Project on Organization Climate

8/4/2019 Project on Organization Climate

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INTRODUCTION

Organizational climate is comprised of mixture of norms, values, expectations,

policies and procedures that influence work motivation, commitment and ultimately,

individual and work unit performance. Positive climate encourages, while negative

climates inhibits discretionary effort. Organizational climate refers to the quality of

working environment. If people feel that they are valued and respected within the

organization, they are more likely to contribute positively to the achievements of the

business outcomes. Creating a healthy organizational climate requires attention to the

factors which influence employees perceptions, including the quality of leadership, the

way in which decisions are made and whether the efforts of employees are recognized. In

fact Climate may be thought of as the perceptions of the characteristics of an

organization.

Climate for an organization is somewhat like the personality for a

person. Just as every individual has a personality that makes each person unique, each

organization has an organizational climate that clearly distinguishes its personality from

other organization. Every organization is different and has a unique feeling and characterbeyond its structural characteristics. Thus every organization deals with its member in a

distinct way through its policies on allocations of resources, communication pattern,

reward and penalty, leadership and decision making style, etc. The organizational policy

and conviction with regard to all these and a cluster of other related activities influence

the feelings, attitudes and behavior of its members and results in the creation of the

unique organizational climate.

The content of organizational climate has varied widely and they include

almost all the important aspect of organizations such as structure, communication,

leadership, Conflicts, reward system, inter personal relationships organizational

effectiveness, reasonability and so forth. It has been pointed out that the contents of the

climate constructed by various researches overlap wit many other major concepts in

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organizational behavior Glick, 1985). Such overlaps seems to have promoted researchers

to raise the question how the concept of climate is different from other organizational

variables, especially, structure and job satisfaction.

IMPACT OF ORGANIZATIONAL CLIMATE:

Organizational climate has a major influence on human performance through its impact

on individual motivation and job satisfaction. It does this by carrying certain kinds of

expectancies about what consequences will follow from different actions. Individuals in

the organization have certain expectations and fulfillment of these expectations depend

upon their perception as to how the organizational climate suits to the satisfaction of their

needs. Thus organizational climate provides a type of work environment in which

individuals feels satisfied or dissatisfied. Since satisfaction of individual goes a long way

in determining his efficiency, organizational climate can be said to be directly related

with his performance in the organization.

Affects Motivation, Productivity and Job satisfaction:

Organizational climate can have a major influence on motivation, productivity

and job satisfaction. Climate determines the action and it creates few expectations as to

consequences. Employees expect certain rewards, penalties, satisfaction or frustrations

based on the organizational climate and their expectations tend to lead to motivation as

said in expectancy theory.

Contingency Relationship:

There is a contingency relationship between climate and the organization. The

climate of an organization is contingent upon the type of employees. The type related to

employees education like technical workers, knowledge workers. For example, research

institutes certainly want a climate different from that of a workshop or an office.

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Social System:

Organizational climate represents the entire social system of a work-group. It is

clearly a system concept. There are two important aspects of climate: (1) workplace itself

and (2) Personal treatment of Management. If employees feel satisfied while at work andif climate provides a sense of personal worth, it can be assumed that in that organization

is favorable. Employees expect the management to feel and care about their needs and

problems. If these two are favorable a good climate prevails in the organization.

A high level of organizational climate is necessary for the development of organization.

Good climate attracts good and efficient to the organization, who contribute to the

productivity of the organization.

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Organizational climate have used data relating to individual perception of

organizational properties in identifying organizational climate. Denison (1996) argues

that developing a universal set of dimensions was often the central issue of the climate

researchers so that comparative studies could be made possible in different organizational

settings. He compared this approach to that of the culture research that used a post-

modem perspective which examined the qualitative aspects of individual social contexts

where each culture that was seen as unique and was not expected to have generalisable

qualities which had become central to the climate research.

Jones and James (19790 argued that one of the assumptions of the climate literature is

that a relatively limited number of dimensions could characterise a wide cross-section of

social settings. Jones and James labelled their factors as follows:

Conflict and ambiguity, which reflected perceived conflict in organizational goals

and objectives, combined with ambiguity of organizational structure and roles, a lack of

interdepartmental cooperation, and poor communication from management. Also

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included were poor planning, inefficient job design, a lack of awareness of employee

needs and problems, and a lack of fairness and objectivity in the rewards process.

Job challenge, importance and variety, which reflected a job perceived as

challenging, which involve a variety of duties, including dealing with other people. The

job was seen as providing autonomy and feedback, and demanding high standards of

quality and performance.

Leader facilitation and support, which reflected perceived leader behaviors such as

the extent to which the leader was seen as helping to accomplish work goals by means of

scheduling activities, planning, etc., as well as the extent to which he was perceived as

facilitating interpersonal relationships and providing personal support.

Workgroup cooperation, friendliness, and warmth, which generally described

relationships among group members and their pride in the workgroup.

Professional and organizational esprit, which reflected perceived external image and

desirable growth potential offered by the job. Also included were perceptions of an open

atmosphere to express ones feelings and thoughts, confidence in the leader, and

consistently applied organizational policies, combined with nonconflicting roles

expectations and reduced job pressure.

Job standards, which reflected the degree to which the job was seens as having rigid

standards of quality and accuracy, combined with inadequate time, manpower, training

and resources to complete the task.

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OBJECTIVES

To study the level of organizational climate prevailing in the Organization.

To study the factors influencing organizational climate.

To study the organizational climate using seven dimensions: Environment, Team

work, Management Effectiveness, Involvement, Rewards and recognition,

Competency and Commitment

To study the impact of climate dimension on organizational climate.

To study the employees attitudes towards the organization.

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LIMITATIONS

Opinions of employees may be biased at time.

The sample size consists of 50 among 160 employees. Finding of the study has its

own limitations.

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AXON HOSPITALS

Company Overview:

Axon Hospital is a unit of Sri Venkateswara Neuro & SuperspecialityHospitals Pvt Ltd. It is an organization started with a noble aim of serving the

population in the fields of eurosciences and Cardiology.

Axon Hospitals is located in the heart of the city in a prime locality at S.RNagar, Bombay highway. The locality is thickly populated with around 20 Lakhspopulation distributed within 5 km radius. The population comprise of middleclass, upper middle class and higher income group with good financialaffordability, literacy and health awareness.

In this area more than 2000 qualified medical practitioners, 500 nursinghomes, 20 multispeciality hospitals, 5 superspeciality hospitals are providingservices to the public. These medical centers are in desperate need of Neuro-Cardiac centers to provide tertiary care in these fields. There are around 5 to 10accidents taking place on the highway with polytrauma and neurosurgicalinjuries. The best accessibility of our institute ensures prompt medical andsurgical tertiary level services to these patients

Axon Hospitals is located in the heart of the city in a prime locality at S.RNagar, Bombay highway. The locality is thickly populated with around 20 Lakhspopulation distributed within 5 km radius. The population comprise of middleclass, upper middle class and higher income group with good financialaffordability, literacy and health awareness.

In this area more than 2000 qualified medical practitioners, 500 nursinghomes, 20 multispeciality hospitals, 5 superspeciality hospitals are providingservices to the public. These medical centers are in desperate need of Neuro-

Cardiac centers to provide tertiary care in these fields. There are around 5 to 10accidents taking place on the highway with polytrauma and neurosurgicalinjuries. The best accessibility of our institute ensures prompt medical andsurgical tertiary level services to these patients

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Vision

To become leading service provider in hospital industry and consistently exceed

the peoples expectations.

Mission

To increase the overall productive service.

To achieve zero patient complaint status.

To consistently upgrade and improve the systems to enhance the service.

public satisfaction.

HRD Policy

To establish sound education system for imparting to all employees at all levels there by

enhancing knowledge and skill to perform their job letter and to accomplish organization

goals which ultimately end in customer delight.

About Axon Hospitals

Medical Departments Available In The Hospital

Neurology

Neurosurgery

Neuropsychiatry

Polytrauma

Orthopedics

ENT

Internal Medicine

General Surgery

Gynecology & Obstetrics

Urology

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Nephrology

Cardiology

Dermatology Cosmetology

Pulmonology

Gastroenterology

Plastic Surgery

Oncology

Endocrinology

Radiology

Pathology, Biochemistry & Microbiology

Physiotherapy

Operating sequence

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The company runs in 3 shifts per day and runs for 304 days per year.

Shift schedule (factory)

Shift I 12.00 am to 8.00 amShift II 8.00 am to 4.00 pm

Shift III 4.00 pm to 12.00 am

Shift schedule (office)

Shift-general 9.00 am to 5.00 pm

Contact Address:

AXON HOSPITALS,

# 8-3-215, Srinivasanagar colony (west), S.R.Nagar,

Hyderabad 500038.

Phone: 040-44505555 to 44505584.

Fax: 040-44505585.

Web-site: www.axonhospitals.com

E-mail:[email protected]

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http://www.axonhospitals.com/http://www.axonhospitals.com/


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ORGANIZATION CHART

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REVIEW OF LITERATURE

Organizational climate is a relative enduring characteristic of an organization which

distinguishes it from other organization: (a) and embodies members collective

perceptions about their organization with respect to such dimensions as autonomy, trust,

cohesiveness, support, recognition, innovation and fairness: (b) is produced by members

interaction; (c) serves as a basis for interpreting the situation; (d) reflects the prevalent

norms, values and attitudes of the organizations culture; and (e) acts as a source of

influence for shaping behavior. (Moran and Volkwein, 1992, p.2)

Francese (1993) who examined the effect of climate in service responsiveness; Meudell

and Gadd (1994) who studied climate and culture in short life organizations; and Vallen

(1993) who was concerned about organizational climate and service staff burnout.

Organisational cliate has much to offer in terms of its ability to explain the behaviour of

people in the workplace. Ashforth (1985, p. 838) put forward the view that climate has

the potential to facilitate a truly integrative science of organizational behaviour,.

Schneider later discussed in terms of:

The atmosphere that employees perceive is created in their organizations by practices,

procedures and rewards Employees observe what happens to them (and around them)

and then draw conclusions about the organizations priorities. They then sit their own

priorities accordingly. (Schneider, 1994, p. 18)

Schneider, Brief and Guzzo (1996, p.9) argue that sustainable organizational change is

most assured when both the climate what the organizations, members experience and

the culture what the organizations members believe the organization values change.

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Early Formulations of the climate construct

The concept of climate can be traced back to the work of Lewin, Lippitt and White

(1939) and a work entitled Patterns of aggressive behaviour in experimentally created

social climates (Denison, 1996; Schneider, 1990). The Lewin et. Al. (1939) study

investigated the relationship between leadership style and climate, a factor that has

remained central to the concept, Joyce and Slocum (1982) trace the concept back to the

studies of Koffka (1935) on behaviour environment; Lewins (1936) study on life

space; and Murrays (1938) work on organizational climate. Lewins (1951) approach

to climate was conceptualized by the relationship between individuals, their social

environment and how that is set in a framework. Lewin expressed this in terms of simple

equation:

B = f (P.E.) in which B = Behaviour, E= Environment, and P = the person

It is clear from Lewins equation that the concept of climate takes a psychological

approach, focusing upon the individual and seeking to understand the cognitive processesand behaviour. Lewins conceptualization of the theory provides the underpinnings of

many studies and approaches to climate research.

Three approaches to the climate construct

James and Jones (1974) conducted a major review of the theory and research on

organizational climate ad identified climate in three separate ways that were not mutuallyexclusive, (a) multiple measurement organizational attribute approach, (b) perceptual

measurement organizational attribute approach, and (c) the perceptual measurement

individual attribute approach.

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In the multiple measurement organizational approach james and jones cite forehand and

Gilmer (1964) as defining organizational climate as a defining organizational climate as

a set of characteristics that describe an organization and that (a) distinguish the

organization from other organizations (b) are relatively enduring over time, and (c)

influence the behavior of people in the organization.

Schneider and Bartlett (1968) had proposed four organizational climate dimensions,

Individual autonomy: based on the factors of the individual responsibility, agent

interdependence, rules orientation and opportunities for exercising individual

initiative.

The degree of structure imposed upon the position: based on the factors of

structure, managerial structure and the closeness of supervision.

Reward orientation: based upon the factors of reward, general satisfaction,

promotional-achievement orientation, and being profit minded and sales oriented.

Consideration, warmth and support: based upon the factors of managerial support,

nurturing of subordinates and warmth and support.

In reviewing psychological climate as a set of perceptually based, psychological

attributes Jones and James (1979) noted that the process reflected the developments that

had occurred in the conceptualization of climate and the nature of its major influences.

They propose that psychological climate:

(a) refers to the individuals cognitively based description of the situation;

(b) involves a psychological processing of specific perceptions into more abstract

depictions of the psychologically meaningful influences in the situation;

(c) tends to be closely related to situational characteristics that have relatively direct

and immediate ties to the individual experience; and

(d) is multidimensional, with a central core of dimensions that apply across a variety

of situations(through additional dimensions might be need to better describe

particular situations. (Jones and James, 1979, p.205)

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Schneider and Hall (1972) describe climate as a global perception held by

individuals about their own organizational environment.

Schneider and Snyder (1975) further clarified the approach by defining climate as a

summary perception which individuals form of (or about) an organization. For them it

is a global impression of the organization.

Development of Climate Instruments

Current instruments include Patterson, Payne and west (1996) Business Organisation

Climate Index that consists of 28 item scales however only eight were used because of

the length. Kozlowski and Dohertys (1989) instrument uses 55 measures consisting of

11 sub-scales that overlaps with Jones and James (1979). Joyce and Slocum (1982) used

the same measures as Pritchard & Karasick (1973) with 10 dimensions that were factor

analysed and reduced to six. Drexlers (1977) survey of operations that was based upon

Taylor and Bowers (1972) a composite of several other instruments. Likerts (1976)

profile of organizational characteristics.

Ryder and Southey (1190) used the James and Jones (1979) questionnaire as the basis

for their instrument which they applied to employees with a large public building

construction and maintenance authority in Australia. Modifications to the original

instrument were threefold, consisting of modifications to the wording, scaling and

presentation format. Ryder and Southey judged the scaling of the original instunment to

be unsatisfactory.

Climate researchers typically placed greater emphasis on organizational members

perceptions of observable practices and procedures that are closer to the surface of

organizational life and categorization of these practices and perceptions into analytic

dimensions defined by the researchers. (Denison, 1996, pp. 621 622). The studies have

claimed that climate has a considerable impact upon organizational effectiveness.

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RESEARCH METHODOLGY

RESEARCH DESIGN:

The study is descriptive research study. The main purpose of descriptive

research is description of the state of affairs as it exists at present. In the present study,

descriptive method is used to study the prevailing organizational climate.

DATA COLLECTION METHOD:

The primary data was collected through a well structured questionnaire

with close-ended questions measures at 5-point likert type scale and suggestion questions.

Secondary data required for the project was collected from the company records and

Internet.

SAMPLING PLAN:

Simple convenience sampling method is used. Sample size consists

of 100 respondents.

STATISTICAL TOOLS:

Simple percentage analysis and tabulation is used to analysis the data. Bar

diagram is used to give pictorial representation to the analysis. The following test was

used for the study.

Standard deviation

ANOVA

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PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe

relationship. It is also used to compare the relative terms dx of two or more series of

data.

Formula:

Number of respondents

x 100Total no. of respondent

STANDARD DEVIATION:

Karl Pearson introduced the concept of Standard Deviation is 1893. It is

the most important measure of dispersion and is widely used in many statistical formulae.

It is defined as positive squares-root of the arithmetic mean of the squares of the

deviations of the given observation from their arithmetic mean. The standard deviation

by the Greek Letter (sigma)

Formula:

= NxX /)(2

ANOVA:

The analysis of variance frequently referred to by the contraction ANOVA is a

statistical technique specially designed to test whether the means of more than two

quantitative populations are equal.

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The analysis of variance technique developed by R.A. Fisher in 1920s diversified

practical problems. Basically, it consists of classifying and cross classifying statistical

results and testing whether the means of a specified classification differ significantly. In

this way it is determined whether the given classification is important in affecting the

results.

In one way classifications the data are classified according to only one criterion. The null

hypothesis is

H0=M1=M2=M3=.MK.

H1=M1=M2=M3=.....MK.

To find the correlation factor:

C.F = T2

Total number of items in the given data.

To calculate the value of F:

F = Variance between Samples

Variance with in Samples

Source of

Variation

Between Samples

Within Samples

Sum of

Squares

SSC

SSE

Degree of

Freedom

V1=C-1

V2=N-C

Variance

SSC/C-1

SSE/N-C

SCOPE OF THE STUDY

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The scope of this study confined to Axon Hospitals, Hyderabad . This study will give a

brief picture of human side of the employees to know the level of climate prevailing in

the organization.

ANALYSIS AND INTERPRETATION

Table 1:

Age of the respondents

S. No. Age No of Respondents Percentage

1. 20 30 years 19 19

2. 30 40 years 66 66

3. 40 - 50 years 10 10

4 Above 50 5 5

Total 100 100

Chart 1:

Age of the respondents

Inference:

19

66

10

5

0

10

20

30

40

50

60

70

20 30 years 30 40 years 40 - 50 years Above 50

Per

cen

tag

e

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The above reveals the fact that Majority of the respondents, about 66% belong

to the category of 3040 years of age and 19% belong to the category of 20-30 years of

age and 10% belong to the category of 40-50 years of age and 5% belong to the category

of above 50 years of age.

Table 2:

Educational Qualification of the respondents

S. No. Qualification No of Respondents Percentage

1. Below SSLC 18 18

2. SSLC 45 45

3. XII 30 30

4. Diploma 5 5

5. Degree 2 2

Total 100 100

Chart 2:

Educational Qualification of the respondents

18

45

30

5

2

0

5

10

15

20

25

30

35

40

45

50

Below SSLC SSLC XII Diploma Degree

Per

cen

tag

e

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Inference:

The above reveals the fact that about 18% of the respondents are Below

SSLC, 45% of the respondents are SSLC and 30% of the respondents are 12 th standard.

2% of the respondents are degree holders and 5% of the respondents are diploma holders.

Table 3:

Respondents working years of experience in SIRF

S. No. Working Since No of Respondents Percentage

1. Below 5 12 12

2. 5 10 10 10

3. 10 15 52 52

4. 15 20 20 20

5. Above 20 6 6

Total 100 100

Chart 3:

Respondents working years of experience in SIRF

Inference:

12 10

52

20

6

0

10

20

30

40

50

60

Below 10 5 10 10 15 15 20 Above 20

Per

cen

tag

e

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From the above fact, the workings experiences in the organization of the

respondents are about 52% belong to the category of 10-15 years and 20% belong to the

category of 15-20 years. 6% of the respondents belong to the category of above 20 years

and 10% of the respondents belong to the category of 5 -10 years and 12% belong to the

category of below 5 years.

Table 4:

Response regarding safe working environment

Chart 4:

Response regarding safe working environment

S. No. Opinion Number of Respondents

Percentage

1. Strongly Disagree 4 4

2. Disagree 4 43. Neutral - -

4. Agree 71 71

5. Strongly Agree 21 21

Total 100 100

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Inference:

Nearly 71% of the respondents agree with the safe working environment,

21% of the respondents strongly agree. 4% of the respondents disagree and remaining 4%

of the respondents are strongly disagreeing related to safe working environment.

Table 5:

Response regarding work area with clean, comfortable and necessary

equipments

4 4

0

71

21

0

10

20

30

40

50

60

70

80

Strongly Disagree Disagree Neutral Agree Strongly Agree

Per

cen

tag

e

S. No. Opinion Number of

Respondents

Percentage

1. Strongly Disagree - -

2. Disagree 8 8

3. Neutral 4 4

4. Agree 63 63


Total 100 100

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Chart 5:

Response regarding work area with clean, comfortable and necessary

equipments

Inference:

From the above fact, it is clear that 25% of the respondents strongly agree

and 63% agree that their work area is clean and comfortable with necessary equipments.

8% disagree and 4% of the respondents have no idea.

Table 6:

Response regarding maintaining a good balance between work & other

aspects of life

0

8

4

63

25

0

10

20

30

40

50

60

70


Per

cen

tag

e

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Chart 6:

Response regarding maintaining a good balance between work & other

aspects of life

Inference:


Respondents

Percentage


2. Disagree 1 1

3. Neutral 3 3

4. Agree 70 70


Total 100 100

2 13

70

24

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

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From the above reveals the fact that 24% strongly agree and 70% agree that

they maintain a good balance between work and other aspect of life, 3% have no idea and

remaining 1% disagree and 2% strongly disagree.

Table 7:

Response regarding satisfaction with the working condition

Chart 7:

Response regarding satisfaction with the working condition


Percentage


2. Disagree 7 7

3. Neutral 1 1

4. Agree 72 72


Total 100 100

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Inference:

From the above reveals the fact that 17% of the respondent strongly agree

and 72% agree with the satisfaction of the working conditions. 1% has no idea and

remaining 7% disagree and 3% strongly disagree.

Table 8:

Response regarding flexibility to arrange work schedule to meet

personal/family responsibilities

3

7

1

72

17

0

10

20

30

40

50

60

70

80


Per

cen

tag

e


Percentage


2. Disagree 18 18

3. Neutral 4 4

4. Agree 65 65

5. Strongly Agree 13 13Total 100 100

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Chart 8:

Response regarding flexibility to arrange work schedule to meet

personal/family responsibilities

Inference:

From the above reveals the fact that majority of the respondents, about 13%

strongly agree and 65% agree that they have flexibility to arrange work schedule to meet

personal/family responsibilities. 18% disagree and 4% have no opinion.

Table 9:

Response regarding superior help and support

0

18

4

65

13

0

10

20

30

40

50

60

70


Per

cen

tag

e

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Chart 9:

Response regarding superior help and support

Inference:


Respondents

Percentage


2. Disagree 1 1

3. Neutral 2 2

4. Agree 75 75


Total 100 100

1 1 2

75

21

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

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From the above fact reveals that employees receive help and support from

the superior. Majority of the respondents about, 75% agree and 21% strongly agree. 2%

have no idea, 1% percent disagrees and 1% strongly disagrees.

Table 10:

Response regarding feedback by superior

Chart 10:

Response regarding feedback by superior


Respondents

Percentage


2. Disagree 1 1

3. Neutral 9 9

4. Agree 69 695. Strongly Agree 21 21

Total 100 100

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Inference:

From the above fact it is clear that 21% strongly agree and 69% agree that they

receive regular feedback from their superiors. 9% have no idea and 1% disagrees.

Table 11:

Response regarding working with co-workers

0 1

9

69

21

0

10

20

30

40

50

60

70

80


Per

cen

tag

e


Respondents

Percentage


2. Disagree - -

3. Neutral 1 1


Total 100 100

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Chart 11:

Response regarding working with co-workers

Inference:

Nearly 72% of the respondents agree and 27% strongly agree with the fact

that they work in team with co-workers and 1% of the respondents have no idea.

Table 12:

Response regarding communication

0 0 1

72

27

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

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Chart 12:

Response regarding communication

Inference:


Respondents

Percentage


2. Disagree 6 6

3. Neutral 6 6

4. Agree 66 66


Total 100 100

0

6 6

66

22

0

10

20

30

40

50

60

70


Per

cen

tag

e

33


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From the above fact it is clear that majority of the respondents, about 22%

strongly agree and 66% agree that their department communicate well with other

department. 6% disagree and 6% have no idea.

Table 13:

Response regarding department contribution

Chart 13:

Response regarding department contribution


Percentage


2. Disagree 1 1

3. Neutral 24 24

4. Agree 66 66


Total 100 100

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Inference:

From the above fact it is clear that 28% of the respondents strongly agree and

66% agree that their department make a valuable contribution to the organization. 1% of

the respondents disagree and 1% of the respondents strongly disagree and 24% of the

respondents have no opinion.

Table 14:

Response regarding department meets its customer requirements

1 1

24

66

28

0

10

20

30

40

50

60

70


Per

cen

tag

e


Percentage


2. Disagree - -

3. Neutral 2 2


Total 100 100

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Chart 14:

Response regarding department meets its customer requirements

Inference:

From the above fact it is clear that majority of the respondents, about

29% strongly agree and 68% agree that their departments meet its customer requirements.

1% of the respondents strongly disagree and 2% of the respondents have no opinion.

Table 15:

Response regarding management attention towards suggestion

10

2

68

29

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

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Chart 15:

Response regarding management attention towards suggestion

Inference:


Respondents

Percentage


2. Disagree - -

3. Neutral 1 1

4. Agree 75 75


Total 100 100

0 0 1

75

24

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

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From the above fact it is clear that 24% strongly agree and 75% of the

respondents agree that management pays careful attention to their suggestion and 1% of

the respondents have no opinion.

Table 16:

Response regarding trust in management

Chart 16:

Response regarding trust in management


Percentage


2. Disagree 1 1

3. Neutral 1 1

4. Agree 66 66


Total 100 100

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Inference:

From the above fact it is clear that 32% strongly agree and 66% agree that they

trust management.1% of the respondent disagree and 1% of the respondent have no

opinion.

Table 17:

Response regarding management understanding

0 1 1

66

32

0

10

20

30

40

50

60

70


Per

cen

tag

e


Respondents

Percentage


2. Disagree 2 2

3. Neutral 4 4

4. Agree 68 68


Total 100 100

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Chart 17:

Response regarding management understanding

Inference:

From the above fact it is clear that majority of the respondent, about 26%

strongly agree and 68% agree that management understand what is going on in their

department. 4% have no opinion and 2% disagree.

Table 18:

Response regarding treated with respect

02

4

68

26

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

40


41/96

Chart 18:

Response regarding treated with respect

Inference:


Respondents

Percentage


2. Disagree 2 2

3. Neutral 4 4

4. Agree 69 69


Total 100 100

02

4

69

25

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

41


42/96

Nearly majority of the respondents agree that they are treated with respect.

25% strongly agree and 69% agree. 4% of the respondents have no opinion and 2% of the

respondents disagree.

Table 19:

Response regarding suggestions for the development of the organization

Chart 19:

Response regarding suggestions for the development of the organization


Respondents

Percentage


2. Disagree 2 2

3. Neutral 2 2


Total 100 100

42


43/96

Inference:

From the above fact it is clear that majority of the respondent, about

21% strongly agree and 74% agree that they wish to give suggestion for the development

of the organization. 2% have no opinion and 2% disagree and 1% strongly disagree.

Table 20:

Response regarding information

1 2 2

74

21

0

10

20

30

40

50

60

70

80


Per

cen

tag

e


Percentage


2. Disagree 4 4

3. Neutral 29 29

4. Agree 64 64


Total 100 100

43


44/96

Chart 20:

Response regarding information

Inference:


strongly agree and 64% agree that management adequately inform to the department

about what is going on in the organization. 29% have no opinion and 4% disagree and

2% strongly disagree.

Table 21:

Response regarding work process

24

29

64

20

0

10

20

30

40

50

60

70


Per

cen

tag

e

44


45/96

Chart 21:

Response regarding work process

Inference:


Respondents

Percentage


2. Disagree 3 3

3. Neutral 3 3

4. Agree 74 74


Total 100 100

03 3

74

20

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

45


46/96

From the above fact it is clear that 20% strongly agree and 74% agree that the

organization encourages them to develop improved work process. 3% have no opinion

and 3% of the respondents disagree.

Table 22:

Response regarding involvement in decision making

Chart 22:

Response regarding involvement in decision making


Percentage


2. Disagree 4 4

3. Neutral 15 15

4. Agree 62 62


Total 100 100

46


47/96

Inference:

From the above fact it is clear that majority of the respondents,

about 18% strongly agree and 62% agree that management seeks the involvement of

employees in decision making. 15% have no opinion, 4% disagree and 1% strongly

disagrees.

Table 23:

Response regarding individual needs

14

15

62

18

0

10

20

30

40

50

60

70


Per

cen

tag

e


Respondents

Percentage


2. Disagree 14 14

3. Neutral 12 12


Total 100 100

47


48/96

Chart 23:

Response regarding individual needs

Inference:


strongly agree and 61% agree that organization is sensitive towards their individual

needs. 12% have no opinion and 14% disagree

Table 24:

Response regarding knowledge of other department

0

1412

61

13

0

10

20

30

40

50

60

70


Per

cen

tag

e

48


49/96

Chart 24:

Response regarding knowledge of other department

Inference:


Respondents

Percentage


2. Disagree 4 4

3. Neutral 12 22

4. Agree 61 61


Total 100 100

14

22

61

12

0

10

20

30

40

50

60

70


Per

cen

tag

e

49


50/96


strongly agree and 61% agree that they know what is happening in other department.

22% have no opinion and 4% disagree and 1% strongly disagrees.

Table 25:

Response regarding recognition of good work

Chart 25:

Response regarding recognition of good work


Respondents

Percentage


2. Disagree 4 4

3. Neutral 6 6

4. Agree 65 65


Total 100 100

50


51/96

Inference:


strongly agree and 65% agree that they are recognized for their good work. 6% have no

opinion and 4% of the respondents disagree..

Table 26:

Response regarding receiving appropriate feedback about performance

0

46

65

25

0

10

20

30

40

50

60

70


Per

cen

tag

e


Respondents

Percentage


2. Disagree 4 4

3. Neutral 3 3


Total 100 100

51


52/96

Chart 26:

Response regarding receiving appropriate feedback about performance

Inference:


strongly agree and 77% agree that they receive appropriate feedback about their

performance from the management. 3% have no opinion, 4% disagree and 1% strongly

disagrees.

Table 27:

Response regarding work expectation

14 3

77

15

0

10

20

30

40

50

60

70

80

90


Per

cen

tag

e

52


53/96

Chart 27:

Response regarding work expectation

Inference:


Respondents

Percentage


2. Disagree 2 2

3. Neutral 10 10

4. Agree 70 70


Total 100 100

02

10

70

18

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

53


54/96

From the above fact it is clear that majority of the respondents,

about 18% strongly agree and 70% agree that realistic work is expected by the

management. 10% have no opinion and 2% disagree.

Table 28:

Response regarding satisfaction with the pay and benefit

Chart 28:

Response regarding satisfaction with the pay and benefit


Respondents

Percentage


2. Disagree 17 17

3. Neutral 3 34. Agree 60 60


Total 100 100

54


55/96

Inference:

From theabove fact reveals the employees satisfaction with the pay and

benefit they receive. 17% of the respondents strongly agree, 60% agree, 3% have no idea

and 17% disagree and 3% strongly disagree.

Table 29:

Response regarding promotions based on the performance

3

17

3

60

17

0

10

20

30

40

50

60

70


Per

cen

tag

e


Respondents

Percentage


2. Disagree 9 9

3. Neutral 10 10

4. Agree 67 67


Total 100 100

55


56/96

Chart 29:

Response regarding promotions based on the performance

Inference:


strongly agree and 67% agree promotions are based on performance. 10% have no

opinion, 9% disagree and 1% strongly disagrees.

Table 30:

Response regarding job related training

1

9 10

67

13

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

56


57/96

Chart 30:

Response regarding job related training

Inference:


Respondents

Percentage


2. Disagree 5 5

3. Neutral 3 3

4. Agree 72 72


Total 100 100

2

5

3

72

18

0

10

20

30

40

50

60

70

80


Perc

entag

e

57


58/96


72% agree that they receive adequate job related training. 5% of the respondents disagree

and 2% of the respondents strongly disagree and 3% of the respondents have no opinion

Table 31:

Response regarding skills to perform job effectively

Chart 31:

Response regarding skills to perform job effectively


Percentage


2. Disagree - -

3. Neutral 4 4

4. Agree 68 68


Total 100 100

58


59/96

Inference:


68% agree that they have skills to perform job effectively. 4% of the respondents have no

opinion

Table 32:

Response regarding improving performance

0 0

4

68

28

0

10

20

30

40

50

60

70

80


Per

cen

tag

e


Respondents

Percentage


2. Disagree 4 4

3. Neutral 14 14

4. Agree 71 71


Total 100 100

59


60/96

Chart 32:

Response regarding improving performance

Inference:


strongly agree and 71% agree that training helps to improve performance. 14% have no

opinion and 4% strongly disagree.

Table 33:

Response regarding stress in job

0

4

14

71

21

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

60


61/96

Chart 33:

Response regarding stress in job

Inference:


Respondents

Percentage


2. Disagree 50 50

3. Neutral 5 5

4. Agree 35 35


Total 100 100

1

50

5

35

9

0

10

20

30

40

50

60


Per

cen

tag

e

61


62/96

From the above fact it is clear that 50% of the respondents strongly disagree

and 35% agree that they have stress in job. 1% of the respondents strongly disagree and

9% of the respondents strongly agree. 5% of the respondents have no opinion

Table 34:

Response regarding career development

Chart 34:

Response regarding career development


Respondents

Percentage


2. Disagree 2 2

3. Neutral 5 5

4. Agree 75 75


62


63/96

Inference:


strongly agree and 75% agree that organization help them to develop themselves and

their career. 5% have no opinion and 2% strongly disagree.

Table 35:

Response regarding work overloaded

02

5

75

18

0

10

20

30

40

50

60

70

80


Per

cen

tag

e


Percentage


2. Disagree 45 45

3. Neutral 10 10

4. Agree 38 38


63


64/96

Chart 35:

Response regarding work overloaded

Inference:

From the above fact it is clear that 45% of the respondents strongly disagree

and 38% agree that there work is overloaded. 5% of the respondents strongly agree and

2% of the respondents strongly disagree. 10% of the respondents have no opinion

Table 36:

Response regarding willingness to put extra effort

2

45

10

38

5

0

5

10

15

20

25

30

35

40

45

50


Per

centag

e

64


65/96

Chart 36:

Response regarding willingness to put extra effort

Inference:


Respondents

Percentage


2. Disagree 1 1

3. Neutral 2 2

4. Agree 75 75


Total 100 100

1 1 2

75

21

0

10

20

30

40

50

60

70

80


Perce

ntage

65


66/96


strongly agree and 75% agree that they are willing to put extra efforts. 2% have no

opinion , 1% disagree and 1% strongly disagree.

Table 37:

Response regarding proud to work in SIRF

Chart 37:

Response regarding proud to work in SIRF


Percentage


2. Disagree 1 1

3. Neutral 2 2

4. Agree 67 67


Total 100 100

66


67/96

Inference:


67% agree that they are proud to work in the organization. 2% of the respondents have no

opinion and 1% of the respondent disagrees.

Table 38:

Response regarding loyal towards SIRF

0 12

67

30

0

10

20

30

40

50

60

70

80


Perc

entag

e


Respondents

Percentage


2. Disagree 1 1

3. Neutral 3 3

4. Agree 65 65


Total 100 100

67


68/96

Chart 38:

Response regarding loyal towards SIRF

Inference:


65% agree that they are loyal to the organization. 3% of the respondents have no opinion

and 1% of the respondent disagrees.

Table 39:

Response regarding plan to spend entire career in SIRF

0 13

65

31

0

10

20

30

40

50

60

70


Per

centag

e

68


69/96

Chart 39:

Response regarding plan to spend entire career in SIRF

Inference:


Respondents

Percentage


2. Disagree 3 3

3. Neutral 21 21

4. Agree 67 67


Total 100 100

03

21

67

29

0

10

20

30

40

50

60

70

80


Per

cen

tag

e

69


70/96


strongly agree and 67% agree that they plan to spend their entire career in the

organization. 21% have no opinion and 3% disagree.

Table 40:

Response regarding high working morale

Chart 40:

Response regarding high working morale


Percentage


2. Disagree 1 1

3. Neutral 3 3

4. Agree 65 65


Total 100 100

70


71/96

Inference:


65% agree that they have high working morale. 3% of the respondents have no opinion

and 1% of the respondent disagrees.

Table 41:

Response regarding recommending SIRF to others as a best place to work

0 13

65

31

0

10

20

30

40

50

60

70


Per

cen

tag

e


Respondents

Percentage


2. Disagree 5 5

3. Neutral 1 1

4. Agree 59 59


71


72/96

Chart 41:

Response regarding recommending SIRF to others as a best place to work

Inference:


strongly agree and 59% agree that they will recommend to others as a best place to work.

1% of the respondents have no opinion and 5% disagree.

Response regarding the strength of the organisation

Team work.

New ideas, Quality, Trust, Hard work and unity.

Achieving target

0

5

1

59

35

0

10

20

30

40

50

60

70


Per

cen

tag

e

72


73/96

Safe working environment.

Trusting employees.

Excellent working environment.

Treat everybody as equal.

Producing quality service that meet patient requirements.

Employees valuable contribution.

Appropriate and relevant suggestions by superior.

Response regarding areas need improvement in the organization

Environment working condition.

Production capacity to be increased.

Need to improve manual operating system.

Need to recruit people of required education qualification.

OVERALL ORGANIZATIONAL CLIMATE

Objective:

To find the overall Organizational Climate level in the organization.

Karl Pearsons standard deviation is applied to analysis the level of Organizational

Climate in the organization.

73


74/96

Table 42:

No of Response Values(X) (X- x ) (X- x )2

1 155 3.05 9.3025

2 140 -11.95 142.80253 142 -9.95 99.0025

4 159 7.05 49.7025

5 148 -3.95 15.6025

6 148 -3.95 15.6025

7 165 13.05 170.3025

8 152 0.05 0.0025

9 163 11.05 122.1025

10 177 25.05 627.5025

11 118 -33.95 1152.603

12 143 -8.95 80.1025

13 152 0.05 0.0025

14 152 0.05 0.0025

15 158 6.05 36.6025

16 144 -7.95 63.2025

17 142 -9.95 99.0025

18 138 -13.95 194.6025

19 139 -12.95 167.7025

20 147 -4.95 24.5025

21 190 38.05 1447.803

22 150 -1.95 3.8025

23 154 2.05 4.202524 151 -0.95 0.9025

25 146 -5.95 35.4025

26 166 14.05 197.4025

27 150 -1.95 3.8025

28 148 -3.95 15.6025

29 150 -1.95 3.8025

30 167 15.05 226.5025

31 171 19.05 362.9025

32 158 6.05 36.6025

33 148 -3.95 15.6025

34 146 -5.95 35.402535 166 14.05 197.4025

36 173 21.05 443.1025

37 168 16.05 257.6025

38 168 16.05 257.6025

39 157 5.05 25.5025

40 126 -25.95 673.4025

41 148 -3.95 15.6025

74


75/96

42 169 17.05 290.7025

43 150 -1.95 3.8025

44 129 -22.95 526.7025

45 137 -14.95 223.5025

46 152 0.05 0.0025

47 149 -2.95 8.702548 152 0.05 0.0025

49 152 0.05 0.0025

50 152 0.05 0.0025

51 147 -4.95 24.5025

52 152 0.05 0.0025

53 152 0.05 0.0025

54 180 28.05 786.8025

55 173 21.05 443.1025

56 152 0.05 0.0025

57 152 0.05 0.0025

58 152 0.05 0.002559 152 0.05 0.0025

60 152 0.05 0.0025

61 119 -32.95 1085.703

62 176 24.05 578.4025

63 152 0.05 0.0025

64 163 11.05 122.1025

65 152 0.05 0.0025

66 160 8.05 64.8025

67 155 3.05 9.3025

68 161 9.05 81.9025

69 170 18.05 36.6025

70 145 -6.95 36.6025

71 156 4.05 36.6025

72 164 12.05 36.6025

73 144 -7.95 36.6025

74 145 -6.95 48.3025

75 144 -7.95 63.2025

76 149 -2.95 8.7025

77 158 6.05 36.6025

78 141 -10.05 119.9025

79 153 1.05 1.102580 162 10.05 101.0025

81 136 -15.95 254.4025

82 131 -20.95 433.9025

83 138 -13.95 194.6025

84 146 -5.95 35.4025

85 152 0.05 0.0025

86 144 -7.95 63.2025

75


76/96

87 139 -12.95 167.7025

88 137 -14.95 223.5025

89 142 -9.95 99.0025

90 145 -6.95 48.3025

91 144 -7.95 63.2025

92 148 -3.95 15.602593 166 14.05 197.4025

94 176 24.05 578.4025

95 89 -62.95 3962.703

96 184 32.05 1027.23

97 184 32.05 1027.23

98 146 -5.95 35.4025

99 145 -6.95 48.3025

100 145 -6.95 48.3025

x = 15195 (X- x )2 = 21086.75

x = 15195/100 = 151.95

= NxX /)(2

= 100/75.21086 = 867.210 =14.52

No of Respondents

Organizational Climate

TotalLow Moderate High

100 7 75 18 100

Inference:From the above table, it can be inferred that 18% of the respondents reveals

high climate and 75% of the respondent reveals moderate climate and remaining 7% of

the respondents reveals a very low climate in the organization.

ANOVA

Table 42.1:

Cross Tabulation for Environment and Climate:

Objective

To find out significant difference between working environment and

organizational climate.

76


77/96

H0: There is no significant difference between the working environment and climate in

the organization.

H1: There is a significant difference between the working environment and climate in the

organization.

ENVIRONMENTORGANIZATIONAL CLIMATE

TOTALLOW MODERATE HIGH

LOW 1 3 3 7

MODERATE 6 67 5 78

HIGH - 5 10 15

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

1 1 3 9 3 9

6 36 67 4489 5 25

0 0 5 25 10 100

7 37 75 4523 18 134

STEP1: Total sum of all the items:

T = X1+ X2+ X3 = 7+75+18 = 100

CorrelationFactor = T2 / 9 = (100)2/9 = 1111.11.

STEP 2: Total sum of squares.

= X12 + X2

2 + X32 + X4

2 C.F

= 37+ 4523+134 -1111.11= 4694-1111.11

= 3582.85

STEP 3: Sum of squares between varieties:

= X12/N + X2

2/N + X32/N+ X4

2/N - C.F

= (7)2/3 + (75)2/3 + (18)2/3 1111.11

77


78/96

= 1999.33-1111.11

= 888.22

STEP 4: Sum of squares with in varieties:

= Total sum of squares sum of squares between varieties= 3582.85 888.22

= 2694.62

ANALYSIS OF VARIANCE TABLE:

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.1433 [for degree of freedom V1 = 2, V2 = 6]

Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

The calculated value of F is lesser than the table value. Therefore the null

hypothesis is accepted. This implies that there is no significant difference between the

working environment and climate in the organization.

Table 42.2:

Cross Tabulation for Team Work and Climate:

Objective

To find out the significant difference between team work and organizational

climate.

H0: There is no significant difference between the team work and climate in the

organization.

Source of variation Sum of

Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

2694.62

3 1 = 2

9 3 = 6

888.22/2 = 444.11

2694.62/6= 449.10

0.9888

78


79/96

H1: There is a significant difference between the team work and climate in the

organization.

TEAM WORK

ORGANIZATIONAL CLIMATE

TOTALLOW MODERATE HIGHLOW 1 - - 1

MODERATE 6 74 5 85

HIGH - 1 13 14

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

1 1 0 0 0 0

6 36 74 5475 5 25

0 0 1 1 13 169

7 37 75 5625 18 324


T = X1+ X2

+ X3= 7+75+18 = 100



= X12 + X2

2 + X32 + X4

2 C.F

= 37+ 5625+324 -1111.11

= 5998 - 1111.11= 4886.89


= X12/N + X2

2/N + X32/N+ X4

2/N - C.F= (7)2/3 + (75)2/3 + (18)2/3 1111.11

= 1999.33-1111.11

79


80/96

= 888.22


= Total sum of squares sum of squares between varieties

= 4886.89 888.22= 3998.67





Inference:

The calculated value of F is lower than the table value. Therefore the null

hypothesis is accepted. This implies that there is no significant difference between the

team work and climate in the organization.

Table 42.3:

Cross Tabulation for Management Effectiveness and Climate:

Objective

To find out the significant difference between management effectiveness and


H0: There is no significant difference between management effectiveness and climate in

the organization.


Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

3998.67

3 1 = 2

9 4 = 5

888.22/2 = 444.11

3998.67/5= 799.73

0.5553

80


81/96

H1: There is a significant difference between management effectiveness and climate in

the organization.

MANAGEMENT

EFFECTIVENESS



MODERATE 4 67 2 73

HIGH - 8 16 24

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

3 9 0 0 0 0

4 16 67 4489 2 4

0 0 8 64 16 256

7 25 75 4553 18 260


T = X1+ X2

+ X3= 7+75+18 = 100



= X12 + X2

2 + X32 + X4

2 C.F

= 25+ 4553+260 -1111.11

= 4838 - 1111.11= 3726.89


= X12/N + X2

2/N + X32/N+ X4

2/N - C.F= (7)2/3 + (75)2/3 + (18)2/3 1111.11

= 1999.33-1111.11

81


82/96

= 888.22



= 3726.89 888.22= 2838.67





Inference:


hypothesis is accepted. This implies that there is no significant difference between

Management effectiveness and climate in the organization.

Table 42.4:

Cross Tabulation for Employees Involvement and Climate:

Objective

To find out the significant difference between employees involvement and


H0: There is no significant difference between employees involvement and climate in

the organization.


Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

2838.67

3 1 = 2

9 4 = 5

888.22/2 = 444.11

2838.67/5= 567.73

0.7822

82


83/96

H1: There is a significant difference between employees involvement and climate in the

organization.

INVOLVEMENT


TOTALLOW MODERATE HIGHLOW 5 1 - 6

MODERATE 2 67 6 75

HIGH - 7 12 19

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

5 25 1 1 0 0

2 4 67 4489 6 36

0 0 7 49 12 144

7 29 75 4539 18 180


T = X1+ X2

+ X3= 7+75+18 = 100



= X12 + X2

2 + X32 + X4

2 C.F

= 29+ 4539+180 -1111.11

= 4568 - 1111.11= 3456.89


= X12/N + X2

2/N + X32/N+ X4

2/N - C.F= (7)2/3 + (75)2/3 + (18)2/3 1111.11

= 1999.33-1111.11

83


84/96

= 888.22



= 3456.89 888.22= 2568.67





Inference:



employees involvement and climate in the organization.

Table 42.5:

Cross Tabulation for Employees Reward & Recognition and Climate:

Objective

To find out the significant difference between employees reward and recognition

and organizational climate.

H0: There is no significant difference between employees reward and recognition and

climate in the organization.


Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

2568.67

3 1 = 2

9 4 = 5

888.22/2 = 444.11

2568.67/5= 513.73

0.8644

84


85/96

H1: There is a significant difference between employees reward and recognition and

climate in the organization.

REWARD AND

RECOGNITION



MODERATE 1 69 9 79

HIGH - 3 9 12

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

6 36 3 9 0 0

1 1 69 4761 9 81

0 0 3 9 9 81

7 37 75 4539 18 162


T = X1+ X2

+ X3= 7+75+18 = 100



= X12 + X2

2 + X32 + X4

2 C.F

= 37+ 4779+162 -1111.11

= 4978 - 1111.11= 3866.89


= X12/N + X2

2/N + X32/N+ X4

2/N - C.F= (7)2/3 + (75)2/3 + (18)2/3 1111.11

= 1999.33-1111.11

85


86/96

= 888.22



= 3866.89 888.22= 2978.67





Inference:



employees reward and recognition and climate in the organization.

Table 42.6:

Cross Tabulation for Employees Competency and Climate:

Objective

To find out the significant difference between employees competency and


H0: There is no significant difference between employees competency and climate in the

organization.


Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

2978.67

3 1 = 2

9 4 = 5

888.22/2 = 444.11

2978.67/5= 595.73

0.7454

86


87/96

H1: There is a significant difference between employees competency and climate in the

organization.

COMPETENCY



MODERATE 5 61 10 76

HIGH - 12 8 20

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

2 4 2 4 0 0

5 25 61 3721 10 100

0 0 12 144 8 64

7 29 75 3869 18 164


T = X1+ X2

+ X3= 7+75+18 = 100



= X12 + X2

2 + X32 + X4

2 C.F

= 29+ 3869+164 -1111.11

= 4062 - 1111.11= 2950.89


= X12/N + X2

2/N + X32/N+ X4

2/N - C.F= (7)2/3 + (75)2/3 + (18)2/3 1111.11

= 1999.33-1111.11

87


88/96

= 888.22



= 2950.89 888.22= 2062.67





Inference:



employees competency and climate in the organization.

Table 42.7:

Cross Tabulation for Employees Commitment and Climate:

Objective

To find out the significant difference between employees commitment and


H0: There is no significant difference between employees commitment and climate in

the organization.


Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

2062.67

3 1 = 2

9 4 = 5

888.22/2 = 444.11

2062.67/5= 412.53

1.07655

88


89/96

H1: There is a significant difference between employees commitment and climate in the

organization.

COMMITMENT



MODERATE 3 64 4 71

HIGH - 11 14 25

TOTAL 7 75 18 100

X1 X12 X2 X2

2 X3 X32

4 16 0 0 0 0

3 9 64 4096 4 16

0 0 11 121 14 196

7 25 75 4217 18 212


T = X1+ X2

+ X3= 7+75+18 = 100



= X12 + X2

2 + X32 + X4

2 C.F

= 25+ 4217+212 -1111.11

= 4454 - 1111.11= 3342.89


= X12/N + X2

2/N + X32/N+ X4

2/N - C.F= (7)2/3 + (75)2/3 + (18)2/3 1111.11

= 1999.33-1111.11

89


90/96

= 888.22



= 3342.89 888.22= 2454.67





Inference:



employees commitment and climate in the organization.

F - TEST

TABLE 42.8:

Overall Result: Dimensions Vs Organizational Climate

Objective:


Squares

Degrees of

freedom

Variance Value of F

Between varieties

With in varieties

888.22

2454.67

3 1 = 2

9 4 = 5

888.22/2 = 444.11

2454.67/5= 490.93

0.8985

90


91/96

To test the significance of the difference between Dimensions and Organizational

Climate in the organization.

DIMENSION MEAN SD FEnvironment 19.77 2.56 0.9888

Team Work 24.92 5.75 0.5553

Management Effectiveness 20.93 2.15 0.7822

Involvement 19.34 2.56 0.8644

Rewards and Recognition 19.52 2.68 0.7454

Competency 22.34 2.43 1.0765

Commitment 25.13 3.02 0.8985

Inference:

From the above table, it is clear that there is no significant difference between

the climate dimensions and the overall level of organizational climate.

FINDINGS

Majority of the respondents, about 66% belong to the category of 3040 years of

age.

Majority of the respondents educational qualification, about 45% belong to thecategory of SSLC and 30% belong to the category of12th standard.

91


92/96

Majority of the respondents, about 52% belong to the category of 10-15 years of

work experience in the organization.

71% of the respondents reveal that they are working in a safe environment.

63% of the respondents reveal that their work area is clean and comfortable with

necessary equipments.

70% of the respondents reveal that they maintain a good balance between workand other aspect of life.

72% of the respondents reveal that they are satisfied with the working conditions.

65% of the respondents reveal that they have flexibility to arrange work schedule

to meet personal/family responsibilities.

75% of the respondents reveal that they receive help and support from the

superior.

69% of the respondents reveal that they receive regular feedback from their

superior.

72% of the respondents reveal that they work in team with the coworkers.

66% of the respondents reveal that their department communicates well with theother departments.

66% of the respondents reveal that their department makes a valuable contributionto the organization.

64% of the respondents reveal that their departments meet its customerrequirements.

75% of the respondents reveal that management pays careful attention to theirsuggestion.

66% of the respondents reveal that they trust management.

68% of the respondents reveal that management understands what is going on in

their department.

69% of the respondents reveal that they are treated with respect by themanagement.

74% of the respondents reveal that they wish to give suggestion for thedevelopment of the organization.

92


93/96

64% of the respondents reveal that management adequately inform to the

department about what is going on in the organization.

74% of the respondents reveal that organization encourages them to develop

improved work process.

62% of the respondents reveal that management seeks the involvement of

employees in decision making.

61% of the respondents reveal that organization is sensitive towards their

individual needs.

61% of the respondents reveal that they know what is happening in other

department.

65% of the respondents that they are recognized for their good work.

77% of the respondents reveal that they receive appropriate feedback about theirperformance from the management.

70% of the respondents reveal that realistic work is expected by the management.

60% of the respondents reveal that their satisfaction with the level of pay and

benefit they receive.

67% of the respondents reveal promotions are based on performance.

72% of the respondents reveal that they receive adequate job related training.

68% of the respondents reveal that they have skills to perform job effectively.

71% of the respondents reveal that training helps to improve performance.

50% of the respondents strongly disagree and 35% agree that they have stress injob.

75% of the respondents reveal that organization helps them to develop themselvesand their career.

45% of the respondents strongly disagree and 38% agree that there work isoverloaded.

75% of the respondents reveal that they are willing to put extra efforts.

67% of the respondents reveal that they are proud to work in SIRF.

93


94/96

65% of the respondents reveal that they are loyal to the organization.

67% of the respondents reveal that they plan to spend their entire career in theorganization.

65% of the respondents reveal that they have high working morale.

35% of the respondents strongly agree and 59% of the respondents agree that they

will recommend SIRF to others as a best place to work.

From the study it is clear that 18% of the respondents reveals high climate and

75% of the respondent reveals moderate climate and remaining 7% of therespondents reveals a very low climate in the organization.

From the study it is clear that there is no significant difference between workingenvironment and organizational climate.

From the study it is clear that there is no significant difference between team workand organizational climate.

From the study it is clear that there is no significant difference between

management effectiveness and organizational climate.


employees involvement and organizational climate.

From the study it is clear that there is no significant difference between rewards

and recognition and organizational climate.

From the study it is clear that there is no significant difference betweencompetency and organizational climate.


employees commitment and organizational climate.

SUGGESTIONS

94


95/96

The management provides sufficient training to employees. A few measures

can be taken to develop and organize the training program.

The employees works are been recognized by the management and

appreciated. It can be maintained in such a way that the employees morale

will be improved.

Need to improve the environment of the working condition.

A few measures can be taken to revise regarding pay and benefits.

Team performance must be highly encouraged and recognized.

Employees have a high trust in management. It

Documents

Project on Organization Climate