APPOLO INTERNATIONAL ORGANIZATIONAL CLIMATE AND ITS IMPACT ON EMPLOYEE SATISFACTION IN APOLLO INT

A SUMMER TRAINING REPORT ON APOLLO INTERNATIONAL LIMITED

ORGANIZATIONAL CLIMATE AND ITS IMPACT ON EMPLOYEE SATISFACTION IN APOLLO INTERNATIONAL LIMITED SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA), GURU JAMBESHWAR UNIVERSITY, HISAR

TRAINING SUPERVISOR

SUBMITTED BY

PREFACE The organizational climate or work environment is key to corporate success since it determines the attitudes and behavior of workers. Therefore, corporations and institutions need to count on periodic measurement mechanisms of their organizational climate The primary objective of this research was to investigate the relationships between some characteristics of Climate and Employee Satisfaction in AIL. This is a live project and has a vital role to play in the development of HR practices for the employees in AIL. All employees who are on the payrolls of AIL. In the process of research, I gathered information relating to existing organizational climate through employee satisfaction survey. This study included developing a questionnaire that contained the major factors influencing both the main parameters i.e. organizational climate and employee satisfaction. I studied the factors which in general can affect any organization, but later I focused those parameters according to the employees of AIL. My main focus was on to study that does other factors effect employee satisfaction also, comparing to those of its own? As I proceeded further with the study and prepared the questionnaire I found a great similarity, between both of them, on wider prospective.

In order to know the exact reason why employees were not satisfied I prepared a questionnaire containing 10 main parameters and each of these parameters contained minimum of 2 questions and maximum of 7 questions. These parameters and questions were of two different concepts but for simplicity of the employees, both of them were merged to one questionnaire. This was helpful in cutting down the ambiguous questions, which could have resulted in discouragement and withdrawal on part of the employees.

ACKNOWLEDGEMENT I have completed my summer training at Apollo International Ltd. on the project titled “Organizational Climate and its impact on Employee Satisfaction”. I would like to express my sincere gratitude to all those who were instrumental in the completion of the project. I would like to extend my deep gratitude to Dr. S.S Vernekar who gave me a platform to get practical exposure in the Corporate world. I will be failing in my duty if I do not express my thanks to Prof. Mrs. Rupali Kumar, under whose guidance and inspiration, I was able to complete this report. He was a source of motivation, encouragement and strength throughout the project. I would also like to thank all the faculty members who helped me in completeing this project. I would like to express my gratitude to Mr. Raja Kanwar, Director, Apollo International Ltd. and Mr. Kapil aggarwal, Chief-Finance and Business Development, for providing me with the opportunity to undergo my summer internship with them. I would like to thank Mr. Shashank Teotia, Dy. Manager-, Human Resources, who was there to help me out at every stage of this project, and without who’s unflinching support, this study would have still been in conceptualization stage. Working with Apollo International Ltd. was an exhilarating experience. It was the ideal company for our summer training with its perfect blend of international work culture with the national scenario.

BIBLIOGRAPHY •

STEPHEN ROBBINS, ORGANIZATIONAL BEHAVIOUR, PEARSON EDUCATION

•

MOORHEAD/GRIFFIN , MANAGING PEOPLE AND ORGANIZATION, MAC MILLIAN PUBLISHING HOUSE

•

FRED LUTHANS, ORGANISATIONAL BEHAVIOUR, TATA MC-GRAW HILL

INTERNET•

www.google.com

•

www.altavista.com

•

www.hr-guide.com

•

www.shrm.org/hrmagazine

Table of Contents 1.

2.

3.

Introduction 1.1

Organisation chart

1.2

Company profile

1.3

Mission, Vision, Values

1.4

Background

1.5

Apollo International Ltd - The Organization

1.6

Awards

1.7

Major Business

1.8

Market Profile

1.9

International Offices

1.10

Careers

1.11

Future

Objective of the study 2.1

Methodology of the study

2.2

Scope of the study

2.3

Managerial usefulness of the study

2.4

Limitations of the study

Conceptual Discussion 3.1

Organizational climate

3.2

Measuring organizational climate

3.3

Selecting a survey

3.4

Benefits

3.5

Organizational climate –defined

3.6

Components of effective organizational climate

4.

3.7

Organizational Vital Signs-

3.8

A leading indicator of satisfaction measuring of employees

3.9

Organizational Climate-Employee Satisfaction Survey

Existing activities 4.1

Roles in an organisation

4.2

Divisional Concept and Corporate Functional Expertise

4.3

Key Business Process Orientation

4.4

Designations & Positions in the Organisational Hierarchy

4.5

Up-gradation, Reward and Promotion

4.6

Appraisal System

4.7

Career Planning and Competence Development

4.8

Welfare

4.9

Performance Criteria – For Appraisal

5.

Data analysis

6.

Findings and Recommendations

7.

Biblography

8.

Annexure

Grouping

Questi on No

1 2 My Role 3 4 5 6 7 Objectives and Goals 8 9 10 11 12 Leadership 13 14 15 16 17 Organizational 18 polices 19 20 21 22 Work Environment

23 24 25 26

Performance Management

27 28 29 30

Question My responsibilities, goals and objectives are clear and agreed upon I am clear about my reporting I find my work challenging My job impacts the overall objectives of our organization My job makes good use of my skills and abilities Organization has fixed realistic goals for itself Organization has fixed realistic goals for me My objectives and goals are clear and agreed upon My goals are time bond Organizational leadership has clear vision of the future Organization follows transparent style of leadership Organizational leadership encourages empowerment to its employees Immediate manger is open for suggestions and ideas Immediate manager helps me in personal development Immediate manger provides me with routine feedback and guidance Immediate manger is unbiased to individuals Standing orders and code of conduct are strictly adhered/followed There is absolute transparency in the organizational policies Organization has laid a clear framework for its policies My job gives me considerable independence and freedom to do my work At work my ideas and suggestions are given due importance My organization believes and follows equal treatment for all its employees . I have the tools and resources to do my job well There is unity, trust and cooperation between members The entire team work s for collective goal Team members get all the information they need from other departments My performance is monitored and reviewed on timely basis There is absolute transparency in performance management system I am provided adequate and timely feedback on my performance My management suggests me with adequate corrective action

Your Resp onse

31 32 Career Growth and 33 Opportunities 34 35 36 Work-Life Balance 37 Rewards and Recognition

Pay and Benefits

38 39 40 41 42 43 44 45

Performances are accurately accessed I have clear path for career advancement Organization gives me support for my career growth The promotion plan is transparent and clear Organization provides ample opportunities for career development My job is not strenuous I can devote equal time to work and life My management provides variety of rewards to reinforce exceptional performances My management rewards and recognizes the effort that I have put in Efforts are rewarded and recognized on a timely basis I am happy with the reward given for my effort I am satisfied with the remuneration given to me for the work I do Organization provides adequate health/compensation benefits I am provided with adequate vacations and earned leaves Organization provides adequate fringe benefits

COMPANY PROFILE

APOLLO GROUP

APOLLO TYRES

APOLLO INTERNATIONAL

TYRES DIVISION

TRADING DIVISION

LOTTERY DIVISION

LEATHER DIVISION

MISSION To create a profitable turnover of Rs.1000 Crore, by the year 2005, in AIL and Associate companies in the following businesses within India and Abroad -

Tyres

-

Pharmaceuticals/Chemicals

-

Leather

-

Lottery Business

-

International Trading

VISION Spearheading Growth and Diversification

VALUES

AIL shares and promotes: - Truth and Humility. - Work is Worship style of working. - Commitment to Responsibility.

BACKGROUND OF THE COMPANY Backed by three decades of excellence, Group Apollo is a significant global player with a turnover of over 2700 crores / USD 625 million. A professionally managed group, it comprises of two main companies:

APOLLO TYRES LIMITED (www.apollotyres.com)

An established market leader in the tyre manufacturing industry, Apollo Tyres Limited has grown to become one of India's most well known manufacturers of tyres since inception in 1972. Backed by a vast network of 5000 dealers across India, Apollo Tyres Limited is the fastest growing name in tyres today. The first ISO 9001 certified company; it entered into a joint venture with another world leader Michelin Tyres in November 2003, symbolic of its aim of becoming a total tyre company catering to the world market.

Apollo Tyres Ltd. is the flagship company of the Group and it is one of the largest manufacturers of tyres in India. The group was founded in 1947 and has interest in

various fields like Hi-Fashion Leather Garments Exports, On-line Lottery etc, apart from Tyres.

APOLLO INTERNATIONAL LIMITED Set up in 1994 with the aim of leading the diversification forays of Group Apollo into new, emerging business opportunities, Apollo International Limited acts as a gateway for all international operations of the Group namely, product exports, services exports and knowledge management.

Today Apollo International Limited has earned for itself an enviable reputation in the global arena through its forays into international tyre trading with Tyre Tech Global, International Trading with its International Business Division, the manufacture and export of leather garments and accessories with Tag Fashions, and more recently in the domestic Indian entertainment business with lotteries through its wholly owned subsidiary Encorp E-Service Limited.

AIL AT GLANCE

Apollo International Limited was set up in 1994 to lead the diversification forays of Group Apollo into new business opportunities worldwide. As a global player, the company exports tyres and a diverse range of products and services.

The leather division manufactures and exports apparel and accessories to the leading fashion brands of the world. In India, Apollo International Limited has also successfully made inroads in the entertainment industry with lotteries through a wholly owned subsidiary.

PROFILE: The International Business Division of Apollo International Limited is engaged in:

•

Exporting a diverse range of products and equipment. These include

Industrial raw material, Capital goods & supplies, Construction equipment & material, Electrical power equipment, Defense supplies, Educational supplies, Agricultural supplies, Medical supplies, Automobiles & automotive parts etc.

•

Undertaking projects and providing services.

•

With a wide network of more than 1200 internationally acclaimed associate

manufacturing companies worldwide, the International Business Division is in a position to supply products, equipments and provide services of highest

Recognized as a global player synonymous with quality and reliability Apollo International Limited has made a name for itself as a truly dynamic and diversified player across the globe. Representing a wide range of business interests, the company comprises of:

AWARDS Apollo International Limited has received a number of awards from the Government of India and other institutions for excellence in exports.

SOME OF THE KEY AWARDS INCLUDE:

• State Award for Export Excellence (1999-00) The Govt. of National Capital Territory of Delhi

• State Award for Export Excellence (1998-99) The Govt. of National Capital Territory of Delhi

• Certificate of Export Recognition (1998-99) Special Award for Automobile Tyres & Tubes Group by CAPEXIL

• Certificate of Export Recognition (1997-98) Top Award for Automobile Tyres & Tubes Sector by CAPEXIL

• Highest Export Award (1996-97) All India Rubber Industries Association

• Certificate of Export Recognition (1996-97) Highest Award for Non- mineral Sector by CAPEXIL

• Certificate of Export Recognition (1995-96) Highest Award for Non- mineral Sector by CAPEXIL

The key areas of operation include: • Chemicals • Defense Supplies • Textiles • Medical Supplies • Electrical Supplies • Capital Goods & Supplies • Educational Supplies • Agricultural Supplies Construction Material TYRES DIVISION

• Marketing of apollo & ornet brand

of tyres & batteries in the international markets.

• Marketing of python & kingstar brand of tyres from china in the international market.

• Tyre and related products exports approx us$ 37 million

• Dealer network spread over 50 countries in all continents

BIAS TYRES TRUCK LCV OTR FARM

-

FROM 7.50” – 20” TO 12.00” – 24” FROM 6.00” – 14” TO 8.25” – 16” FROM 13.00” – 24” TO 17.50” – 25” ROM 12.40” – 28” TO 18.40” – 30”

PASSENGER CAR RADIAL TYRES -

500-12, 560-13 175/80/R 13 RADIAL TYRES

PCR LCV

12” TO 15” WITH 80, 75, 70 & 65 ASPECT RATIO 15” TO 16”

-

TAG FASHION

• Leading hi-fashion leather garments manufacturer and exporter (manufacturing facility is in Noida) • Leather garment exports (approx us$ 12 million) • Selling primarily to chains like: Gordon & Ferguson (Nicole miller & Kenneth Cole), USA Donna Karen, USA David Conrad, UK Nordstrom, USA Nieman Marcus, USA Debenhams, UK Peek & Cloppenburg, Germany Redskins, France Mauritius Germany

INTERNATIONAL TRADING DIVISION

• Leading international trading company with interest in education,

agriculture, electricity, construction, machinery, projects, defence, medical, textiles and general merchants

• With over 1200 clients and associate manufacturers spread across the world.

MARKET PROFILE The major players in the organized tyre segment consist of MRF, Apollo Tyres, Ceat and JK Industries, which account for 63 per cent of the organized tyre market. The other key players include Modi Rubber, Kesoram Industries and Goodyear India, with 11 per cent, 7 per cent and 6 per sent share respectively. Other names in the industry are : Dunlop Falcon Tyre Corporation of India Limited (TCIL) TVS-Srichakra Metro Tyres Balkrishna Tyres

INTERNATIONAL OFFICES -

Dubai

-

China

-

Canada

-

Hong Kong

SALES OF CHINESE TYRES MIDDLE EAST

-

20 FCL / MONTH

AFRICA

-

20 FCL / MONTH

SOUTH AMERICA

-

5 FCL / MONTH

ASIA

-

15 FCL / MONTH

USA

-

10 FCL / MONTH

(FCL = Full Container Load) A M O U N TINM ILLIO NU S$ 54.00 41.30

44.87

46.50

99-00

00-01

01-02

34.98

98-99

Y E A R S

02-03

CAREERS

At Apollo International Limited, we provide plentiful opportunities for growth, development and career progression in an open and transparent environment that encourages learning and initiative. HR

Practices

are

continuously

benchmarked

for

recruiting,

training,

compensation and work satisfaction. We offer flexi-employee plans, which enable all our employees to choose their own compensation packages and flexi-timings. We have effective employee performance recognition practices, which is a distinctive feature of our progressive HR policies. We encourage employee initiative and participation in the decision making process. To imbibe a spirit of bettering oneself and keeping the challenge alive, for the right talent, we offer opportunities for job rotation within our several units and varied operations. This leads to the development of cross- functional skills and therefore job enrichment. Regular training and upgrades are offered to bring out the best latent talent and potential of all our employees. All employees at Apollo International Limited are partners in progress and working together ensures that we work hard and party hard.

FUTURE Diversify into new businesses -

• Tyre re-treading plant. • Tyre manufacturing machinery. • Logistics & Financial services .

Explore the potential of the Russian tyre market.

China • Capitalizing on the country's immense potential as a manufacturing base. • Diversifying into new related products such as new sizes in tyres and variety of end uses from the perspective of China as the end market.

• Expansion of existing capacities through acquisition of tyre plants in China.

• Building an extensive marketing network all over China for tyre supply.

OBJECTIVE OF MY STUDY •

The primary objective of this research was to investigate the relationships between some characteristics of climate and employee satisfaction in AIL.

•

To develop the HR practices for the employees in AIL.

•

To study the organizational climate prevailing in Apollo International Ltd.

•

To analyze the factors which affect the employee satisfaction.

•

To correlate the factors of climate and satisfaction and to draw conclusions on the same.

•

To give recommendations for making improvements in the organizational climate.

SCOPE OF THE STUDY: My study covered the employees of the following departments who were working at the

managerial level: •

Marketing

•

IBD-international business division

•

Finance

•

Lottery department

•

Leather department-in Noida

MANAGERIAL USEFULLNESS OF THE STUDY: The organizational climate or work environment is key to corporate success since it determines the attitudes and behavior of workers. Therefore, corporations and institutions need to count on periodic measurement mechanisms of their organizational climate. •

The study helped in analyzing the employee satisfaction level in the organization.

•

It helped to analyze the loopholes prevailing in the organization and also helped in

decreasing the turnover rate. •

The present study found a positive relationship between organizational climate and

employee satisfaction, as if the climate of any organization is found unable to create a satisfactory atmosphere for its employees it may lead to decline in the loyalty and satisfaction of the very important assets of any organization, i.e.; the employees.

LIMITATIONS OF THE STUDY: 1)

I started with a target of developing a questionnaire, which can be considered suitable for an IQ level of any employee at managerial level and higher level too. But subsequently I was not able to meet this objective, because of two reasons: •

Some of the people I consulted assured me that the Organization has its

branch in various parts of country as well as out of country too; hence I have to restrict my study to only to the corporate office, which is in gurgaon. •

The second issue was to avoid ambiguity – but as organizational climate

and employee satisfaction are yet correlated to each other in a broader parlance, hence it was hard to avoid questions that were same, but had

different relevance concerning their particular parameters. 2) The Questionnaire uses a type of forced choice methodology because it does not allow the respondent the comfort of identifying a middle level neither satisfied nor satisfied response. 3) Some of the respondents though may use the option of giving ‘don’t know / can’t say” for question in their discomfort zone.

4) It was however felt that all the items of the questionnaire were not very clear to the respondents. Therefore the questionnaire had to be explained to the respondents before the time of filing of the responses; before they started to fill in their responses they were mailed a letter depicting the necessity and importance of the survey to be conducted. 5) Since all the questions were closed ended, respondents found it difficult to rate each parameter on just 4 points.

METHODOLOGY: As being a corporate office all the employees are at managerial level and hence have adequate workspace, tools and resources to do their jobs properly. Hence, it was agreed upon to mail the questionnaire to all the employees on their individual mail id's of AIL. The respondents were appraised with the steps, being taken to ensure complete confidentiality and preserving the identity of the respondents – viz. the secret ballot approach. All the difficult words in the questionnaire and important aspects of the covering letter were explained to the respondents they were also repeatedly told to ask for

clarifications, if any.

SAMPLING DESIGN Universe:

AIL

Sampling unit:

79 Employees in Apollo International Ltd. And TAG Fashion

Sample size:

30 employees

SAMPLING PROCEDURE Simple Random Sampling

Stratified Sampling DATA COLLECTION Sources of data:

1)

Primary Data which included the input received from directly the employees through questionnaire and personal interview

2)

Secondary data from the HR manual, policy manuals, books, Literature Survey and research paper and Internet etc.

Method of Collecting data:

1) Collating data through questionnaire prepared (Schedule) & Interview method

2)

Mailing the questionnaire to all the employees

STATISTICAL TOOL USED The data was shown with the help of bar diagrams

Organizational Climate Litwin and Stringer define organizational climate as 'a set of measurable properties of the work environment, perceived directly or indirectly by people who live and work in this environment and assumed to influence their motivation and behaviour'. Traditionally, organizational climate alms to capture a snapshot of an organization at one point in time. Organizational climate research has had a long and active history, with much of its foundation drawn from psychology. Because of space constraints and the availability of excellent articles which review the extensive history of the organizational climate literature, we will only briefly review the organizational climate literature here. Organizational climate is largely based on Lewinian field theory, which is a result of Lewin's work on experimentally-created social climates This work was advanced by several early key studies including Litwin and Stringer and Tagiuri and Litwin. Litwi n and Stringer investigated how organizational climate affects individual motivation. They also suggested that organizational climate was comprised of nine dimensions: structure, responsibility, reward, risk, warmth, support, standards, conflict, and identity. Taguiri and Litwin's book was comprised of a series of essays that treated climate in ways ranging from a subjective interpretation of organizational characteristics to an objective set of organizational characteristics. Other early studies were aimed at identifying the dimensions comprising organizational climate

After the 1960s and early 1970s, the focus of the organizational climate field became more clearly defined. More recently, organizational climate researchers have begun to consider how organizational climates develop. Three schools of thought have developed: the subjectivist, objectivist, and interactionalist

perspectives. Probably the most

troubling issue that the organizational climate literature continues to face is defining the appropriate dimensions that comprise organizational climate. Organizational climate is a fairly general term which refers to a class of dimensions which can be critiqued for being too diverse . In addition, the multidimensional nature of organizational climate makes it more difficult to define sharp borders. Organizational climate scholars have responded by making empirical and theoretical arguments to distinguish organizational climate from various other const ructs, such as structure and individual satisfaction. While these and other efforts have been helpful, some fuzziness around the borders and differentiation of the organizational climate construct still remains. Research on organizational climate has continued more recently, including Joyce and Slocum's study of person and organizational fit, Joyce and Slocum's investigation of the extent to which organization members agree about their organizational climate, Glick's discussion of the difficulties of measuring organizational climate, Denison's investigation of the relationship between organizational climate and performance, and Koyes and DeCotis's work on measuring organizational climate. Even more recently, Denison has investigated the difference between organizational culture and organizational climate, and Griffin and Mathieu have looked at how perceptions of organizational climate vary with the hierarchical level in an organization. Anderson and West contributed to the literature by exploring the link between organizational climate and innovation.

Measuring Organizational Climate At its most basic level, organizational climate refers to employee perceptions of their work environment. Generally, these perceptions are descriptively based rather than value based. For example, the phrase, "I have more work to do than I can possibly finish" is a description of a person’s workload, while the phrase "I like my job" is a positive evaluation of one’s job. Thus, organizational climate is more than simply a summary of employee likes and dislikes. The assessment of organizational climate typically occurs via an off-the-shelf or customized survey containing questions about he work environment. Although administration procedures used when conducting a survey can vary, ideally employees are asked to report to a designated work site at a scheduled time to complete the survey, and employee participation is voluntary.

Selecting A Survey Once a decision is made to conduct an organizational survey, it can be difficult to identify the "right" survey to use. Although not a comprehensive list, the following factors may be helpful in reducing the number of survey choices: •

Determine the scope of information included in the survey. As might be imagined, there are a large number of organizational climate areas that exist. Recent research has identified more than 460 different types of work environment characteristics that have been measured. Many of these characteristics can be classified into the following major areas: job, role, leader, organization and work group. In many

companies there are particular areas where employee feedback would be useful. For example, a company concerned about the impact of recent managerial downsizing may want to ensure that leadership/supervisory components are included in the survey. •

Make sure the number of climate areas included is kept to a manageable level. Not only will including too many areas on the survey increase the time and effort needed to administer the survey, but it also can make the interpretation process more difficult. On a related issue, many users of organizational surveys find it useful to add a few customized items to the survey. Although adding items does not always add to the scientific value of a survey, it can go a long way in generating support from the company’s management team.

It can be extremely helpful to choose a survey that offers some flexibility in its administration capabilities. For example, some companies may require the ability to administer the assessment using a paper-and-pencil format, while others may prefer an intranet format. Factors such as employee demographics can be important, also. Some companies may require both an English and Spanish version of the survey to accommodate all of their employees. Finally, identify some general pieces of information you would like to see in a report once the survey responses have been analyzed. For example, some companies may have an interest in only reviewing the average levels of item responses within the company, while others may want to see how the company scored compared to other companies throughout the nation.

In addition, some companies may want to have results broken down department-bydepartment or item-by-item while others may want one set of analyses based on the entire set of employee responses. In any event, the publisher/director of an organizational survey should assist a company in selecting an instrument that will meet their specific reporting needs.

Benefits Companies that conduct organizational climate surveys may experience one or more of the following benefits:

•

Employee involvement- By administering an organizational survey, employees are given an opportunity to be involved in the company at a different level than is typically defined in their job descriptions. Research has shown that employees who are more involved in the company also may be more satisfied with their job, miss fewer days of work, stay with a company longer, and perform better on the job.

•

Positive work outcomes- In the last 30 years, a significant amount of evidence has been accumulated documenting the importance of the work environment in relation to organizational performance. In general, research has shown that factors in the work environment are related to outcomes such as employee motivation, job satisfaction, intentions to quit, job performance and even organizational productivity. In addition, an emerging area of research has indicated that organizational climate can influence customer perceptions of the quality of goods or services delivered by a company.

•

Communication forum- In many companies it can be very difficult to communicate with the majority of employees. Recent trends such as organizational

restructuring and/or merging of companies has resulted in "flat" organizational responsibility charts, which increases the number of employees for which each manager is accountable. As a result, some managers only have limited amounts of time to talk to employees about day-to-day activities. Conversations regarding an employee’s work environment can fall to the wayside, and in some instances, never take place. Organizational surveys that occur on a scheduled basis (e.g., annually, biannually, etc.) can be a more efficient way for managers to gather important information.

•

Industry comparisons- Organizations often look to other companies when determining organizational policies and procedures. It is quite common for companies to "explore the market" or conduct benchmark studies when considering issues such as new product development, salary or employee benefit policies, marketing strategies, etc. A common question is "How do we compare to others?" One advantage of conducting an organizational survey is that it can provide an opportunity to compare the company’s work environment to that of other companies. Many surveys offer a national normative database that can be used to facilitate comparisons across a variety of conditions and industries.

•

Proactive management- Administering organizational climate surveys allows managers to be much more proactive in managing their employees and work environments. When used on a scheduled basis, organizational surveys can help pinpoint problem areas within the work environment before they grow into a crisis needing immediate attention. Problems that require a reactive posture interrupt the normal workflow, and typically cause delays in providing products or services to customers.

Tips For Creating An Effective Organizational Climate-

•

Listen to the entire organization with ease.

•

Collect perceptions in real-time.

•

Reduce organizational bias.

•

Validate the questions and thus improve the results.

•

Facilitate candid and open feedback from employees who respond anonymously.

•

Identifying areas of inefficiency or performance gaps. Identify root causes for poor productivity (such as poor communication or poor

•

process efficiency). Reduce transition time during changes in the organization (such as reorganization,

•

relocation, a change in ownership, new products/services, or rapid growth). •

Inform leaders with the information needed to make the best decisions.

•

Give employees an organized voice to assist leaders in taking actions.

•

Gain a fresh perspective of the organization.

•

Facilitate, track and execute informed action steps in one system.

•

Increase productivity.

What Do You Mean By Organization 1

a.

The act or process of organizing.

b.

The state or manner of being organized: a high degree of organization.

2.

Something that has been organized or made into an ordered whole.

3.

Something made up of elements with varied functions that contribute to the whole and to collective functions; an organism.

4.

A group of persons organized for a particular purpose; an association: a benevolent organization

5.

a. A structure through which individuals cooperate systematically to conduct business. b.

The administrative personnel of such a structure.

An organization is a formal group of people with one or more shared goals. According to management science, most human organizations fall roughly into five types: •

Pyramids or hierarchies

•

Committees or juries

•

Matrix organizations

•

Ecologies

•

Composite organizations

Pyramids or Hierarchies A hierarchy exemplifies an arrangement with a leader who leads leaders. This is the classic bureaucracy. Usually one "rises" by seniority, or by acquiring authority over more people. Pyramids are an effective way to achieve repeatable results because they have the shortest path from the standard-setter to the worker. They suffer from communication and supervisory faults because the organization is only as good as its weakest link. They lack creativity because they have poor communications.

Committees or Juries These consist of a group of peers who decide as a group, perhaps by voting. The difference between a jury and a committee is that the members of the committee are usually assigned to perform or lead further actions after the group comes to a decision, whereas members of a jury come to a decision. In common law countries legal juries render decisions of guilt, liability and quantify damages, juries are also used in athletic contests, book awards and similar activities. Sometimes a selection committee functions

like a jury. In the middle ages juries in continental Europe were used to determine the law according to consensus amongst local notables

Committees are often the most reliable way to make decisions. Condorcet's jury theorem proved that if the average member votes better than a roll of dice, then adding more members increases the number of majorities that can come to a correct vote (however correctness is defined). The problem is that if the average member is worse than a roll of dice, the committee's decisions grow worse, not better! Staffing is crucial.

Staff Organization or Cross-functional Team A staff helps an expert get all his work done. To this end, a "chief of staff" decides whether an assignment is routine or not. If it's routine, he assigns it to a staff member, who is a sort of junior expert. The chief of staff schedules the routine problems, and checks that they are completed. If a problem is not routine, the chief of staff notices. He passes it to the expert, who solves the problem, and educates the staff -- converting the problem into a routine problem. Staffs make decisions quickly, and carry out assignments efficiently, though less reliably than committees or matrices. For this reason businesses often prefer to use this method. Staffs break down easily, usually from bad selection of people

Matrix Organization On the face of it, this is the perfect organisation. One hierarchy is "functional" and assures that each type of expert in the organization is well trained, and measured by a boss who is super-expert in the same field. The other direction is "executive" and tries to get projects completed using the experts. Matrices are the only known organizations that can consistently create complex technical products like airplanes and engines. The problem is that going through channels takes too long. Getting approval to actually do anything often needs the approval of each type of expert, and both of each expert's bosses! The trick is to speed approvals: make approval everybody's number one job, and simplify sign-offs.

Ecologies This organization has intense competition. Bad parts of the organization starve. Good ones get more work. Everybody is paid for what they actually do, and runs a tiny business that has to show a profit, or they get canned. For example: upper managers invest, and if they make bad investments, there's no profit. Engineers rent their designs out to manufacturing. Facilities people rent space, etc. This is a really effective organization. But it's wasteful because all those dead pieces of organization have valuable training, and are very hard to recycle. They're bitter, and they will stop taking it after a while. Reorganization follows. This may reflect a rather one-sided view of what goes on in ecology. It is also the case that a natural ecosystem has a natural border - ecoregions do not in general compete with one another in any way, but are very autonomous.

Composite Organizations These try to use each of the above types of organization in the right places. Very occasionally, a true organizational genius can make this work, for a while. Don't bet on it in the long term. Success outgrows the ability of the genius. There just get to be too many special cases.

"Chaordic" Organizations An emerging model of organizing human endeavors, based on a blending of chaos and order (hence "chaordic"), comes out of the work of Dee Hock and the creation of the VISA financial network. Blending democracy, complex system, consensus decision making, co-operation and competition, the chaordic approach attempts to encourage organizations to evolve from the increasingly nonviable hierarchical, command-andcontrol models.

Climate The prevailing psychological state

Organizational climate Organizational climate refers to a set of measurable properties of the work environment, that are perceived by the people who live and work in it, and that influence their motivation and behavior. Climate characteristics that have been determined to significantly impact a company’s bottom line are: flexibility, responsibility, standards, rewards, clarity and team commitment.

CONTENTS OF ORGANIZATIONAL CLIMATE 1.

Responsibility:

The extent to which individuals feel accountable for their

own job performance.

Job clarity: The extent to which individuals understand what the organization expects of them

Job commitment: The extent to which individuals are willing to do whatever is necessary to get the job done.

2.

Assimilation:

The extent to which individuals feel the organization treats

them as integral parts of the organization.

Organizational clarity: The extent to which individuals understand the organization and how they fit into it

Organizational commitment: the extent to which individuals feel loyal to the organization

3.

Efficiency: the extent to which the organization accomplishes work in an orderly and timely manner

Practices: the extent to which systems and procedures facilitate effective job performance

Operational support: the extent to which the organization accomplishes work without unnecessary effort and distractions.

4.

Excellence: the extent to which individuals are committed to producing quality work

Standards: the extent to which the organization clearly defines and emphasizes superior job performance

Challenge: the extent to which individuals have to expand their abilities to obtain work objectives

5.

Innovation: the extent to which the organization is committed to maintaining state-of-the are technology and expertise.

Change management: the extent to which changes within the organization are beneficial and occur effectively.

Progress: the extent to which the introduction of new ideas or equipment improves productivity.

6.

Recognition: the extent to which individuals feel that they make important contributions that the organization values

Reinforcement: the extent to which the organization appropriately rewards exemplary job performance

Esteem: the extent to which individuals feel successful in their jobs 1. Team Spirit: the extent to which individuals feel that the people with whom they work support them personally and professionally

Cooperation: the extent to which individuals work with and help one another to achieve common goals.

Interpersonal relationships: the extent to which mutual good feeling exist between individuals who work together.

Organizational Vital Signs-a leading indicator of satisfaction measuring of employees

Organizational Vital Signs: •

identifies the readiness for, commitment for, and skills for change;

•

identifies the values, emotional competencies, and behaviors needed for success;

•

alerts managers to needs and opportunities for training, communication, and development;

•

helps build strategies for sustainable growth;

•

is scalable, measurable, and practical.

Organizational Climate-Employee Satisfaction Survey The Organizational Climate Assessment is a powerful instrument, especially when provided organization-wide with specific departmental demographic separation and analysis. Each category has been designed to assess one of the key categories, which affect employee performance. This assessment should be administered anonymously company wide, broken out by departments of 6 or more people to protect the identities of respondents. Every precaution should be taken to insure confidentiality in order that respondents will feel comfortable sharing their true opinions and perspectives The objective of performing an employee climate assessment is to identify the key areas which are hindering production, reducing effectiveness and which might generate unexpected costs in the near future. The idea and approach is for the organization not to simply perform an academic exercise, simply because they ‘do it at this time every year’, but to critically examine themselves to see where the company and it’s employees might be finely tuned to generate higher levels of performance. Once identified, opportunities to strengthen existing approaches, which are working well, as well as select appropriate interventions for addressing the weakest areas, should be aggressively pursued for the maximum benefit of everyone. This assessment is designed with the following assumptions in mind:

Fundamental care of the employee as an asset Organizations are successful because of the quality of work employees perform. When employees are cared for, and the right environment is created where there are no barriers to performance, their true value to the organization can be fully realized.

Respect for the dignity of the employee and the sensitivities of human beings Humans have fundamental needs for safety and security, affiliation and acceptance, involvement as well as self-actualization. The extent to which these and other human needs are fulfilled lead to higher levels of commitment, initiative and performance. Organizations, who include an emphasis on fulfilling the needs of their employees to some extent, will enjoy a more productive and stable workforce.

Full understanding of the realities of business This assessment is written with full realization of the realities of business, and not an unrealistic utopian view of an idealized work environment. The factors emphasized and measured in this assessment are the important levers to optimizing employee workplace performance, not just creating an environment where everyone feels better.

Embracing optimization and improvement An irrefutable trend in business today, continuous improvement and increasing levels of efficiency are a way of life, and these factors are given appropriate emphasis in this assessment because they represent an ever present dynamic with which every employee must deal.

Keys to motivation and commitment Rather than only identifying potential problem areas to be avoided, this assessment focuses on areas where human behavior can be leveraged more positively to create employees with higher levels of motivation and commitment.

Activities At Ail The Values define the universal principles the Organisation intends to follow. To relate the Values agreed upon, to day-to-day working, and transact business, it is essential to define how various situations, as listed below, will be handled by each member and the Organisation: Honour Commitment and Accept Responsibility Repeated Failure Criticism Role Clarity and Accountability Adherence to Hierarchy Providing Feedback Scheduled Meetings Counselling and Grievance Handling

Such a definition generated by the members is known as the Code of Conduct (COC). It is also essential to define how the COC will be monitored.

Roles in an organisation Although, all the roles, as mentioned below, in a progressive organisation perform the Maintenance, Improvement, Innovation and Organisational Development activities, the scope / degree varies.

Leader

Shows direction and steers the organisation / department / section to

Innovators

achieve desired goals The Innovators are normally the Functional Heads, who also have significant role as Managers. The role of innovator is a new concept, where very few creative people are retained by the organisation. Their basic purpose is to come up with innovative ideas in any field of the organisation operation and to ensure that, the organisation never relents in its pursuit of excellence, even in

Manager

situations where they might appear to have reached the ultimate. Acts as a co-ordinator between the Innovator and the executor. The

Executors Note:

manager is also the policy pusher. Execute the Plan It should be noted that each role demands all the attributes of all the roles, but the degree of the composition varies, which is adequately reflected in the chart below

ORGANISATIONAL DEVELOPMENT INNOVATION

Innovator Manager

IMPROVEMENT

Executive

MAINTENANCE A conscious effort therefore is demanded on the part of the leaders to ensure that all the members recognise this trend and work towards it.

Divisional Concept and Corporate Functional Expertise Having recognised the different roles, AIL believes that small Divisional concepts, specialising in specific core competencies are the ideal solution. Simultaneously, to take advantage of the scale of volume, functional expertise at the Corporate level is recommended. This will by no means limit the autonomy of each Divisional Unit. The latter shall take full advantage of the central expertise to realise the organisation's vision. Span of Control In the Managerial role, one factor, which needs to be considered, is the span of control. The span of control defines the number of members reporting to a superior. As the organisation matures the span of control keeps on increasing, depending on members reporting and functional diversity.

Span of Control Medium

Least

Low

Highest

Medium

Low

High

Functional Diversity

High

Level of Reporting Member

The Span of Control would however reduce in the case where the superior is also responsible for part of the direct execution.

Key Business Process Orientation The specific role of each member, should be a natural outcome of the Key Business Process requirement. Members should be aware of their specific contribution, depending on their functional expertise, as per the demands of the end result of the process. This would imply that the emphasis has to change from functional effectiveness to Process effectiveness. The internal or external customer becomes the deciding authority to evaluate the effectiveness of the process team, while the process owner and the team member themselves can only evaluate their own, peer's, superior's and subordinate's effectiveness. The Process Owner should preferably be from the managerial group, having the maximum influence on the process, while the members selected should be different functions who influence the process

representatives of

Designations & Positions in the Organisational Hierarchy AIL has decided to develop a more meaningful policy on designations and levels in the organisational hierarchy. The true value of the individual will be determined by the selfrespect and appreciation by others that one is able to create for one ’s self in the organisation, through his / her performance and proactive behaviour.

AIL has chosen to de-link designations from level in the organisational hierarchy. The position of a person in AIL or his/ her seniority in the organisational hierarchy is not at all indicated by the designation; instead it is reflected entirely & only by the level in which he / she is placed. AIL has a total of 7 levels in the organisation. The placement of an employee in a particular level, is based on the complexity of the job content, the responsibility, level of accountability, initiative and creativity demanded by the job. The qualification and experience are also considered while determining the level. Hence, members in same or different levels can have same or different designations. Designations, on the other hand, are primarily are primarily meant for use with the external world, or to satisfy the perceptive needs of the job

Up-gradation, Reward and Promotion The advantages of a flat organisation have been well established. This, however, at a certain stage of evolution of the organisation, starts creating frustration within members, due to a perceived lack of growth opportunity in terms of designation and status. To overcome this possible and apparent shortcoming, many organisations have created separate designations within the four distinct roles and with it, allied remuneration and perks. Instead of adopting this short term palliative, AIL has decided to develop a more open and meaningful policy on designations and levels in the organisational hierarchy.

The

underlying principle is that individual shall derive appreciation of one’s own worth based on his / her own mission, values, principles and conscience The above situation does not prevent one from providing additional contribution to the organisation.

In fact depending on one’s competence and initiative, superiors shall

consciously strive to enrich and enlarge the scope of activity of their subordinates. Such job enrichment, when evaluated periodically through the professional Job Evaluation technique, will qualify a member to be upgraded and be entitled to higher remuneration and perks. Superior performances in one's own job will qualify an individual for a reward only for that year. This would be a natural outcome of the periodic and annual appraisal system. Promotion to a different role will, however, happen only when the individual demonstrates his/ her readiness to take over a higher responsibility.

Appraisal System The basic purpose of the appraisal system is to enable the individual to introspect as to what extent he/she has realised his / her objectives, and therefore take necessary measures not only to achieve the objectives, but also to surpass them. In this process, the individual is able to continuously bring out the best in himself / herself, which can otherwise remain dormant. A Job Description, with clear definition of parameters for evaluating the effectiveness of the jobholder, allows the individual to evaluate oneself, based on factual data. Unfortunately, the concept has two inherent drawbacks: a)

The measurable parameters of evaluating effectiveness, at times

may not reflect the true value of the individual effectiveness. b)

We, as individuals, tend to justify our failure, and in the process

loose the opportunity to improve our competence and character. The latter is one element, which is difficult to define in the key parameters of effectiveness. Therefore, to evaluate one’s own effectiveness and thus to create one’s own selfimprovement plan, the basic responsibility has to be that of the individual. However our habits, may not have taught us the discipline to self introspect.

Hence, in an

organisation, the superior's prime responsibility in an appraisal system is to inculcate the discipline of periodic self-introspection in his / her subordinates.

In the process of self-introspection, the individual can make an assessment of his / her development through the aid of -

Self

-

Superior

-

Subordinate

-

Peers

AIL will adopt the concept of 360o appraisal, in totality by the year 2000. During 199899, the 360o appraisal will be done for senior members only, to get the feedback of superiors, peers and subordinates, and initiate action for their self-improvement. The above concept demands that the members giving the feedback should be objective and honest. The individual should take the feedback in a constructive manner, and has the full right to ask for factual qualification on specific feedback. This aspect puts an additional responsibility on the other members, which they have to consciously and sincerely fulfil. The superior in this respect has a major responsibility. His / her role demands that he / she observes his / her subordinate in various respects, to name a few -

His / her attitude with others

-

His / her listening and communication capability

-

His / her analytical / conceptual skills and creativity

-

His / her ownership level

-

His / her efficiency and skills

The incidents/facts that help the superior in assessing the subordinates character and competence, shall be recorded and shared openly during the counseling / appraisal sessions.

Career Planning and Competence Development The conventional process of career planning includes: a.

The organisational growth plan of Manpower requirement at different

levels, keeping the business growth in view. b.

Assessing the present competence and aspiration of the existing members.

c.

Matching the career opportunities (a) with the potential (b)

d.

Developing suitable competence development plan for individual matches

and monitoring the same. This would allow the organisation to meet its quality manpower need in the coming years, as projected in (a) This process definitely fulfils the need of the organisation as well as individual. However, in reality such an approach has two major drawbacks: a.

The effort required to do justice to the said process is immense and

organisations despite the best intentions usually do not succeed in doing so. b.

The process has an inherent drawback due to the changing nature of the

long-term business plan. Rapidly changing business environment has made the latter factor more prominent, and organisations have to be flexible to the extent of keeping an open mind in changing their core competency, besides short term tactics/ action plans, if and when required.

This scenario demands a different approach to “Career Planning”. First the purpose of Career Planning should be understood. This purpose can be articulated as under; “The purpose of Career Planning is to develop each individual’s potential to its maximum level, as also to match the present and emerging organisations needs” This purpose would automatically allow the members to grow and acquire positions of higher responsibility. To fulfil this purpose, the career plan, which is almost non-existent in most companies today, is an agreed document between the organisation, the concerned superior and the individual. It will enlist the different actions to be taken by all three in realising the individual's as also the organisation's growth aspirations. This, therefore, will be the natural outcome of the Appraisal system. The superiors’ attitude should be such that he / she should develop his / her subordinate to become more capable than himself. The above attitude may appear to be a threat for the superior. However, in reality, the courage and consideration demanded from the superior to achieve this will be enhanced in the process to such an extent, that he / she himself will become more competent and sought after individual to take on more challenging assignments. The consolidated effort on the part of the organisation, superior and the individual, in realising the Career Plan, which is the outcome of the appraisal system, could be crystallised in the Competence Development Plan for each individual of the organisation.

Welfare The salary structure will include the total cost to the company, for the employee. However, a progressive company recognises that to sustain a selfmotivated environment, she has to incur a cost for welfare of her people, which should include and consider the desires of the members. Such expenses could include: - Special Awards - Incentive for higher education of self - Support for children’s education - Group insurance The list can be expanded, but the important aspect for all members is to realise that they should be judicious in demanding and also take responsibility of the allocated cost out of the total welfare budget. All Divisional Chiefs are expected to send, in January each year, their suggestions for such Welfare Schemes to be adopted. After deliberations by SMC, schemes to be adopted can be identified and costs thereof, duly included in the Budgets.

ORGANISATION HIERARCHY ROLES LEADER INNOVATOR

MANAGER

EXECUTOR PERFORMANCE CRITERIA –

LEVELS I

DESIGNATION PRESIDENT /

II

PRESIDENT DIVISIONAL CHIEF

III

HEAD / DIV. CHIEF

IV V

MANAGER / HEAD GR. LEADER

VI

MANAGER

VII

MANAGER / A M EXECUTIVE / A M

Jt.

/

FOR APPRAISAL

For the purpose of appraisals and Performance Linked Award Plan (PLAP) , employees in the company have been broadly classified into two categories ; viz. Revenue Earners and Support / Service function. Revenue earners are the employees from Marketing and Sales function, who contribute directly towards the Revenue / Profits of the Company. Departments / functions like Accounts, Finance, Operations, HR etc. are all support / service functions ; they also contribute towards the Profits oh the company, though indirectly. Appraisal will be done on a ‘‘4” point rating scale ( Excellent, Good, Satisfactory, Poor ) for all the employees. The KRAs can be classified under two heads:a) Quantitative (e.g.: sales target, monthly outstanding, etc.)

b)

Qualitative (MIS, Payment to Suppliers, Salary Preparation, Invoice

preparation, etc) Performance of any activity involves core parameters Output, Input/ Resources Deployed, Quality and Time. While defining the performance criteria, the dominant factor(s) as mentioned above, should be taken into consideration for evaluating the performance. Each KRA will be assigned a weightage and will be evaluated against the pre set performance parameters. The overall rating of ( Excellent / Good / Satisfactory / Poor ) will be awarded based on the ‘‘ overall score’’ obtained by the employee during the appraisal . Table indicating different performance ratings and score is given below :SCORE ( ≥ 100 ) (80 –99 ) (60-79) (Below 60 )

RATING Excellent Good Satisfactory Poor

Illustrative example of KRA’s are given below for different Job Functions. RULES

FOR APPRAISAL

1. All members existing & new joinees will be appraised according to the periodic schedule specified. 2. A member who has not completed six months of service as on March

31st , in a particular financial year, will not be eligible for increments.

THE ADMINISTRATIVE PROCESS 1

AND

ACCOUNTABILITY

Whenever a subordinates job has been HOD

As and

enriched significantly, and he / she is

when

ready to take additional responsibility,

required

the superior has to initiate a request 2

for Promotion / Upgradation to HRD The JE committee would then evaluate JE Committee

Annuall

the job and confirm as per the agreed

y

scheme, whether the new job qualifies 3

for upgradation In case the JE committee confirms the

Annuall

need, the Promotion or upgradation

y

will be confirmed after reviewing the past years performance and the recent Appraisal reports. The deciding authority will be as follows: For members in Level 5 to 7

All

For members in Level 2 to 4

HRD

For members in Level 1

President

HODs &

SMC Board

&

ROLE AND RESPONSIBILITY 5. My job makes good use of my skills and abilities 4. My job impacts the over all objective of our organization 3. I find my work challenging 2. I am clear about my reporting 1.My role and responsibilities are clearly agreed upon

Q05

2

Q04

2

Q03

9 7

1 0

Q02

4

11

5

7

10

15

9

0%

5

13

6

1

Q01

11

11

20%

40%

9 60%

80%

100%

Q01

Q02

Q03

Q04

Q05

9

15

7

4

5

11

10

11

13

11

Disagree

9

5

6

7

9

Strongly disagree

1

0

1

2

2

Strongly agree Agree

IN PERCENTAGE 40.00 2 35.00 30.00

1

25.00

3

20.00 15.00 10.00

4

5.00 0.00 Percentage

1

2

3

4

30.00

37.33

24.00

8.67

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my role and responsibilities, which consists of a total of 150 responses45 responses were for strongly agree on the parameter 56 responses were for agree on the parameter 36 responses were for disagree on the parameter 13 responses were for strongly disagree on the parameter Whereas, in chart b.) 30% of the sample strongly agrees that their roles and responsibilities are clear and agreed upon

37.33% of the sample agrees that their roles and responsibilities are clear and agreed upon 24% of the sample disagrees that their roles and responsibilities are not clear and agreed upon and, 8.67% % of the sample strongly disagrees that their roles and responsibilities are not clear and agreed upon

1. OBJECTIVES AND GOALS 9. My goals are time bound 8. My objectives and goals are clear and agreed upon 7. Organization has fixed realistic goals for me 6. Organization has fixed realistic goals for itself

4

Q09

2

Q08

14

9

7

10%

8

13

5

0

0%

6

6

7

Q07

Q06

5

15

8

20%

30%

40%

11

50%

60%

70%

80%

90%

Q06

Q07

Q08

Q09

S trongly agree

11

15

14

8

Agree

8

9

13

6

Disagree

7

5

6

5

S trongly disagree

0

7

2

4

100%

IN PERCENTAGE 45.00 40.00

1

35.00 30.00

2

25.00 20.00

3

15.00 4

10.00 5.00 0.00 Percentage

1

2

3

4

40.00

30.00

19.17

10.83

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my company’s objective and goals, which consists of a total of 120 responses48 responses were for strongly agree on the parameter 36 responses were for agree on the parameter 23 responses were for disagree on the parameter 13 responses were for strongly disagree on the parameter Whereas, in chart b.) 40 % of the sample strongly agrees that the company’s objective and goals are clear 30% of the sample agrees that the company’s objective and goals are clear 19.17 % of the sample disagrees that the company’s objective and goals are clear and, 10. 83 % of the sample strongly disagrees that the company’s objective and goals are clear

2. 16. Immediate manger is unbiased to individuals 15. Immediate manger provides me with routine feedback and guidance 14. Immediate manager helps me in personal development 13. Immediate manger is open for suggestions and ideas 12. Organizational leadership encourages empowerment to its employees 11. Organization follows transparent style of leadership 10. Organizational leadership has clear vision of the future a.)

Q16

12

Q15

9

Q14

7

Q13

8

Q12

14

14

0%

7

8

9

7

9

9

20%

3

7

4

7

4

6

5

8

12

Q11

9

6

11

1

Q10

8

40%

60%

2

4

80%

100%

Q10

Q11

Q12

Q13

Q14

Q15

Q16

Strongly agree

4

2

8

7

3

6

9

A gree

9

7

4

7

5

6

8

Disagree

9

9

12

8

11

14

14

Strongly disagree

4

7

1

8

7

9

12

b.) IN PERCENTAGE 40.00 3

35.00 30.00 25.00

4

2

20.00

1

15.00 10.00 5.00 0.00 Percentage

1

2

3

4

18.57

21.90

36.67

22.86

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my leadership, which consists of a total of 210 responses-

39 responses were for strongly agree on the parameter 46 responses were for agree on the parameter 77 responses were for disagree on the parameter 48 responses were for strongly disagree on the parameter

Whereas, in chart b.) 18.57% of the sample strongly agrees that the company has good leadership qualities 21.90% of the sample agrees that the company has good leadership qualities 36.67 % of the sample disagrees that the company has good leadership qualities and, 22.86% of the sample strongly disagrees that the company has good leadership qualities

3. ORGANIZATIONAL POLCIES 19. Standing orders and code of conduct are strictly adhered/followed 18. There is absolute transparency in the organizational policies 17. Organization has laid a clear framework for its policies a.)

Q19

11

Q18

3

0

Q17

0%

15

6

19

9

20%

9

8

12

40%

7

60%

80%

Q17

Q18

Q19

7

8

9

12

19

15

Disagree

9

6

1

Strongly disagree

0

3

1

Strongly agree Agree

100%

b.) IN PERCENTAGE 60.00 2

50.00 40.00 30.00

1

20.00

3

10.00 4 0.00 Percentage

1

2

3

4

26.67

51.11

17.78

4.44

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of company’s organizational policies, which consists of a total of 90 responses24 responses were for strongly agree on the parameter 46 responses were for agree on the parameter 16 responses were for disagree on the parameter 4 responses were for strongly disagree on the parameter

Whereas, in chart b.) 26.67% of the sample strongly agrees that the company has clearly laid polices 51.11% of the sample agrees that the company has clearly laid polices 17.78% of the sample disagrees that the company has clearly laid polices and, 4.44% of the sample strongly disagrees that the company has clearly laid polices

4. WORK ENVIRONMENT 26. Team members get all the information they need from other departments 25. The entire team work s for collective goal 24. There is unity, trust and cooperation between members 23. I have the tools and resources to do my job well 22. My organization believes and follows equal treatment for all its employees 21. At work my ideas and suggestions are given due importance 20. My job gives me considerable independence and freedom to do my work a.)

2

Q26

5

9

4

Q25

5 7

Q24

1

Q23

11 2

6

Q21

6

5 7

0%

9

6

6

3

6

9

7

Q22

Q20

12

9

8

16

5

17

6

20%

21

40%

60%

80%

100%

Q20

Q21

Q22

Q23

Q24

Q25

Q26

Strongly agree

21

17

16

9

9

6

12

Agree

6

5

8

6

9

11

9

Disagree

7

5

6

7

2

5

5

Strongly disagree

3

6

6

1

7

4

2

IN PERCENTAGE 45.00 1 40.00 35.00 30.00 2

25.00 20.00

3 15.00

4

10.00 5.00 0.00 Percentage

1

2

3

4

42.86

25.71

17.62

13.81

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of work environment , which consists of a total of 210 responses90 responses were for strongly agree on the parameter 54 responses were for agree on the parameter 37 responses were for disagree on the parameter 29 responses were for strongly disagree on the parameter

Whereas, in chart b.) 42.86% of the sample strongly agrees that the company provides me with good working environment 25.71% of the sample agrees that the company provides me with good working environment 17.62% of the sample disagrees that the company provides me with good working environment and, 13.81% of the sample strongly disagrees that the company provides me with good working environment

1. PERFORMANCE MANAGEMENT 31. Performances are accurately accessed 30. My management suggests me with adequate corrective action 29. I am provided adequate and timely feedback on my performance 28. There is absolute transparency in performance management system 27. My performance is monitored and reviewed on timely basis a.)

2

Q31

6

7

Q30

3

Q29

Q28

4

Q27

2 5

6

9

18

3

2

12

6

0%

4

2

25

0

27 20%

40%

7 60%

80%

100%

Q27

Q28

Q29

Q30

Q31

Strongly agree

7

0

2

2

4

Agree

27

25

12

18

6

Disagree

5

6

3

9

6

Strongly disagree

2

4

3

7

2

IN PERCENATGE 70.00 60.00

2

50.00 40.00 30.00 20.00

3

10.00 0.00 Percentage

4

1 1

2

3

4

10.00

58.67

19.33

12.00

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my performance management, which consists of a total of 150 responses15 responses were for strongly agree on the parameter 88 responses were for agree on the parameter 29 responses were for disagree on the parameter 18 responses were for strongly disagree on the parameter Whereas, in chart b.) 10% of the sample strongly agrees that the company provides me with timely performance management 58.67% of the sample agrees that the company provides me with timely performance management

19.33% of the sample disagrees that the company provides me with timely performance management and, 12% of the sample strongly disagrees that the company provides me with timely performance management

5. CAREER GROWTH AND OPPORTUNITIES 35. Organization provides ample opportunities for career development 34. The promotion plan is transparent and clear 33. Organization gives me support for my career growth 32. I have clear path for career advancement a.)

2

Q35

16

5

Q34

15

7

Q33

20%

40%

5

5

11

0%

2

8

9

5

Q32

9

7

9

60%

5

80%

100%

Q32

Q33

Q34

Q35

Strongly agree

5

7

5

2

Agree

9

5

8

9

Disagree

11

9

15

16

Strongly disagree

5

7

5

2

IN PERCENTAGE 45.00

3

40.00 35.00 30.00 2

25.00 20.00 1

15.00

4

10.00 5.00 0.00 Percentage

1

2

3

4

15.83

25.83

42.50

15.83

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my career growth and opportunities, which consists of a total of 120 responses19 responses were for strongly agree on the parameter 31 responses were for agree on the parameter 51 responses were for disagree on the parameter 19 responses were for strongly disagree on the parameter

Whereas, in chart b.) 15.83% of the sample strongly agrees that the company provides me with adequate career growth opportunities 25.83% of the sample agrees that the company provides me with adequate career growth opportunities 42.50% of the sample disagrees that the company provides me with adequate career growth opportunities and, 15.83% of the sample strongly disagrees that the company provides me with adequate career growth opportunities

2. WORK-LIFE BALANCE 37. I can devote equal time to work and life 36. My job is not strenuous a.)

0

Q37

7

3

6

Q36

0%

15

11

20%

8

40%

10

60%

80%

Q36

Q37

Strongly agree

10

15

Agree

8

3

Disagree

11

7

Strongly disagree

6

0

100%

IN PERCENTAGE 45.00 1

40.00 35.00 30.00

3

25.00 20.00

2

15.00 10.00

4

5.00 0.00 Percentage

1

2

3

4

41.67

18.33

30.00

10.00

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my work-life balance, which consists of a total of 60 responses25 responses were for strongly agree on the parameter 11 responses were for agree on the parameter 18 responses were for disagree on the parameter 6 responses were for strongly disagree on the parameter

Whereas, in chart b.) 41.67% of the sample strongly agrees that I can maintain work-life balance in my job 18.33% of the sample agrees that I can maintain work-life balance in my job 30% of the sample disagrees I can maintain work-life balance in my job and, 10% of the sample strongly disagrees that I can maintain work-life balance in my job

3. REWARDS AND RECOGNITION 41. I am happy with the reward given for my effort 40. Efforts are rewarded and recognized on a timely basis 39. My management rewards and recognizes the effort that I have put in 38. My management provides variety of rewards to reinforce exceptional performances a.)

1

Q41

14

7

Q40

20

3

Q39

20%

40%

5

7

16

0%

1

4

19

4

Q38

4

5

6

60%

4

80%

100%

Q38

Q39

Q40

Q41

Strongly agree

4

5

5

1

Agree

6

7

4

4

Disagree

16

19

20

14

Strongly disagree

4

3

7

1

IN PERCENATGE 70 60

3

50 40 30 20

2 1

10 0 Percentage

4

1

2

3

4

12.5

17.5

57.5

12.5

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my rewards and recognition, which consists of a total of 120 responses15 responses were for strongly agree on the parameter 21 responses were for agree on the parameter 69 responses were for disagree on the parameter 15 responses were for strongly disagree on the parameter

Whereas, in chart b.)

12.5% of the sample strongly agrees that the company provides adequate and timely rewards and recognition 17.5% of the sample agrees that the company provides adequate and timely rewards and recognition 57.5% of the sample disagrees that the company provides adequate and timely rewards and recognition and, 12.5% of the sample strongly disagrees that the company provides adequate and timely rewards and recognition

4. PAY AND BENEFITS 45. Organization provides adequate fringe benefits 44. I am provided with adequate vacations and earned leaves 43. Organization provides adequate health/compensation benefits 42. I am satisfied with the remuneration given to me for the work I do a.)

12

Q45

10

8

15

Q44

8

14

Q43

0%

20%

5

4

14

Q42

5

40%

4

2

60%

3

3

4

9

80%

100%

Q42

Q43

Q44

Q45

Strongly agree

9

4

3

4

Agree

2

3

5

8

Disagree

5

4

8

10

Strongly disagree

14

14

15

12

IN PERCENATGE 90.00 4

80.00 70.00 60.00 50.00 3

40.00 30.00

1

2

20.00 10.00 0.00 Percentage

1

2

3

4

29.85

26.87

40.30

82.09

INTERPRETATION: Chart 1.a) shows the total number of responses given by 30 employees. This chart above depicts that in the first parameter of my pay and benefits, which consists of a total of 120 responses20 responses were for strongly agree on the parameter 18 responses were for agree on the parameter 27 responses were for disagree on the parameter 55 responses were for strongly disagree on the parameter

Whereas, in chart b.)

29.85% of the sample strongly agrees that the company provides adequate and timely pay and benefits 26.87% of the sample agrees that the company provides adequate and timely pay and benefits 40.30% of the sample disagrees that the company provides adequate and timely pay and benefits and, 82.09% of the sample strongly disagrees that the company provides adequate and timely pay and benefits

TOTAL ORGANIZATION

1

0%

340

10%

407

20%

30%

Strongly agree

PARAMETERS

ROLE AND RESPONSIBILITY

40%

Agree

383

50%

60%

Disagree

70%

220

80%

90%

100%

Strongly disagree

TOTAL RESPONSE

SAMPLE SIZE

AVERAGE SCORE

433

150

2.89

OBJECTIVES AND GOALS

359

120

2.99

LEADERSHIP

496

210

2.36

ORGANIZATIONAL POLCIES

270

90

3.00

WORK ENVIRONMENT

625

210

2.98

400

150

2.67

CAREER GROWTH AND OPPORTUNITIES

290

120

2.42

WORK-LIFE BALANCE

175

60

2.92

REWARDS AND RECOGNITION

276

120

2.30

PAY AND BENEFITS

243

120

2.03

PERFORMANCE MANAGEMENT

FINDINGS:  The company has weak organizational climate

 The organization has clearly defined responsibilities to all its employees  There is a negative effect found of the organizational policies. This might appear to be contradictory to the general management practice. But this might be interpreted as indicating as various new initiatives are being taken and new policies made, this is taking its toll on the affected people or work areas. This may also mean that the staff is not fully identifying with these changes.  The employees are very much satisfied with the work environment provided to the employees.  The organization was capable of providing work-life balance to its employees.

RECOMMENDATIONS:  Management can improve the satisfaction of workers by ensuring impartiality and fairness in the disciplinary action proceedings

 It should also share information in more open way with staff and reach out to the staff members by making the communication channels more effective.  Encouragement by superior and superiors owning up the development of subordinates.  The management should focus on imparting training to develop leadership skills among the employees.  The management should benchmark the pay and benefits with the competitive industries.  If AIL wants to make an immediate impact on the staff satisfaction,

it has to ensure: • Retaining talented people • Any festival should witness involvement of maximum employees across strata. •

Communication by the management needs to reach out to the staff at all levels.