LIST OF TABLES

1. Table Showing pride of employees to work in organisation

2. Table showing the effectiveness in communication of organisational goals.

3. Table showing participation in decision-making of employees.

4. Table showing focus on participative rather than authoritative management.

5. Table showing the follow-up of promise by management.

6. Table showing the nature of job.

7. Table showing satisfactory level of recognition rate of employees.

8. Table displaying team work of employees.

9. Table showing the scope of promotions to employees.

10. Table showing matching of reward and performance.

11. Table displaying the responsibility of job.

12. Table exhibiting monetary and non-monetary benefits to employees.

13. Table showing skill and experience as a prime role.

14. Table showing rate of productivity and morale go hand in hand.

15. Table showing level of standard of organisation.

16. Table showing the attractive element of firm.

17. Table showing satisfactory level towards training facilities in organisation.

18. Table displaying the affect of economic melt-down in the organisation.

19. Table showing pay package in other firms.

20. Table showing the applicability of rules fairly to all.

21. Table showing career path opportunities for future growth.

22. Table showing affect of petty conflicts and poor working conditions.

23. Table exhibiting settlement of industrial dispute strategy.

24. Table showing strength of trade union and management relation.

25. Table revealing demands enforced by wok strikes.

26. Table showing essential aspect to maintain good industrial relation.

27. Table showing satisfactory level of work environment.

28. Table showing satisfactory level of sanitation facilities.

29. Table showing the level of satisfaction regarding canteen facilities.

LIST OF CHARTS

1. Chart Showing pride of employees to work in organisation

2. Chart showing the effectiveness in communication of organisational goals.

3. Chart showing participation in decision-making of employees.

4. Chart showing focus on participative rather than authoritative management.

5. Chart showing the follow-up of promise by management.

6. Chart showing the nature of job.

7. Chart showing satisfactory level of recognition rate of employees.

8. Chart displaying team work of employees.

9. Chart showing the scope of promotions to employees.

10. Chart showing matching of reward and performance.

11. Chart displaying the responsibility of job.

12. Chart exhibiting monetary and non-monetary benefits to employees.

13. Chart showing skill and experience as a prime role.

14. Chart showing rate of productivity and morale go hand in hand.

15. Chart showing level of standard of organisation.

16. Chart showing the attractive element of firm.

17. Chart showing satisfactory level towards training facilities in organisation.

18. Chart displaying the affect of economic melt-down in the organisation.

19. Chart showing pay package in other firms.

20. Chart showing the applicability of rules fairly to all.

21. Chart showing career path opportunities for future growth.

22. Chart showing affect of petty conflicts and poor working conditions.

23. Chart exhibiting settlement of industrial dispute strategy.

24. Chart showing strength of trade union and management relation.

25. Chart revealing demands enforced by work strikes.

26. Chart showing essential aspect to maintain good industrial relation.

27. Chart showing satisfactory level of work environment.

28. Chart showing satisfactory level of sanitation facilities.

29. Chart showing the level of satisfaction regarding canteen facilities.

CONTENT
• CERTIFICATE
• DECLARATION
• ACKNOWLEDGEMENT
• SYNOPSIS
• LIST OF TABLES
• LIST OF CHARTS
SL.NO CHAPTERS PAGE NO
CHAPTER 1
1.1 Introduction
1.2 Organisation culture
1.3 Organisation climate
1.4 Scope of the study
1.5 Objectives of the study
1.6 Methodology of the study
1.7 Limitations of the study
CHAPTER 2
2.1 Analysis and Interpretation
CHAPTER 3
3.1 Findings
3.2 Suggestions
3.3 Conclusion
CHAPTER 4
4.1 Bibliography
4.2 Appendix
 SYNOPSIS

INTRODUCTION
Industry means any productive activity in which an individual is engaged.

a. General
b. Need for the study

GENERAL
Human resources is a term with which many organisations describe the
combination of traditionally administrative personnel functions with
performance, employee relations and resource planning.
HRD climate of an organization plays a very important role in ensuring the
competency, motivation, and development of its employees.
The HRD climate can be created using appropriate HRD system
and leadership styles of top management.
The term climate is used to designate the quality of the internal
environment which in turn the quality of co-operation, the development,
commitment to organization purpose and efficiency, etc.
Organisation culture is an idea in the field of organisational studies
and management which describes the attitudes, experiences, beliefs, and values
of an organisation.
 CHAPTER 1

INTRODUCTION OF THE STUDY

HUMAN RESOURCES
Human resources is a term with which many organisations describe
the combination of traditionally administrative personnel functions with
performance, employee relations and resource planning.
The objectives of human resources is to maximize the return on investment
from the organisation’s human capital and minimize financial risk. It is the
responsibility of human resource managers to conduct these activities in an
effective, legal, fair and consistent manner.

FUNCTIONS
Human resources serves these key functions:
• Selection
• Training and development
• Performance evaluation and management
• Promotions
• Redundancy
• Industrial and employee relations
• Record keeping of all personal data
• Compensations, pensions, bonuses etc in liaison with payroll
• Career development.
HUMAN RESOURCE DEVELOPMENT

It is a framework for the expansion of human capital within an

organisation. Human resources development is a combination of training and
education that ensures he continual improvement and growth of both the
individual and the organisation. HRD is the medium that drives the process
between training and learning.
Organisational climate surveying enables the impact of HR
strategies to be evaluated to create HR Return On Investment calculations. This
data been found to be highly effective in changing the perspective of people
based initiatives as being an “investment “ rather than a cost and transforming
HR

ORGANISATIONAL CLIMATE

Organisational climate is usually an accident of all previous

decisions and interactions experienced by the organisation. It is the process of
quantifying the culture of the organisation. Climate is usually messy and
unpredictable. Yet climate is crucial to optimal contribution of the workforce.
Climate is the atmosphere in which the individuals help, judge, reward,
construction and find about each other. Further, it influences morale and
attitudes of individuals towards his work and environment.
Organisation regarded as superior long-term performers. Climate is a
powerful component of an organisation’s success, laying the tracks for strategy
to roll out on. It is the strong foundation for profit, productivity and progress.
While it can accelerate getting to the next level of performance. Culture-
strategy fit is a leading organisational culture consulting firm conducting
ground-breaking culture diagnosis and change projects to help organizations
leverage their culture to drive strategy and performance. Unique culture can
help us for the future success. Organisations that seek leadership and
sustainability make the choice for culture by design, not default.
Turbulent times require new kinds of conversations with groups of
leaders and employees to set a path for shaping culture for future needs. We
have deep understanding about how organisational culture operates and have
created sophisticated yet practical diagnostic tools to uncover how
organisational culture plays out in day to day work life. We are able to
determine how it nourishes organisational health and accelerates strategy or
debilitates it through ‘culture drag’.

ORGANISATIONAL CULTURE

Organisation culture is an idea in the field of organisational studies

and management which describes the psychology, attitudes, experiences, beliefs
and values of an organisation. It has been defined as the specific collection of
values and norms that are shared by people and groups in an organisation.
Organisation culture is an idea in the field of organisational studies and
management which describes the attitudes, experiences, beliefs, and values of
an organisation. Organisational values includes beliefs and ideas about what
kind of goals members of organisation should pursue and ideas about the
appropriate kinds or standards of behaviour organisational members should use
to achieve these goals.
 In the past 25 years the concept of organisational culture has gained wide
acceptance as a way to understand human systems. Aspect of organisational
culture can be seen as an important environmental condition affecting the
system and its subsystems. The examination of organisational culture is also a
valuable analytical tool in its own right.
The culture can be defined as: A pattern of shared basic assumptions that the
group learned as it solved its problems of external adaptation and internal
integration, to perceive, think and feel in relation to those problems.
 OBJECTIVES

PRIMARY OBJECTIVE
To identify link between the organisation climate and performance.
To have a clear idea regarding the relation of the culture of organisation and the
morale of the workers.

SECONDARY OBJECTIVE
1. To study the methods, procedures, systems followed in the company.
2. To study the communication flow
3. Identify the variations in perception among different group of employees.
4. To study the perception of employees about the characteristics such as
worker’s attitude, job characteristics, working conditions, scope for
advancement, managerial structure and policies, participative
management, monetary benefits, welfare and safety facilities, acquiring
new technology.
5. To study the strengths and weaknesses of employees.
6. To study if any alternative decision is possible.
7. To suggest suitable recommendation.
 CHAPTER-2

RESEARCH METHODOLOGY

RESEARCH DESIGN:
A research design is purely and simply the framework or planned
for a study that guide the collection and analysis of the data Research is
qualitative in approach. A survey method is adopted to complete the research
work.

SAMPLING UNIT:
For this study employees working in the organisations at
Coimbatore district is taken.

SAMPLING DESIGN:
Selection of respondent from the total population is called sample
and the selection process is called sampling. A sample design is a definite plan
for obtaining a sample from a given population. It refers to the technique or the
procedure, the researcher could adopt in selecting items for the sample of
random sampling.

SAMPLE SIZE:
In order to get quality response 50 employees were selected, in which 17
employees belong to the lower level, 16 belong to the middle level, and the rest
17 employees belong to the top level management.
 LIMITATIONS

• Sample size is limited to 50 members.

• Some of the respondents are reluctant to give outspoken answers to the
questions posed.
• The option elicited from the study conducted can’t be taken as the opinion of
the whole of population.
• The effectiveness of the study may be effected due to the personal bias of the
respondents.
• Time constraint existed in the survey.
• The study is conducted only in a few areas of Coimbatore district and may not
be applicable to rural areas.
• The study is restricted only to the study of organisational culture and climate.
There are a lot of other areas which has to be given prime importance in an
organisation.
SCOPE OF STUDY
 A similar study is possible to industries or sister concerns to analyse the
organizational culture and climate of the rest of the organisations. Such a study
can help the organisation analyse their pick-faults and suggest them better
means of serving the employees at their firm.
The employees have varied opinion on every aspect of the industry
they work at. It has enabled to ensure competency, motivation and development
of the employees. The study has particularly focused on the HRD system and
the leadership styles of the top management.
The study helps to analyse the quality of the internal as well as the
external environment which in turn reflects the quality of co-operation,
commitment to organisational purpose and efficiency.
It also helps to infer the Organisation culture which is an idea in
the field of organisational studies and management and helps to describe the
psychology, attitudes, experiences, beliefs and values of an organisation
The study largely gains knowledge to lay the tracks for strategy to
roll out on for the strong foundation for profit, productivity and progress as well as
judging their performance
CHAPTER-3
 TABLE SHOWING PRIDE OF EMPLOYEES TO WORK IN
ORGANISATION

OPTIONS TOTAL %
Yes 35 70
No
Lack of communication 1 2
Lack of authority 4 8
No control 2 4
Lack of freedom 5 10
Others 3 6

SOURCE: Primary Data

INFERENCE: It can be inferred from the above table that 70% of the
respondents feel proud to work in their organisation while the rest 30% feel that
there is either lack of communication, authority or freedom or control.
Majority of respondents are proud to work in their organisation.
 CHART SHOWING PRIDE OF EMPLOYEES TO WORK IN
ORGANISATION

80

70

60

50

70%
40

30

20

10% 6%
10 8%
2% 4%

Yes No ntro
l ers
ation t hor ity c o eedo
m Oth
ic fau No fr
mm
un ck o k of
co La La c
k of
La c
 TABLE SHOWING EFFECTIVENESS IN COMMUNICATION OF
ORGANISATIONAL GOALS

OPTIONS TOTAL %

Very Effective 15 30
Effective 17 34
Neutral 12 24
Less Effective 3 6
No Idea 3 6

SOURCE: Primary Data

INFERENCE: It can be inferred from the above table that the communication
of organization goals are very effective for 30% of the respondents and 34% of
respondents feel that it is effective in their organization and 24% respondents
feel that it is in the neutral stage while 6% feel that it is less effective and a few
have no idea regarding this.
Majority of respondents feel that the communication of
organization goals are very effective
CHART SHOWING EFFECTIVENESS IN COMMUNICATION OF
ORGANISATIONAL GOALS
 L e s s e f f e c tiv N
e o id e a
6% 6% V e ry e f f e c tiv e
30%
N e u tra l 1
24% 2
3
4
5

E f f e c tiv e
34%

TABLE SHOWING PARTICIPATION IN DECISION-MAKING OF

EMPLOYEES
 OPTIONS TOTAL %

Highly satisfied 15 30
Satisfied 11 22
Dissatisfied 1 2
Highly dissatisfied 5 10
Neutral 18 36

SOURCE: Primary Data.

INFERENCE: It can be inferred from the above table that 30% of the
respondents are encouraged to take initiative and make decisions in a highly
satisfied way. Around 22% of respondents are satisfied, 36% have a neutral
opinion, 2% feel dissatisfied while 5% are highly dissatisfied.
Majority of respondents are encouraged to take initiative and make
decisions in a neutral stage.
CHART SHOWING PARTICIPATION IN DECISION-MAKING OF
EMPLOYEES

40

35

30

25

20
36

15 30

22
10

5 10

2
0
Highly satisfied Satisfied D issatisfied Highly dissatisfied Neutral

TABLE SHOWING FOCUS ON PARTICIPATIVE RATHER

AUTHORITATIVE TYPE OF MANAGEMENT
 OPTIONS TOTAL %

Strongly agree 7 14
Agree 17 34
Neutral 12 24
disagree 7 14
Strongly disagree 7 14

SOURCE: Primary Data.

INFERENCE: It can be inferred from the above table that 14% of the
respondents strongly agree with their company being focused on participative
management, 34% agree on it, 24% have a neutral opinion while 14%disagree
with their management being involved in participative management and rest
14% strongly disagree to this point of view.
Majority of respondents agree with their company being focused on
participative management.

CHART SHOWING THE TYPE OF

MANAGEMENT
 34%
35
30

24%
25
20

14% 14% 14%

15
10
5
0

Strongly agree Agree Neutral disagree Strongly disagree

TABLE SHOWING THE FOLLOW-UP OF PROMISES BY

MANAGEMENT
 OPTIONS TOTAL %

Strongly agree 8 16
Agree 7 14
Neutral 10 20
disagree 13 26
Strongly disagree 12 24

SOURCE: Primary Data.

INFERENCE: It can be inferred from the above table that 16% of the
respondents strongly agree that their management says one thing and does
another. Around 14% agree with this view, 10% of the respondents have a
neutral opinion on this while 26% disagree with this point and rest 24%
strongly disagree that their management says one thing and does another.
Majority of respondents disagree that their management says one thing
and does another.

CHART SHOWING THE FOLLOWUP OF PROMISES BY

MANAGEMENT
30

26
25

24
20 20
16
14
15

10

0
S tr o n g ly
A g re e S1
a g re e Ne u tr a l
D is a g r e e
S tr o n g ly
d is a g r e e

TABLE SHOWING THE NATURE OF JOB

 OPTIONS TOTAL %

Interesting 19 38
Manageable 15 30
Monotonous 7 14
Boring 6 12
Others 3 6

SOURCE: Primary Data.

INFERENCE: From the above table it is inferred that 38% of the respondents
feel their work to be interesting, 30% to be manageable work, 14% feel that
their work is monotonous, 12% experiencing boring nature of work, and the rest
falls in the others category.
Majority of respondents are pleased with their work to be interesting.

CHART SHOWING THE NATURE OF THE JOB

 6%
Others

12%
Monotonous

14%

30%
Interesting

38%

0 5 10 15 20 25 30 35 40
TABLE SHOWING SATISFATORY LEVEL OF RECOGNITION
RATE OF EMPLOYEES

OPTIONS TOTAL %

Highly satisfied 13 26
Satisfied 21 42
Dissatisfied 3 6
Highly dissatisfied 3 6
Neutral 10 20

SOURCE: Primary Data.

INFERENCE: We can clearly infer from the above table that 26% of the
respondents are highly satisfied about enjoying good recognition rate, 42% feel
satisfied, while 6% dissatisfied, and another 6% feel highly dissatisfied
regarding enjoying good recognition rate, and the rest 20% have a neutral
opinion.
Majority of respondents are satisfied about enjoying good recognition rate.
CHART SHOWING SATISFATORY LEVEL OF RECOGNITION
RATE OF EMPLOYEES

Neutral, 20% Highly satisfied,

26%

Highly dissatisfied,
6%

Dissatisfied, 6%

Satisfied, 42%
 TABLE DISPLAYING THE TEAM WORK OF EMPLOYEES

OPTIONS TOTAL %

Yes
Cooperation 12 24
Coordination 6 12
Leadership 6 12
Control 3 6
Others 2 4
No 21 42

SOURCE: Primary Data

INFERENCE: We can clearly infer from the above table that 58% of
respondents are working in team where they feel cooperation, coordination,
leadership and control to be the main aspects to work in a team while the rest
42% do not work in a team.
Majority of respondents are involved in a team work job.
 CHART DISPLAYING THE TEAM WORK OF EMPLOYEES

100

42%

24%

12% 12%
10

6%

4%

1
Ye s C o o p e ra Cti oono r d i n a tiL oe na d e r s h i pC o n tro l O th e r s No
 TABLE SHOWING THE SCOPE OF PROMOTIONS TO
EMPLOYEES

OPTIONS TOTAL %

Strongly agree 7 14
Agree 16 32
Neutral 6 12
Disagree 15 30
Strongly disagree 6 12

SOURCE: Primary Data.

INFERENCE: From the above table it is inferred that 14% of the respondents
strongly agree to the question raised as that they are being awarded with proper
promotion, 32% agree with it, while 12% respondents have a neutral opinion,
30% of the respondents disagree towards it, and the rest 12% strongly disagree
to this view point.
Majority of respondents agree with being awarded with proper
promotion.
 CHART SHOWING THE SCOPE OF PROMOTIONS TO
EMPLOYEES

35
32%

30 30%

25

20
14%
15
12%
12%
10

Strongly agree
Agree S1
Neutral
D isagree
Strongly
disagree
TABLE SHOWING MATCHING OF REWARD AND PERFORMANCE

OPTIONS TOTAL %

Strongly agree 8 16
Agree 23 46
Neutral 2 6
Disagree 1 4
Strongly disagree 16 32

SOURCE: Primary Data

INFERENCE: From the above table it can be inferred that 16% of people are
highly satisfied towards matching of reward and performance, 46% feel
satisfied, 4% are dissatisfied, 2% are highly dissatisfied and the rest 32% have a
neutral opinion towards it.
Majority of respondents agree towards matching of reward and
performance.
CHART SHOWING MATCHING OF REWARD AND PERFORMANCE

Strongly agree,
16%
Strongly disagree,
30%

Disagree, 4%

Neutral, 6%
Agree, 44%
 TABLE DISPLAYING THE RESPONSIBILITY OF JOB

OPTIONS TOTAL %

Solving problems 15 30
Leadership 13 26
Training 8 16
Decision-making 9 18
Others 5 10

SOURCE: Primary Data.

INFERENCE: From the above table it can be inferred that 30% of the
respondents are involved in solving problems, 26% related to leadership
activity, 16% under training, 18% for decision-making and the rest 10% for
others.
Majority of respondents are involved in the solving problems.
 CHART DISPLAYING THE RESPONSIBILITY OF JOB

30%

30%
26%

25%

18%
20%
16%

15%
10%

10%

5%

0%
S o lvin g p ro b le mLse a d e rs h ip T ra in in g D e c is io n -m a k in g O th e rs
 TABLE EXHIBITING MONETARY AND NON-MONETARY
BENEFITS TO EMPLOYEES

OPTIONS TOTAL %
Yes 33 66
No
Salary 5 10
Promotion 6 12
Accommodation 3 6
Incentives 2 4
Others 1 2

SOURCE: Primary Data

INFERENCE: From the above table it can be inferred that 66% respondents
feel their benefits from organisation are satisfactory, the rest 34% are not
satisfied.
Majority of respondents are pleased with their monetary and non-monetary
benefits.

CHART EXHIBITING MONETARY AND NON-MONETARY

BENEFITS TO EMPLOYEES
70

60

50

40

66%
30

20

10

10% 12%
6% 4%
0 2%

Yes No ary n es er s
Sal m otio tion ntiv Oth
Pro
m oda Ince
cc om
A

TABLE SHOWING SKILL AND EXPERIENCE AS A PRIME ROLE

 OPTIONS TOTAL %
Yes 41 82
No 9 18

SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 82% of the respondents
agree that their organisation is considerate regarding the skills and the
experience of the employees while the rest 18% are against it.
Majority of respondents feel that their organisation is
considerate regarding the skills and experience.
CHART SHOWING SKILL AND EXPERIENCE AS A PRIME ROLE

90

80

70

60

50
82%
40

30

20

18%
10

0
Y es No

TABLE SHOWING RATE OF PRODUCTIVITY AND MORALE GO

HAND IN HAND

OPTIONS TOTAL %

High rate 15 30
Medium rate 21 42
Low rate 3 6
No rate 1 2
No idea 10 20
SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 30% of the respondents
feel productivity and morale link is at a high rate, 42% feel to be at a medium
rate, 6% of people consider to be at a low rate, 2% suggest that at no rate can
the concept of productivity and morale go together and the rest 20% have no
idea regarding this.
Majority of respondents have a conception of productivity and
morale link at a medium rate.

CHART SHOWING RATE OF PRODUCTIVITY AND MORALE GO

HAND IN HAND
45
42%
40

35

30 30%

25

20 20%

15

10

5 6%
2%
0
H i g h r a te M e d iu m L o w r a te N o r a te N o id e a

TABLE SHOWING THE LEVEL OF STANDARD OF ORGANISATION

OPTIONS TOTAL %
 Challenging 18 36
Require effort 17 34
Effortless 2 4
Slow work 3 9
Others 10 20

SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 36% of the respondents
feel that the standard set by the organisation to be challenging, 34% feel they
require effort to do work, 4% suggest their work to be effortless, 6% people for
slow work and rest 20% for others.
Majority of respondents find their work to be challenging.

CHART SHOWING THE LEVEL OF STANDARD OF

ORGANISATION
 40

35

36%
30
34%

25

20

15 20%

10
9%
5
4%
01
C h a lle n g in g R e q u i re E ffo rtle s s S lo w w o rk O th e rs

TABLE SHOWING THE ATTRACTIVE ELEMENT IN FIRM

OPTIONS TOTAL %

Hospitalization 18 36
Staff loans 8 16
Pension 6 12
Incentives 8 16
Other allowances 10 20
SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 36% of respondents feel
hospitalization to be more attractive in their firm, 16% for staff loans, 12% as
pension, 16% of respondents have better incentives in their organisation, the
rest 20% for other allowances.
Majority of respondents feel hospitalization to be more attractive
in their firm.

CHART SHOWING THE ATTRACTIVE ELEMENT IN FIRM

40

36 %
35

30

25

20%
20

16 % 16%
15
12%

10

0
H os pitalis atio n S taff loan s P en s ion In c e ntives O ther allow anc es

TABLE SHOWING SATISFACTORY LEVEL TOWARDS

TRAINING FACILITIES IN THE ORGANISATION
 OPTIONS TOTAL %

Highly satisfied 17 34
Satisfied 23 46
Dissatisfied 1 2
Highly dissatisfied 2 4
Neutral 7 14

SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 34% of the respondents
are highly satisfied with the training facilities in their organisiation. 46% feel
satisfied, 14% have a neutral opinion while 2% are dissatisfied and rest 4%
highly dissatisfied.
Majority of respondents are satisfied with the training facilities in
their organisation

CHART SHOWING SATISFACTORY LEVEL TOWARDS

TRAINING FACILITIES IN THE ORGANISATION
 14%
tral
Neu

2% 4%
ied
tisf
issa
d
hly
fied

46%
Hig

s
sati
Dis
d
isfie

34%
Sa t

0 5 10 15 20 25 30 35 40 45 50
d
isfie
sat
hly
Hig

TABLE DISPLAYING THE AFFECT OF ECONOMIC MELTDOWN

IN THE ORGANISATION
 OPTIONS TOTAL %
Highly affected 19 38
Affected 16 32
Less affected 5 10
No effect 3 6
No idea 7 14

SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 38% of respondents feel
that their organisation is highly affected with the economic meltdown, 32%
affected, 10% feel they are less affected, and 6% no affect, while 14%
respondents have no idea about it.
Majority of respondents feel that their organisation is
highly affected with the economic meltdown.
CHART DISPLAYING THE AFFECT OF ECONOMIC MELTDOWN
IN THE ORGANISATION

N o id e a 14%

N o e ffe c t 6%

L e s s a ffe c te d 10%

A ffe c te d 32%

H ig h ly a ffe c te d 38%

0 10 20 30 40 50 60
 TABLE SHOWING PAY PACKAGE IN OTHER FIRMS

OPTIONS TOTAL %

Strongly agree 6 12
Agree 22 44
Neutral 16 32
Disagree 2 4
Strongly disagree 4 8

SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 12% of respondents

strongly agree that they are likely to get better pay and advancements in other
organisation, while 44% agree to it, 32% have a neutral opinion, 4% of them
disagree to it, and the rest 8% strongly disagree.
Majority of respondents agree that the employees are likely to get
better pay and advancements in other organisation.
CHART SHOWING PAY PACKAGE IN OTHER FIRMS

Strongly disagree,
Strongly agree,
8%
12%

Disagree, 4%

Neutral, 32%

Agree, 44%
TABLE SHOWING THE APPLICABILTY OF RULES FAIRLY TO ALL

OPTIONS TOTAL %
Yes 33 66
No 17 34

SOURCE: Primary Data

INFERENCE: From the above table it can be inferred that 66% of the
respondents feel that their organisation follows the procedures and apply them
fairly to all and the rest 34% are against it.
Majority of respondents feel that their organisation follows the
procedures and apply them fairly to all.
CHART SHOWING THE APPLICABILTY OF RULES
FAIRLY TO ALL

No, 34%

Yes, 66%
 TABLE SHOWING CAREER PATH OPPORTUNITIES FOR
FURTHER GROWTH

OPTIONS TOTAL %
Strongly agree 13 26
Agree 23 46
Neutral 5 10
Disagree 4 8
Strongly disagree 5 10

SOURCE: Primary Data

INFERENCE: From the above table it is inferred that 26% respondents

strongly agree, 46% agree with career path opportunities in their organisation,
10% have a neutral opinion, 8% disagree to it, while the rest 1% strongly
disagree with their organisation providing career opportunities.
Majority of respondents agree that their organisation is widened to
career growth opportunities.
 CHART SHOWING CAREER PATH OPPORTUNITIES FOR
FURTHER GROWTH

50
45
40
35
30 46%
25
20 26%
15
10% 8% 10%
10 %
5
TOTAL
0
Strongly agree Agree Neutral Disagree Strongly
disagree
 TABLE SHOWING AFFECT OF PETTY CONFLICTS AND POOR
WORKING CONDITIONS

OPTIONS TOTAL %
Highly affected 5 10
Affected 13 26
Less affected 15 30
No effect 3 6
No idea 14 28

SOURCE: Primary Data.

INFERENCE: From the above table it is inferred that 10% of respondents feel
that their job is highly affected by petty conflicts and poor working conditions,
26% feel that it is affected while 30% of the respondents feel it is less affected,
6% think that it has bought in no affect to their work while the rest 28% have no
idea about it.
Majority of respondents feel that the work is less affected by
petty conflicts and poor working conditions.
CHART SHOWING AFFECT OF PETTY CONFLICTS AND POOR
WORKING CONDITIONS

16 35
30%
28%
14
26% 30

12
25

10
20

15
6 10%

6% 10
4

5
2

0 0
H ig h ly a ffe c t e d A ffe c te d L e s s a ffe c t e d N o e ffe c t N o id e a
 TABLE EXHIBITING SETTLEMENT OF INDUSTRIAL
DISPUTE STRATEGY

OPTIONS TOTAL %
Negotiation 18 36
Adjudication 13 26
Arbitration 7 14
Conciliation 2 4
Others 10 20

SOURCE: Primary Data

INFERENCE: It can be derived from the above table that 36% of the
respondents have their industrial dispute settled through negotiation, 26% by
Adjudication, 14% through arbitration, 4% by conciliation, and the rest 20%
respondents through other means.
Majority of respondents have negotiation as the industrial
dispute settlement strategy.
 CHART EXHIBITING SETTLEMENT OF INDUSTRIAL
DISPUTE STRATEGY

40
36%
35

30

26%
25

20
20%
15 14%

10

5
4%
0
N e g o t ia tio n
A d ju d ic a t io n S1
A rb itra tio n
C o n c ilia t io n
O t h e rs
 TABLE SHOWING STRENGTH OF TRADE UNION AND
MANAGEMENT RELATION

OPTIONS TOTAL %
Yes 26 52
No 24 48

SOURCE: Primary Data

INFERENCE: From the above table it can be inferred that 52% respondents
have their trade union relation strong while the rest of the firms donot maintain
strong relation.
Majority of respondents have a strong trade union management relation
to enable smooth run.
CHART SHOWING STRENGTH OF TRADE UNION AND
MANAGEMENT RELATION

Y e s, 5 2 %
N o, 4 8 %
 TABLE REVEALING DEMANDS ENFORCED
BY WORK STRIKES

OPTIONS TOTAL %
Yes 21 42
No 29 58

SOURCE: Primary Data

INFERENCE: From the above table it can be clearly inferred that 42%
respondents feel that striking work can enforce their demands while the rest
58% respondents are against the concept.
Majority of respondents feel that demands cannot be enforced
through work strikes.
CHART REVEALING DEMANDS ENFORCED
BY WORK STRIKES

Ye s
42%

No
58%
 TABLE SHOWING IMPORTANT ASPECT TO MAINTAIN
GOOD INDUSTRIAL RELATION

OPTIONS TOTAL %
Treating workers in a proper
way 12 24
Good salary 7 14
Good working environment 11 22
Healthy union activities 13 26
Others 7 14

SOURCE: Primary Data

INFERENCE: : It is inferred from the above table that 24% respondents

consider treating workers well as an important factor to maintain good
industrial relation, 14% take it to be salary, 22% prefer good working
environment, 26% for healthy union activities and the rest 14% for others.
Majority of respondents feel that treating workers in a proper way is
one of the most important aspect to keep the organisation going.

CHART SHOWING IMPORTANT ASPECT FOR TO MAINTAIN GOD

INDUSTRIAL RELATION
30

26%
25 24%
22%

20

15 14% 14%

10

0
T re a tin g wo rke rs G o o d sa la ry G o o d wo rkin g He a lth y u n io n O th e rs
in a p ro p e r wa y e n viro n m e n t a ctivitie s

TABLE DISPLAYING SATISFACTORY LEVEL OF WORK

ENVIRONMENT
 OPTIONS TOTAL %
Highly satisfied 15 30
Satisfied 17 34
Dissatisfied 10 20
Highly dissatisfied 6 12
Neutral 2 4

SOURCE: Primary Data

INFERENCE: It is inferred from the above table that 30% of the workers are
highly satisfied with the working conditions, 34% feel satisfied, 20% have a
neutral opinion, while 12% are dissatisfied and the rest 4% are highly
dissatisfied with the working conditions.
Majority of respondents are satisfied with the work environment.

CHART DISPLAYING SATISFACTORY LEVEL OF WORK

ENVIRONMENT
 34

35 30

30

25 20

20
12
15

10
4

fied ra l
s atisfi
e d
Satis sa t isfied a tisfie
d Neut
ly Dis is s
High High
ly d

TABLE DISPLAYING SATISFACTORY LEVEL

OF SANITATION FACILITIES
 OPTIONS TOTAL %
Highly satisfied 8 16
Satisfied 19 38
Dissatisfied 17 34
Highly dissatisfied 3 6
Neutral 3 6

SOURCE: Primary Data

INFERENCE: It is inferred from the above table that 16% of the workers are
highly satisfied with the sanitation facilities, 38% feel satisfied, 34% have a
neutral opinion, while 6% are dissatisfied and the rest 6% are highly
dissatisfied.
Majority of respondents are dissatisfied with the sanitation facilities in the
organisation.

CHART DISPLAYING SATISFACTORY LEVEL

OF SANITATION FACILITIES
 40
38%

35 34%

30

25

20
16%

15

10
6% 6%

0
Highly satis fied Satisfied D issatisfied Highly Neutral
dissatisfied

TABLE SHOWING THE LEVEL OF SATISFACTION REGARDING

 CANTEEN FACILITIES

OPTIONS TOTAL %
Highly satisfied 12 24
Satisfied 17 34
Dissatisfied 13 26
Highly dissatisfied 8 16
Neutral 4 8

SOURCE: Primary Data

INFERENCE: It is inferred from the above table that 24% of the workers are
highly satisfied with the canteen facilities, 34% feel satisfied, 26% have a
neutral opinion, while 16% are dissatisfied and the rest 8% are highly
dissatisfied.
Majority of respondents are satisfied with the canteen facilities.

CHART SHOWING THE SATISFACTORY LEVEL OF

CANTEEN FACILITIES
35 34%

30

24% 26%
25

20

15 16%

10

8%
5

Highly satisfied
Satisfied S1
Dissatisfied
Highly
dissatisfied Neutral
FINDINGS

1. Majority of the respondents (70%) feel proud to work in their organisation as

they are provided with freedom to take decisions and effective communication.

2. The number of respondents who agree with their company giving more
importance for participative type of management rather than authoritative type
as participation of employees in the company happenings can help them
motivate and do their work better.

3. Majority of respondents(30%) feel that the nature of their job is interesting

and hence a lively and an active atmosphere is created to take up the job more
challenging.

4. 42% of the respondents are satisfied with enjoying good recognition rate for
the work they do in the organisation which motivates and make their work
effective.

5. 58% respondents are involved in a team work job and suggest cooperation,
coordination, leadership and control to be the important aspects to work in
team.
6. Majority of respondents (46%) are satisfied with the matching of reward and
performance in their organisation which helps them to analyse the quality of
work thy perform in the organisation.
7. The monetary and non-monetary fringe benefits provided by the organisation
are satisfactory for a large number of respondents(66%) as these benefits may
act as the base for an employee to work in an organisation. The individual goals
when comprised together can the group goals be attained.

8. A large number of respondents focus the standard of their organisation to be

challenging which brings in sportiveness and liveliness in the minds of the
employees for a better outcome.

9. Majority of respondents (36%) feel that hospitalisation is more attractive in

their firm as it brings out the genuineness and the kindness of the organisation
towards the employees.

10. Training facilities are satisfactory, feel the respondents of the organisation
as the entire work to be done in the organisation depends on the effectiveness of
training period.

11. 38% of the respondents believe that the current economic meltdown has
highly affected the organisation which has lead to the deployment of people
from time to time. This situation is more applicable for the public sector
companies.

12. Majority of the respondents feel that their organisation follow the policies
and procedures and apply them fairly to all which develops a sense of
punctuality as well as equality in the minds of the employees.
SUGGESTIONS

1. Few respondents feel that growth opportunities can be widened in the firms
so as to reach greater heights.

2. The working conditions in and around the organisations can be made better
so as to provide safer surroundings for the workers in the organisation.

3. Each employee in the organisation should abide to the rules and regulations
of the firm and there should not emerge any discrepancies in that.

4. Other facilities like housing, traveling, or schooling for children should also
be encouraged by the firm

5. Participative type of management should be encouraged rather than the

authoritative management.

6. The organisational goals should be clearly and effectively conveyed to the

employees of the organisation.

7. Outlet of ideas of the employees should be encouraged and given prime

importance.
 CONCLUSION

From the study of organisational climate it could be inferred that there is

a considerable scope for improving the climate of the organisation. It is clear
that the management is vigilant in looking after the material well-being of their
employees.
But, man is more of a biological animal. Besides, the
psychological needs he/she has other social and psychological needs which are
related to the level of performance. Hence by paying special attention to the
needs overall performance of organisation would be improved.
The research program has helped me to know the impact of
organisational culture and climate in the mindset of employees and its affect
towards achieving the goal of the organisation.
From this project, I have also gained much knowledge and
exposure towards the human resource activity in an industry., through the
opinion given by the respondents and have also attained practical exposure from
this project.
 BIBILIOGRAPHY

C.R.KOTHARI - Research methodology

Methods & Techniques
1999 wishwa prakashan
New Delhi
UDAI PAREEK - Organisational culture and climate
DENISON, DANIEL - A handbook on Organisation culture and climate

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