
Measuring Organizational Climate
At its most basic level, organizational climate refers to employee perceptions of their
work environment. Generally, these perceptions are descriptively based rather than value
based. For example, the phrase, "I have more work to do than I can possibly finish" is a
description of a person’s workload, while the phrase "I like my job" is a positive
evaluation of one’s job. Thus, organizational climate is more than simply a summary of
employee likes and dislikes.
The assessment of organizational climate typically occurs via an off-the-shelf or
customized survey containing questions about he work environment. Although
administration procedures used when conducting a survey can vary, ideally employees
are asked to report to a designated work site at a scheduled time to complete the survey,
and employee participation is voluntary.
Selecting A Survey
Once a decision is made to conduct an organizational survey, it can be difficult to identify
the "right" survey to use. Although not a comprehensive list, the following factors may be
helpful in reducing the number of survey choices:
• Determine the scope of information included in the survey. As might be imagined,
there are a large number of organizational climate areas that exist. Recent
research has identified more than 460 different types of work environment
characteristics that have been measured. Many of these characteristics can be
classified into the following major areas: job, role, leader, organization and work
group. In many companies there are particular areas where employee feedback
would be useful. For example, a company concerned about the impact of recent
managerial downsizing may want to ensure that leadership/supervisory
components are included in the survey.
• Make sure the number of climate areas included is kept to a manageable level.
Not only will including too many areas on the survey increase the time and effort
needed to administer the survey, but it also can make the interpretation process
more difficult. On a related issue, many users of organizational surveys find it
useful to add a few customized items to the survey. Although adding items does
not always add to the scientific value of a survey, it can go a long way in
generating support from the company’s management team.
It can be extremely helpful to choose a survey that offers some flexibility in its
administration capabilities.
For example, some companies may require the ability to administer the assessment using
a paper-and-pencil format, while others may prefer an intranet format. Factors such as
employee demographics can be important, also. Some companies may require both an
English and Spanish version of the survey to accommodate all of their employees.
Finally, identify some general pieces of information you would like to see in a report
once the survey responses have been analyzed. For example, some companies may have
an interest in only reviewing the average levels of item responses within the company,
while others may want to see how the company scored compared to other companies
throughout the nation.
In addition, some companies may want to have results broken down department-by-
department or item-by-item while others may want one set of analyses based on the entire
set of employee responses. In any event, the publisher/director of an organizational
survey should assist a company in selecting an instrument that will meet their specific
reporting needs.
Benefits
Companies that conduct organizational climate surveys may experience one or more of
the following benefits:
Employee involvement- By administering an organizational survey, employees
are given an opportunity to be involved in the company at a different level than is
typically defined in their job descriptions. Research has shown that employees
who are more involved in the company also may be more satisfied with their job,
miss fewer days of work, stay with a company longer, and perform better on the
job.
Positive work outcomes- In the last 30 years, a significant amount of evidence
has been accumulated documenting the importance of the work environment in
relation to organizational performance. In general, research has shown that factors
in the work environment are related to outcomes such as employee motivation,
job satisfaction, intentions to quit, job performance and even organizational
productivity. In addition, an emerging area of research has indicated that
organizational climate can influence customer perceptions of the quality of goods
or services delivered by a company.
Communication forum- In many companies it can be very difficult to
communicate with the majority of employees. Recent trends such as
organizational restructuring and/or merging of companies has resulted in "flat"
organizational responsibility charts, which increases the number of employees for
which each manager is accountable. As a result, some managers only have limited
amounts of time to talk to employees about day-to-day activities. Conversations
regarding an employee’s work environment can fall to the wayside, and in some
instances, never take place. Organizational surveys that occur on a scheduled
basis (e.g., annually, biannually, etc.) can be a more efficient way for managers to
gather important information.
Industry comparisons- Organizations often look to other companies when
determining organizational policies and procedures. It is quite common for
companies to "explore the market" or conduct benchmark studies when
considering issues such as new product development, salary or employee benefit
policies, marketing strategies, etc. A common question is "How do we compare to
others?" One advantage of conducting an organizational survey is that it can
provide an opportunity to compare the company’s work environment to that of
other companies. Many surveys offer a national normative database that can be
used to facilitate comparisons across a variety of conditions and industries.
Proactive management- Administering organizational climate surveys allows
managers to be much more proactive in managing their employees and work
environments. When used on a scheduled basis, organizational surveys can help
pinpoint problem areas within the work environment before they grow into a
crisis needing immediate attention. Problems that require a reactive posture
interrupt the normal workflow, and typically cause delays in providing products
or services to customers.
Tips For Creating An Effective Organizational Climate-
Listen to the entire organization with ease.
Collect perceptions in real-time.
Reduce organizational bias.
Validate the questions and thus improve the results.
Facilitate candid and open feedback from employees who respond anonymously.
Identifying areas of inefficiency or performance gaps.
Identify root causes for poor productivity (such as poor communication or poor
process efficiency).
Reduce transition time during changes in the organization (such as reorganization,
relocation, a change in ownership, new products/services, or rapid growth).
Inform leaders with the information needed to make the best decisions.
Give employees an organized voice to assist leaders in taking actions.
Gain a fresh perspective of the organization.
Facilitate, track and execute informed action steps in one system.
Increase productivity.
What Do You Mean By Organization
1 a. The act or process of organizing.
b. The state or manner of being organized: a high degree of organization.
2. Something that has been organized or made into an ordered whole.
3. Something made up of elements with varied functions that contribute to the whole
and to collective functions; an organism.
4. A group of persons organized for a particular purpose; an association: a
benevolent organization
5. a. A structure through which individuals cooperate systematically to conduct
business.
b. The administrative personnel of such a structure.
An organization is a formal group of people with one or more shared goals.
According to management science, most human organizations fall roughly into five
types:
Pyramids or hierarchies
Committees or juries
Matrix organizations
Ecologies
Composite organizations
Pyramids or Hierarchies
A hierarchy exemplifies an arrangement with a leader who leads leaders. This is the
classic bureaucracy. Usually one "rises" by seniority, or by acquiring authority over more
people.
Pyramids are an effective way to achieve repeatable results because they have the
shortest path from the standard-setter to the worker.
They suffer from communication and supervisory faults because the organization is only
as good as its weakest link. They lack creativity because they have poor communications.
Committees or Juries
These consist of a group of peers who decide as a group, perhaps by voting. The
difference between a jury and a committee is that the members of the committee are
usually assigned to perform or lead further actions after the group comes to a decision,
whereas members of a jury come to a decision. In common law countries legal juries
render decisions of guilt, liability and quantify damages, juries are also used in athletic
contests, book awards and similar activities. Sometimes a selection committee functions
like a jury. In the middle ages juries in continental Europe were used to determine the law
according to consensus amongst local notables
Committees are often the most reliable way to make decisions. Condorcet's jury theorem
proved that if the average member votes better than a roll of dice, then adding more
members increases the number of majorities that can come to a correct vote (however
correctness is defined). The problem is that if the average member is worse than a roll of
dice, the committee's decisions grow worse, not better! Staffing is crucial.
Staff Organization or Cross-functional Team
A staff helps an expert get all his work done. To this end, a "chief of staff" decides
whether an assignment is routine or not. If it's routine, he assigns it to a staff member,
who is a sort of junior expert. The chief of staff schedules the routine problems, and
checks that they are completed.
If a problem is not routine, the chief of staff notices. He passes it to the expert, who
solves the problem, and educates the staff -- converting the problem into a routine
problem.
Staffs make decisions quickly, and carry out assignments efficiently, though less reliably
than committees or matrices. For this reason businesses often prefer to use this method.
Staffs break down easily, usually from bad selection of people
Matrix Organization
On the face of it, this is the perfect organisation. One hierarchy is "functional" and
assures that each type of expert in the organization is well trained, and measured by a
boss who is super-expert in the same field. The other direction is "executive" and tries to
get projects completed using the experts.
Matrices are the only known organizations that can consistently create complex technical
products like airplanes and engines.
The problem is that going through channels takes too long. Getting approval to actually
do anything often needs the approval of each type of expert, and both of each expert's
bosses! The trick is to speed approvals: make approval everybody's number one job, and
simplify sign-offs.
Ecologies
This organization has intense competition. Bad parts of the organization starve. Good
ones get more work. Everybody is paid for what they actually do, and runs a tiny business
that has to show a profit, or they get canned. For example: upper managers invest, and if
they make bad investments, there's no profit. Engineers rent their designs out to
manufacturing. Facilities people rent space, etc.
This is a really effective organization. But it's wasteful because all those dead pieces of
organization have valuable training, and are very hard to recycle. They're bitter, and they
will stop taking it after a while. Reorganization follows.
This may reflect a rather one-sided view of what goes on in ecology. It is also the case
that a natural ecosystem has a natural border - ecoregions do not in general compete with
one another in any way, but are very autonomous.
Composite Organizations
These try to use each of the above types of organization in the right places. Very
occasionally, a true organizational genius can make this work, for a while.
Don't bet on it in the long term. Success outgrows the ability of the genius. There just get
to be too many special cases.
"Chaordic" Organizations
An emerging model of organizing human endeavors, based on a blending of chaos and
order (hence "chaordic"), comes out of the work of Dee Hock and the creation of the
VISA financial network. Blending democracy, complex system, consensus decision
making, co-operation and competition, the chaordic approach attempts to encourage
organizations to evolve from the increasingly nonviable hierarchical, command-and-
control models.
Climate
The prevailing psychological state
Organizational climate
Organizational climate refers to a set of measurable properties of the work environment,
that are perceived by the people who live and work in it, and that influence their
motivation and behavior. Climate characteristics that have been determined to
significantly impact a company’s bottom line are: flexibility, responsibility, standards,
rewards, clarity and team commitment.
CONTENTS OF ORGANIZATIONAL CLIMATE
1. Responsibility: The extent to which individuals feel accountable for their
own job performance.
Job clarity: The extent to which individuals understand what the organization
expects of them
Job commitment: The extent to which individuals are willing to do whatever
is necessary to get the job done.
2. Assimilation: The extent to which individuals feel the organization treats
them as integral parts of the organization.
Organizational clarity: The extent to which individuals understand the
organization and how they fit into it
Organizational commitment: the extent to which individuals feel loyal to the
organization
3. Efficiency: the extent to which the organization accomplishes work in an orderly
and timely manner
Practices: the extent to which systems and procedures facilitate effective job
performance
Operational support: the extent to which the organization accomplishes work
without unnecessary effort and distractions.
4. Excellence: the extent to which individuals are committed to producing quality
work
Standards: the extent to which the organization clearly defines and emphasizes
superior job performance
Challenge: the extent to which individuals have to expand their abilities to obtain
work objectives
5. Innovation: the extent to which the organization is committed to maintaining
state-of-the are technology and expertise.
Change management: the extent to which changes within the organization are
beneficial and occur effectively.
Progress: the extent to which the introduction of new ideas or equipment
improves productivity.
6. Recognition: the extent to which individuals feel that they make important
contributions that the organization values
Reinforcement: the extent to which the organization appropriately rewards
exemplary job performance
Esteem: the extent to which individuals feel successful in their jobs
1. Team Spirit: the extent to which individuals feel that the people with
whom they work support them personally and professionally
Cooperation: the extent to which individuals work with and help one
another to achieve common goals.
Interpersonal relationships: the extent to which mutual good feeling
exist between individuals who work together.
Organizational Vital Signs-a leading indicator of satisfaction measuring of employees
Organizational Vital Signs:
identifies the readiness for, commitment for, and skills for change;
identifies the values, emotional competencies, and behaviors needed for success;
alerts managers to needs and opportunities for training, communication, and
development;
helps build strategies for sustainable growth;
is scalable, measurable, and practical.
Organizational Climate-Employee Satisfaction Survey
The Organizational Climate Assessment is a powerful instrument, especially when
provided organization-wide with specific departmental demographic separation and
analysis. Each category has been designed to assess one of the key categories, which
affect employee performance. This assessment should be administered anonymously
company wide, broken out by departments of 6 or more people to protect the identities of
respondents. Every precaution should be taken to insure confidentiality in order that
respondents will feel comfortable sharing their true opinions and perspectives
The objective of performing an employee climate assessment is to identify the key areas
which are hindering production, reducing effectiveness and which might generate
unexpected costs in the near future. The idea and approach is for the organization not to
simply perform an academic exercise, simply because they ‘do it at this time every year’,
but to critically examine themselves to see where the company and it’s employees might
be finely tuned to generate higher levels of performance. Once identified, opportunities to
strengthen existing approaches, which are working well, as well as select appropriate
interventions for addressing the weakest areas, should be aggressively pursued for the
maximum benefit of everyone.
This assessment is designed with the following assumptions in mind:
Fundamental care of the employee as an asset
Organizations are successful because of the quality of work employees perform. When
employees are cared for, and the right environment is created where there are no barriers
to performance, their true value to the organization can be fully realized.
Respect for the dignity of the employee and the sensitivities of human beings
Humans have fundamental needs for safety and security, affiliation and acceptance,
involvement as well as self-actualization. The extent to which these and other human
needs are fulfilled lead to higher levels of commitment, initiative and performance.
Organizations, who include an emphasis on fulfilling the needs of their employees to
some extent, will enjoy a more productive and stable workforce.
Full understanding of the realities of business
This assessment is written with full realization of the realities of business, and not an
unrealistic utopian view of an idealized work environment. The factors emphasized and
measured in this assessment are the important levers to optimizing employee workplace
performance, not just creating an environment where everyone feels better.
Embracing optimization and improvement
An irrefutable trend in business today, continuous improvement and increasing levels of
efficiency are a way of life, and these factors are given appropriate emphasis in this
assessment because they represent an ever present dynamic with which every employee
must deal.
Keys to motivation and commitment
Rather than only identifying potential problem areas to be avoided, this assessment
focuses on areas where human behavior can be leveraged more positively to create
employees with higher levels of motivation and commitment.
Activities At Ail
The Values define the universal principles the Organisation intends to follow.
To relate the Values agreed upon, to day-to-day working, and transact business, it is
essential to define how various situations, as listed below, will be handled by each
member and the Organisation:
Honour Commitment and Accept Responsibility
Repeated Failure
Criticism
Role Clarity and Accountability
Adherence to Hierarchy
Providing Feedback
Scheduled Meetings
Counselling and Grievance Handling
Such a definition generated by the members is known as the Code of Conduct (COC). It
is also essential to define how the COC will be monitored.
Roles in an organisation
Although, all the roles, as mentioned below, in a progressive organisation perform the
Maintenance, Improvement, Innovation and Organisational Development activities, the
scope / degree varies.
Leader Shows direction and steers the organisation / department / section to
achieve desired goals
Innovators The Innovators are normally the Functional Heads, who also have
significant role as Managers.
The role of innovator is a new concept, where very few creative people
are retained by the organisation. Their basic purpose is to come up with
innovative ideas in any field of the organisation operation and to ensure
that, the organisation never relents in its pursuit of excellence, even in
situations where they might appear to have reached the ultimate.
Manager Acts as a co-ordinator between the Innovator and the executor. The
manager is also the policy pusher.
Executors Execute the Plan
Note: It should be noted that each role demands all the attributes of all the roles,
but the degree of the composition varies, which is adequately reflected in
the chart below
A conscious effort therefore is demanded on the part of the leaders to
ensure that all the members recognise this trend and work towards it.
Divisional Concept and Corporate Functional Expertise
Having recognised the different roles, AIL believes that small Divisional concepts,
specialising in specific core competencies are the ideal solution. Simultaneously, to take
advantage of the scale of volume, functional expertise at the Corporate level is
recommended. This will by no means limit the autonomy of each Divisional Unit. The
latter shall take full advantage of the central expertise to realise the organisation's vision.
Span of Control
In the Managerial role, one factor, which needs to be considered, is the span of control.
The span of control defines the number of members reporting to a superior.
As the organisation matures the span of control keeps on increasing, depending on
members reporting and functional diversity.
ORGANISATIONAL DEVELOPMENT
INNOVATION
IMPROVEMENT
MAINTENANCEExecu
Mana
Innov
Leader
The Span of Control would however reduce in the case where the superior is also
responsible for part of the direct execution.
Key Business Process Orientation
The specific role of each member, should be a natural outcome of the Key Business
Process requirement. Members should be aware of their specific contribution, depending
on their functional expertise, as per the demands of the end result of the process.
This would imply that the emphasis has to change from functional effectiveness to
Process effectiveness.
The internal or external customer becomes the deciding authority to evaluate the
effectiveness of the process team, while the process owner and the team member
themselves can only evaluate their own, peer's, superior's and subordinate's effectiveness.
The Process Owner should preferably be from the managerial group, having the
maximum influence on the process, while the members selected should be
representatives of different functions who influence the process
Designations & Positions in the Organisational Hierarchy
AIL has decided to develop a more meaningful policy on designations and levels in the
organisational hierarchy. The true value of the individual will be determined by the self-
respect and appreciation by others that one is able to create for one ’s self in the
organisation, through his / her performance and proactive behaviour.
AIL has chosen to de-link designations from level in the organisational hierarchy.
The position of a person in AIL or his/ her seniority in the organisational hierarchy is not
at all indicated by the designation; instead it is reflected entirely & only by the level in
which he / she is placed.
AIL has a total of 7 levels in the organisation. The placement of an employee in a
particular level, is based on the complexity of the job content, the responsibility, level of
accountability, initiative and creativity demanded by the job. The qualification and
experience are also considered while determining the level.
Hence, members in same or different levels can have same or different designations.
Designations, on the other hand, are primarily are primarily meant for use with the
external world, or to satisfy the perceptive needs of the job
Up-gradation, Reward and Promotion
The advantages of a flat organisation have been well established.
This, however, at a certain stage of evolution of the organisation, starts creating
frustration within members, due to a perceived lack of growth opportunity in terms of
designation and status.
To overcome this possible and apparent shortcoming, many organisations have created
separate designations within the four distinct roles and with it, allied remuneration and
perks.
Instead of adopting this short term palliative, AIL has decided to develop a more open
and meaningful policy on designations and levels in the organisational hierarchy. The
underlying principle is that individual shall derive appreciation of one’s own worth based
on his / her own mission, values, principles and conscience
The above situation does not prevent one from providing additional contribution to the
organisation. In fact depending on one’s competence and initiative, superiors shall
consciously strive to enrich and enlarge the scope of activity of their subordinates.
Such job enrichment, when evaluated periodically through the professional Job
Evaluation technique, will qualify a member to be upgraded and be entitled to higher
remuneration and perks.
Superior performances in one's own job will qualify an individual for a reward only for
that year. This would be a natural outcome of the periodic and annual appraisal system.
Promotion to a different role will, however, happen only when the individual
demonstrates his/ her readiness to take over a higher responsibility.
Appraisal System
The basic purpose of the appraisal system is to enable the individual to introspect as to
what extent he/she has realised his / her objectives, and therefore take necessary measures
not only to achieve the objectives, but also to surpass them. In this process, the
individual is able to continuously bring out the best in himself / herself, which can
otherwise remain dormant.
A Job Description, with clear definition of parameters for evaluating the effectiveness of
the jobholder, allows the individual to evaluate oneself, based on factual data.
Unfortunately, the concept has two inherent drawbacks:
a) The measurable parameters of evaluating effectiveness, at times may not reflect
the true value of the individual effectiveness.
b) We, as individuals, tend to justify our failure, and in the process loose the
opportunity to improve our competence and character. The latter is one element,
which is difficult to define in the key parameters of effectiveness.
Therefore, to evaluate one’s own effectiveness and thus to create one’s own self-
improvement plan, the basic responsibility has to be that of the individual. However our
habits, may not have taught us the discipline to self introspect. Hence, in an
organisation, the superior's prime responsibility in an appraisal system is to
inculcate the discipline of periodic self-introspection in his / her subordinates.
In the process of self-introspection, the individual can make an assessment of his / her
development through the aid of
- Self
- Superior
- Subordinate
- Peers
AIL will adopt the concept of 360o appraisal, in totality by the year 2000. During 1998-
99, the 360o appraisal will be done for senior members only, to get the feedback of
superiors, peers and subordinates, and initiate action for their self-improvement.
The above concept demands that the members giving the feedback should be objective
and honest.
The individual should take the feedback in a constructive manner, and has the full right to
ask for factual qualification on specific feedback.
This aspect puts an additional responsibility on the other members, which they have to
consciously and sincerely fulfil. The superior in this respect has a major responsibility.
His / her role demands that he / she observes his / her subordinate in various respects, to
name a few
- His / her attitude with others
- His / her listening and communication capability
- His / her analytical / conceptual skills and creativity
- His / her ownership level
- His / her efficiency and skills
The incidents/facts that help the superior in assessing the subordinates character and
competence, shall be recorded and shared openly during the counseling / appraisal
sessions.
Career Planning and Competence Development
The conventional process of career planning includes:
a. The organisational growth plan of Manpower requirement at different levels,
keeping the business growth in view.
b. Assessing the present competence and aspiration of the existing members.
c. Matching the career opportunities (a) with the potential (b)
d. Developing suitable competence development plan for individual matches and
monitoring the same. This would allow the organisation to meet its quality
manpower need in the coming years, as projected in (a)
This process definitely fulfils the need of the organisation as well as individual.
However, in reality such an approach has two major drawbacks:
a. The effort required to do justice to the said process is immense and organisations
despite the best intentions usually do not succeed in doing so.
b. The process has an inherent drawback due to the changing nature of the long-term
business plan.
Rapidly changing business environment has made the latter factor more prominent, and
organisations have to be flexible to the extent of keeping an open mind in changing their
core competency, besides short term tactics/ action plans, if and when required.
This scenario demands a different approach to “Career Planning”. First the purpose of
Career Planning should be understood. This purpose can be articulated as under;
“The purpose of Career Planning is to develop each individual’s potential to its maximum
level, as also to match the present and emerging organisations needs”
This purpose would automatically allow the members to grow and acquire positions of
higher responsibility.
To fulfil this purpose, the career plan, which is almost non-existent in most companies
today, is an agreed document between the organisation, the concerned superior and the
individual. It will enlist the different actions to be taken by all three in realising the
individual's as also the organisation's growth aspirations.
This, therefore, will be the natural outcome of the Appraisal system. The superiors’
attitude should be such that he / she should develop his / her subordinate to become more
capable than himself.
The above attitude may appear to be a threat for the superior. However, in reality, the
courage and consideration demanded from the superior to achieve this will be enhanced
in the process to such an extent, that he / she himself will become more competent and
sought after individual to take on more challenging assignments.
The consolidated effort on the part of the organisation, superior and the individual, in
realising the Career Plan, which is the outcome of the appraisal system, could be
crystallised in the Competence Development Plan for each individual of the organisation.
Welfare
The salary structure will include the total cost to the company, for the
employee.
However, a progressive company recognises that to sustain a self-
motivated environment, she has to incur a cost for welfare of her
people, which should include and consider the desires of the members.
Such expenses could include:
- Special Awards
- Incentive for higher education of self
- Support for children’s education
- Group insurance
The list can be expanded, but the important aspect for all members is
to realise that they should be judicious in demanding and also take
responsibility of the allocated cost out of the total welfare budget.
All Divisional Chiefs are expected to send, in January each year, their
suggestions for such Welfare Schemes to be adopted. After
deliberations by SMC, schemes to be adopted can be identified and
costs thereof, duly included in the Budgets.
ORGANISATION HIERARCHY
ROLES LEVELS DESIGNATION
LEADER I PRESIDENT / Jt.
PRESIDENT
INNOVATOR II
III
IV
DIVISIONAL CHIEF
HEAD / DIV. CHIEF
MANAGER / HEAD
MANAGER V
VI
GR. LEADER /
MANAGER
MANAGER / A M
EXECUTOR VII EXECUTIVE / A M
PERFORMANCE CRITERIA – FOR APPRAISAL
For the purpose of appraisals and Performance Linked Award Plan (PLAP) ,
employees in the company have been broadly classified into two categories ;
viz. Revenue Earners and Support / Service function. Revenue earners are
the employees from Marketing and Sales function, who contribute directly
towards the Revenue / Profits of the Company. Departments / functions like
Accounts, Finance, Operations, HR etc. are all support / service functions ;
they also contribute towards the Profits oh the company, though indirectly.
Appraisal will be done on a ‘‘4” point rating scale ( Excellent, Good,
Satisfactory, Poor ) for all the employees.
The KRAs can be classified under two heads:-
a) Quantitative (e.g.: sales target, monthly outstanding, etc.)
b) Qualitative (MIS, Payment to Suppliers, Salary Preparation, Invoice
preparation, etc)
Performance of any activity involves core parameters Output, Input/
Resources Deployed, Quality and Time. While defining the performance
criteria, the dominant factor(s) as mentioned above, should be taken into
consideration for evaluating the performance.
Each KRA will be assigned a weightage and will be evaluated against the pre set performance parameters.
The overall rating of ( Excellent / Good / Satisfactory / Poor ) will be
awarded based on the ‘‘ overall score’’ obtained by the employee during the
appraisal . Table indicating different performance ratings and score is given
below :-
SCORE RATING( ≥ 100 ) Excellent(80 –99 ) Good(60-79) Satisfactory
(Below 60 ) Poor
Illustrative example of KRA’s are given below for different Job Functions.
RULES FOR APPRAISAL
1. All members existing & new joinees will be appraised according to the
periodic schedule specified.
2. A member who has not completed six months of service as on March 31 st
, in a particular financial year, will not be eligible for increments.
THE ADMINISTRATIVE PROCESS AND ACCOUNTABILITY
1 Whenever a subordinates job has been
enriched significantly, and he / she is
ready to take additional responsibility,
the superior has to initiate a request
for Promotion / Upgradation to HRD
HOD As and
when
required
2 The JE committee would then evaluate
the job and confirm as per the agreed
scheme, whether the new job qualifies
for upgradation
JE Committee Annuall
y
3 In case the JE committee confirms the
need, the Promotion or upgradation
will be confirmed after reviewing the
past years performance and the recent
Appraisal reports.
The deciding authority will be as
follows:
Annuall
y
For members in Level 5 to 7
For members in Level 2 to 4
For members in Level 1
All HODs &
HRD
President &
SMC Board
1.ROLE AND RESPONSIBILITY
5. My job makes good use of my skills and abilities
4. My job impacts the over all objective of our organization
3. I find my work challenging
2. I am clear about my reporting
1.My role and responsibilities are clearly agreed upon
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above
depicts that in the first parameter of my role and responsibilities, which consists of a total
of 150 responses-
45 responses were for strongly agree on the parameter
56 responses were for agree on the parameter
36 responses were for disagree on the parameter
13 responses were for strongly disagree on the parameter
Whereas, in chart b.)
30% of the sample strongly agrees that their roles and responsibilities are clear and
agreed upon
37.33% of the sample agrees that their roles and responsibilities are clear and agreed
upon
24% of the sample disagrees that their roles and responsibilities are not clear and agreed
upon
and, 8.67% % of the sample strongly disagrees that their roles and responsibilities are not
clear and agreed upon
2. OBJECTIVES AND GOALS
9. My goals are time bound
8. My objectives and goals are clear and agreed upon
7. Organization has fixed realistic goals for me
6. Organization has fixed realistic goals for itself
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above
depicts that in the first parameter of my company’s objective and goals, which consists of
a total of 120 responses-
48 responses were for strongly agree on the parameter
36 responses were for agree on the parameter
23 responses were for disagree on the parameter
13 responses were for strongly disagree on the parameter
Whereas, in chart b.)
40 % of the sample strongly agrees that the company’s objective and goals are clear
30% of the sample agrees that the company’s objective and goals are clear
19.17 % of the sample disagrees that the company’s objective and goals are clear
and, 10. 83 % of the sample strongly disagrees that the company’s objective and goals are
clear
3.
16. Immediate manger is unbiased to individuals15. Immediate manger provides me with routine feedback and guidance14. Immediate manager helps me in personal development13. Immediate manger is open for suggestions and ideas12. Organizational leadership encourages empowerment to its employees11. Organization follows transparent style of leadership10. Organizational leadership has clear vision of the future
a.)
b.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above
depicts that in the first parameter of my leadership, which consists of a total of 210
responses-
39 responses were for strongly agree on the parameter
46 responses were for agree on the parameter
77 responses were for disagree on the parameter
48 responses were for strongly disagree on the parameter
Whereas, in chart b.)
18.57% of the sample strongly agrees that the company has good leadership qualities
21.90% of the sample agrees that the company has good leadership qualities
36.67 % of the sample disagrees that the company has good leadership qualities
and, 22.86% of the sample strongly disagrees that the company has good leadership qualities
4. ORGANIZATIONAL POLCIES
19. Standing orders and code of conduct are strictly adhered/followed
18. There is absolute transparency in the organizational policies
17. Organization has laid a clear framework for its policies a.)
b.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of company’s organizational policies, which consists of a total of 90 responses-
24 responses were for strongly agree on the parameter
46 responses were for agree on the parameter
16 responses were for disagree on the parameter
4 responses were for strongly disagree on the parameter
Whereas, in chart b.)
26.67% of the sample strongly agrees that the company has clearly laid polices
51.11% of the sample agrees that the company has clearly laid polices
17.78% of the sample disagrees that the company has clearly laid polices
and, 4.44% of the sample strongly disagrees that the company has clearly laid polices
5. WORK ENVIRONMENT
26. Team members get all the information they need from other departments25. The entire team work s for collective goal24. There is unity, trust and cooperation between members23. I have the tools and resources to do my job well22. My organization believes and follows equal treatment for all its employees21. At work my ideas and suggestions are given due importance20. My job gives me considerable independence and freedom to do my work
a.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of work environment , which consists of a total of 210 responses-
90 responses were for strongly agree on the parameter
54 responses were for agree on the parameter
37 responses were for disagree on the parameter
29 responses were for strongly disagree on the parameter
Whereas, in chart b.)
42.86% of the sample strongly agrees that the company provides me with good working environment
25.71% of the sample agrees that the company provides me with good working environment
17.62% of the sample disagrees that the company provides me with good working environment
and, 13.81% of the sample strongly disagrees that the company provides me with good working environment
6. PERFORMANCE MANAGEMENT
31. Performances are accurately accessed30. My management suggests me with adequate corrective action29. I am provided adequate and timely feedback on my performance28. There is absolute transparency in performance management system27. My performance is monitored and reviewed on timely basis
a.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my performance management, which consists of a total of 150 responses-
15 responses were for strongly agree on the parameter
88 responses were for agree on the parameter
29 responses were for disagree on the parameter
18 responses were for strongly disagree on the parameter
Whereas, in chart b.)
10% of the sample strongly agrees that the company provides me with timely performance management
58.67% of the sample agrees that the company provides me with timely performance management
19.33% of the sample disagrees that the company provides me with timely performance management
and, 12% of the sample strongly disagrees that the company provides me with timely performance management
7. CAREER GROWTH AND OPPORTUNITIES
35. Organization provides ample opportunities for career development34. The promotion plan is transparent and clear33. Organization gives me support for my career growth32. I have clear path for career advancement
a.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my career growth and opportunities, which consists of a total of 120 responses-
19 responses were for strongly agree on the parameter
31 responses were for agree on the parameter
51 responses were for disagree on the parameter
19 responses were for strongly disagree on the parameter
Whereas, in chart b.)
15.83% of the sample strongly agrees that the company provides me with adequate career growth opportunities
25.83% of the sample agrees that the company provides me with adequate career growth opportunities
42.50% of the sample disagrees that the company provides me with adequate career growth opportunities
and, 15.83% of the sample strongly disagrees that the company provides me with adequate career growth opportunities
8. WORK-LIFE BALANCE
37. I can devote equal time to work and life36. My job is not strenuous
a.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my work-life balance, which consists of a total of 60 responses-
25 responses were for strongly agree on the parameter
11 responses were for agree on the parameter
18 responses were for disagree on the parameter
6 responses were for strongly disagree on the parameter
Whereas, in chart b.)
41.67% of the sample strongly agrees that I can maintain work-life balance in my job
18.33% of the sample agrees that I can maintain work-life balance in my job
30% of the sample disagrees I can maintain work-life balance in my job
and, 10% of the sample strongly disagrees that I can maintain work-life balance in my job
9. REWARDS AND RECOGNITION
41. I am happy with the reward given for my effort40. Efforts are rewarded and recognized on a timely basis39. My management rewards and recognizes the effort that I have put in
38. My management provides variety of rewards to reinforce exceptional performances
a.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my rewards and recognition, which consists of a total of 120 responses-
15 responses were for strongly agree on the parameter
21 responses were for agree on the parameter
69 responses were for disagree on the parameter
15 responses were for strongly disagree on the parameter
Whereas, in chart b.)
12.5% of the sample strongly agrees that the company provides adequate and timely rewards and recognition
17.5% of the sample agrees that the company provides adequate and timely rewards and recognition
57.5% of the sample disagrees that the company provides adequate and timely rewards and recognition
and, 12.5% of the sample strongly disagrees that the company provides adequate and timely rewards and recognition
10. PAY AND BENEFITS
45. Organization provides adequate fringe benefits44. I am provided with adequate vacations and earned leaves43. Organization provides adequate health/compensation benefits42. I am satisfied with the remuneration given to me for the work I do
a.)
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my pay and benefits, which consists of a total of 120 responses-
20 responses were for strongly agree on the parameter
18 responses were for agree on the parameter
27 responses were for disagree on the parameter
55 responses were for strongly disagree on the parameter
Whereas, in chart b.)
29.85% of the sample strongly agrees that the company provides adequate and
timely pay and benefits
26.87% of the sample agrees that the company provides adequate and timely pay
and benefits
40.30% of the sample disagrees that the company provides adequate and timely pay
and benefits
and, 82.09% of the sample strongly disagrees that the company provides adequate
and timely pay and benefits
TOTAL ORGANIZATION
PARAMETERS TOTAL RESPONSE
SAMPLE SIZE
AVERAGE SCORE
ROLE AND RESPONSIBILITY 433 150 2.89
OBJECTIVES AND GOALS 359 120 2.99
LEADERSHIP 496 210 2.36
ORGANIZATIONAL POLCIES 270 90 3.00
WORK ENVIRONMENT 625 210 2.98
PERFORMANCE MANAGEMENT 400 150 2.67
CAREER GROWTH AND OPPORTUNITIES 290 120 2.42
WORK-LIFE BALANCE 175 60 2.92
REWARDS AND RECOGNITION 276 120 2.30
PAY AND BENEFITS 243 120 2.03
FINDINGS:
The company has weak organizational climate
The organization has clearly defined responsibilities to all its
employees
There is a negative effect found of the organizational policies. This
might appear to be contradictory to the general management
practice. But this might be interpreted as indicating as various new
initiatives are being taken and new policies made, this is taking its
toll on the affected people or work areas. This may also mean that
the staff is not fully identifying with these changes.
The employees are very much satisfied with the work environment
provided to the employees.
The organization was capable of providing work-life balance to its
employees.
RECOMMENDATIONS :
Management can improve the satisfaction of workers by ensuring
impartiality and fairness in the disciplinary action proceedings
It should also share information in more open way with staff and
reach out to the staff members by making the communication
channels more effective.
Encouragement by superior and superiors owning up the
development of subordinates.
The management should focus on imparting training to develop
leadership skills among the employees.
The management should benchmark the pay and benefits with the
competitive industries.
If AIL wants to make an immediate impact on the staff
satisfaction, it has to ensure:
Retaining talented people
Any festival should witness involvement of maximum
employees across strata.
Communication by the management needs to reach out to the staff at
all levels.