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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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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
5. Strongly Agree 25 25
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 6:
Response regarding maintaining a good balance between work & other
aspects of life
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 2 2
2. Disagree 1 1
3. Neutral 3 3
4. Agree 70 70
5. Strongly Agree 24 24
Total 100 100
2 13
70
24
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree 3 3
2. Disagree 7 7
3. Neutral 1 1
4. Agree 72 72
5. Strongly Agree 17 17
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree - -
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 9:
Response regarding superior help and support
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 1 1
3. Neutral 2 2
4. Agree 75 75
5. Strongly Agree 21 21
Total 100 100
1 1 2
75
21
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
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
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree - -
3. Neutral 1 1
4. Agree 72 725. Strongly Agree 27 27
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 12:
Response regarding communication
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 6 6
3. Neutral 6 6
4. Agree 66 66
5. Strongly Agree 22 22
Total 100 100
0
6 6
66
22
0
10
20
30
40
50
60
70
Strongly Disagree Disagree Neutral Agree Strongly Agree
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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 1 1
3. Neutral 24 24
4. Agree 66 66
5. Strongly Agree 28 28
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree - -
3. Neutral 2 2
4. Agree 68 685. Strongly Agree 29 29
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 15:
Response regarding management attention towards suggestion
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree - -
3. Neutral 1 1
4. Agree 75 75
5. Strongly Agree 24 24
Total 100 100
0 0 1
75
24
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 1 1
3. Neutral 1 1
4. Agree 66 66
5. Strongly Agree 32 32
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 2 2
3. Neutral 4 4
4. Agree 68 68
5. Strongly Agree 26 26
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 18:
Response regarding treated with respect
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 2 2
3. Neutral 4 4
4. Agree 69 69
5. Strongly Agree 25 25
Total 100 100
02
4
69
25
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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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
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 2 2
3. Neutral 2 2
4. Agree 74 745. Strongly Agree 21 21
Total 100 100
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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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree 2 2
2. Disagree 4 4
3. Neutral 29 29
4. Agree 64 64
5. Strongly Agree 20 20
Total 100 100
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Chart 20:
Response regarding information
Inference:
From the above fact it is clear that majority of the respondents, about 20%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 21:
Response regarding work process
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 3 3
3. Neutral 3 3
4. Agree 74 74
5. Strongly Agree 20 20
Total 100 100
03 3
74
20
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
45
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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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 4 4
3. Neutral 15 15
4. Agree 62 62
5. Strongly Agree 18 18
Total 100 100
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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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 14 14
3. Neutral 12 12
4. Agree 61 615. Strongly Agree 13 13
Total 100 100
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Chart 23:
Response regarding individual needs
Inference:
From the above fact it is clear that majority of the respondents, about 13%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 24:
Response regarding knowledge of other department
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 4 4
3. Neutral 12 22
4. Agree 61 61
5. Strongly Agree 13 12
Total 100 100
14
22
61
12
0
10
20
30
40
50
60
70
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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From the above fact it is clear that majority of the respondents, about 12%
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
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 4 4
3. Neutral 6 6
4. Agree 65 65
5. Strongly Agree 25 25
Total 100 100
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Inference:
From the above fact it is clear that majority of the respondents, about 25%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 4 4
3. Neutral 3 3
4. Agree 77 775. Strongly Agree 15 15
Total 100 100
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Chart 26:
Response regarding receiving appropriate feedback about performance
Inference:
From the above fact it is clear that majority of the respondents, about 15%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 27:
Response regarding work expectation
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 2 2
3. Neutral 10 10
4. Agree 70 70
5. Strongly Agree 18 18
Total 100 100
02
10
70
18
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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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
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 3 3
2. Disagree 17 17
3. Neutral 3 34. Agree 60 60
5. Strongly Agree 17 17
Total 100 100
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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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 9 9
3. Neutral 10 10
4. Agree 67 67
5. Strongly Agree 13 13
Total 100 100
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Chart 29:
Response regarding promotions based on the performance
Inference:
From the above fact it is clear that majority of the respondents, about 13%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
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Chart 30:
Response regarding job related training
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 2 2
2. Disagree 5 5
3. Neutral 3 3
4. Agree 72 72
5. Strongly Agree 18 18
Total 100 100
2
5
3
72
18
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
Perc
entag
e
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From the above fact it is clear that 18% of the respondents strongly agree and
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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree - -
2. Disagree - -
3. Neutral 4 4
4. Agree 68 68
5. Strongly Agree 28 28
Total 100 100
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Inference:
From the above fact it is clear that 28% of the respondents strongly agree and
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 4 4
3. Neutral 14 14
4. Agree 71 71
5. Strongly Agree 21 21
Total 100 100
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Chart 32:
Response regarding improving performance
Inference:
From the above fact it is clear that majority of the respondents, about 21%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
60
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Chart 33:
Response regarding stress in job
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 50 50
3. Neutral 5 5
4. Agree 35 35
5. Strongly Agree 9 9
Total 100 100
1
50
5
35
9
0
10
20
30
40
50
60
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
61
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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
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 2 2
3. Neutral 5 5
4. Agree 75 75
5. Strongly Agree 18 18Total 100 100
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Inference:
From the above fact it is clear that majority of the respondents, about 18%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree 2 2
2. Disagree 45 45
3. Neutral 10 10
4. Agree 38 38
5. Strongly Agree 5 5Total 100 100
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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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
centag
e
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Chart 36:
Response regarding willingness to put extra effort
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree 1 1
2. Disagree 1 1
3. Neutral 2 2
4. Agree 75 75
5. Strongly Agree 21 21
Total 100 100
1 1 2
75
21
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
Perce
ntage
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From the above fact it is clear that majority of the respondents, about 21%
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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 1 1
3. Neutral 2 2
4. Agree 67 67
5. Strongly Agree 30 30
Total 100 100
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Inference:
From the above fact it is clear that 30% of the respondents strongly agree and
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Perc
entag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 1 1
3. Neutral 3 3
4. Agree 65 65
5. Strongly Agree 31 31
Total 100 100
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Chart 38:
Response regarding loyal towards SIRF
Inference:
From the above fact it is clear that 31% of the respondents strongly agree and
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
centag
e
68
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Chart 39:
Response regarding plan to spend entire career in SIRF
Inference:
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 3 3
3. Neutral 21 21
4. Agree 67 67
5. Strongly Agree 29 29
Total 100 100
03
21
67
29
0
10
20
30
40
50
60
70
80
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
69
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From the above fact it is clear that majority of the respondents, about 29%
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
S. No. Opinion Number of Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 1 1
3. Neutral 3 3
4. Agree 65 65
5. Strongly Agree 31 31
Total 100 100
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Inference:
From the above fact it is clear that 31% of the respondents strongly agree and
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
S. No. Opinion Number of
Respondents
Percentage
1. Strongly Disagree - -
2. Disagree 5 5
3. Neutral 1 1
4. Agree 59 59
5. Strongly Agree 35 35Total 100 100
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Chart 41:
Response regarding recommending SIRF to others as a best place to work
Inference:
From the above fact it is clear that majority of the respondents, about 35%
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
Strongly Disagree Disagree Neutral Agree Strongly Agree
Per
cen
tag
e
72
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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.
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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
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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
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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.
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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
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= 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
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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
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+ 5625+324 -1111.11
= 5998 - 1111.11= 4886.89
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
= 1999.33-1111.11
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= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 4886.89 888.22= 3998.67
ANALYSIS OF VARIANCE TABLE:
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.
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
organizational climate.
H0: There is no significant difference between management effectiveness 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
3998.67
3 1 = 2
9 4 = 5
888.22/2 = 444.11
3998.67/5= 799.73
0.5553
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H1: There is a significant difference between management effectiveness and climate in
the organization.
MANAGEMENT
EFFECTIVENESS
ORGANIZATIONAL CLIMATE
TOTALLOW MODERATE HIGHLOW 3 - - 3
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
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
= 25+ 4553+260 -1111.11
= 4838 - 1111.11= 3726.89
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
= 1999.33-1111.11
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= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3726.89 888.22= 2838.67
ANALYSIS OF VARIANCE TABLE:
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.
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
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
organizational climate.
H0: There is no significant difference between employees involvement 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
2838.67
3 1 = 2
9 4 = 5
888.22/2 = 444.11
2838.67/5= 567.73
0.7822
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H1: There is a significant difference between employees involvement and climate in the
organization.
INVOLVEMENT
ORGANIZATIONAL CLIMATE
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
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
= 29+ 4539+180 -1111.11
= 4568 - 1111.11= 3456.89
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
= 1999.33-1111.11
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= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3456.89 888.22= 2568.67
ANALYSIS OF VARIANCE TABLE:
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.
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
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.
Source of variation Sum of
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
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H1: There is a significant difference between employees reward and recognition and
climate in the organization.
REWARD AND
RECOGNITION
ORGANIZATIONAL CLIMATE
TOTALLOW MODERATE HIGHLOW 6 3 - 9
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
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+ 4779+162 -1111.11
= 4978 - 1111.11= 3866.89
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
= 1999.33-1111.11
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= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3866.89 888.22= 2978.67
ANALYSIS OF VARIANCE TABLE:
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.
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
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
organizational climate.
H0: There is no significant difference between employees competency 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
2978.67
3 1 = 2
9 4 = 5
888.22/2 = 444.11
2978.67/5= 595.73
0.7454
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H1: There is a significant difference between employees competency and climate in the
organization.
COMPETENCY
ORGANIZATIONAL CLIMATE
TOTALLOW MODERATE HIGHLOW 2 2 - 4
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
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
= 29+ 3869+164 -1111.11
= 4062 - 1111.11= 2950.89
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
= 1999.33-1111.11
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= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 2950.89 888.22= 2062.67
ANALYSIS OF VARIANCE TABLE:
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.
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
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
organizational climate.
H0: There is no significant difference between employees commitment 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
2062.67
3 1 = 2
9 4 = 5
888.22/2 = 444.11
2062.67/5= 412.53
1.07655
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H1: There is a significant difference between employees commitment and climate in the
organization.
COMMITMENT
ORGANIZATIONAL CLIMATE
TOTALLOW MODERATE HIGHLOW 4 - - 4
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
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
= 25+ 4217+212 -1111.11
= 4454 - 1111.11= 3342.89
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
= 1999.33-1111.11
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= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3342.89 888.22= 2454.67
ANALYSIS OF VARIANCE TABLE:
F= Variance between varieties/ Variance with in varieties.
Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.
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
employees commitment and climate in the organization.
F - TEST
TABLE 42.8:
Overall Result: Dimensions Vs Organizational Climate
Objective:
Source of variation Sum of
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
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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.
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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.
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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.
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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.
From the study it is clear that there is no significant difference between
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.
From the study it is clear that there is no significant difference between
employees commitment and organizational climate.
SUGGESTIONS
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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