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EFFECT OF GENERAL CLIMATE ON

ORGANIZATIONAL WORKING: A COMPARATIVE

STUDY ON THE HEALTH CARE SECTOR

S. A. Mufeed1, Qurrat.A Hamdani

2

1Ph.D., M.Phil.M.Com.

2PGDBA, FDPM (IIM-A)

Director, Business School, University of Kashmir, Srinagar J&K (India)

Dr. Mufeed has written three books and two booklets in the areas of HRD and HRM and published about 70

research papers in various National and International journals. He has attended about 40 conferences, seminars

and workshops of national and international repute. He has developed several small case studies, Role-play

exercise for class participation and discussion in the areas of HRM/HRD. He has attended several Management

Development Programmes at various places of the country. He has produced and guided dozens of PhD &

M.Phil research scholars in the areas of HRD and HRM with special reference to Banking, Tourism, Health,

Public Undertakings and Education sector. Dr. Mufeed has evaluated various PhD thesis of various universities

of the country He has worked in several Research Projects in the areas of HRM and HRD funded by UGC, State

Govt. of J&K, Planning Commission, Government of India, Institute of social science and other similar agencies

of the country.

ABSTRACT

Climate helps the employees to acquire required competencies that would enable them to execute their present

or future expected roles and aids in developing their capabilities for better organizational performance. It

involves all management decisions and practices that direct, affect or influence the human resource in the

organization. Study on the climate of the organization is limited, particularly on the health care sector. The

present study is focussed on the Climate of the health care sector taking into consideration four hospitals i.e.

Fortis, SKIMS, SMHS, GMC & Fortis. The study revealed that the health care sector has a satisfactory

environment for General Climate and the medical and Para medical staff does not differ in perception towards

General Climate.

Keywords: Human Resource, HRD Climate, General Climate

I. INTRODUCTION

Humans in the organizations are given a status of important resources in comparison to all the material

resources. Managing this resource is very important and tedious because of the emotions and feelings associated

with it. Presently organizations have started realizing that it is the most important of all assets based on the

emerging values of humanization. Having its origin from Japan, HRM is an area which deals with the

management of this resource. Effective HR management does translate into higher productivity and market

value. Human resource management plays a key role in success of joint ventures at global level. One of the

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aspects associated with human resource is their development which is inevitable in the present dynamic

environment. Development of HR is and has been a burning issue ever since inception. Developmental areas of

HR are studied under HRD Climate wherein continuous and needful development of HR is focused upon. HRD

Climate is further subdivided into components of General Climate, OCTAPACE Culture and HRD

Mechanisms.

In recent years the reason of greater emphasis is the belief that employees enable an organization to achieve its

goals and the management and development of these resources is critical to an organization‟s success. The

success of HRD in any organization depends, to a large extent, on the existence of a favourable climate.HRD is

more personnel-oriented than technology-oriented and believes that participation and communication would

bring about greater commitment, efficiency, and growth of individuals. Climate has a long history in the fields

of industrial and organizational psychology and organizational behaviour. It is the cognitive environment as

perceived by members of the organization. It is the relative enduring quality of the internal environment of an

organization that is experienced by its members, influences their behaviour and can be described in terms of the

values of a particular set of characteristics of the organization. The atmosphere that employees perceive is

created in their organizations by practices procedures and rewards. Employees observe what happens to them

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

Sustainable organizational change is most assured when both the climate and culture undergo a change.

Furthermore, empirical studies have claimed that climate has a considerable impact upon organizational

effectiveness.

Organizational climate is the human environment within which an organization‟s employee‟s work. It affects

each and every activity in an organization, directly or indirectly. In return, almost everything that occurs in an

organization affects climate. It is a dynamic system concept. An organization survives and forms its image

because of the climate that prevails in it. The employees to stay on and perform effectively in the organization

have to be well conversant with rites, rituals, policies etc. followed in it. Then only sense of belonging among

the employees develops and the organization grows. Organizational climate is a molar concept and illustrates a

common dilemma in the effort to understand and describe human behaviour in organizations. In any

organization, people come from heterogeneous streams and make a separate culture. They have different

personal cultures, traditions, thinking and methods of working. The assimilation of these things makes the

climate of an organization. Organizational climate is just like an asset, comprising of the attitude of the people

towards the organization as a whole. The culture or climate of the particular organization may be observed from

the things, sayings, doings and feelings held in common. The climate of an organization is generally reflected in

the attitude of a superior towards the subordinate and the perception that the subordinate has of his superior right

through to the top. Organizational climate will include all those conditions that affect the working of a manager.

II. REVIEW OF RELATED LITERATURE

In accordance to the review gone through, organization climate is not homogenous but heterogeneous. Different

types of organization climate promote different kinds of employee behaviour. The knowledge of organization

climate obtained in different parts of a company would help better understanding, prediction and management of

employee behaviour. Climate has an impact on job satisfaction which leads to increased organizational

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performance. There is a significant difference in the climate prevailing in different organizations. Employees

differ in their level of satisfaction with climate and when workplace is good, employees are more productive.

The organization had a pool of professionals which were working for a larger cause and meeting their

professional satisfaction. The organization showed great deal of transparency in decision making and shared

information across levels. The management believed in having a participative approach to decision making.

There was enough autonomy to perform one‟s job. Also the organization offered enough scope for personal and

professional growth. The leadership of the origination was approachable and was sensitive to the needs of the

employees. At the same time there were roles and responsibilities to be performed and each one was held

accountable for work. There was a great emphasis on capacity building and skill enhancement of the employees.

An assessment on educational institutions effectiveness through HRD climate by Mufeed & Gurkoo (2006), in

universities and other equivalent higher level academic institutions by eliciting employee perceptions on HRD,

climate for which the University of Kashmir, Srinagar was selected as the main focal point of study revealed

that on the whole, HRD climate of the sample study organization was perceived as significantly more

motivational characterized by the OCTAPACE culture. Employees in general perceived that the HRD climate at

the university was 'poor'. Employees in general differed in their level of satisfaction with the HRD practices.

Non-managers (non-teaching staff) were the most dissatisfied with the prevailing HRD practices. Teaching staff

were also dissatisfied as 84 out of 124 i.e. 67.8 per cent teachers viewed HRD practices as 'poor'

Human resource development climate survey by Sonal (2006), in Indian IT companies revealed that in Infosys

technologies, top management went out of its way to ensure that the marketing personnel enjoyed their job and

that the senior officers took active interest in the juniors. Top management of Wipro technologies believed that

marketing personnel were an extremely important resource and had to be treated more humanly. In this regard,

psychological climate had been made very much conducive for the overall development of the employees‟

knowledge and skills. HRD climate in Wipro and Infosys was found to be good. In Lanco global systems, there

was a lack of openness. In inner space info research, HRD climate was not very conducive for the employees.

Nageshwara (2009), a study on HRD climate in Vijayawada thermal power station, Ibrahimpatnam, AP showed

that the recruitment and promotion policies in the VTPS were transparent and fair. Two types of appraisals were

conducted annually. It was concluded in the study that the management considered its employees as valuable

assets and treated them humanely.

Srivastav (2009) surveyed the heterogeneity of organizational climate in a large Indian public sector industry.

The nature of organizational climate has been investigated in the study. It has been revealed that organizational

climate in the company under study was not homogenous, but heterogeneous. Saraswathi (2010), aimed at

assessing the extent of Developmental climate prevailing in manufacturing and software organizations in India

and also comparative analysis. The study revealed that the three variables: General Climate, HRD Mechanisms

and OCTAPACE culture were better in software organizations compared to manufacturing. The findings

indicated significant difference in the developmental climate prevailing in software and manufacturing

organizations.

III. SAMPLE ORGANIZATIONS AT A GLANCE

Since health care sector is an important sector of the society and this sector continuously deals with both, its

own human resource and humans from outside the organization, to be managed and handled tactfully. So the

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study on the climate prevalent in this sector is important. The sample organizations include; 1) SKIMS Srinagar,

2) SMHS Hospital Srinagar, 3) GMC Jammu & 4) Fortis Chandigarh.

Sher-i-Kashmir Institute of Medical Sciences (SKIMS), Srinagar. Sher-i-Kashmir Institute of Medical Sciences

is a post graduate Institute for training, research and patient care. By an act of legislature, Institute of Medical

Sciences was granted a deemed university status. SKIMS was conceived with the objectives to provide facilities

of specialized medical care.

Shri Maharaja Hari Singh (S.M.H.S) Hospital, Srinagar. The S.M.H.S Hospital was established in 1948 in the

heart of Srinagar city as a Government-owned General Hospital to provide patient care to needy patients. In

1959, S.M.H.S hospital became a major teaching institution imparting undergraduate and postgraduate medical

training in all allied specialties of Medicine, Surgery and Gynaecology.

Government Medical College Jammu. The Govt. Medical College, Jammu, the premier institution for delivery

of health care in this region was started in May, 1973. At present, govt. medical college, Jammu is catering to

the patients from whole of Jammu region, parts of Kashmir valley and adjoining areas of neighbouring states of

Punjab and Himachal Pradesh.

Fortis Health Care: - The Fortis Hospital at Mohali in Punjab with a 209 - bed capacity was the first facility of

its kind in the region. Amongst other specialties, it runs the largest cardiac program in North-West India. The

hospital is a super specialty cardiac hospital. It is the largest cardiac care hospital in the region.

IV. OBJECTIVES OF THE PRESENT STUDY

1) To study the existing General Climate in the sample study organizations i.e. (a) SKIMS Srinagar (b) SMHS

Srinagar (c) GMC Jammu and (d) Fortis, Chandigarh.

2) to examine the difference in the perception of medical and Para medical staff towards General Climate and

3) to draw conclusions and to provide result oriented guidelines and suggestions to the sample study hospitals

for enhancing the efficacy of their existing organizational climate.

Hypothesis

In consonance to the above objectives, the hypotheses formulated for the present research are as under:

1) General Climate in the health care is satisfactory.

2) There is no difference in the perception medical and Para medical staff towards general climate in the

health care sector.

V. RESEARCH APPROACH AND DESIGN

The tool used for collecting the information was a „Structured Non Disguised Questionnaire‟, a questionnaire

was framed keeping in view the objectives of study. Closed format questionnaire was used to measure the

organizational ethos. This questionnaire is proposed by Dr. Udai Pareek. It consisted of two Sections and 39

statements. Sec “A” consisted of 38 statements, the rating for each to be done on a scale from 5 to 1,(5)=Almost

always true,(4)=Mostly true,(3)=Sometimes true,(2)=Rarely true,(1)=Not at all true. Sec “B” sought for

suggestions and name, gender, age, pay scale, designation of the respondent.

Simple Random Sampling Method (SRSM) was used to cover respondents. A sample of 100-125 was targeted

from each organization covering doctors, engineers, administrator, nurses and other supportiveove ing

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Operatonichnicians,

Tec590590590590590590590590590590590590590590590590590590590590590590590590590590590590590

590590590590590590590590590590590590590590590590590590590590590590590590590590590590590590

590590590590590590590590590590590590590590590590590590590 staff making the total sample of 400-

500.

VI. DATA ANALYSIS AND INTERPRETATION

Table 1 reveals that the total mean for the four organizations is (M.S=3.10, 52.68%), which shows that the

health sector has a satisfactory General climate. SKIMS scores a mean of (M.S=2.93, 48.47%) which falls

below average, showing an unsatisfactory General Climate for SKIMS. SMHS scores a mean of (M.S=3.07,

51.88%) showing a satisfactory environment of General Climate. Mean of (M.S=3.11, 52.92%) and (M.S=3.32,

58.02%) is scored by GMC Jammu and Fortis Chandigarh respectively depicting an above average environment

for General Climate. The analysis shows that among the sample study organizations SKIMS shows the least

favourable General Climate, followed by SMHS and GMC Jammu. Fortis in comparison to the other three

organizations has highest values for General Climate. An extraordinary observation came into focus that

Statement 24 “When employees in health care sector are sponsored for training, they take it seriously and try to

learn from the programs they attend”, scores the highest mean score for all four organizations i.e. (M.S=3.64,

S.D=1.1, 66%) for SKIMS, (M.S=3.79, S.D=1.1, 69.75%) for SMHS, (M.S=3.50, S.D=1.2, 62.5%) for GMC

Jammu and (M.S=3.86, S.D=1.1, 71.5%) for Fortis. This shows that the employees in the sample study

organizations are prompt in learning new things.

Some statements score the least score in the sample study organizations depicting poor General Climate. SKIMS

scores the least mean of (M.S=2.44, S.D=1.2, 36%) for statement 30, “Employees in health care sector are

encouraged to take initiative and do things on their own without having to wait for instructions from their

supervisors”. Statement 19, “Employees in this organization are encouraged to experiment with new methods

and try out creative ideas”, scores the least score of (M.S=2.65, S.D=1.3, 41.25%) for SMHS. A least score of

(M.S=2.76, S.D=1.1, 44.8%) is scored by GMC Jammu for statement 5, “The top management in health care

sector is willing to invest a considerable part of their time and other resources to ensure the development of

employees”. (M.S=2.87, S.D=1.1, 46.75%) is the least mean score for statement 28, “Employees in health care

sector are not afraid to discuss or express their feelings with their supervisors”, for Fortis Chandigarh.

Statement (2,3,4,12,13,14,22,24,28,29,32,33 & 38) score a mean percentage value of >50, depicting an above

average General Climate in SKIMS. While as statement (1,2,3,4,6,7,8,12,14,16,22,24,28,29,31,32,36 & 38) in

SMHS score a percentage value of >50, depicting an above average General Climate. In comparison SMHS, has

the percentage mean score of <50 for statement (5,11,13,15,19,20,21,23,30,35 & 37). This result depicts a

satisfactory environment in SMHS in comparison to SKIMS. Except for statement (1, 3,4,5,7,14,15,19 & 30) in

GMC Jammu rest of the statements score a percentage mean of >50, depicting a more satisfactory environment

in comparison to SKIMS and SMHS. Only statement 14 & 28 scores the percentage score of <50 for Fortis,

revealing a satisfactory HRD environment among all the sample study organizations.

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6.1 Existing status of General Climate in the sample study organizations with F values

Table 2 depicts that general climate scores a least mean of (M.S=2.94) for SKIMS, followed by (M.S=3.07) for

SMHS, (M.S=3.11) for GMC Jammu and the maximum of (M.S=3.32) for Fortis.

ANOVA test shows that the results are significant at 0.05 level of significance. It can be concluded

that Ho, i.e. “General climate in the sample study organizations is satisfactory” is not accepted and Ha “General

Climate in the sample study organizations is not satisfactory” is accepted.

6.2 Perception of medical and Para medical staff towards General Climate

Table 3 reveals the perception of medical and Para medical staff of the four sample study organizations towards

general climate. The medical staff scores the total mean of (M.S=2.91, 47.9%) for SKIMS and (M.S=2.87,

46.7%) for GMC Jammu depicting an unsatisfactory general climate in the two organizations in comparison to

SMHS and Fortis which scored a total mean of (M.S=3.18, 54.6%) and (M.S=3.09, 52.3%) respectively. The

results reveal that for the first time SMHS is the organization scoring the maximum mean score. Para medical

staff of SKIMS scores the least mean score of (M.S=2.97, 49.2%). In contrast, the Para medical staff of Fortis

scores the highest score of (M.S=3.61, 65.27%) depicting a satisfactory general climate. Mean scores of the Para

medical staff of SMHS and GMC Jammu fall in the satisfactory range of scale with a score of (M.S=2.99,

49.9%) and (M.S=3.23, 55.9%). It shows that it‟s only the Para medical staffs of SKIMS which is not satisfied

with the general climate in their organization.

Medical staff of SKIMS scores the highest score of (M.S=3.62, S.D=1.33, 65.5%) for statement 38, “Job

rotation in health care sector facilitates employee development”. Medical staff of SMHS, GMC Jammu and

Fortis scores the highest score for statement 24, “When employees in health care sector are sponsored for

training, they take it seriously and try to learn from the programs they attend”, (M.S=4.16, S.D=4.16,

79%),(M.S=3.45, S.D=3.45,61.25%) and (M.S=3.85, S.D=1.20, 71.25%)

Para medical staff of SKIMS scores the highest score for statement 2 “The top management on this organization

believes the human resources are an extremely important resource and that they have to be treated more

humanly,” (M.S=3.55, S.D=1.24, 72%), while the Para medical staff of SMHS has the highest score of

(M.S=3.52, S.D=1.21, 64%) for statement 24 “When employees in health care sector are sponsored for

training, they take it seriously and try to learn from the programs they attend”. Statement 12 “seniors guide

their juniors and prepare them for future responsibilities/roles that they are likely to take up.” scores the highest

mean of (M.S=3.73, S.D=1.13, 68.2%) for GMC Jammu and statement 23 “Employees in this organization take

pains to find out their strengths weaknesses from their officers and colleagues”, of Fortis which has the highest

mean of (M.S=3.94, 73.5%). Statement 30, “Employees in health care sector are encouraged to take initiative

and do things on their own without having to wait for instructions from their supervisors”, scores the least score

for medical staff of SKIMS, (M.S=2.24, S.D=2.24, 31%) and Para medical staff of GMC Jammu (M.S=2.85,

S.D=1.17, 46.25%) and Fortis (M.S=3.10, S.D=1.24, 52.5%). Statement 15, “There are mechanisms in this

organization to reward any good work done or any contribution made by employees”, scores the least score for

the Para medical staff of SKIMS (M.S=2.36, S.D=1.32, 34%). Para medical staff of SMHS scores the least score

of (M.S=2.46, S.D=1.38, 36.5%) for statement 19 “Employees in this organization are encouraged to

experiment with new methods and try out creative ideas”. Statement 5, “The top management in health care

sector is willing to invest a considerable part of their time and other resources to ensure the development of

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employees” scores the least mean score of (M.S=2.39, S.D=.19, 34.7%) for medical staff of GMC Jammu. The

least score of (M.S=2.56, S.D=1.11, 39%) is scored by the medical staff of SMHS for statement 35 “Career

opportunities are pointed out by juniors to senior officers in this organization”. Fortis scores the least mean

score of (M.S=2.49, S.D=1.07, 37.2%) for statement 28 “Employees in health care sector are not afraid to

discuss or express their feelings with their supervisors”. The results reveal that the medical staff of SKIMS is

least satisfied towards general climate and the same holds true for the Para medical staff of the same

organization.

Medical staff of SKIMS scores the percentage score >50 for 11 statements. In case of medical staff SMHS

scores a percentage mean value <50 for 7 statements, followed by the medical staff of Fortis where in 10

statements cross score <50. Para medical staff of SKIMS scores the mean >50 for 14 statements. The Para

medical staff of SMHS and GMC Jammu scores the mean >50 for only 14 and 4 statements. For Fortis none of

the statements scores the value <50.

6.3 Difference in the perception of medical and Para medical staff towards General Climate with Z

values.

Table 1:- Status of General Climate in the sample study organizations.

St.

No

Statements

SKIMS

N=106

SMHS

N=121

GMC

Jammu

N=100

Fortis

N=70

MS,

SD &

%age

MS,

SD &

%age

MS,

SD &

%age

MS,

SD&

%age

1

The top management in health care sector goes out of its way to

make sure that employees enjoy their work.

2.57

(1.163)

39.25*

3.01

(1.165)

50.25*

2.90

(1.133)

47.5*

3.14

(1.107)

53.5*

2

The top management on this organization believes the human

resources are an extremely important resource and that they have

to be treated more humanly.

3.36

(1.244)

59*

3.50,

(1.148)

62.5*

3.10

(1.133)

52.5*

3.51

(1.189)

53.75*

3

Development of the subordinates is seen as an important part of

their job by the managers/officers in health care sector.

3.08

(1.240)

52*

3.07

(1.089)

51.75*

2.91

(1.138)

47.75*

3.36

(0.979)

59*

4

The personnel policies in this organization facilitate employee

development.

3.04

(1.249)

51*

3.28

(1.192)

57*

2.88

(1.047)

47*

3.31

(1.198)

57.75*

5

The top management in health care sector is willing to invest a

considerable part of their time and other resources to ensure the

development of employees.

2.5,

(1.163)

39.25*

2.93

(1.270)

48.25*

2.76

(1.120)

44*

3.07

(1.196)

51.75*

Senior officers/executives in this organization take active interest 2.95 3.23 3.18 3.24

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6 in their juniors and help them to learn their job. (0.970)

48.75*

(1.230)

55.75*

(1.167)

54.5*

(1.290)

56*

7

People in the health care sector lacking confidence in doing their

job are helped to acquire competence rather than being left

unattended.

2.84

(1.196)

46*

3.09

(1.072)

52.25*

2.98

(1.189)

49.5*

3.27

(0.977)

56.75*

8

Managers in this organization believe that employee’s behavior

can be changed and people can be developed at any stage of their

life.

2.79

(1.193)

44.75*

3.13

(1.008)

53.25*

3.04

(1.127)

51*

3.53

(1.201)

63.25*

11

The psychological climate of the health care sector is very

conducive for any employee interested in developing himself by

acquiring new knowledge and skills.

2.94

(1.085)

48.5*

2.94

(1.280)

48.5*

3.02

(1.101)

50.5*

3.31

(1.071)

57.75*

12

Seniors guide their juniors and prepare them for future

responsibilities/roles that they are likely to take up.

3.22

(1.331)

55.5*

3.37

(1.253)

59.25*

3.48

(1.202)

62*

3.54

(1.224)

63.5*

13

The top management in the health care sector makes efforts to

identify and utilize the potential of employees.

3.08

(1.243)

52*

2.96

(1.158)

49*

3.14

(1.137)

53.5*

3.39

(0.997)

59.75*

14

Promotion decisions in this organization are based on the

suitability of the promotee rather than on favoritism.

3.05

(1.396)

51.25*

3.12

(1.345)

53*

2.99

(1.322)

49.75*

2.97

(1.362)

49.25*

15

There are mechanisms in this organization to reward any good

work done or any contribution made by employees.

2.52

(1.347)

38*

2.82

(1.265)

45.5*

2.87

(1.284)

46.75*

3.53

(1.126)

63.25*

16

When an employee in the health care sector does good work his

supervising officers take special care to appreciate it.

2.76

(1.313)

44*

3.13

(1.271)

53.25*

3.09

(1.232)

52.25*

3.44

(1.150)

61*

19

Employees in this organization are encouraged to experiment with

new methods and try out creative ideas.

2.84

(1.296)

46*

2.65

(1.346)

41.25*

2.98

(1.263)

49.5*

3.37

(1.299)

59.25*

20

When an employee in health care sector makes a mistake, his

supervisors treat him with understanding and help him to learn

from such mistakes rather than punish him or discourage him

2.92

(1.136)

48*

2.95

(1.161)

48.75*

3.15

(1.140)

53.75*

3.39

(1.243)

59.75*

21

Weaknesses of employees in this organization are communicated

to them in a non threatening way.

2.90

(1.077)

47.5*

2.90

(1.261)

47.5*

3.09

(1.164)

52.25*

3.41

(0.807)

60.25*

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22

When behaviour feedback is given to employees in health care

sector, they take it seriously and use it for development

3.15

(1.186)

53.75*

3.11

(1.175)

52.75*

3.28

(1.036)

57*

3.53

(1.073)

63.25*

23

Employees in this organization take pains to find out their

strengths weaknesses from their officers and colleagues.

2.86

(1.268)

46.5*

2.96

(1.158)

49*

3.27

(1.090)

56.75*

3.54

(1.073)

63.5*

24

When employees in health care sector are sponsored for training,

they take it seriously and try to learn from the programs they

attend.

3.64

(1.123)

66*

3.79

(1.156)

69.75*

3.50

(1.201)

62.5*

3.86

(1.120)

71.5*

28

Employees in health care sector are not afraid to discuss or

express their feelings with their supervisors.

3.10

(1.171)

52.5*

3.12

(1.127)

53*

3.32

(1.197)

58*

2.87

(1.128)

46.75*

29

Employees in health care sector are not afraid to discuss or

express their feelings with their subordinates.

3.01

(1.125)

50.25*

3.12

(1.112)

53*

3.40

(1.119)

60*

3.16

(1.002)

54*

30

Employees in health care sector are encouraged to take initiative

and do things on their own without having to wait for instructions

from their supervisors.

2.44

(1.212)

36*

2.72

(1.097)

43*

2.84

(1.161)

46*

3.03

(1.167)

50.75*

31

Delegation of authority to encourage juniors to develop and

handle higher responsibilities is quiet common in this organization.

2.59

(1.102)

39.75*

3.06

(0.951)

51.5*

3.04

(1.024)

51*

3.24

(1.055)

56*

32

When seniors in health care sector delegate authority to juniors

use it as an opportunity for development.

3.29

(0.946)

57.25*

3.40

(0.988)

60*

3.38

(1.071)

59.5*

3.39

(1.081)

59.75*

35

Career opportunities are pointed out by juniors to senior officers

in this organization.

2.85

(1.202)

46.25*

2.72

(1.097)

43*

3.15

(1.009)

53.75*

3.13

(1.048)

53.25*

36

The health care sector’s future plans are made known to the

managerial staff to help them to develop their juniors and prepare

them for future.

2.90

(1.068)

47.5*

3.17

(1.113)

54.25*

3.24

(1.065)

56*

3.31

(1.015)

57.75*

37

This organization ensures employee’s welfare to such an extent

that the employees can save a lot of their mental energy for work

purposes.

2.56

(1.147)

39*

2.69

(1.023)

42.25*

3.06

(1.071)

51.5*

3.01

(1.280)

50.25*

38 Job rotation in health care sector facilitates employee

development.

3.58

(1.249)

64.5*

3.25

(1.362)

56.25*

3.35

(1.274)

58.75*

3.49

(1.176)

62.25*

595 | P a g e

Table 4 depicts the perception of medical and Para medical staff towards General Climate after application of T

test. Medical staff score a mean of (M.S=3.02, 50.5%) and Para medical staff a mean of (M.S=3.14, 53.5%). T

test shows that the results for general climate (P value=0.07) is not significant, at 0.05 level of significance,

hence Ho that “there is no perceptual difference between medical and Par medical staff towards General

Climate” is accepted.

Notes: M.S= mean score, S.D= standard deviation, %age= percentage to mean score

Figure 1:- Status of General climate in sample study organizations.

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

1 3 5 7 11 13 15 19 21 23 28 30 32 36 38

SKIMS

SMHS

GMC Jammu

Fortis Chandigarh

Table 2:- Existing status of General Climate in the sample study organizations with F values.

Dimension SKIMS SMHS GMC

Jammu

Fortis Total

Mean

%age F

value

P

value

General

Climate

2.94 0.70 3.07 0.53 3.11 0.69 3.32 0.73 3.11 52.7 4.63 0.003*

Notes:- P value= Significance level, F value= ANOVA values, Significance level=0.05, results are significant at

0.05 level of significance.

* Post Hoc test

General Climate SKIMS SMHS GMC Jammu Fortis

SKIMS 0.13 0.06 0.00

SMHS 0.64 0.01

GMC Jammu 0.04

Fortis

TOTAL

2.93

48.47*

3.07

51.88*

3.11

52.92*

3.32

58.05*

3.10

52.68*

596 | P a g e

Figure 2:- Status of General Climate in sample study organizations with F values.

Table 3:- Difference in the Perception of Medical and Para Medical Staff Towards General

Climate.

St.

No

SKIMS SMHS GMC Jammu Fortis Chandigarh

Med

N.50

Par

Med

N.56

Med

N.50

Par

Med

N.71

Med

N.33

Par

Med

No.67

Med

N.39

Para

Med

N. 31

MS,

SD & %age

MS,

SD & %age

MS,

SD &

%age

MS,

SD &

%age

MS,

SD &

%age

MS,

SD &

%age

MS,

SD &

%age

MS,

SD & %age

1

2.72

(1.196)

43*

2.43

(1.126)

35.75*

2.86

(1.050)

46.5*

3.11

(1.237)

52.75*

2.76

(1.200)

44*

2.97

(1.101)

49.25*

2.87

(1.151)

46.75*

3.48

(0.962)

62*

2

3.14

(1.212)

53.5*

3.55

(1.249)

63.75*

3.60

(1.010)

65*

3.44

(1.239)

61*

2.64

(1.168)

41*

3.33

(1.050)

58.25*

3.36

(1.246)

59*

3.71

(1.101)

67.75*

3

3.16

(1.267)

54*

3.00

(1.221)

50*

3.10

(1.199)

52.5*

3.06

(1.013)

51.5*

2.73

(1.281)

43.25*

3.00

(1.059)

50

3.26

(1.044)

56.5*

3.48

(0.890)

62*

4

2.96

(1.124)

49*

3.11

(1.358)

52.75*

3.36

(1.174)

59*

3.23

(1.209)

55.75*

2.76

(1.257)

44*

2.94

(0.919)

48.5*

3.10

(1.373)

52.5*

3.58

(0.886)

64.5*

5

2.56

(1.091)

39*

2.57

(1.234)

39.25*

2.88

(1.206)

47*

2.97

(1.320)

49.25*

2.39

(1.197)

34.75*

2.94

(1.043)

48.5*

2.82

(1.233)

45.5*

3.39

(1.086)

59.75*

6

2.82

(0.919)

3.07

(1.006)

3.28

(1.107)

3.20

(1.316)

2.91

(1.182)

3.31

(1.144)

2.92

(1.365)

3.65

(1.082)

597 | P a g e

45.5* 51.75* 57* 55* 47.75* 57.75* 48* 66.25*

7

2.74

(1.209)

43.5*

2.93

(1.189)

48.25*

3.14

(1.030)

53.5*

3.06

(1.107)

51.5*

2.82

(1.236)

45.5*

3.06

(1.166)

51.5*

3.00

(1.170)

50*

3.61

(0.495)

65.25*

8

2.68

(1.253)

42*

2.89

(1.139)

47.25*

3.22

(1.093)

55.5*

3.07

(0.946)

51.75*

3.00

(1.275)

50*

3.06

(1.057)

51.5*

3.21

(1.218)

55.25*

3.94

(1.063)

73.5*

11

3.04

(1.160)

51*

2.86

(1.017)

46.5*

3.08

(1.275)

52*

2.85

(1.283)

46.25*

2.67

(0.890)

41.75*

3.19

(1.158)

54.75*

3.03

(1.135)

50.75*

3.68

(0.871)

67*

12

3.46

(1.388)

61.5*

3.00

(1.250)

50*

3.22

(1.217)

55.5*

3.48

(1.275)

62*

2.97

(1.185)

49.25*

3.73

(1.136)

68.25*

3.38

(1.206)

59.5*

3.74

(1.237)

68.5*

13

3.02

(1.204)

50.5*

3.14

(1.285)

53.5*

3.24

(1.080)

56*

2.76

(1.177)

44*

3.00

(1.414)

50*

3.21

(0.978)

55.25*

3.21

(1.005)

55.25*

3.61

(0.955)

65.25*

14

3.06

(1.376)

51.5*

3.04

(1.427)

51*

3.22

(1.375)

55.5*

3.06

(1.330)

51.5*

2.73

(1.485)

43.25*

3.12

(1.225)

53*

2.64

(1.442)

41*

3.39

(1.145)

59.75*

15

2.70

(1.359)

42.5*

2.36

(1.327)

34*

2.84

(1.251)

46*

2.80

(1.283)

45*

2.61

(1.321)

40.25*

3.00

(1.255)

50*

3.26

(1.272)

56.5*

3.87

(0.806)

71.75*

16

2.84

(1.448)

46*

2.70

(1.190)

42.5*

3.26

(1.275)

56.5*

3.04

(1.270)

51*

2.82

(1.074)

45.5*

3.22

(1.289)

55.5*

3.15

(1.329)

53.75*

3.81

(0.749)

70.25*

19

2.90

(1.334)

47.5*

2.79

(1.261)

44.75*

2.92

(1.353)

48*

2.46

(1.383)

36.5*

2.73

(1.039)

43.25*

3.10

(1.350)

52.5*

3.08

(1.365)

52*

3.74

(1.125)

68.5*

20

2.92

(1.047)

48*

2.93

(1.219)

48.25*

3.14

(0.990)

53.5*

2.82

(1.257)

45.5*

2.85

(1.278)

46.25*

3.30

(1.045)

57.5*

3.10

(1.273)

52.5*

3.74

(1.125)

68.5*

21

2.88

(0.849)

47*

2.91

(1.254)

47.75*

3.10

(1.055)

52.5*

2.76

(1.378)

44*

2.97

(1.262)

49.25*

3.15

(1.118)

53.75*

3.15

(0.933)

53.75*

3.74

(0.445)

68.5*

22

3.20

(1.178)

55*

3.11

(1.201)

52.75*

3.16

(1.076)

54*

3.07

(1.246)

51.75*

3.00

(1.090)

50*

3.42

(0.987)

60.5*

3.36

(1.246)

59*

3.74

(0.773)

68.5*

598 | P a g e

23

2.82

(1.302)

45.5*

2.89

(1.231)

47.25*

3.06

(1.058)

51.5*

2.89

(1.225)

47.25*

3.03

(1.045)

50.75*

3.39

(1.100)

59.75*

3.23

(1.180)

55.75*

3.94

(0.772)

73.5*

24

3.58

(0.992)

64.5*

3.70

(1.235)

67.5*

4.16

(0.955)

79*

3.52

(1.217)

63*

3.45

(1.201)

61.25*

3.52

(1.223)

63*

3.85

(1.204)

71.25*

3.87

(1.024)

71.75*

28

3.02

(1.253)

50.5*

3.18

(1.097)

54.5*

3.30

(1.074)

57.5*

2.99

(1.153)

49.75*

2.91

(1.259)

47.75*

3.52

(1.119)

63*

2.49

(1.073)

37.25*

3.35

(1.018)

58.75*

29

2.94

(1.150)

48.5*

3.07

(1.110)

51.75*

3.20

(0.990)

55*

3.06

(1.194)

51.5*

3.12

(1.193)

53*

3.54

(1.064)

63.5*

2.90

(1.119)

47.5*

3.48

(0.724)

62*

30

2.24

(1.238)

31*

2.62

(1.169)

40.5*

2.84

(1.251)

46*

2.63

(0.975)

40.75*

2.82

(1.158)

45.5*

2.85

(1.171)

46.25*

2.97

(1.112)

49.25*

3.10

(1.248)

52.5*

31

2.62

(1.141)

40.5*

2.57

(1.076)

39.25*

3.14

(0.904)

53.5*

3.00

(0.986)

50*

2.88

(1.053)

47*

3.12

(1.008)

53*

2.95

(1.050)

48.75*

3.61

(0.955)

65.25*

32

3.26

(0.944)

56.5*

3.32

(0.956)

58*

3.50

(0.974)

62.5*

3.34

(0.999)

58.5*

3.27

(1.153)

56.75*

3.43

(1.033)

60.75*

3.44

(1.142)

61*

3.32

(1.013)

58*

35

2.40

(1.030)

35*

3.25

(1.210)

56.25*

2.56

(1.110)

39*

2.83

(1.082)

45.75*

2.94

(1.088)

48.5*

3.25

(0.959)

56.25*

2.79

(1.105)

44.75*

3.55

(0.810)

63.75*

36

2.98

(1.152)

49.5*

2.82

(0.993)

45.5*

3.42

(1.012)

60.5*

2.99

(1.153)

49.75*

2.76

(1.200)

44*

3.48

(0.911)

62*

3.13

(1.128)

53.25*

3.55

(0.810)

63.75*

37

2.30

(0.995)

32.5*

2.79

(1.232)

44.75*

2.96

(0.989)

49*

2.51

(1.012)

37.75*

2.55

(0.971)

38.75*

3.31

(1.033)

57.75*

2.69

(1.260)

42.25*

3.42

(1.205)

60.5*

38

3.62

(1.338)

65.5*

3.54

(1.175)

63.5*

3.66

(1.189)

66.5*

2.96

(1.409)

49*

3.15

(1.395)

53.75*

3.45

(1.210)

61.25*

3.33

(1.402)

58.25*

3.68

(0.791)

67*

2.91

47.91*

2.97

49.25*

3.18

54.67*

2.99

49.96*

2.87

46.75*

3.23

55.95*

3.09

52.30*

3.61

65.27*

Notes: For description of above statements refer to table 1&2

599 | P a g e

Figure 3:- Perception of medical and Para medical staff towards General Climate.

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 3 5 7 11 13 15 19 21 23 28 30 32 36 38

Medical Staff-

SKIMSPara Medical Staff-

SKIMSMedical Staff-

SMHSPara Medical Staff-

SMHSMedical Staff-GMC

JammuPara Medical Staff-

GMC JammuMedical Staff-

FortisPara Medical Staff-

Fortis

Table 4:- Difference in the perception of medical and Para medical staff towards General Climate with Z

values.

Variables Medical Staff Para medical

staff

M.S Diff

T value

P value

M.S S.D M.S S.D

General

Climate

3.02 0.70 3.14 0.64 -0.12 -1.78 0.07*

Note:- T value= T test.

Results are not significant at 0.05 level of significance. Hence Ho is accepted for the dimension of General

Climate.

Figure 4:- Difference in the perception of medical and Para medical staff towards General

Climate with Z values.

2.9

3

3.1

3.2

General Climate

3.02

3.14

Medical Staff

VII. CONCLUSION AND SUGGESTIONS

1) Health sector has a satisfactory General Climate.

2) Among the sample study organizations SKIMS shows the least favorable general climate.

3) Fortis in comparison to the other three organizations has highest values for general climate.

4) When employees in all the sample study organizations are sponsored for training, they take it seriously and

try to learn from the programs they attend.

5) Employees in SMHS are not encouraged to experiment with new methods and try out creative ideas.

600 | P a g e

6) The employees of GMC Jammu completely disagree that the top management in health care sector is

willing to invest a considerable part of their time and other resources to ensure their development.

7) Employees in Fortis health are afraid to discuss or express their feelings with their supervisors.

8) The medical staff scores the total mean of <3 for SKIMS and GMC Jammu depicting an unsatisfactory

general climate in the two organizations in comparison to SMHS and Fortis which scored a total mean of

>3.

9) Para medical staff of SKIMS scores the least mean score. In contrast, the Para medical staff of Fortis scores

the highest score depicting a satisfactory general climate.

10) Mean scores of the Para medical staff of SMHS and GMC Jammu fall in the satisfactory range of scale,

which shows that it‟s only the Para medical staff of SKIMS which is not satisfied with the general climate

in their organization.

11) Medical staff of SKIMS believes that job rotation in health care sector facilitates employee development.

12) Para medical staff of SKIMS has the concept that the top management in their organization believes that

human resources are an extremely important resource and that they have to be treated more humanly.

13) Employees in Fortis take pains to find out their strengths weaknesses from their officers and colleagues.

14) Medical staff of SKIMS and Para medical staff of GMC Jammu and Fortis is not encouraged to take

initiative and do things on their own without having to wait for instructions from their supervisors.

15) There are no mechanisms in SKIMS to reward any good work done or any contribution made by the Para

medical staff.

16) Medical staff of GMC Jammu believes that the top management is willing to invest a considerable part of

their time and other resources to ensure the development of employees.

17) The medical staff of SMHS is least satisfied that career opportunities are not pointed out by juniors to

senior officers in this organization.

18) Employees in Fortis health care are afraid to discuss or express their feelings with their supervisors.

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[1]. French, W. L., and Bell, C. H. Jr. (1999). Organizational development: Behavioral science interventions

for organization improvement (6th ed). Upper Saddle River, NJ: PrenticeHall.

[2]. Ladd A & Mark A. Ward. (2002). An investigation of environmental factors influencing knowledge

transfer. Journal of knowledge management practices, August 2002.

[3]. Mufeed, S. A., & Garkoo, F. A. (2006). Enhancing educational institutions effectiveness through HRD

climate: an empirical assessment. Management and Change, Vol. 10, No. 2, 2006, 25-53.

[4]. Saraswathi, S. (2010). Human Resource Development climate: an empirical study. International Journal of

Innovation Management and Technology, Vol. 1, No. 2, June 2010, ISSN: 2010-0248, 174-179.

[5]. Sonal, S. (2006). Human resource development climate in Indian IT companies. The Icfaian Journal of

Management Research, Feb 2006, 57-64.

[6]. Srivastava, A. K. (2009). Heterogeneity of organizational climate. Research and Practice in Human

Resource Management, 17(2), 1-13.