organizational climate

1 1.1 INTRODUCTION Organizational Climate is a very popular subject for research in the domain of industrial and organizational psychology. The origin and the use of the specific term are found to be as old as the original concept of management itself. Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the “climate” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behaviour. Rigopoulos defined Organizational Climate as a ‘normative structure of attitudes and behavioural standards which provided a basis for interpreting the situations and act as a source of pressure for directing activities.’ Organizational climate is a term that was probably first used by Cornell in 1955. He used the term to denote a "delicate blending of interpretations or perceptions by persons in the organization of their jobs or roles in relationship to others and their interpretation of the roles of others in the organization". He interpreted organization in the sense of a formal structure. The term organizational climate has been defined in different ways by different writers. Argyris (1957) used the term 'personality or organizational climate while some others referred the term as 'a general flow of behaviour and feeling' and felt the organizational climate to be the interaction between environmental and personal variables of members of a group or groups which operate in an organization . Organizational climate is created by the interaction, with one another, of the organizational components, namely climate, structure, system, leadership behavior and psychological needs of the members of the organization. Thus a climate may be seen as hostile or supportive, as conducive to achievement or stifling Organizational climate is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization that control the way they interact with each other and with stakeholders outside the organization.

2 According to Kotter and Hackett organizations with adaptive climates perform much better than organizations with unadaptive climates. An adaptive climate translates into organizational success; it is characterized by managers paying close attention to all of their constituencies, especially customers, initiating change when needed, and taking risks. An adaptive climate can significantly reduce a firm's effectiveness, disabling the firm from pursuing all its competitive/operational options. Ravish and Schultz state that organizational climate is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Although it’s difficult to get consensus about the definition of organizational climate, several constructs are commonly agreed upon – that organizational climate is holistic, historically determined, related to anthropological concepts, socially constructed, soft, and difficult to change. In the past 25 years, the concept of organizational climate has gained wide acceptance as a way to understand human systems. From an "open-systems" perspective, each aspect of organizational climate can be seen as an important environmental condition affecting the system and its subsystems. The examination of organizational climate is also a valuable analytical tool in his own right. Gareth Morgan describes climate as "an active living phenomenon through which people jointly creates and recreates the worlds in which they Organizational climate, on the other hand, is often defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization, while an organization climate tends to be deep and stable. Although climate and climate are related, climate often proves easier to assess and change. At an individual level of analysis the concept is called individual psychological climate. These individual perceptions are often aggregated or collected for analysis and understanding at the team or group level, or the divisional, functional, or overall organizational level.

1.2 INDUSTRY PROFILE

3

History of the Indian Airlines At the time of India’s independence from the British in 1947, several small airlines operated in the country. Soon, however, in 1953, the government of India decided to “guide the orderly growth and evolution” of the industry by creating two state-owned national carriers– Air India (for international travel) and Indian Airlines (for domestic travel). Existing carriers (many of which were making losses) were folded into these airlines. In a country of India’s size and diverse topological features, air travel was expected to be an important mode of travel. The Emergence of New Indian Airlines The steady growth of the Indian economy after liberalization at a compounded annual growth rate exceeding 6% increased the size of the economy, and hence demands for both business and leisure travel. The emergence of a new Indian middle class was a well-documented and internationally recognized phenomenon. Besides, the number of air travellers and per capita use of airline services in China were about eight times that of India. Sensing opportunity, a new phase of development of the Indian airline industry kicked off in 2003with the entry of new players into the airline industry. In spite of the fact that several costs of operating an airline were fixed irrespective of business model (one estimate put the proportion as high as 80%), most of the new entrants chose to use low fares as their main competitive weapon and hoped to create low-cost operations to make these low fares viable. Air Deccan Air Deccan was able to capture the imagination of the public and demand grew rapidly for its services thanks to its throwaway fares, the airline itself was plagued by operational problems as it sought to aggressively expand its network and fleet size. In the process, it developed a reputation for delays, poor service and lack of reliability. While the established players – Indian Airlines, Jet and Sahara - initially ignored Air Deccan, the obvious demand for air travel at lower fares and the urge to fill vacant seats prompted them to start discounting fares as well. This took the form of a limited number of seats sold at lower prices (“apex fares”) if purchased 7, 15 or 21 days in advance with substantial penalties for cancellation. Later, as other “low-cost” carriers entered the

4 airline industry, discounting without the pre-purchase requirements of the Apex fares became the norm. Other Low-cost Airlines Air Deccan’s growth in the Indian aviation sector induced other players to enter as well. Two of the new entrants – Spice Jet and Indigo – followed the classical “low-cost” airline model of very competitive fares, a single type of aircraft and a single class of service, point-to-point operations, quick turnarounds, no frills, and internet-based ticketing. Launched in May 2005 by NRI investors and Indian entrepreneurs with operating experience, SpiceJet built its operating model around the new generation Boeing 737s, the workhorse of Southwest Airlines. SpiceJet was focused on twin pillars of cost control and growing its ancillary revenue. It used partnerships with global leaders in their respective fields to enhance safety and reliability. It also made significant investments in information technology to provide a backbone for operational effectiveness. These approaches resulted in Spice Jet achieving the lowest costs in the industry (Rs. 2.65/Available Seat Kilometer (ASKM) in 2008) and a flight dispatch reliability exceeding 99.5%. Some analysts believed that SpiceJet’s efficiency was comparable to that of the legendary low-cost airlines – an ICICIDirect report in 2007 placed Spice Jet’s operating cost (excluding lease rentals) per ASKM at Rs. 2.15 compared to Rs. 2.21 for Southwest Airlines. Spice Jet had 5 aircraft in its fleet at the end of the first year of operations, and had ramped up to 18 aircraft covering 17 destinations and 117 flights daily by May 2008. SpiceJet had another 30 aircraft on order for delivery between 2008 and 2011.IndiGolaunched a year later than Spice Jet but followed similar business model except that it was based on the A-320 aircraft. Indigo made the headlines when it announced an order for 100 A-320 aircraft soon after its inception. Indigo was started by NRI investors with significant airlines experience including Rakesh Gangwal, former CEO of US Air. By April 2008, Indigo was operating 17 aircraft out of the 100 ordered and flew to 17 destinations. Restructuring of the Industry

5 The rapid increase in costs combined with competitive pressures to keep fares low threatened the survival of relatively less efficient airlines. At the same time, leadership in terms of size (see Exhibit 10 for evolution of fleet size) and market share (see Exhibit 11 for changes in domestic airline market shares over time) emerged as a quest of some of the industry’s important personalities. These developments spurred consolidation initiatives.The first of these was the takeover of Sahara by Jet Airways. This acquisition gave Jet access to Sahara’s fleet of Boeing 737 and CRJ aircraft, and, more importantly, Sahara’s parking slots in major Indian airports. Though the deal was announced in early 2006, Jet completed acquisition of Sahara in April 2007 and decided to run the airline as a value carrier subsidiary under the brand name JetLite. Post-acquisition, Jet found that JetLite’s aircraft were in poor shape and needed considerable attention and investment to be brought up to efficient performance standards. (The process of restoring Sahara’s aircraft to operational readiness was still going on as of April 2008). Over time, they hoped to bring about a high degree of operational synergy between the two airlines. Soon after the takeover, Sahara’s frequent flyer programme was closed and all its members transferred to the Jet Privilege programme of Jet. Flights on JetLite were eligible for mileage points on Jet Privilege. An even bigger acquisition was to follow – in mid-2007, Kingfisher acquired a controlling stake in Air Deccan. Kingfisher justified the acquisition based on synergies in aircraft maintenance, and spares since Air Deccan and Kingfisher both had fleets of the same types of aircraft (A-320 jets and ATR turboprop). Other shared services would include sales and marketing, ground handling, engineering services, customer service, and training. Over time, Kingfisher hoped to “mesh routes and frequencies through combined strengths of network reach, connections, frequencies, and infrastructure.”

1.3 COMPANY PROFILE ORGANIZATION:

6 Airports Authority of India (AAI) was constituted by an Act of Parliament and came into being on 1st April 1995 by merging erstwhile National Airports Authority and International Airports Authority of India. The merger brought into existence a single Organization entrusted with the responsibility of creating, upgrading, maintaining and managing civil aviation infrastructure both on the ground and air space in the country. AAI manages 125 airports, which include 11 International Airport, 08 Customs Airports, 81 Domestic Airports and 27 Civil Enclaves at Defense airfields. AAI provides air navigation services over 2.8 million square nautical miles of air space. During the year 2008- 09, AAI handled aircraft movement of 1306532 Nos. [International 270345 & Domestic 1036187], Passengers handled 44262137 Nos. [International 1047614 & Domestic 33785990] and the cargo handled 499418 tons [International 318242 & Domestic 181176]. Passenger Facilities The main functions of AAI inter-alia include construction, modification & management of passenger terminals, development & management of cargo terminals, development & maintenance of apron infrastructure including runways, parallel taxiways, apron etc., Provision of Communication, Navigation and Surveillance which includes provision of DVOR / DME, ILS, ATC radars, visual aids etc., provision of air traffic services, provision of passenger facilities and related amenities at its terminals thereby ensuring safe and secure operations of aircraft, passenger and cargo in the country. Air Navigation Services In tune with global approach to modernization of Air Navigation infrastructure for seamless navigation across state and regional boundaries, AAI has been going ahead with its plans for transition to satellite based Communication, Navigation, Surveillance and Air Traffic Management. A number of co-operation agreements and memoranda of co-operation have been signed with US Federal Aviation Administration, US Trade & Development Agency, European Union, Air Services Australia and the French Government Co-operative Projects and Studies initiated to gain from their experience.

7 Through these activities more and more executives of AAI are being exposed to the latest technology, modern practices & procedures being adopted to improve the overall performance of Airports and Air Navigation Services. Induction of latest state-of-the-art equipment, both as replacement and old equipments and also as new facilities to improve standards of safety of airports in the air is a continuous process. Adoptions of new and improved procedure go hand in hand with induction of new equipment. Some of the major initiatives in this direction are introduction of Reduced Vertical Separation Minima (RVSM) in India air space to increase airspace capacity and reduce congestion in the air; implementation of GPS And Geo Augmented Navigation (GAGAN) jointly with ISRO which when put to operation would be one of the four such systems in the world. Security The continuing security environment has brought into focus the need for strengthening security of vital installations. There was thus an urgent need to revamp the security at airports not only to thwart any misadventure but also to restore confidence of traveling public in the security of air travel as a whole, which was shaken after 9/11 tragedy. With this in view, a number of steps were taken including deployment of CISF for airport security, CCTV surveillance system at sensitive airports, latest and state-ofthe-art X-ray baggage inspection systems, premier security & surveillance systems. Smart Cards for access control to vital installations at airports are also being considered to supplement the efforts of security personnel at sensitive airports Aerodrome Facilities In Airports Authority of India, the basic approach to planning of airport facilities has been adopted to create capacity ahead of demand in our efforts. Towards implementation of this strategy, a number of projects for extension and strengthening of runway, taxi track and aprons at different airports has been taken up. Extension of runway to 7500 ft. has been taken up to support operation for Airbus-320/Boeing 737-800 category of aircrafts at all airports.

8 HRD Training A large pool of trained and highly skilled manpower is one of the major assets of Airports Authority of India. Development and Technological enhancements and consequent refinement of operating standards and procedures, new standards of safety and security and improvements in management techniques call for continuing training to update the knowledge and skill of officers and staff. For this purpose AAI has a number of training establishments, viz. NIAMAR in Delhi, CATC in Allahabad, Fire Training Centres at Delhi & Kolkata for in-house training of its engineers, Air Traffic Controllers, Rescue & Fire Fighting personnel etc. NIAMAR & CATC are members of ICAO TRAINER programme under which they share Standard Training Packages (STP) from a central pool for imparting training on various subjects. Both CATC & NIAMAR have also contributed a number of STPs to the Central pool under ICAO TRAINER programme. Foreign students have also been participating in the training programme being conducted by these institutions IT Implementation Information Technology holds the key to operational and managerial efficiency, transparency and employee productivity. AAI initiated a programme to indoctrinate IT culture among its employees and this is most powerful tool to enhance efficiency

in

the

organization.

AAI

website

with

domain

name

www.airportsindia.org.in or www.aai.aero is a popular website giving a host of information about the organization besides domestic and international flight information of interest to the public in general and passengers in particular.

1.4 NEED FOR THE STUDY

9 The main need of this study is to analyze the working conditions of the employees in this organization .The satisfaction level of the employees can also be measured .It will also help in knowing the expectations of employees regarding the changes to be made in order to make it much more effective. Based on this study some measures can also be suggested to improve the standard of current organization climate conditions.

1.5 OBJECTIVES OF THE STUDY

10 PRIMARY OBJECTIVE: 

To study the effectiveness of organizational climate in AIRPORT AUTHORITY OF INDIA

SECONDARY OBJECTIVES: 

To measure the satisfaction level of employees regarding the present



organizational climate. To know the expectations of employees regarding their organizational climate and suggest measures to improve their present organizational climate.

1.6 SCOPE OF THE STUDY

11 Based on the study the company can improve the employee’s satisfaction level through identifying their needs in the organization. So that the employees will work effectively and efficiently and the production will also be increased. The working condition will be improved in the organization and all facilities will be provided in the organization. The relationship between employees and supervisors will be good and rewards will be given for employee motivation.

1.7 REVIEW OF LITERATURE

12 Organizational climate: Organizational climate tends to be shared by all or most members of some social group; is something that older members usually try to pass on to younger members; shapes behavior and structures perceptions of the world. Climates are often studied and understood at a national level, such as the American or French climate. Climate includes deeply held values, beliefs and assumptions, symbols, heroes, and rituals. Climate can be examined at an organizational level as well. The main distinction between organizational and national climate is that people can choose to join a place of work, but are usually boon into a national climate. Organizational climate, on the other hand, is often defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization, while an organization climate tends to be deep and stable. Although climate and climate are related, climate often proves easier to assess and change. At an individual level of analysis the concept is called individual psychological climate. These individual perceptions are often aggregated or collected for analysis and understanding at the team or group level, or the divisional, functional, or overall organizational level. According to Watkin and Hubbard, high-performing organization’s have climates with particular measurable characteristics, which has shown how organizational climate can directly account for up to 30% of the variance in key business performance measures. This is supported by research that examined the relationship between the way in which employees describe their work environments and the relative performance success of these environments .Watkin and Hubbard contend that climate does make a difference to organizations’ performance because ‘it indicates how energizing the work environment is for employees’. There is, however, clearly more to an organization’s performance than an ‘energized employee’ or the presence of certain organizational and leadership characteristics: ‘productivity … also depends on the morale which governs discretionary effort – the willingness to go the extra mile’

13

Approaches to define organization climate There are two related difficulties in defining organization climate: how to define climate, and how to measure it effectively on different levels of analysis. Furthermore, there are several approaches to the concept of climate. Two in particular have received substantial patronage: the cognitive schema approach and the shared perception approach. The cognitive schema approach regards the concept of climate as an individual perception and cognitive representation of the work environment. From this perspective climate assessments should be conducted at an individual level. The shared perception approach emphasizes the importance of shared perceptions as underpinning the notion of climate. Organizational climate has also been defined as "the shared perception of the way things are around here". Organizational climate and culture The concepts of organizational climate and organizational culture are often used interchangeably, with researchers in organizational studies treating the concepts as if they were identical. Organizational climate and organizational culture are similar concepts. Not only do they both describe the experiences of employees and assist us in understanding psychological phenomena in particular organization’s but they also provide explanations regarding how organization’s influence behavior, attitudes and the wellbeing of individuals, why some organization’s are more able to adapt to environmental changes and why some organization’s are more successful than others. Organizational climate dimensions The definitions and approaches to organizational climate are diverse. In the literature, it is evident that the same applies to the dimensions and measurement of organizational climate because various researchers use a wide variety of dimensions to assess organizational climate Although many dimensions have been identified, this research utilized dimensions that were developed specifically for this study. Comparisons were drawn between these dimensions and those of Coetzee and Wiley and Brooks, and there is a great deal of overlap among the models.

14

Characteristics of Organizational Climate Organizational climate is the ultimate quality of internal structure of an organizational environment experienced by all its members. As it has been revealed, the internal environment of an organization is greatly influential on the kind of behavior exhibited by its members. In this regard, an organizational climate comprises of a set of features that distinguish an organization from another by having a distinct set of rules and regulations that control all the processes in an organization. Basically, an organizational climate of an organization is described by a certain set of characteristics depicted in the organization According to Landy& Conte characteristics of an organizational climate include: Varying modes of integration of organizational and personal goals; which varies from one organization to another.Appropriate organizational structure in which each organization has its own distinct structure from the others. Specific democratic functioning with appropriate opportunities for participation. Equitable human resource management which should practice justice and fairness by having suitable employment relations policies. Mutual trust consideration and support among different levels of organization. Open discussions to resolve conflicts and avoid any firm of confrontations among the employees and the management. Managerial and leadership behaviors which varies from one organization to another. Acceptance of psychological contrasts between individuals and the entire organizations’ management systems.Recognition of employee’s needs and expectations at work in the organization.Consideration of flexibility and work balance in the organization with reference to the various changes within the organization .Opportunities to enhance interpersonal and career development among the employees and the entire organizational fraternity.Sense of loyalty and identity with the organization as a result of employees feeling valued within the organization.

15 1.8 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods/techniques but also methodology. RESEARCH DESIGN ” A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.” The research design took for the study was ‘descriptive research design’. DESCRIPTIVE RESEARCH It includes surveys and fact-finding enquiries of different kinds. The major purpose of descriptive research is a description of the state of affairs as it exists at present. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening. The researcher has followed a descriptive research design for the study and has no control over the variables. The research aims to study the existing practices as they are. QUESTIONNAIRE: The primary instrument used in the study is the ‘‘questionnaire ’’. A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed for statistical analysis of the responses, this is not always the case. Questionnaires have advantages over some other types of surveys in that they are cheap, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data. However, such standardized answers may frustrate users DATA COLLECTION:

16 NATURE AND SOURCE OF DATA There are two types of data collection. They are  

Primary data collection Secondary data collection Data can be primary or secondary and whether one or both are used, and which

is used, depends largely on the research question and the availability of these data sources. Secondary data refers to data gathered by others or from other studies. Secondary data is generally less costly and less time consuming than gathering primary data, typically is accumulated before primary data is gathered and may even help determine the course by which primary data is pursued. Data observed or collected directly from first-hand experience. Published data and the data collected in the past or other parties are called secondary data. Both primary and secondary sources of data are used in this study. Primary data was collected directly from the employees with the help of questionnaire and the secondary sources of data are from books, journals and internet. SAMPLE DESIGN A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure it would adopt in selecting items for the sample. Sample design must result in a truly representative sample. It must be such which results in a small sampling error. It must be viable in the context of funds available for the research study. SAMPLING UNIT A decision has to be taken concerning a sampling unit before selecting sample. Sampling unit may be a geographical one such as state, district, village, etc., or a construction unit such as house, flat, etc., or it may be a social unit such as family, club, school, etc., or it may be an individual. The researcher will have to decide one or more of such units that he has to select for his study. Data collected from the HR executives & staffs of Airport Authority of India where 912 employee. SAMPLE METHODS

17 The sampling technique chosen to carry out this study is Random sampling. Random sampling means where from a finite population refers to that method of sample selection which gives each possible sample combination an equal probability of being picked up and each item in the entire population to have an equal chance of being included in the sample. It gives each element in the population an equal probability of getting into the sample; and all choices are independent of one another. It gives each possible sample combination an equal probability of being chosen. POPULATION SIZE: The survey conducted among 1500 people, the target group was a mix of employees from all levels. SAMPLE SIZE: The sample size taken for the study is 250 respondents. SAMPLING FRAME The elementary units or the group or cluster of such units may form the basis of sampling process in which case they are called as sampling units. A list containing all such sampling unit is known as sampling frame. Thus sampling frame consists of a list of items from which the sample is to be drawn. If the population is finite and the time frame is in the present or past, then it is possible for the frame to be identical with the population. In most cases they are not identical because it is often impossible to draw a sample directly from population. HYPOTHESIS A proposition, or set of propositions, set forth as an explanation for the occurrence of some specified group of phenomena, either asserted merely as a provisional conjecture to guide investigation (working hypothesis) or accepted as highly probable in the light of established facts. Null Hypothesis The null hypothesis is the proposition that implies no effect or no relationship between phenomena. The null hypothesis is popular because it can be tested and found to be false, which then implies there is a relationship between the observed data, also known as H0, no-difference hypothesis ALTERNATIVE HYPOTHESIS

18 The proposition that some condition or relationship exists, accepted in scientific or academic research, if the results fail to support the "null hypothesis" that it does not exist. A testable statement that states the expected result of the study, specifying the effect of the independent variable upon the dependent variable, based on the researcher's knowledge from observations, related studies and previous investigations. RESEARCH TOOL: i) PERCENTAGE METHOD In the case of dichotomous and multiple choice questions percentage calculated as a part of the analysis of such questions. It refers to the special kind of ratio. Percentages are used in making comparisons between two or more series of data. It is used to give a tabulated representation of the respondent’s viewpoint Formula:

Percentage method

=

No of respondents

X

100

Total no of respondents ii) CHI-SQUARE TEST FOR GOODNESS OF FIT Ψ2: The chi-square distribution is used in the common chi-square tests for goodness of fit of an observed distribution to a theoretical one, the independence of two criteria of classification of qualitative data, and in confidence interval estimation for a population standard deviation of a normal distribution from a sample standard deviation. Many other statistical tests also use this distribution, like Friedman's analysis of variance by ranks. Formula: Ψ2 = (O - E)2 E

19 Where O is the Observed Frequency in each category E is the Expected Frequency in the corresponding category df is the "degree of freedom" (n-1) Ψ2 is Chi Square iii) WEIGHTED AVERAGE METHOD: Mean in which each item being averaged is multiplied by a number (weight) based on the item’s relative importance. The result is summed and the total is divided by the sum of the Weights. Weighted averages are used extensively in descriptive statistical analysis such as Index number. Also called weighted mean. It is calculated by the formula given below. Weighted average method

=

ΣWX --------ΣW

1.9 LIMITATIONS OF THE STUDY  This study is completed by considering only the sample of 250 respondents.

20  The study has carried out only with the available limited information given by an organization.  Based on the opinion given by the employees only the study has been carried out.

2.1 DATA ANALYSIS AND INTERPRETATION

21 Analysis and Interpretation is an important part of any kind of inter data analysis the researcher can begin to identify relationship between various data that will help to understand more about the respondents and guide towards better decisions. The tools for this study are Chi-Square, correlation co-efficient method and Percentage Analysis and Weighted average. Table No. 2.1 Table showing gender of employees in the organization

S.NO 1 2

NO.OF.RESPONDENTS 163

PERCENTAGE (%) 65.2

Female

87

34.8

TOTAL

250

100

OPTIONS Male

Interpretation: From the above table, it is clear that, 65.2 % of respondents are male and 34.8% percent of respondents are Female. Chart No. 2.1 (a) Chart showing gender of employees in the organization 70 60 50 40 PERCENTAGE (% ) 30 20 10 0

65.2

34.8

Male

Female OPTIONS

Table No. 2.2 Table showing respondents experience level in organization

22

S.NO. 1 2 3 4

OPTIONS Below 1 yr 2-5 yrs 5-10 yrs Above 10 yrs TOTAL

NO.OF RESPONDENTS 27 54 83 86 250

PERCENTAGE(%) 10.8 21.6 33.2 34.4 100

Interpretation: From the above table it is inferred that 34.4% of employees are working for more than 10 years; 33.2% of employees are working for five to ten years; 21.6% of employees are working for two to five years and 10.8% of employees are working below one year. Chart No. 2.2 (a) Chart showing respondents experience level in organization

40 35 30 25 20 PERCENTAGE (% ) 15 10 5 0

33.2

34.4

21.6 10.8

Below 1 yr

2-5 yrs

5-10 yrs Above 10 yrs

OPTIONS

Table No. 2.3 Table showing employees level of job involvement towards their work

23

S.NO. 1 2 3

NO.OF RESPONDENTS PERCENTAGE(%)

OPTIONS High Medium Low TOTAL

132

52.8 33.2 14 100

83 35 250

Interpretation: From the above table it is inferred that 52.8% of employees have high level of job involvement towards their work, 33.2% of employees have medium level of involvement towards their work and 14% of employees have low level of involvement towards their work. Chart No. 2.3(a) Chart showing employees level of job involvement towards their work

60

52.8

50 40 PERCENTAGE (% )

33.2

30 20

14

10 0 High

Medium

Low

OPTIONS

Table No. 2.4 Table showing employees opinion towards job security provided by the organization

24

NO.OF RESPONDENTS

PERCENTAGE (%)

Yes

169

67.6

No

81

32.4

250

100

OPTIONS

S.NO 1 2

TOTAL

Interpretation: From the above table it is inferred that 67.6% of employees says that the organization provides job security and 32.4% of employees says that the organization does not provide job security. Chart No. 2.4 (a) Chart showing employees opinion towards job security provided by the organization 80 70

67.6

60 50 PERCENTAGE (% )

40

32.4

30 20 10 0 Yes

No OPTIONS

Table No. 2.5 Table showing employee’s level of satisfaction towards the job security provided by their organization

S.NO.

OPTIONS

NO. OF RESPONDENTS

PERCENTAGE(%)

25 1 2 3 4 5.

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL

38 59 68 47 38 250

15.6 23.6 27 18.8 15 100

Interpretation: From the above table it is inferred that 27% of employees are neutral; 23.6% of employees are satisfied; 18.8% of employees are dissatisfied: 15.6% of employees are highly satisfied and 15% of employees are highly dissatisfied towards the job security provided by the organization.

Chart No. 2.5 (a) Chart showing employees level of satisfaction towards the job security provided by their organization

30

24

25 20 PERCENTAGE(% )

15

27 19

15

15

10 5 0 Highly satisfied

Neutral

Highly dissatisfied

OPTIONS

Table No. 2.6 Table showing employees opinion towards their level of interpersonal relationship with their co-workers

S.NO. 1

OPTIONS Excellent

NO.OF RESPONDENTS 68

PERCENTAGE(%) 27.2

26 2 3 4

Good Average Poor TOTAL

87 46 49 250

34.8 18.4 19.6 100

Interpretation: From the above table it is inferred that 34.8% of employees have good interpersonal relationship with their co-workers; 27.2% of employees have excellent interpersonal relationship with their co-workers; 19.6% of employees have poor interpersonal relationship with their co-workers and 18.4% of employees have average interpersonal relationship with their co-workers. Chart No. 2.6 (a) Chart showing employees opinion towards their level of interpersonal relationship with their co-workers 100

87

90 80 70

68

60 PERCENTAGE(% )

50

46

49

Average

Poor

40 30 20 10 0

Excellent

Good OPTIONS

Table No. 2.7 Table showing employees opinion towards their level of interpersonal relationship with

S.NO 1

superiors

OPTIONS Good

NO OF.RESPONDENTS 169

PERCENTAGE (%) 67.6

27 2

Bad TOTAL

81

32.4

250

100

Interpretation: From the above table it is inferred that 67.6% of employees says good and says bad as their opinion towards the their interpersonal relationship level with their superiors.

Chart No. 2.7(a) Chart showing employees opinion towards their level of interpersonal relationship with superiors 80 70

67.6

60 50 PERCENTAGE(% )

40

32.4

30 20 10 0 Good

Bad OPTIONS

Table No. 2.8 Table showing employees opinion towards the free level of communication towards other non-technical staffs S. NO.

OPTION S

NO.OF RESPONDENTS

PERCENTAGE (%)

28 1

Yes

186

74.4

2

No

64

25.6

TOTAL

250

100

Interpretation: From the above table it is inferred that 74.4% of respondents say yes and 25.6% of employees says no towards the free level of communication towards their non-technical staffs. Chart No. 2.8(a) Table showing employees opinion towards the free level of communication towards other non-technical staffs

80 70 60 50 PERCENTAGE(% )

40

75

30 20 25

10 0 Yes

No OPTIONS

Table No. 2.9 Table showing employees opinion towards the consideration of organization about their views and suggestions in decision making process

29

S. NO.

OPTION

NO.OF RESPONDENTS

PERCENTAGE (%)

1

S Yes

72

28.8

2

No

178

71.2

250

100

TOTAL Interpretation:

From the above table it is inferred that 71.2% of employees says no and 28.8% of employees says yes about the consideration of employees’ views and suggestions by the organization. Chart No. 2.9(a) Chart showing employees opinion towards the consideration of organization about their views and suggestions in decision making process

80

71.2

70 60 50 PERCENTAGE(% )

40 30

28.8

20 10 0 Yes

No OPTIONS

Table No. 2.10 Table showing employees’ opinion towards consideration of their views and suggestions by their organization

30

S.NO. 1 2 3 4 5

OPTIONS

NO.OF RESPONDENTS

PERCENTAGE (%)

42 38 84 16 70 250

16.8 15.2 33.6 6.4 28 100

Always Often Occasionally Rarely Never TOTAL

Interpretation: From the above table it is inferred that 33.6% of employees says that the organization accepts their views and suggestions occasionally; 28% says never: 16.8% says always; 15.2% says often and 6.4% says that they accept rarely. Chart No. 2.10(a) Chart showing employees opinion towards consideration of their views and suggestions by their organization 40 33.6

35 30 25 PERCENTAGE(% )

20

16.8

15.2

15 10

6.4

5 0 Always

Often

Occasionally

Rarely

OPTIONS

Table No. 2.11 Table showing employees opinion towards recognition provided in their organization

S.NO.

OPTIONS

NO.OF RESPONDENTS

31

1 2 3 4 5

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL

PERCENTAGE (%) 39 31 5 18 7 100

126 65 14 25 20 250

Interpretation: From the above table it is inferred that, 39% of the respondents are highly satisfied,26% of respondents are satisfied,10% of respondents are dissatisfied,8% of respondents are highly dissatisfied and 5.6% of respondents are neutral towards the recognition provided n the organization. 2.11(a) Chart showing employees opinion towards recognition provided in their organization 50 40 30

39 31 18

PERCENTAGE(% ) 20 10

5

7

Neutral

Highly dissatisfied

0 Highly satisfied

OPTIONS

Table No. 2.12 Table showing employees opinion towards rewards they expect from their organization

S. NO.

OPTION

NO.OF RESPONDENTS

PERCENTAGE (%)

1

S Monetary

187

74.8

32 2

Non

63

25.2

Monetary TOTAL

250

100

Interpretation: From the above table it is inferred that 74.8% of the respondents expect monetary benefits and 25.2% of the respondents expects non-monetary benefits from the organization. Chart No. 2.12(a) Chart showing employee’s opinion towards rewards they expect from their organization

80

74.8

70 60 50 PERCENTAGE(% )

40 25.2

30 20 10 0 Monetary

Non Monetary

OPTIONS

Table No. 2.13 Table showing employees’ opinion towards the type of rewards provided by the organization

S.NO. 1 2

OPTIONS Incentives Promotion

NO.OF RESPONDENTS 113 79

PERCENTAGE(%) 45.5 31.3

33 3

Allowances TOTAL

58 250

23.2 100

Interpretation: From the above table it is inferred that 45.5%of the respondents says incentives; 31.3% of the respondents says promotion and 23.2% of the respondents say allowances. Chart No. 2.13(a) Chart showing employees opinion towards the type of rewards provided by the organization

50

45.5

40 31.3 30 PERCENTAGE(% )

23.2

20 10 0 Incentives

Promotion

Allowances

OPTIONS

Table No.2.14 Table showing employees satisfaction level towards the current benefits provided by the organization S.NO. 1 2 3 4 5

OPTIONS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL

NO.OF.RESPONDENTS 81 75 37 35 22 250

PERCENTAGE(%) 32.4 30 14.8 14 8.8 100

34 Interpretation: From the above table it is inferred that 32.4% of the respondents are highly satisfied ;30% of the respondents are satisfied; 14.8% of the respondents are neutral, 14% of the respondents are dissatisfied and 8.8% of the respondents are highly dissatisfied towards the current benefits provided by the organization. Chart No. 2.14Chart showing employees satisfaction level towards the current benefits provided by the organization

PERCENTAGE(% )

35 30 25 20 15 10 5 0

32.4

30 14.8

14

8.8

OPTIONS

Table No. 2.15 Table showing employees opinion towards welfare facilities provided in the organization

S. NO.

OPTION

NO.OF RESPONDENTS

PERCENTAGE (%)

1

S Yes

167

66.8

2

No

83

33.2

TOTAL

250

100

Interpretation:

35 From the above table it is inferred that 66.8% says that the organization provides adequate welfare facilities and 33.2% says no towards it.

Chart No. 2.15(a) Chart showing employees opinion towards welfare facilities provided in the organization

80 70

66.8

60 50 PERCENTAGE(% )

40

33.2

30 20 10 0 Yes

No OPTIONS

Table No.2.16 Table showing employees’ satisfaction level towards working conditions prevailing in the organization S.NO. 1 2 3 4 5

OPTIONS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied TOTAL

Interpretation:

NO.OF RESPONDENTS 107 79 32 20 12 250

PERCENTAGE(%) 32.4 30 14.8 14 8.8 100

36

From the above table it is inferred that 32.4% of the respondents says are highly satisfied;30% of the respondents are satisfied; 14.8% of the respondents are neutral;14% of the respondents are dissatisfied and 8.8% of the respondents are highly dissatisfied towards the working conditions prevailing in the organization. Chart No. 2.16(a) Chart showing employees satisfaction level towards working conditions prevailing in the organization 35 30

32.4

30

25 20

14.8

15 PERCENTAGE(% )

14 8.8

10 5 0

OPTIONS

Table No. 2.17 Table showing employees’ opinion towards changes to be made in the working environment

S. NO.

OPTION

NO.OF RESPONDENTS

PERCENTAGE (%)

1

S Yes

91

36.4

2

No

159

63.6

TOTAL

250

100

Interpretation: From the above table it is inferred that 63.6% of the respondents says yes and 63.6% says no towards the changes to be made in the working environment.

37

Chart No. 2.17(a) Chart showing employees opinion towards changes to be made in the working environment

70

63.6

60 50 40 PERCENTAGE(% )

36.4

30 20 10 0 Yes

No OPTIONS

Table No. 2.18 Table showing employees opinion towards adequate facilities provided in the organization

S.NO. 1 2 3 4 5

OPTIONS Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL

Interpretation:

NO.OF RESPONDENTS 106 73 21 23 27 250

PERCENTAGE(%) 42.4 29.2 8.4 9.2 10.8 100

38 From the above table it is inferred that 42.4% of the respondents strongly agree; 29.2% of the respondents agree;10.8% of the respondents strongly disagree;9.2% of the respondents disagree; and 8.4% of the respondents are neutral towards the adequate facilities provided in the organization. Chart No. 2.18 (a) Chart showing employees opinion towards adequate facilities provided in the organization 45

42.4

40 35

29.2

30 25 PERCENTAGE(% )

20 15 8.4

10

9.2

10.8

5 0 Strongly agree

Agree

Neutral

Disagree Strongly disagree

OPTIONS

Table No. 2.19 Table showing employees opinion towards opportunity given to compete with co-workers S. NO.

OPTION

NO.OF RESPONDENTS

PERCENTAGE (%)

1

S Yes

127

50.8

2

No

123

49.2

250

100

TOTAL Interpretation:

From the above table it is inferred that 50.8% of the respondents says yes and 49.2% of the respondents says no towards the opportunity given by the organization to compete with the co-workers.

39 Chart No. 2.19 (a) Chart showing employees opinion towards opportunity given to compete with co-workers 51

50.8

50.5 50

PERCENTAGE(% )

49.5

49.2

49 48.5 48 Yes

No OPTIONS

COEFFICIENT OF CORRELATION ANALYSIS Calculation of coefficient of correlation between the working conditions and adequate facilities prevailing in the organization 2.20 Table showing relationship between the working conditions and adequate facilities prevailing in the organization X 107 79 32 20 12 250

Y 106 73 21 23 27 250

X2 11449 6241 1024 400 144 19258

Y2 11236 5329 441 529 729 18264

XY 11342 5767 672 460 324 18565

40

∑X = 250 ∑Y = 250 ∑X2= 19258 ∑Y2 = 18264 ∑XY2= 18565 r = 0.9716 RESULT: Correlation between the working conditions and adequate facilities prevailing in the organization.

CHI-SQUARE TEST Option Recognition Current Benefits Total

C1 126 81 207

C2 65 75 140

C3 14 37 51

C4 25 35 60

C5 20 22 42

Total 250 250 500

HO = There is no significant difference between the recognition and the current benefits provided in the organization H1 = There is significant difference between the recognition and the current benefits provided in the organization Table No.2.21 Table showing Chi square test

41

OBSERVED FREQUENCY

EXPECTED FREQUENCY

(O-E)

(O-E)

(O-E)2/E

126 65 14 25 20 81 75 37 35 22 TOTAL

103.5 70 25.5 30 21 103.5 70 25.5 30 21

22.5 -5 -11.5 -5 -1 -22.5 5 11.5 5 1

506.25 25 132.25 25 1 506.25 25 132.25 25 1

4.891 0.357 5.186 0.833 0.0476 4.891 0.3571 5.186 0.833 0.0476 22.6293

Degrees of Freedom = n-1 10-1 = 9 Level of Significance = 5% Table Value = 9.488 Calculated Value = 22.6293 Since Calculated Value is >Table Value Reject H0 RESULT: Hence there is a relationship between the recognition and the current benefits provided in the organization.

42

WEIGHTED AVERAGE 2.22 Table showing employees opinion regarding rewards provided in their organization S.NO 1 2

OPTIONS Incentives

5 62

Promotion

31

4

WEIGHTS 3

Allowances

1 250

34 23

86

48

20 250

44 3

TOTAL 2

87

65

116

250 73

29

22

10

W1,W2,…………Wn are the weights assigned to the values X1,X2,………..Xn respective the weighted average is defined as,

43

Wa1 = W1X1+W2X2+……….WnXn W1+W2+………………+Wn Calculation: (1) Incentives ((5*62)+(4*34)+(3*86)+(2*48)+(1*20)) /15 =54.67 (2)Promotion ((5*31)+(4*23)+(3*44)+(2*87)+(1*65)) /15 =41.2 (3)Allowances ((5*116)+(4*73)+(3*29)+(2*22)+(1*10)) /15 =67.53

44

Table showing weightage for each options: Rank

Weighted Average

Options

1

67.53

Allowances

2

54.67

Incentives

3

41.2

Promotion

Result From the above table it is inferred that allowances has the highest weightage of 67.53, following that the least weights are given to incentives and promotion. The company can take steps to give rewards to their employees in form of incentives an promotion also.

45

3.1 FINDINGS  It is found that 65.2% of the respondents are male.  It is inferred that 34.4% of employees have experience for more than 10 years  It is inferred that 52.8% of employees have high level of job involvement towards their work  It is inferred that 67.6% of employees says that the organization provides job security.  It is found that 27% of employees are neutral towards their satisfaction level in job security.  It is found that 34.8% of employees have good interpersonal relationship with their co-workers.  It is found that that 67.6% of employees says that their interpersonal relationship level with their superiors is good.  It is inferred that 74.4% of respondents says that there is a free level of communication towards other non-technical staffs in the organization.  It is found that 71.2% of employees says that the organization does not consider their views and suggestions in decision making process.  It is inferred that 33.6% of employees says that the organization accepts their views and suggestions occasionally.  It is inferred that, 39% of the respondents are highly satisfied regarding the recognition provided in the organization.  It is inferred that 74.8% of the respondents expect monetary benefits from the organization.  It is inferred that 45.5%of the respondents says incentives is the most preferred type of reward in their organization.  It is inferred that 32.4% of the respondents are highly satisfied regarding the current benefits provided in the organization.  It is inferred that 66.8% says that the organization provides adequate welfare facilities.  It is inferred that 32.4% of the respondents says are highly satisfied towards the working conditions prevailing in the organization.  It is inferred that 63.6% of the respondents says that changes are to be made in the working environment.  It is inferred that 42.4% of the respondents strongly agree towards the adequate facilities provided in the organization.

46  It is inferred that 50.8% of the respondents says that the organization gives enough opportunity to compete with the co-workers.   From Chi square test it is found that there is a relationship between the recognition and the current benefits provided in the organization.  From the weighted average it is found that allowances has the highest weightage of 67.53, following that the least weights are given to incentives and promotion.

3.2 SUGGESTIONS

 The works and efforts of the employees can be reviewed periodically.  Some changes can be made in the working environment by knowing the employees opinion so that their level of involvement towards their job can be increased.

47  Organization can give space to employees to share their opinion and give some suggestions to improve their standard much more.  The level of job security given in the organization can be increased.  The recognition level of employees can be increased so that their contribution towards the company can be high.

3.3 CONCLUSION This study gives a clear idea to the organization about the effectiveness of current organizational climate and the necessary steps to be taken to make improve its standard much more. Some of the suggested measures for improving it are considering employees opinions; increasing level of job security; making some changes in the

48 working environment and recognizing employees’ efforts periodically. The summary of findings can be used to bring some changes in the current practices in the organization.