INTRODUCTION

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 INTRODUCTION

There has been a long-standing interest in relationship of organizational climate to other

organizational phenomenon including job satisfaction, job performance, leadership

behavior and the quality of work group interaction (Schnake ,1983). Past research on job

satisfaction has focused on the job itself or the work climate as the primary means of

increasing satisfaction. The main argument is that, if jobs or work climate are developed

to provide a more desirable work environment, an increase in job satisfaction will result

(Metle 2001, Afolabi, 2005). Organizational work pressure, having a work schedule that

meets one’s needs, feeling physically safe at work, receiving feedback and organizational

quality environment indirectly affect intention to leave through employee job satisfaction

and commitment (Karsh, Books and Saintfort, 2005). The motivating job characteristics

viz., high levels of task identity, autonomy, skill variety and job challenge satisfy an

academic’s need for engaging, meaningful work activities: a critical psychological state

associated with important outcomes such as job satisfaction, intrinsic motivation and

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effectiveness. Another positive work environment feature for academics is role clarity

(i.e. low levels of role ambiguity) i.e., clear, planned goals and objectives for their jobs,

and certainty *Corresponding author: Rajesh Kumar, Research Scholar, H.P.U. Business

School, Summer Hill, Shimla-171005 about their job responsibilities (Winter, Taylor and

Sarros, 2000). The contribution of people management to Organizational performance

outcomes such as productivity and profitability has been relate to a climate of satisfaction

in the workplace (West, Patterson and Dawson, 1999) and considerable evidence

indicates that there are relationships between climate factors and measures of job

satisfaction too tested whether Organizational climate factors (such as the shared

perception of the informal and formal policies, practices and procedures) affected

employee attitudes such as job satisfaction and commitment. In summary, previous

research suggests that the deeper level of culture is reflected in the firmly established

method of problem solving, decision-making practices, the group morale of employees

and the interpersonal relationships between employees Positioned at different levels of

the Organizational hierarchy This in turn is strongly influenced by the distinctive

conversations and culture of different types of employees, which provides another form

of authority and power influencing the behavior of employees. the significant relationship

between organizational climate and the job satisfaction. Organizational climate, on the

other hand, is often defined as the recurring patterns of behavior , attitudes and feelings

that characterize life in the organization. Organizational climate defines the culture being

followed in the organization. This determines how well the organizations culture is

impacting the employees in the workplace. In this study we study how the different

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factors like age, gender, salary, remuneration, recognition, decision making authority of

the employees influence job satisfaction.

Effectiveness of a organizations performance depends on the prevailing organization

climate. The connection between climate and varied organization outcomes appears well

documented (e.g. Patterson et al., 2005). A number of studies conjointly specialize in

explaining the role of leadership in managing climate and relate this to organization

outcomes like productivity . today’s businesses continue to struggle to survive or acquire

sustainable competitive advantage, it is important for organizations to better understand

the factors that influence employees and important employee-oriented work outcomes.

The growing significance placed on understanding employees and their behavior within

the organization has produced a great deal of interest in investigating employee

perceptions of climate within the organization. Work environment or climate perception

of employees has significant consequences for both individuals and organizational.

Climate or atmosphere in workplace has impact on employee’s motivation, behavior,

attitudes and potential, which, in turn is predicted to influence organizational

productivity.

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Employees are engaged when organizations have healthy work culture and

communication practices, where they can get platforms to express their concerns and

opportunities to grow and develop their potential. The level of engagement in employees

can be enhanced by identifying its drivers (influential factors) and work on them. For the

purpose of study, the drivers of the employee engagement are identified.

Organizations are so omnipresent that it is hard to imagine that life ever existed without

them. The term organization refers to a mechanism that enables men to live together.

Men could not survived as individuals. The early men joined together to meet their basic

needs. This in turn gave rise to organizations. Now organization is an inseparable part of

our lives. “We are born in organizations, educated by organizations and most of us spend

much of our lives working for organizations”

The company that employs us, the institutions that impart education to many of us; the

super bazaar that supply groceries to us; the post office that handles our mail; the police

agencies and government that give us cradle-to-grave security-are all organizations. Most

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of what we eat, what we do, where we go, our lives, hopes and dreams are products, is a

part of organizations that surround us, invade us and shape our destinies.

Study of organizations is very important since the progress of our society depends on

successful organizations. The success of any organization depends solely on effectively

using its human resources. Individual differences in employees’ interest, values, needs

and personal traits have relevance in understanding

Organizational Climate: Meaning and Nature

Organizational climate is a commonly experienced phenomenon and de-scribes the

organizational personality. Multidimensional in nature, it represents conceptually

integrated synthesis of organizational characteristics. Behaviors of the people in an

organization is significantly affected by its climate.

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 ORGANISATIONAL CLIMATE AND JOB SATISFACTION

Organizational climate plays the most significant role and its study is very important.

Organizations become dynamic and growth oriented if people are dynamic and pro-

active. Organization cannot survive beyond a point unless they are continuously alert to

the changing environment and continuously develop their employees to meet this

changes. The organizational climate has a tremendous impact on its success. It plays a

very important role in developing, maintaining and improving the competency,

motivation, morale and growth of its employees. Motivated employees are the biggest

asset of an organization. No matter how much technology and equipment an organization

has, these things cannot be fully utilized until people who have been motivated guide

them. Human behavior has a strong influence on working environment of an

organization. It is capable of making the organization flourish or perish. Money and perks

can be used to attract people to a company, but they cannot be used to keep them there. A

good organizational climate helps people to apply their abilities for their benefits and for

that of others. A healthy climate characterized by the values of openness, enthusiasm,

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trust, mutuality and collaboration is essential for developing human resources. Human

resources constitute the most important and indispensable factor in any economy. Their

uniqueness renders it practically impossible to substitute them with any other factor

however important it might be as nothing can match the human mind in working out

unprecedented marvels at times . organizational climate is the set of characteristics that

describe an organization and that

(a) distinguish one organization from another

(b) are relatively enduring over a period of time and

(c) influence the behaviour of people in the organization.

organizational climate is not the same as job satisfaction and the two are not related to the

same variables. He has described the climate of an organization as the extent to which it

is seen by those inside or out-side the organization as ego-supporting, hierarchical,

ambiguous , conflict-prone.

Climate represents the internal environment of the organization and greatly influences the

Quality of Working Life (QWL) in the organization. The organizational climate as a set

of attributes which can be perceived about a particular organization and/or its subsystems

deal with their numbers and environment. Lafollette compared the organizational climate

as the internal or psychological environment of the organization which acts upon its

human resources. Every organization operates in terms of a set of policies, norms and

procedures and members in the organization perceive and make sense of organizational

policies, practices and procedures in psychological meaningful terms These policies,

practices and procedures are considered to be existing in lasting patterns. In course of

time, these policies, practices and procedures acquire an enduring quality and result in

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creating unique organizational culture or climate. As defined by organizational climate is

a product of leadership practices, communication practices and enduring and systematic

characteristics of working relationship among persons and decisions of any particular

organization Each organization has its unique identity or personality, which exerts

directional influences on behaviour. The focus of climate research and even the definition

of climate research has evolved over the past thirty years. Early researchers were of the

opinion that individual behaviour could be more meaningfully understood if it was

related to the behavioral environment as perceived and reacted to by the members , i.e the

climate was defined as an enduring organizational or situational characteristic that

organizational members perceived. The following years marked a shift in the thinking of

researchers. They began to give more attention to individual perceptions than to

organizational characteristics. Schneider and Hall (1992) noted that perceptions are

important and discussed information processing as the mechanism by which perceptions

are formed. They viewed perceived organizational climate as a phenomenon that

represents an interaction between personal and organizational characteristics. The

subsequent years of research resulted in losing the importance of integrationist view. In

place of that the individual differences received more attention.

within a short span of time the importance of organizational characteristics regained

importance among researchers.

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According to Payne and Pugh (1976) the traditional concern of studying organizational

behaviour from the point of view of the individual are getting transformed into the study

of organizational environmental setting as this can influence both individual and group

behaviour During the last three decades, there have been intensive and diverse efforts to

conceptualize, measure and utilize the organizational climate construct, which has been

concerned with a description of the forms or styles of behaviour in organization. The

number of different opinions referred above shows that the term ‘climate’ is

conceptualized in different sense by different researchers. Some researchers have treated

organizational climate as a dependent variable which is being influenced by factors like

leadership, technology etc.

Dieterly and Schenider treated organizational climate as a dependent variable which is

being influenced by organizational structure and management assumptions and practices.

George and Bishop, Lawler ,et al also studied climate as a dependent variable. They

failed to prove that different sets of procedures and practices create different climates.

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Litwin and Stringer treated climate as an independent variable which influence

employees’ satisfaction, performance etc and manipulated organizational practice and

procedures.

It found different kinds of behaviour for different climate. Climate has been analyzed as

an intervening variable especially between leadership styles and employee performance

or satisfaction.

Hall and Schneider ,Mc Greger , Likert studied climate as an intervening variable.

Diversity and variety in organizational environment make it impossible for any one to

understand it fully. However, every member in an organization has some knowledge

about employee which is bound to vary from one person to another since each member

perceives organizational climate from his own position and point of view. This

perception, a member has about his organization is a measure of organizational

Determinants - there are three major forces affecting organizational climate as given

below

.i. Management systems. Individual manager practices and

ii. Norms and values of the work group

iii.Climate profile - this is represented by a set of the following six statistically validated

dimensions.

iv.Clarity (ie individuals degree of understanding of organizational goals and policies.

Commitment (ie dedication to goal achievement )

v. Standards (ie management’s emphasis on high standards of performance)

vi. Responsibility (ie the degree to which employees feel personally responsible for their

work)

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v. Recognition (Ie feeling that people are recognized and rewarded for good work)

vi. Team work (ie feeling of belonging to the organization characterized by cohesion,

mutual warmth and support, trust and pride)

vii. Consequences - these are the three primary results of the organizational climatei.

Motivational Arousal (or the creation of particular psychological status that pre-dispose

an individual to behave in certain ways) Employees’ Health and Retentioniii.

Organizational Performance and Development It is important to note that environmental

measures of organizational performance, such as profitability or returns on investment are

only lagging indicators of organizational achievement, which show the results long after

they have occurred.

On the other hand, organizational climate is the current indicator of the organizational

performance.

The climate as the judgment process involved in attributing a class of human like traits to

entity outside the individual where these entities may be a work group or even an entire

organization. For under-standing the climate, the organization can be dealt with at three

different levels.1. Actual environmental characteristics that constitute the basis for

psychological climate dimension. Individual perceptions of the degree to which these

specific environmental at-tributes actually exist,

It has been indicated that it is more important for younger individuals than older ones.

The working conditions are related to job satisfaction.

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Poor working conditions are found to cause low job satisfaction. Job satisfaction

increases with increasing responsibility, although relation-ship is confused because of

involvement of other factors. Downward flow of information about different issues in the

company exerts marked impact on job satisfaction.

The management may take several measures to be placed on jobs where their personal

factors help them in obtaining job satisfaction. Care should be taken to take into account

the geographical locations while building a plant, size of the organization while planning

for expansion and measures to minimize repetitiveness in jobs while laying out the

manufacture of a product. In addition, efforts may be made to give a feeling to the

individuals that their jobs are important and that they are making significant contributions

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towards the attainment of organizational goals. Job security can be enhanced as much as

financially feasible and measures can be taken to provide opportunity for advancement

based on merit and seniority. Work teams can be formed on the basis of sociometric

patterns and supervisors can be trained to provide effective leadership. Employees can be

given adequate information regarding their work situations, the company and allied

factors.

This is likely to minimize the adverse effects of wrong information received from the

grapevine. It should be recognized that the attitudes of employees can be stable and that

the job dissatisfaction may exist even if several factors are corrected. Therefore, the

management should not expect immediate returns from these measures in the form of

improved job satisfaction and decreased job dissatisfaction.

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 Measurement of Organizational climate

Organizational climate has been developed by most authors as a descriptive concept.

Some authors have used it for classifying organizations into categories. Likert proposed

four types of climate: exploitive, benevolent, consultative and participative. Litwin and

Stringer however proposed a frame work of organizational climate based on its effect on

motivation of its members. They simulated three different climates fostering

achievement, affiliation and power motives and monitored the effect of these climate on

productivity. Pareek has developed a frame work of organizational climate to facilitate

analysis of relationship between organizational climate and motivation, employing the

following six motives.

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1. Achievement: Concern for excellence with emphasis on achieving goals

2. Expert influence: Concern for achieving goals or things good for the organization

through expertise.

3. Extension: Urge to be relevant to other persons, groups and society.

4. Control: need for personal aggrandizement and consolidation of one’s own power.

5. Dependency: urge to maintain relationship based on the other person’s approval.

6. Affiliation: Concern for friendly, warm and affectionate personal relationships.

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 Dimensions of organizational climate

Even after long years of research work researchers are not in a position to reach

an agreement regarding a common set of dimension for organizational climate for

different situations. Climate researchers have indeed assessed the specific climate

in which they are interested rather than to develop some omnibus measures

.Likert proposed six dimensions of organizational climate:

 Leadership

 Motivation

 Communication

 Decisions

 Goals

 Control

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 Stringer organisational climate has seven dimensions:

 Confermity

 Responsibility

 Standards

 Rewards

 Organisational clarity

 Warmth

 Support.

Litwin, Humpheryand Wilson followed the work done by Litwin and Stringer

and redefined the dimensions of organizational climate as clarity, commitment,

standards, responsibility, recognition and team work. The first three of these have

been classified by them as “Performance Dimensions” and the last three as

“Development Dimensions”. According to Forehand and Glimer the dimensions

of organisational climate are

1. Structure: Deals with structure of authority and relationships among persons

and groups

2. Size: Deals with the position of the individual in the organization

3. Complexity: Deals with the number of components and number and nature of

interaction among the systems employed by the organization

4. Leadership style: Deals with the personality measure of individuals in

leadership positions

5.Goal direction: deals with organisational goals and the relative weight placed on

main and subsidiary goals.

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As per Newton Margulies the dimensions of organisational climate are

1.Disengagement:Degree to which a group is not in gear with task at hand

2.Hindrance:Degree to which feelings of being burdened with routine duties exist

when work is not being facilitated

3.Esprit:Degree to which social needs are being satisfied, degree to which one

enjoys a sense of task accomplishment

4.Intimacy:Degree to which social needs are being satisfied, but not

associatedwith the task accomplishment

5.Aloofness:Degree to which the leader’s behavior is formed and impersonal

6.Production emphasis:Degree to which there is close supervision

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 Job Satisfaction and Job Characteristics

The job itself has certain characteristics which may be rewarding for the individual

employee. Overall job satisfaction itself be a function of individual response to these job

characteristics, for job satisfaction as a match between job characteristics and one’s need.

Relationship between characteristics of job and employees’ attitude is a continuing

concern of researchers. A great deal of controversy rests on the influence of specific job

characteristics on overall job satisfaction. But this does not undermine the importance of

studying the effect of specific job characteristics on job satisfaction of an employee,

rather several common dimensions of job satisfaction and similar job characteristics have

emerged in several studies. By job characteristics we mean all those aspects of job which

are associated with the several dimensions of job situations. Jobs are the means by which

an employee is linked to his organization. The job may be the major determinant of such

characteristics or factors as the amount and types of rewards available to the jobholder or

the role incumbent, degree of intrinsic motivation associated with the task to perform role

related duties on the job, and nature of interpersonal relations which are the relations

arising out of the job situation itself and so on. In other words ,more specifically these job

characteristics may be1. related to the economic and non-economic rewards that the job

provides. eg:-Pay, security (economic), prestige, power (non-economic) etc.2. related to

the taste structure of job eg:- Use of skills, autonomy etc. and3. related to the social

relations area eg:- Social contact, peer relations and authority relations etc .Job

satisfaction can be measured in terms of perception of specific job characteristics by the

employees. Hence it is necessary to give explanation of varying levels of job satisfaction

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for different jobs. While interpreting job satisfaction, along with the perceived

assessment of job characteristics, it is also suitable to analyze employees aspiration or

expectation of these job characteristics, i.e., how much he would like them in his

profession.

It is suggested that job satisfaction is a function of discrepancy between employees’

expectation

aspiration and extent of these characteristics in the job. Greater the discrepancy, greater

the dissatisfaction. A more rational approach is that satisfaction with the job is not only a

function of absolute job characteristics but also of the expectations / aspirations the

individual employees have from the job. There are certain job characteristics which may

seem to be more important to the workers, for they have the potential to satisfy his

personal needs. Therefore, he would like to have more of them in his job satisfaction.

These contribute to the satisfaction (dissatisfaction) while there are other actors which do

not substantially contribute to their satisfaction (dissatisfaction)with the job. Expectancy

theory points to the aspirations or expectations in job satisfaction. For an employee who

has high expectations that his job should provide him more economic rewards, a failure

of the job to meet these expectations will lead to job dissatisfaction. On the other hand

even if the job does not provide the economic reward, but at the same time the employee

does not expect more in terms of these rewards, but finds his expectations regarding

prestige or autonomy in job is fulfilled to greater extent, he will develop a positive

attitude towards the job. However an individual’s expectations from the job may vary due

to a large number of reasons. For eg:- expectations that an individual has about his job

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may be different for younger or older employees, for males or females, for officers,

clerks or subordinates staff and so on.

However it may be argued that whatever the moderating factors may be, when the

expectations/aspirations regarding major job characteristics are in harmony with actually

perceived characteristics, it may be expected that job satisfaction will also be higher.

If the jobs perceived potential to satisfy the needs is weaker the worker feels frustrated

and dissatisfied. Jargans (1948) found three groups of job characteristics in order of

importance.

1. ‘Security’, ‘advancement’ and type of work.

2. ‘Supervision’, ‘co-workers’, pay and company pride.

3. ‘Hours’, ‘working conditions’ and ‘benefits’ cluster being the least important.

a second need becomes apparent, the person forgets that he or she was starving and now

starts to be concerned about a need that was formerly of less significance. Once the basic
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need is satisfied the need for safety and security attains importance. Human beings are

motivated by unsatisfied needs and not by those that have been satisfied. People are never

completely satisfied at any need level, but a reasonable amount of satisfaction of first

priority needs must be forthcoming if they are to perceive a lower priority need. Maslow

suggests that an average citizen might be 80 percent satisfied in physiological needs, 70

percent in safety needs, 50percent in love needs, 40 percent in self esteem category and

10 percent in self-actualization needs. Once the necessities for continued existence have

been met the higher order needs of lower priority comes into prominence.

The social needs include need for love ,need for affection and the desire for association

with others. The need for esteem includes the desire for social approval, self-assertion

and self-esteem. Gratification of the need for esteem contributes to a feeling of self

confidence, worth and capability.

The final need ie self-actualization, refers to the desire for self fulfillment and

achievement. A person desires actualization in the need in which he or she has

capabilities. This is the highest level need and has been completely satisfied.

These jobs which are able to satisfy more of the Maslow’s need would be jobs, which

would result in greater satisfaction on the part of the employees.

Victor H. Vroom developed a job satisfaction theory in 1964.

It is popularly known as Vroom’s Expectancy theory. Expectancy theory represents a

comprehensive, valid and useful approach to understand job satisfaction. Vroom tries to

answer the question concerning the specificity Vs. generality of job satisfaction.

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It views people as having their own needs and expectation of what they desire from their

work. They use these to decide on which company to join and how hard to work on the

job.

The theory assumes that people are decision makers who choose among alternative by

selecting the one that appears most desirable at the time. Vroom equates job satisfaction

with valence of a work role to its occupant. There can be different valence associated

with different properties of work roles.

The general valence of the work role is useful in predicting behavior in relation to the

total work role. This will indicate whether the total69

Work role is attractive enough (positive valence) to lead an individual towards it or has a

negative valence and leads an individual away from it.

In Vroom’s model job satisfaction reflects valence of the job to its incumbent. Thus,

satisfaction should be negatively related to turnover and absenteeism .No theory of job

satisfaction has received as much attention and has been subject to as much criticism as

the theory proposed by Herzberg and his associates.

This theory is popularly known as the ‘two factor theory’. The theory originally was

derived by analyzing ‘critical incidents’ written by 200 engineers and accountants in nine

different companies in Pittsburgh area, U.S.A. They interviewed each person individually

and asked him to describe in detail, times when he felt exceptionally good or bad about

his job.

The content analysis then indicated that the factors associated with high satisfaction were

somewhat different from the factors associated with low satisfaction. Herzberg proposes

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that human beings have two basic needs, the need to avoid pain and survive and the need

to grow, develop and learn.

Thus the analysis of employees’ job satisfaction would result in the formation of two

separate

continuums rather than the traditional one of satisfaction and dissatisfaction.

The first continuum ranging from dissatisfaction to no-dissatisfaction would be affected

by environment factors of which the employee has limited influence. Typical of these,

“hygiene factors”are pay, interpersonal relations, supervision, company policy and

administration, working condition, status and securityThe second class of factors,

referred to as “motivators" make up a continuum leading from no job satisfaction to

satisfaction. Example from this class are work itself, recognition, achievement, possibility

of growth and advancement. All of these as concerned with the work itself rather than its

surrounding, physical, administrative, social and environment factors

Thus the two groups of factors (motivator and hygiene factors) act differently in

producing satisfaction and dissatisfaction. The factors giving rise to job satisfaction are

separate and distinct from those which lead to dissatisfaction. Satisfaction and

dissatisfaction appear to be somewhat independent. they are viewed as attributes of

different scales. Satisfaction is affected by motivators and dissatisfaction by hygiene

factors. Herzberg’s theory has been criticized by some as being method bound, based on

faulty research, it oversimplifies the relationship between motivation and satisfaction and

is inconsistent with past evidence.

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Why Measures Organizational Climate

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 Theories of Job Satisfaction

Job satisfaction has been treated as a complex set of variables. There have been attempts

to explain job satisfaction differently. A brief resume of some important theories related

to the dynamics of job satisfaction will not be out of place. A reflection on theories will

point out that in these discussion it becomes difficult to consider motivation as separate

and apart from job satisfaction, although there are both theoretical and practical

difference between the two concepts. However it must be noted that the two are closely

related and the analysis of procedures used in work motivation are remarkably similar to

those used in studies of job satisfaction. Some of the important theories are discussed

below which will help in understanding the dynamics of job satisfaction.

Perhaps the most widely discussed theory related to motivation and job satisfaction is

Abraham Maslow’s need hierarchy theory. The theory suggests the following order of

priority of fundamental needs

1. The physiological needs:-These are the basic needs of organization such as food,

water etc.

2. The safety needs: -Once the physiological needs are met, then emerges a new set

of needs generally related to protection against danger, threat etc.

3. Social needs:-These are the needs for affectionate relations with other individuals

like need for association, peer relations, for love etc

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4. The esteem needs or age needs: -Next in hierarchy are the needs of stable-

reputation, status and recognition.

5. The self-actualisation needs:-Highest in the hierarchy of needs, are the needs for

self-fulfillment, the need to achieve one’s full capacity for doing.

Abraham Maslow’s hierarchy theory states that the behaviour of any person is

dominated and determined by the most basic needs which are unfulfilled .Since the

physiological needs are classified as primary, they are of course given first priority. If a

person is starving, only food occupies the mind. As soon as one need is reasonably well

satisfied, a second need becomes apparent, the person forgets that he or she was starving

and now starts to be concerned about a need that was formerly of less significance. Once

the basic need is satisfied the need for safety and security attains importance. Human

beings are motivated by unsatisfied needs and not by those that have been satisfied.

People are never completely satisfied at any need level ,but a reasonable amount of

satisfaction of first priority needs must be forthcoming if they are to perceive a lower

priority need. Maslow suggests that an average citizen might be 80 percent satisfied in

physiological needs, 70 percent in safety needs, 50percent in love needs, 40 percent in

self esteem category and 10 percent in self-actualization needs .Once the necessities for

continued existence have been met the higher order needs of lower priority comes into

prominence. The social needs include need for love ,need for affection and the desire for

association with others.

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The need for esteem includes the desire for social approval, self-assertion and self-

esteem. Gratification of the need for esteem contributes to a feeling of self confidence,

worth and capability .The final need ie self-actualization, refers to the desire for self

fulfillment and achievement. A person desires actualization in the need in which he or

she has capabilities. This is the highest level need and has been completely satisfied.

These jobs which are able to satisfy more of the Maslow’s need would be jobs, which

would result in greater satisfaction on the part of the employees .

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LITERATURE

REVIEW

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 LITRATURE REVIEW

R.N. Malhotra (1990) divided Financial development into three phases namely phase of

foundation ,phase of expansion and phase of Liberalization , Diversification and

Consolidation. The third phase started in the middle of 1980’s. It initiated slowdown in

branch expansion, policy changes in organization and structure , training , house -keeping

, customer service , credit management , recovery of dues and profitability and a phased

introduction of modern technology in banking operations.

Emmert and Taher (1992) found that job related feedback and the social environment are

important determinants of job satisfaction for public professionals.

Gordon and Di Tomaso (1992) studied company performances as a function of

perceptions by the top levels of management and reached the conclusion that

management is clearly not a representative sample of the employees in the companies.

Nauman and Earl(1993) is of the opinion that satisfied workers in most organizations

contribute significantly to the effectiveness and success of the organization. They say that

low productivity of employees is a result of low levels of satisfaction.

De Saints, Victor and Durst (1996) found that employees attitude towards work do

affect their performance and in turn the attitude of employees are influenced by personal

characteristics and job characteristics. They are also of the opinion that employees with

higher levels of education tends to be less satisfied with their jobs.

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Denison D.R. (1996) says that climate is mainly concerned with those aspects of the

social environment that are consciously perceived by organisational members.

Burk R.J. (1996) found that organisational factors such as size, nature of business, public

vs. private sectors and employees demographic factor such as years in the organisation

and hierarchical level likely influence the results of employees’ assessment of job

satisfaction. He also found that males who were at significantly higher organisational

levels than females reported significantly higher levels of job satisfaction. When the

organisational level was controlled the gender difference was not found.

Jurkiewiez and Massey (1997) in their study among municipal employees found high

levels of similarity between groups of supervisory and nonsupervisory personnel on what

they want from their job. However nonsupervisory employees were significantly more

dissatisfied than supervisory personnel with what they were actually getting from their

job.

Avinash Kumar Srivastav(1997) in his doctoral dissertation “Study of Organisational

Climate, role Stress and Coping Strategy amongst Public Sector Executive" reached the

conclusion that, (1) Organisational climate is significantly influenced by variables other

than organisational role stress, coping strategy and personal variables, considered in the

study

(2) affiliation has functionally as it leads to strengthening the intropersistive type of

approach coping strategy and weakening of dependency climate, role expectation

conflict, role ambiguity and impunitive and defensive types of avoidance coping strategy

and

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(3) expert influence and extension under certain conditions may become dysfunctional.

R.S. Padmanabhan (1998) in an article observed that the Narasimham Committee

Reports have invited anger of the bank employees from the fear of retrenchment in the

name of rationalisation. They also have a fear of hijacking of public sector banks by

private management.

Beldev R. S. and Sarita B.(1999) in their study regarding the determinant of job

satisfaction among engineers in a public sector undertaking, using multivariate analysis

reached the conclusion that there is no significant relation with age and job satisfaction.

Adeshina Dele Braimoh (1999) in his research study found that there is significant

statistical difference between sex and job satisfaction. He noted that workers who have

access to information should greater job satisfaction than those with no access to

information. He reached the conclusion that participatory management results in greater

job satisfaction.

Sesan Kim Sokoya (2000) says that tenure and length of time spent in the organisation is

positively correlated with job satisfaction. The longer the time spent in the organisation,

the more satisfied the managers are with their job. The study found that turnover rate

among younger managers are high compared to older managers

Alponsa V.K.(2000) conducted a study among fifty supervisors in a large private hospital

in Hyderabad to study the organisational climate. According to her study, there existed

reasonably good climate with respect to their relationship towards top management.

34
Joeylyn J. Johnson(2000) collected data from 8126 employees of a government service

agency using an anonymous survey to know the difference in supervisor and non-

supervisor perceptions of quality culture and organisational climate. Results showed that

supervisors perceived all 19 aspects of the culture and climate measured on the survey

significantly more positively than did non-supervisors. He also found that organisational

strength as perceived by both supervisors and non-supervisors are in the areas of

customer focus and job satisfaction. Steven Simons and Antony Scott(2001) found that

even though majority of general practitioners were satisfied with their job, they were

experiencing a number of pressure at work. They suggested that general practitioners

participates in the work force could be promoted by introducing more flexible working

pattern, by expanding the scope of contractual arrangements, and by making patients

expectations more realistic by clearly communicating what actually is the role of a

general practitioner

Y.V. Reddy (2001) opined that reforms can succeed only and only if coordinated efforts

are made by the RBI, Government of India and bank themselves. The key to financial

sector reforms is banking reform; key to banking reform is public sector banking reform;

and key to public sector banking reform is Government’s initiative.

Manju S Nair (2001) observed that that the financial liberalisation process created impact

on determinants of profitability by creating higher profitability environment for both

public and private sector banks. In the post reform period, the total factor productivity for

both public and private sector banks increased. These may be due to the technological

progress and changes in technical efficiency after the implementation of reforms on the

Indian banking sector. According to her the reform measures are on the right path to

35
realise the objective of economic efficiency in the form of higher profitability ,

productivity and efficiency.

. Koys (2001) found that mean employees satisfaction was significantly correlated with

subsequent company profitability

Judge and Bono(2001) found that traits such as self-esteem, self-efficiency, locus of

control and emotional stability are significantly associated both job satisfaction and job

performance. The satisfied employees tend to differ from others in attributes that many

themselves give rise to better performance.

Meyer, Stanley, Herseovitch and Toplonytsky (2002) found that work motivation, job

satisfaction, job involvement, organisational commitment and experimental support and

justice are to be positively interrelated and their mediating role in climate performance

associations may turn out to be similar.

Mela A Dutka (2002) [35] in her doctoral thesis “The relationship between job

satisfaction and the organizational climate for women higher education administrators”

says that women higher education administrator’s extrinsic job satisfaction is strongly

associated with the organisational climate, as was intrinsic satisfaction although to a

lesser degree. Extrinsic job satisfaction was predicted by satisfaction with the climate for

career development , communication , conflict management and reward system. Intrinsic

satisfaction was predicted by satisfaction with the climate for planning , decision making

, conflict management and career development. The findings reveal women higher

education administrator’s dissatisfaction with the overall organisational climate and

underscore the importance of the climate for career development. The study concludes

36
that the chances for career development and opportunities for advancement has strong

influence on job satisfaction. Both factors affect women higher education administrator’s

job satisfaction , which may influence attrition as well as individual and organisational

effectiveness.

Eapen Vargheese (2002) observed that speedier adoption of technology , keeping

customers convenience as a focal point and changes in the attitude of bank employees

towards technology could keep the existing customers and attract new customers. He

continued that the services provided could be in tune with customer needs and

expectations.

37
G. Puspangadharan (2002) found with regard to facilities and amenities speed in

completing transactions and in providing deposit related and credit related services ,

public sector banks lag behind private sector banks. Customers of PSB’s are not satisfied

with the attitude and behavior of employees and Branch manager’s initiative in guiding

and educate customers with respect of product and services. In respect of customer feed

back system and redressal of grievances , PSB’s were far behind private banks.

Sobo and Sadler(2002) in their project for improving organisational communication and

cohesion in a health care setting through employee - leadership exchange found that

employees had low motivation because there was no interdepartmental communication.

There was significant depression , anxiety , emotional exhaustion , job insecurity and

deterioration in team work and lack of clarity in roles , among paramedical staff which in

turn lead to dissatisfaction in other occupational groups. Through monthly employee -

leadership council meetings , the employee’s views and recommendations were also

incorporated in the process of management. As a result within one year employee’s

satisfaction increased considerably. The level of open , honest and direct communication

also improved significantly. There was significant increase in the level of productivity

also.

Harter, Schmidt and Huyes (2002) reached the correlation that job satisfaction was

highly correlated with company’s productivity. Perker etal (2003) reported that variations

in job satisfaction and similar affects accounted for the relationship between individuals

perceptions and performance.

38
.. Malcan Patterson, Peter Warr and Michael West (2003) UK collected information

about climate, affect and performance from employees of 42 manufacturing companies in

United Kingdom to study the organisational climate and company productivity. They

found that company productivity was more strongly correlated with those aspects of

climate that has stronger satisfaction loadings. They also found that the managers

assessment of most aspects of their company’s climate were significantly more positive

than those of non-managers.

Bhat and Maheswari(2005) in their study “Human resource issue: Implications for

health sector reforms” found that respondents have strong desire to assume greater levels

of responsibilities and expect more transparency and involvement in manpower planning

and development of the people. The study recommended labor involvement at various

stages of decision making in an organisation..

M. Narasimham (2005) asserted that as a market driven and competitive system is in

place much remains to be done to further the objectives of competitive efficiency and

systematic stability in the banking sector. The process of reforms is a continuing one. So

further changes are required in policy frame work, internal procedures and structural

aspects of the system consolidation - mergers and acquisitions - among banks is a

necessity to move towards universal banking and financial supermarkets providing a

range of services such as insurance and pension. Milind Sathye (2005) concluded in his

studies to examine the impact of privatization on bank performance an efficiency , that

partially privatized banks have performed better as compared to the fully public sector

banks in respect of certain financial performance and efficiency parameters. He opined

while the privatization strategies world wide failed , empirical evidence proved that the

39
Indian experience of gradual privatization has succeeded. 56. Buker and Hassan (2005) in

their study .

“A comparative examination of organisational climate, Job satisfaction and Work Place

Stress” examined the organisational climate, Job satisfaction and Work Place Stress in

the Turkish National Police. The study helped in pointing out the difference between the

U.S. Police departments and Turkish national police department.

Nurse and Devonish(2006) studied the impact of several work related factors on

participation practices and willingness of employers to introduce participation at work in

Barbados. They found that organisational size, industrial origin and presence of union

were not significant determinants of current participation practices. Positive relationships

were found between a strategy based on quality and worker - management relations as

well as between an innovation strategy and union - management relations.

K.P. Pushparaj (2006) commented that the banking scenario in India , vis-a-vis Kerala is

fast changing due to technology contributing a sea change in the banking process. Now

flow of information becomes faster and accurate. More banks have opted for CORE

banking solutions. Internet had opened enormous potential for increasing customer base

and delivery channels. Financial integration has opened a mere competitive environment

for all participants in the financial sector.

Aarons , Gregory A , Sawitzly and Angelina C. (2006) in their study says that staff

turnover in mental health service organisations is an ongoing problem with implications

for staff morale , productivity , organisational effectiveness and implementation of

innovation. The study examined full and partial mediation models of the effects of culture

40
and climate on work attitudes and the subsequent impact of work attitudes on staff turn

over.

Dileep Kumar M(2006) [16] in his research work ‘A study on job stress of Nationalised

Bank employees and Non - Nationalised Bank employees’ found that

(a) there is significant difference in the level of occupational stress between nationalised

and non - nationalised bank employees

(b) Occupational stress is found higher among non - nationalised bank employees

compared to nationalised bank employees

(c) Among different occupational stress variables , Role overload , Role authority , Role

conflict and Lack of senior level support contribute more to the occcupational stress

among non - nationalised bank employees compared to nationalised bank employees.

Damir Danijel Zagar (2007) in his study “Survey of Job satisfaction and organisational

climate at the University Computing Center , Zagreb” says that employees perceive lots

of strong sides of the organisation as well as those that need some improvement.

Collection and interpretation of opineness of the employees systematically and

meaningful measures from the management could be an important step for the employees

to change their perception from not being asked for the opinion and to become real

partners in mutual efforts to successful and satisfied organisation

A study in IIM - Bangalore(2008) found the Indians have more faith in Government

banks. When it comes to depositing hard , earned men and favor branches as the channel

for accessing bank services. A bank branch is the most preferred out let for utilizing

41
banking services followed by ATM’s. Consumer’s preference is for banks with

conveniently located branches wherein they get services for cash/cheque deposit ,

demand draft etc with ease

Noah(2008) in his investigative study regarding the existing level of worker participation

in management decision making in Nigerian work environment found that employees

have high interest in participation in the process of decision making in their workplace.

The study also observed that there was significant relationship between education and age

of the employees and employee’s involvement in decision making.

Bruce Cooil ,Timothy L and Kiersten M (2009) in their study proposed a methodological

approach that is new to the service to explore how organisational climate is related to

various business outcomes. Data was collected from a large , multinational retail grocery

superstore based in continental western Europe. The study illustrates how multivariate

partial least squares

( MPLS) can be used to measure organisational climate. MPLS provide three

interpretable factors of climate namely Overall organisational climate , Staff Efficiency

Versus Leaders Efficiency and Personal Empowerment Versus Management Facilitation.

The important procedures of these three business outcomes are employee retention ,

customer satisfaction and sealed revenue.

Biloch and Lofstedt (2013) created a model referred as gamification, partially based on

established concepts within performance management and motivation and partially based

on a pioneer concept within business to promote employee engagement.

42
The aim of their study was to adapt this model to an organizational setting characterized

as potentially unengaging to be able to identify possible benefits and concerns with the

model developed.

The data collection was done through a case study involving both qualitative semi-

structured interviews and observations with professionals within haulage firms

The model created was thereafter configured to the work situation of a truck driver, in

order to illustrate how employee engagement can be promoted within haulage firms.

An important finding of their study is that each component of the performance

management cycle can, to various extents, be supported by game elements to drive

employee engagement within the performance management process.

It has also been found that this model can be adapted to different work situations on the

basis of the appropriate style of management control and a means-ends analysis of the

constituent game elements that underlie the model.

Moreover, this thesis propose how haulage firms, through this model, can promote

employee engagement and thereby an opportunity to command a source of competitive

advantage. This study therefore sought to explore the effect of employee engagement on

organization performance.

43
 OBJECTIVE

OF THE STUDY

44
 OBJECTIVE OF THE STUDY

The main objective of the study is to organizational climate :

1. To study the impact of organizational climate on employee role satisfaction

2. To study the satisfaction level of employees about salary, incentives .

3. To find the employees are working with their full capabilities or not.

4. To analyse the company’s working environment.

45
 RESEARCH

METHODOLOGY

46
 RESEARCH METHODOLOGY

The objectives of the study was accomplished by conducting a systematic design,

collection, analysis, and reporting of data and findings that are relevant to different

marketing situations facing the company.

The research process adopted in the study consisted of the following stages:

 Defining the problem and the research objective: The research objective states what

information it needed to solve the problem.

 Developing the research plan: Once the problem is identified, the next step is to

prepare a plan for getting the information needed for the research.

 The present study adopted the descriptive approach where there was a need to gather

large amount of information before making a conclusion.

 Collection and sources of Data: Market research requires two kinds of data i.e.,

Primary Data and Secondary Data. Well-structured questionnaires were prepared for

employees.

47
48
 RESEARCH DESIGN

Research Design is simply the framework or plan for a study, which is used as a guide in

collecting and analyzing the data. It is the blueprint that is followed in completing a

study. The most common aspects involved in research design include at least followings:

1. Statement of research objectives ,i.e., why the research project is to be conducted

2. Type of data needed

3. Definition of population and sampling procedures to be followed

4. Time, Costs, and Responsibility specification

5. Methods, ways, and procedures used for collection of data.

6. Data analysis – tools or methods used to analyze data

7. Probable output or research outcomes and possible actions to be take based on those

outcomes

TYPES OF RESEARCH DESIGN

Basically, there can be three types of research designs – exploratory research design,

descriptive research, and experimental (or causal) research design.

 Formulating objective of the study.

 Designing the method of data collection.

 Selecting the sample size.

 Collection of data.

 Analysis

 Conclusion.

49
Descriptive Research:

Descriptive research includes surveys and fact finding enquires of different kinds. The

major purpose of descriptive research is description of the state of affairs as it exists at

present.

Descriptive Research design is typically concerned with describing problem and its

solution. It is more specific and purposive study. Before rigorous attempts are made for

descriptive study, the well-defined problem must be on hand. Descriptive study rests on

one or more hypotheses.

For example, “our brand is not much familiar,” “sales volume is stable,” etc. It is more

precise and specific. Descriptive Research requires clear specification of who, why what,

when, where and how of the research.

Descriptive research includes websites, books, magazines, observations and fact-finding

enquiry of different kind

Here, questions were more useful as it was an descriptive research that was conducted in

which the main objective was to get an insight into how people think in a particular way.

 Analyze the collected information.

 Report research findings.

For the Project:

 Descriptive research

 Conclusion oriented

50
  Sample survey

 Computer application

Sample Survey:

The respondents selected should be as representative of the total population as possible

in order to produce a miniature cross section.

The selected respondents constitute what is technically called a ‘Sample’ and the

selection process is called ‘Sampling Technique’. The survey so conducted is known as

Sample Survey.

SAMPLING TECHNIQUE

Sampling method can be classified into probability sampling and non-probability

sampling methods.

The difference lies between the above two is whether the sample selection is based on

randomization or not. With randomization, every element gets equal chance to be picked

up and to be part sample for study.

51
PROBABILITY SAMPLING

In ‘probability sampling’, each unit of the population has a probability of being

selected as a unit of the sample. But this probability varies from one method to another

method of probability sampling. This type of sampling is more rigorous and free from

biases. It includes:

 Simple Random Sampling

 Stratified Sampling

 Systematic Sampling

 Cluster Sampling

52
  Multi Stage Sampling

NON-PROBABLITY SAMPLING

In ‘non probability sampling’, members are selected from the population in some non

random manner. There may be instance that certain units of the population will have

zero probability of selection, because judgment biases are considered to be criteria for

the selection of sample units of such sampling.

It includes:

 Convenience Sampling

 Purposive Sampling

 Quota Sampling

 Referral/Snowball Sampling

53
The Sampling Technique used in the whole project is Simple random sampling.

SIMPLE RANDOM SAMPLING: Every element has an equal chance of getting

selected to be the part sample. It is used when we don’t have any kind of prior

information about the target population.

For Example- Random selection of 20 students from the class of 50 students. Each

student gets equal chance of getting selected. Here probability of selection is 1/50.

SAMPLE SIZE: The sample size considered for the research is 100.

RESEARCH INSTRUMENT: The instrument used for data collection was in the form

of questionnaire.

54
PRIMARY DATA COLLECTION METHOD

When the data is collected directly by the researcher for the first time is called as

Primary data..It is original in nature and is specific to a research problem under study.

METHODS:

 Questionnaire Method

 Delphi Techniques

 Interview method

SECONDARY DATA COLLECTION METHOD

When the data are collected by someone else for a purpose other than the researcher’s

current project and has already undergone the statistical analysis is called as Secondary

Data

METHODS :

 Company Information

 Business Journals

 Internet

55
 DATA

INTERPRETATION

AND ANALYSIS

56
FACTOR 1: REWARD

1.Is there fair reward and recognition procedure follow in your organization?

RESPONSE FREQUENCY

YES 60%

NO 40%

No of respondent -100

Fair rewards and recognition

40%

YES
60% NO

Interpretation: In survey I found that more than 60% employees says YES and 40%

employees says No.

57
2. Are employees are rewarded in proportion to the excellence of their job performance?

RESPONSE FREQUENCY

YES 58%

NO 42%

No of respondent :100

Performance based rewards

42%
YES
58% NO

Interpretation: In the survey I found that more than 58% employees says YES and

42% employees says NO.

58
FACTOR 2: SUPPORT AND COMMITMENT

3. Do you feel that you are member of a well-functioning team?

RESPONSE FREQUENCY

STRONGLY AGREE 36%

AGREE 25%

NEUTRAL 22%

DISAGREE 17%

STRONGLY DISAGREE 0%

Part of well functioning team

0%
17%
36%
Strongly agree
Agree
22%
Neutral
Disagree
25% Strongly disagree

Interpretation: In the survey I found that 36% employees strongly agree with the

statement ,25%agree with that ,22%employess having neutral response and 17%

employees disagree with that they are part of well functioning team.

59
4. Whenever you are on a difficult assignment can you usually count on getting

assistance from your boss and colleagues?

No of respondent: 100

RESPONSE FREQUENCY

YES 65%

NO 35%

Assistance from boss and colleagues

35%

YES
65%
NO

Interpretation: In this survey I found that 65% employees says that they can count on

get6ting assistance from their boss or colleagues and 35% employees says that they don’t

get any assistance from their boss or colleagues.

60
5.In your organization people pretty much look out for their own interests?

No of respondent :100

RESPONSE FREQUENCY

YES 72%

NO 28%

Peole look for their own intrests

38%

YES
72% NO

Interpretation: In this survey I found that 72% employees says that they look for

their own interest and 38% employees says that people don’t look for their own interest.

61
FACTOR 3: STRUCTURE

6. Is it sometimes unclear who has the formal authority to make a decision?

No of respondent :100

RESPONSE FREQUENCY

STRONGLY AGREE 38%

AGREE 47%

NEUTRAL 10%

DISAGREE 03%

STRONGLY DISAGREE 02%

Unclear authority
3% 2%
10%

38% STRONGLY AGREE

AGREE
NEUTRAL
47% DISAGREE
STRONGLY DISAGREE

Interpretation: In this survey I found that only 43% employees says that they are

unclear with the authority and 67% employees clear with the says that they are clear with

the authority.

62
7.Are the jobs in the organization are clearly defined and logically structured?

No of respondent: 100

RESPONSE FREQUENCY

STRONGLY AGREE 49%

AGREE 21%

NEUTRAL 15%

DISAGREE 08%

STRONGLY DISAGREE 07%

Jobs are clearly defined

7%
8%

STRONGLY AGREE
15% 49%
AGREE
NEUTRAL
21% DISAGREE
STRONGLY DISAGREE

Interpretation: In this survey I found that 69% employees says that their jobs are

clearly defined and 31% employees says that their jobs are not clearly defined.

63
FACTOR 4: RISK AND CONFLICT

8.Do you agree with that the attitude of your management is that conflict between

competing units and individuals can be healty?

No of respondent: 100

RESPONSE FREQUENCY

STRONGLY AGREE 37%

AGREE 29%

NEUTRAL 18%

DISAGREE 14%

STRONGLY DISAGREE 02%

ATTITUDE TOWARDS CONFLICT

2%
14%
37% STRONGLY AGREE
18% AGREE
NEUTRAL
DISAGREE
29%
STRONGLY DISAGREE

Interpretation: This graph shows 37% of employees shows strongly agree with the

statement,29% employees agree with that and 18% having neutral responses.

64
9.Is there any feeling of pressure to continuously improve there personal and group

performance?

No of respondent:100

RESPONSE FREQUENCY

YES 63%

NO 37%

PRESSURE TO IMPROVE PERFORMANCE

37%

YES
63% NO

Interpretation: In this survey I found that 63% employees says that they work under

pressure to improve their performance and 37% employees employees says that they

don’t

65
10. The philosophy of your management is that in the long run that you get ahead

fastest by playing slow, safe and sure?

No of respondent: 100

RESPONSE FREQUENCY

YES 73%

NO 27%

MANAGEMENT PHILOSOPHY

27%

YES
NO
73%

Interpretation: In this survey I found that more than 73 % employees says YES to the

long run that that you get ahead faster by playing slow, safe and 27% employees

employees says no to this statement.

66
11.Do you mentally and /or physically exhausted at the end of a day at work?

No of respondent:100

RESPONSE FREQUENCY

STRONGLY AGREE 85%

AGREE 10%

NEUTRAL 05%

DISAGREE 0%

STRONGLY DISAGREE 0%

MENTALLY OR PHYSICALLY EXHAUSTED

0
5% 0
10%

STRONGLY AGREE
AGREE
NEUTRAL
85% DISAGREE
STRONGLY DISAGREE

Interpretation: This graph shows that 85% of employees are strongly agree about the

point,10% of employees are agree on the point,5% are neither agree nor disagree,0% are

disagree and rest 0% are strongly disagree.

67
12. Do you feel that your job has little impact on the success of the company?

No of respondent:100

RESPONSE FREQUENCY

STRONGLY AGREE 50%

AGREE 30%

NEUTRAL 20%

DISAGREE 0%

STRONGLY DISAGREE 0%

0 IMPACT ON THE SUCCESS OF THE

0 COMPANY

20%

STRONGLY AGREE

50% AGREE
NEUTRAL

30% DISAGREE
STRONGLY DISAGREE

Interpretation: The graph shows that 50% of employees are strongly agree about the

point,30% of employees are agree on the point, 20% are neutral,0%are disagree and 0%

of employees are strongly disagree.

68
FINDINGS

69
 FINDINGS

On the basis of the questionnaire and its analysis the result has came up to certain

conclusions which are interpreted under the following heads:

 The first question was framed to find the awareness of the employees about From

the pie charts above, we found out that most of the employees in the MNCs

agree with the reward system of their bank. Most of the employees agree with that

the friendly atmosphere prevails among to people in the organisation Thus the

employees were satisfied with their jobs.

 In the next question I found that there is a feeling of warmth between the

employees but relation between management and employees were found to be

neutral most of the employees agree on the fact that there is lack of support and

commitment in the organization from the management point of view.

 The analysis confirms that most of the employees agree on the fact that inspite of

having clear and logical job structure, but who have the formal authority of

performing it, is sometimes ambiguous. The findings above reveal that most of

the employees strongly agree on the fact that risk and conflict solving techniques

are appreciable in the organization.

70
SUGGESTION

71
 SUGGESTION

To increase the job satisfaction level of employees the company should

concentrate mainly on the incentives and reward structure rather than the

motivational sessions.

 Company should give promotion to those employees who deserves it.

 Encourage self-reliance and self confidence so that Employees takes

responsibility upon themselves

 Let self managed teams and individual staff manages their own work within

reasonable and agree limits.

 Support decisions made by staff. Instead of rejecting a decision, ask how the staff

member came to that decision.

 The company must look into this wide gap of opinion. This would help in

drawing out certain useful recommendations about how policies could be

improved to help in the achievement of organizational goals.

72
CONCLUSION

73
 CONCLUSION

Organizational climate has either a positive or negative effect on performance levels,

attitudes and behaviours of employees. It is possible that employees can perceive

organizational climate with a positive perception and consider it to be matching with their

personal objectives and so, they can demonstrate positive attitudes towards colleagues

and the organization.

The individual’s perceptions of what are “out there” acts as a moderating or intervening

variable between organizational stimuli and resultant behaviour.

In view of the above discussion, the findings and their implications should be taken into

account in the design of human resources programs as well as in the making of policy.

Due to attaintion has to be paid to the value system of the population as a whole, as well

as the differences in perceptions found between sub-population.

74
LIMITATION

OF THE STUDY

75
 LIMITATIONS OF THE STUDY

However I tried my best in collecting the relevant information for my research report, yet

there are some problems faced by the researcher. The prime difficulties which I face in

collection of information are discussed below:

 Short time period: The time period for carrying out the research was short as a

result of which many facts have been left unexplored.

 Lack of resources: Lack of the time and other resources as it was not possible to

conduct survey at large level..

 Small no. of respondents: Only 100 employees have been chosen which is small

number, to respondent whole of the population.

 Unwillingness of respondents: While collection of the data many employees

were unwilling to fill the questionnaire. Respondents were having a feeling of

wastage of time for them.

 Small area for research: The area for the study was companies.

76