CHAPTER I

1.1 INTRODUCTION

Climate can be defined as the perceived attributes of an organization and its sub-systems
as reflected in the way an organization deals with its members, group, and issues. The emphasis
is on perceived attributes and the working of sub-systems. One conceptual framework of climate
emphasizes motivational linkages. This framework seems to be quite relevant for studying
organizational climate. Organization climate is the process of quantifying the culture of an
organization it precedes the notion of organization culture.

ORGANIZATIONAL CLIMATE

Organizational climate refers to the shared perceptions organization members have about
their organization and work environment. This aspect of culture is like team spirit at the
organizational level. When everyone has the same general feelings about what’s important or
how well things are working, the effect of these attitudes will be more than the sum of the
individual parts. The same appears true for organizations. One meta-analysis found that across
dozens of different samples, psychological climate was strongly related to individuals’ level of
job satisfaction, involvement, commitment, and motivation.

Meaning

Organization climate is a set of characteristics that describe an organization and that

distribute one organization to another.

Definition

“Organizational climate refers to a set of characteristics that describe an organization,

distinguish it from other organization, endure over a longer period of time and influence the
behavior of the people in it”.

1
CHARACTERISTICS OF ORGANIZATIONAL CLIMATE

 Competence, character, commitment and dynamics of management.

 The complexion of organizational policies and practices and consistency with they are
followed.
 General organizational structure, hierarchy, rigidity Vs flexibility, clarity of the structure
communication and control systems, superior-subordinate relation, etc.
 Nature of jobs, degree of skill required, relation between effort and productivity, variety
in the tasks, perceived importance of the job, reward associated with the job, relation
with other jobs, security and so on.
 Supervisory Style: Attitudes and behavior of supervisors and managers towards their
subordinate and towards performance requirements.
 Reward Structure: Reward level and interrelations equity in reward structure monetary
and non-monitory rewards.
 The physical working conditions in the organization.
 Managerial value systems and life styles.
 Degree of freedom and control: Requirements of conformity and compliance to
organizational norms and the extent to which behavior of employee is structured.

2
ORGANIZATIONAL CULTURE

Culture is something which is created and resides in the minds of the people. Culture is,
therefore, interpreted and defined differently by different people. The meanings attributed to
organizational culture range from behavioural culture to cognitive from explicitly stated to tacitly
followed, from being consciously enacted to being unconsciously felt and so on.

Meaning

Organizations Culture prescribes norms and procedures for the employee’s actions towards
clients, competitors, superiors, subordinates and peers.

A strong organization culture shapes the attitudes and behavior of its people.

Definition

A system of informal rules that spells out how people have to behave most of the time.
“Organizational culture is a relatively uniform perception held by the organization. It has
common characteristics, it is descriptive it can distinguish one organization from another it
integrates individual group and organizational system variables”.

CHARACTERISTICS OF ORGANIZATIONAL CULTURE

Risk Tolerance

The degree to which employees are encouraged to be aggressive, innovative and risk
taking. Internal and external environment have a close connection with the decision of risk
taking.

Direction

Organization culture creates correct direction. The degree to which the organization
creates clear objectives and performance expectation.

3
Unit Integration

Organization culture leads coordination of the employees to attain the goals of the
organization. The organization is encouraged to operate in a coordinated manner.

Management Support

The degree to which managers provide clear communication assistance and support their
subordinates.

Identity

The degree to which members identity with the organization as a whole rather than with
their particular work group field of professional expertise.

Reward System

Best employees are motivated by the organization. The degree to which reward allocation
i.e., salary increase and promotions are based on employee performance criteria in contrast to
seniority favoritism etc.

Control

The number of rules and regulations and the amount of direct supervision that is used to
control employee behavior.

Conflict Tolerance

Employees are encouraged to a conflicts and criticisms openly.

Communications Patterns

The degree to which organizational communication are restricted to the hierarchy of

authority. Each of these characteristics exists on a continuum from low to high. By appraises the
organization on these ten characteristics a composite picture of the organization culture is
formed.

4
Identity

Organization culture is concerned with how employees perceive the ten characteristics.
Most organizational have a dominant culture and a number of sub cultures.

SOURCE OF CULTURE

RITUALS
STORIES

SOURCES OF CULTURE

LANGUAGE MATERIAL SYMBOLS

Rituals

Rituals are repetitive sequences of activities that express and reinforce the key values of
organization. If an organization organizes annual award meeting sales persons are rewarded for
achieving their targets .such annual reward meeting convey to the people of the organization that
achieving the targets and performing better through hard work is important.

Language

Many organizations use language as a way to identify members of culture or subculture.

The members accept and preserve the culture by learning the language. Organizations develop
unique terms to describe equipments, offices, a key personnel supplier’s customers or products
that relates to business. This language unites members of a given culture.

5
Material Symbols

The organization provides all the facilities and freedom to their employees. The
organization may provide a car, bungalow, a holidays in foreign country, perks and dress, etc.
This conveys to the employees the importance of people the organization. Thus jogging,
swimming, yoga, dance and drama have important bearings on the learning of culture in the
organization.

Stories

Parents tell stories of outstanding personalities to children’s and children try to transfer
them into practice. Nowadays organization also telling stories of successful organizations told by
seniors have a great influence in building culture.

FUNCTIONS OF CULTURE

1. It distinguishes one organization from the other.

2. It conveys a sense of identity for organization members.

3. It facilitates generation of commitment to something larger than ones individual self

interest.

4. It enhances the stability of the social system. It is the glue that helps the organization
hold together by providing appropriate standards for what employees should say and do.

5. It serves as a sense-making and control mechanism that guides and shapes the attitudes
and behavior of employees.

6
BACKGROUND OF ORGANIZATIONAL CLIMATE THEORY

Organizational Climate Theories stem from the research concerning organizational

management, and have evolved in the pursuit of effective management theory. Several principles
combine to provide an outline for the development of an effective organizational climate. The
major themes in the literature suggest supporting teamwork, developing an enabling culture, and
developing a shared vision create an effective organizational climate.

The first cornerstone for inspiring a positive organizational climate is teamwork. In their
book, Enabling Knowledge Creation, Nonaka, et. al., suggest, “Knowledge creation is a social as
well as an individual process,” and, “Knowledge enabling includes facilitating relationships and
conversations as well as sharing local knowledge across an organization or beyond geographic
and cultural borders, relates, “Success is influenced by everyone else in the system,” and,
“Organizations learn only through individuals who learn. Individual learning does not guarantee
organizational learning. But without it no organizational learning occurs.”

Senge also allows, “Team learning is a team skill and must be practiced as a team.”
Additionally, Nonaka and Takeuchi state, “The engine for knowledge creation consists of
socialization, externalization, combination, and internalization,” and relate, “An organization
cannot create knowledge without individuals. The organization should support creative
individuals and provide contexts for them to create knowledge.” They continue providing, “The
organization should provide the proper context for facilitating group activities as well as the
creation and accumulation of knowledge at the individual level,” and support construction of a
self organizing team.”

The second key to developing a positive organizational climate is constructing an

enabling work environment. “Effective knowledge creation depends on an enabling context.
What we mean by enabling context is a shared space that fosters emerging relationships)”.
Supports these statements as he quotes Bill O’Brien, President of Hanover Insurance, “[A]
manager’s fundamental task is providing the enabling conditions for people to lead the most
enriching lives they can,” and continues to describe the power of an enabling management
approach with, “full emotional development offers the greatest degree of leverage in attaining
our full potential [as an organization].”
7
 Nonaka, et. al., allow, “Because knowledge enabling emphasizes human relationships
and good communication, it can have a positive impact on the quality of new knowledge; the
speed with which that new knowledge is created; employee satisfaction; corporate image; and
relations with customers, suppliers, and other strategic partners,” and, “[To construct an]
Enabling context, encourage participants to experiment with the way a work space is designed or
with how people work together”.

The third element of developing a good organizational climate entails developing a

vision. Senge suggests building a shared vision. “When there is a genuine vision, people excel
and learn, not because they are told to, but because they want to (Senge, 1990).” To do this,
Senge suggests using mental models with systems thinking, defined as seeing the relationships
between cause and effect in large scale as well as small scale or local problems, to develop a
shared vision for the organization. Nonaka, et. al., also provide, “Any organization requires
shared goals, values, and norms,” and, “Instilling a knowledge vision is an integral part of
creating an advancement strategy. A company’s knowledge vision will more specifically outline
the “what” of its advancement strategy (Krough, Ichijo, & Nonaka, Senge) adds, “Individuals
committed to a vision beyond their self-interest find they have energy not available when
pursuing narrower goals, as will organizations that tap this level of commitment.” To aid in the
development of a shared vision, Senge also recommends encouraging the development of
personal visions to augment and improve the group vision as he states, “Shared visions emerge
from personal visions. This is how they derive their energy and how they foster commitment”.
These statements are also supported by Nonaka and Takeuchi as they relate, “Commitment and
belief are terms that represent the active, subjective nature of knowledge and stimulate a
community of interaction.”

8
 1.2 COMPANY PROFILE

Company name : MAG SOLVICS PRIVATE LIMITED, COIMBATORE

Marketing office : S.F. 149/5, DYNAMIC CENTER, SOLAVAMPALAYAMM (PO),

KINATHUKADAVU, COIMBATORE–642109.INDIA

Activities solutions: MANUFACTURE OF TEXTILES FABRIC, PROCESSING &

GARMENTS Complete Testing Solution

Telephone number: + 91 4259 2427 00

Fax number : + 91 4259 2427 11

Mobile number : 7667844808

E – Mail : marketing @magsolvics.com

Web : www.magsolvics.com

MAG Solvics Private Limited started the fabric, processing and garments complete testing
solutions. The company is built in a strong foundation and technological excellence. Quality MAG
demonstrates its commitment to quality by establishing a separate quality assurance division which
conducts quality tests on the manufactured products. The MAG quality system is established in line
with ISO 9001:2008 Quality management system standards. Every manufactured component and
product passes through stringent quality audits and tested to ensure performance and reliability in a
controlled atmosphere defined by the standards. In addition to testing and monitoring products,
MAG offers Integrated Quality Solutions (IQS), a comprehensive program that provides the
customers with quality solutions such as, Designing customized laboratories, Training personnel to
infuse best practices in testing, Providing Testing And Calibration Services, Annual maintenance
and operational maintenance contracts.

9
Outline of the Company
Company Name
Year of Establishment
Name of Directors
Address of office
Major business
Fiscal year End
Number of Employees
Organization Logo
Organization Slogan
Major Products
Industrial Association with
MAG Solvics Private Limited
1991
Mr. Thandauthabani – CEO
Mr. Manikandan murthi .R – M.D
Mr. Kangatharan .M – E.D
Mrs. Sreenithi – D
149/5, Dynamic Center,
Solavampalayam (PO),
Kinathukadavu,
Coimbatore – 642 109,
Tamil Nadu, India.
Manufacturing of Textile Quality Products
March 31st
120
beyond quality
Fibre Testing, Yarn Testing, Fabric Testing &
Online monitoring
SGS – UKAS management systems 005
(ISO 9001:2008 Certified)
DSIR Recognized R&D Centre
CRISIL Rated company Industries Association.
10
 The MAG SOLVICS PRIVATE LIMITED, COIMBATORE started to focus FABRIC,
PROCESSING & GARMENTS complete TESTING SOLUTIONS. MAG was established in 1991
with an insight to design and develop testing instruments for Textile industry. Over the years, the
company has grown its product portfolio and aligned its offering to the changing industry
requirements and technology advancements. Today, MAG Solvics Private Limited is a multi –
product, multi – market enterprise that provides total testing solution and online monitoring solutions
for all the segments of textile industry viz. ginning, spinning, weaving, knitting, processing, apparels
and garments all over the world with installations exceeding 8000 units.

The company is built on a strong foundation of innovation and technological excellence.

Continuous focus on research and development, strategic partnerships and a customer – centric
approaches have market MAG’S 25 year journey in the textile industry.

Goals:

The Company achieved overall performance 30% increased in this year, as compared to
last year.

Vision:

To deliver happiness to customer through innovative solution.

VARIOUS DEPARTMENTS IN ORGANIZATION

They are different departments in the organization purpose of company growth.

Various function in organization of the company:
 Human Resource Management Department
 Accounts & Finance Department
 Sales & Marketing Department
 Research & Development Department
 Service Department
 Supply chain management – purchase department

11
 1.3 STATEMENT OF THE PROBLEM

The concept of organizational climate was formally introduced by the human relationists
in the late 1940s. Now it has become a very useful metaphor for thinking about describing the
social system. Basically, the organizational climate reflects a person’s perception of the
organization to which he belongs organizational climate and organizational strategy will result in
increased overall performance because the perception of the employees about the organization
are aligned with the strategic objectives of the management. The productivity of the organization
depends on the good organization climate. In this context, the researcher has selected the study
on Perception of Employees towards Organizational Climate at MAG Solvics private limited.

12
 1.4 OBJECTIVES OF THE STUDY

 To study the organizational structure and climate of selected MAG Solvics Private
Limited.
 To identify the factors that determining the organizational climate.
 To examine the satisfaction level of employees towards the working environment.

13
 1.5 SCOPE OF THE STUDY

 The study would help to understand the structure and climate of MAG Solvics Private
Limited.
 The study would help to know the main factors that which influence in the organizational
climate in the selected company.
 The study would light throw on the satisfactory level of employees towards the working
environment.

14
 1.6 LIMITATION OF THE STUDY

 The data and information of the report collected and analyzed from only one company.
Therefore, the results are not applicable for other companies.
 In some cases, employees appeared to be very casual answering due to lack of time &
interest.

15
 CHAPTER II

2.1 REVIEW OF LITERATURE

1. Stephen P. ROBBINS, Timothy A.JUDGE, and Neharika VOHRA (2012) showed

that a positive overall workplace climate has been linked to higher customer satisfaction and
financial performance as well. Dozens of dimensions of climate have been studied, including
safety, justice, diversity, and customer service, to name a few. A person who encounters a
positive climate for performance will think about doing a good job more often and will believe
others support his or her success. Someone who encounters a positive climate for diversity will
feel more comfortable collaborating with coworkers regardless of their demographic
background, climate also influences the habits people adopt. If the climate for safety is positive,
everyone wears safety gear and follows safety procedures even if individually they wouldn’t
normally think very often about being safe.
2. The study of (Nadiri and Tanova (2010) showed that the perceptions of organization
justice have a strong effect on organizational citizenship behavior. The relationship between
procedural justice and interpersonal helping climension of organizational citizenship behavior in
an oil refinery in India and their study findings indicate that procedural justice has positive
impact on organization climate behavior. The relationships between organization justice and
organizational climate behavior in an Indian company and the revealed that procedural justice
(but not distributive justice) and sportsmanship and civic virtue dimensions organizational
climate behavior were found to have positive. In a recent study of Indian public and private
sector companies, Gupta and Singh (2013) found that interpersonal justice significantly predicts
courtesy behavior (a dimension of organizational citizenship behavior.)
1. Stephen P. ROBBINS, Timothy A.JUDGE, and Neharika VOHRA -14th edition Pearson 2012
Organization Behavior P.g510

2. Nadiri and Tanova (2010) An investigation of the role of justice in turnover intentions, job
satisfaction & OCB Hospitality industry, Indian journal of HRM 29(1):33-41.
Gupta and Singh (2013) An empirical study of the dimensionality of organizational justice & its
relationship with organizational citizenship behavior, The international journal of HRM 24(6):1277-99.

16
 3. Dickinson (2009) studied the relationship between organizational citizenship behavior
and interactional justice among employees in the US and found significant but negative
correlation between organizational climate behavior and interactional justice. Review of
literature presented here indicates that procedural justice has positive impact on organizational
citizenship behavior. However, so far as positive impact of distributive justice and interactional
justice on organizational citizenship behavior is concerned, in some studies it was found to exist
where as other studies reported that it was missing. Overall, extant research on the issue of the
impact of the three dimensions of organizational justice on organizational climate is in
conclusive.
4. 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
potentials, which, in turn is predicted to influence organizational productivity (Adenike, 2011:
155). In other words, the climate or the organizational climate is considered very important in the
life of organizations due to its clear effects and relations to the various regulatory activities. It
affects employees’ satisfaction and performance and, thus, the success of the organization and its
ability to continue (Al-Saudi, 2012:15). For these reasons, organizational climate has been a
topic of considerable research over the last thirty years, both theoretically and empirically.
Organizational climate is defined as the set of characteristics that describe an organization and
those distinguish the organization from other organizations and influence the behavior of people
in the organization (Farooqui, 2012: 296). Organizational climate attempts to identify the
environment that affects the behavior of the employees. Due to the organizational climate
importance on employee’s attitudes and behaviors, researches increasing attention in
organizational behavior literature.
3 - Dickinson (2009) An examination of the factors affecting OCB.
4 - Adenike, A., 2011. Organizational Climate as a Predictor of Employee Job Satisfaction: Evidence
FromCovenant University, Business Intelligence Journal, 4(1): 151-165.
Al-Saudi, M.A., 2012. The Impact of Organizational Climate upon the Innovative Behavior at Jordanian
Private Universities as Perceived by Employees: A Field Study, International Business and Management,
5(2): 14-26. Farooqui, M.R., 2012Measuring Organizational Citizenship Behavior (OCB) as a
Consequence of Organizational Climate (OC), Asian Journal of Business Management, 4(3): 294-302.

17
 5. Organizations are characterizing forums where a variety of different behaviors are
expressed, each with a different consequence to the individuals within the organization as well as
the entire organization. These behaviors usually harmonize with the organizational climate.
Organizational climate includes organizational norms which are a grouping of expected
behaviors, languages, principles and postulations that allow the workplace to perform at a
suitable pace. Besides, organizational climate is formed of sharing values, beliefs and behavioral
norms in an organization (Ahmad et al., 2012: 11880). Concordantly, it can be said that
organizational climate occurs as a result of attitudes, behaviors and emotions of employees and
adopted rules of organization. Due to this feature, organizational climate is expected to affect the
employees’ attitudes and behaviors. When employee’s expectations are met with organizational
goals and they perceive support, they feel organizational climate positive, thus exhibit positive
behaviors.
6. (Holloway, 2012:13) defined organizational climate as the set of measurable properties
of the work environment that is either directly or indirectly perceived by the employees who
work within the organizational environment that influences and motivates their behavior.
Organizational climate is defined as the recurring patterns of behavior, attitudes and feelings that
characterize life in the organization more related to atmosphere and values (Aiswarya and
Ramasundaram, 2012:353). An organizational climate refers to the values, beliefs that are not
visible but exist within the employee’s behavior and action. (Moghimi and Subramaniam, 2013:
3). In literature, there is no generally accepted definition of organizational climate. Because it is
a complex, multilevel, and multidimensional phenomenon derived from employees’ perceptions
of their experiences within an organization, stable over time and widely shared within an
organizational unit.
5. Ahmad, Z., Ali, L. and Ahmad, N., 2012. Organizational climate: A study of pharmaceutical
industry in Pakistan, African Journal of Business Management, 6(49):11880-11886.

6. Holloway, J.B., 2012. Leadership Behavior and Organizational Climate: An Empirical Study in a
Non-profit Organization, Emerging Leadership Journeys, 5(1): 9- 35.
Aiswarya, B. and Ramasundaram, G., 2012. A Study on Interference of Work–Life Conflict between
Organizational Climate and Job Satisfaction of Women Employees in the Information Technology Sector,
Asia-Pacific Journal of Management Research and Innovation, 8(3): 351–360.
Moghimi, S. and Subramaniam, I.D., 2013. Employees’ Creative Behavior: International Journal of
Business and Management, 8(5): 1-13.

18
 7. Organizational climate is based on the premise that the overall health of an
organization can be assessed by measuring individual employees’ perceptions of their work
environments. Together these individual observations serve as aggregate data describing how
well the organization performs and how well it treats its employees (Giles, 2010: 68). In other
words, organizational climate represents how the employees feel about the atmosphere in the
organization. For the development of an organization, it is necessary to make employee’s feel
good as employees are the key resources of an organization. With changing scenarios in the
world economy if companies want very smart, professional, innovative and positive team
members, companies will promote a healthy work environment and organizational climate so
that the employees feel free to exhibit positive behaviors (Choudhury, 2011: 112).
8. In a fiercely competitive global setting, achieving organizational effectiveness and
organizational survival is based on employee’s attitudes and behaviors. For this reason,
organizational climate has gained importance in organizational behavior researches. Researches
in this area has examined organizational climate in various organizational contexts and related it
to several outcomes at an individual, group, and organizational level. In particular, researchers
have found links with organizational climate and employee performance, organizational
effectiveness, productivity, job satisfaction, organizational commitment, organizational justice,
work motivation, organizational alienation, anxiety, propensity to leave (Ahmad et al., 2012:
11880; Heyart, 2011: 18; Rahimic, 2013: 131). However, researchers suggest that organizational
climate promotes positive behaviors in organizations such as organizational citizenship behavior,
innovative behavior, creative and proactive behaviors (Moghimi and Subramaniam, 2013: 3). On
the other hand, it triggers negative work behaviors such as abseentism, lateness, putting little
effort into work, taking excessive breaks, wasting resources, arguing workmates, acting rudely
towards them etc.
7. Giles, P., 2010. The Impact of Adult Degree-Completion Programs on the Organizational Climate of
Christian Colleges and Universities, Doctoral Thesis, Walden University.
Choudhury, G., 2011. The Dynamics of Organizational Climate : An Exploration, Research Scholar,
Faculty of Management Studies, Banaras Hindu University, Varanasi, 7(2): 111-116.

8. Rahimić, Z., 2013. Influence of Organizational Climate on Job Satisfaction in Bosnia and
Herzegovina Companies, International Business Research, 6(3): 129-131.
Ahmad, Z., Ali, L. and Ahmad, N., 2012. Organizational climate: A study of pharmaceutical industry in
Pakistan, African Journal of Business Management, 6(49):11880-11886.
Heyart, B., 2011. The Role of Organizational Climate and Culture in service encounters, Doctoral Thesis,
Wayne State University.

19
 9. Organizational climate researches can be traced back to the 1930s. Since then, many
studies conducted to date have been dealt with issues such as the definition of the organizational
climate, measurement and dimensions of this concept (Zhang and Liu, 2010: 189-190). The
measurement and dimensions of organizational climate have been the causes for much of the
debate surrounding the concept. However, there is no unanimous agreement on the dimensions
of organizational climate (Pena-Suarez et al., 2013: 137). One of the best-known general
measures of organizational climate is the Organizational Climate Questionnaire (OCQ) by
Litwin and Stringer. It comprises eight dimensions of climate. In this study, we will examine
organizational climate Litwin and Stringer’s view on organizational climate.
Litwin and Stringer categorized organizational climate into the following eight typical
variables (Giles, 2010: 12; Holloway, 2012: 14).
Organizational structure: The feeling that employees have about the constraints in the
organization. Organizational structure refers to how many rules, regulations, procedures have
been implemented in organization and is there an emphasis on “red tape” or is there a loose and
informal atmosphere.
Standards: It measures the feelings of pressure to improve performance and the degree of pride
employees have in doing a good job. However standards refer to clearly defined high standards
for performance.
Responsibility: The feeling of become one’s own boss, not having to double-check all decisions
in organization. A sense of high responsibility signifies that employees feel encouraged to solve
problems on their own.
Support: Support reflects the feeling of trust and mutual support that prevails in organizations.
Support is high when employees feel that they are part of an organization and when they sense
that they can get help from their managers.

20
Commitment: The feeling that you belong to a company and you are a valuable member of an
organization. Commitment reflects employees’ sense of pride in belonging to the organization
and their degree of commitment to the organization’s goals.
Reward: It indicates employees’ feelings of being rewarded for a job well done. Reward is the
feeling of being rewarded for a job well done; emphasizing the perceived fairness of the pay and
promotion policies.
Warmth: The feeling of general good solidarity that prevails in the organization. In other words,
warmth working conditions emphasis on being well-liked; the prevalence of warm and informal
social groups.
Risk and Conflict: Conflict refers to feeling of managers and other employees want to hear
different opinions; the emphasis placed on getting problems out in the open, rather than
smoothing them over or ignoring them. Risk refers to people avoid risks to protect themselves in
organizations and employee’s risk taking encouraged by organization.

9. Pena-Suarez, E., Muniz, J., Campillo-Álvarez, A., Fonseca-Pedrero, E. And Garcia-Cueto, E.,
2013. Assessing Organizational Climate: Psychometric properties of the CLIOR Scale, Psicothema,
25(1): 137-144
Organizational Climate and its Effects on Organizational Variables: Zhang, J. and Liu, Y., 2010.
Empirical Studynternational Journal of Psychological Studies, 2(2): 189-201.,
Giles, P., 2010. The Impact of Adult Degree-Completion Programs on the Organizational Climate of
Christian Colleges and Universities, Doctoral Thesis, Walden University.
Holloway, J.B., 2012. Leadership Behavior and Organizational Climate: An Empirical Study in a Non-
profit Organization, Emerging Leadership Journeys, 5(1): 9- 35.

21
 10. Stephen P. ROBBINS, Timothy A.JUDGE (2014) Observed Strong culture, the
organization’s core values are both intensely held and widely shared. The more members who
accept the core values and the greater their commitment, the stronger the culture and the greater
its influence on member behavior, because the high degree of sharedness and intensity creates a
climate of high behavior control. A strong culture should reduce employee turnover because it
demonstrates high agreement about what the organization represents. Such unanimity of purpose
builds cohesiveness, loyalty and organizational commitment. These qualities, in turn, lessen
employees’ propensity to leave. One study found that the more employees agreed on customer
orientation in a service organization, the higher the profitability of the business unit. Another
study found that when team managers and team members disagree about perceptions of
organizational support, there were negative moods among team member and the performance of
teams was lower. These negative effects are especially strong when managers believe the
organization provides more support than employees think it does.
11. As Biswas & Warma (2007:666) observed “HR practices in india are increasingly
geared towards improving the way individual employees oerceive their day- to- day working
environment, or the way they perceive the psychological climate in the workplace”.
(Gupta2009; Ghosh 2010) organizational commitment has an important place in the study
of organizational behavior. This is to some extent true because a vast number of studies have
found relationship between organizational commitment and attitudes and behaviors in the
workplace. The literature has multiple definition of organizational commitment.

10. Stephen P. ROBBINS, Timothy A.JUDGE-15 edition Pearson 2014 Organization Behavior
P.g553.
11. Biswas & Warma (2007:666) Test of mediated model and individual performance in
employee relations 29(6):664-76.
(Gupta2009; Ghosh 2010) Organizational commitment – A study of a manufacturing unit in
India.

22
 CHAPTER III
3.1 RESEARCH METHODOLOGY

The following methodology has been adopted for the present study as follows.
RESEARCH DESIGN
As the study intends to analyze the organizational climate structure, factors determining
and satisfactory level of employees in working environment, descriptive research applied for the
present study.

DATA COLLECTION METHOD

For the present study the primary data were used.
Source of primary data collection was information obtained from respondents
through a structured questionnaire method.
Source of secondary data collected from journals, books, websites & contacts with
resource persons.

PERIOD OF STUDY
From the study period covered 3months i.e. March 28 to June 15, 2016.

SAMPLE UNIT
Employees of MAG Solvics private limited 120.All the employees were selected and it
comes under census method.

23
SELECTION OF SAMPLE
Purposively selected for the study and the MAG Solvics private limited was all the
employees as a sample takes for the study (The total employees 120).
But only respondents for the questionnaires total 87. Remaining the other workers working
outside the organization, Sales and Marketing/ Customer Support department.

TOOL FOR DATA COLLECTION

To collect data, Questionnaire consisted of two selections. Selection-1 demographic and
selection-2 climate scale. The climate scales consist of 22 questions with 5 point scale used to
find out the climate.

STATISTICAL TOOLS APPLIED

The following statistical tools used for the present study
 Percentage analysis,
 One way ANOVA (F-test),
 Independent sample (T-test) and
 Correlation.

24
 CHAPTER IV
4.1 DATA ANALYSIS AND INTERPRETATION

Table 4.1.1
Age of the respondents

S.No Age No. of Respondents Percentage

1 Below 25 30 34.5
2 26-35yrs 33 37.9
3 36-45yrs 16 18.4
4 Above 45 8 9.2
Total 87 100.0

It is clear from the table, it was found that 37.9 percent of the respondents belonged to the
age group between 26 and 35 years, 34.5 percent of them belonged to the age below 25 years,
18.4 percent of them belonged to the age group between 36-45 years and 9.2 percent of them
belonged to the age above 45 years.

25
 Chart 4.1.1

Age of the respondents

26
 Table 4.1.2
Gender wise of the respondents

S.No Gender No. of Respondents Percentage

1 Male 65 74.7
2 Female 22 25.3
Total 87 100.0

It is clear from the table, it was revealed that 74.7 percent of the respondents come under
male and remaining 25.3 percent of the respondents come under female respondents.

27
 Chart 4.1.2

Gender wise of the respondents

28
 Table 4.1.3

Marital status of the respondents

S.NO Marital Status No. Of Respondents Percentage

1 Single 49 56.3
2 Married 38 43.7
Total 87 100.0

Marital status of the respondents is given in the table. It was found that 56.3 percent of
the respondents marital status came under single and 43.7 percent of them married.

29
 Chart 4.1.3

Marital status of the respondents

30
 Table 4.1.4

Educational Qualification of the respondents

S.NO Educational No. of Respondents Percentage

Qualification
1 School 13 14.9
2 ITI 8 9.2
3 Diploma 22 25.3
4 Degree 35 40.2
5 PG Degree 9 10.3
Total 87 100.0

From the above table, it was found that 40.2 percent of the respondents belonged to the
Degree holders, 25.3 percent of them belonged to the Diploma, 14.9 percent of them belonged to
the School, 10.3 percent of them belonged to the PG degree and remaining 9.2 percent of them
ITI.

31
 Chart 4.1.4

Educational qualification of the respondents

32
 Table 4.1.5

Department wise working employees of selected respondents

S.NO Department No. of Respondents Percentage

1 Sales &Marketing 6 6.9
2 Human Resources 12 13.8
& Admin
3 Finance & 5 5.7
Accounting
4 Customer Support 11 12.6
Department
5 Supply Chain 31 35.6
Management
6 Research & 22 25.3
Development
Total 87 100.0

From the above table, It was found that 35.6 percent of the respondents belonged to the
department supply chain management, 25.3 percent of them belonged to the research &
development, 13.8 percent of them belonged to the human resource & admin, 12.6 percent of
them belonged to the customer support department, 6.9 percent of them belonged to the sales &
marketing and remaining 5.7 percent of them belonged to the department finance & accounting.

33
 Chart 4.1.5

Department wise working employees of selected respondents

34
 Table 4.1.6

Work Experience of the respondents

S.No Experience No. of Respondents Percentage

1 0-10 yrs 72 82.8
2 11-20 Yrs 7 8.0
3 21-30 Yrs 6 6.9
4 Above 30 Yrs 2 2.3
Total 87 100.0

It is clear from the table, it was revealed that 82.8 percent of the respondents belonged to
the experience group between 0 and 10 years, 8.0 percent of them belonged to the experience
group between 11-20 years, 6.9 percent of them belonged to the experience group between 21-30
years and remaining 2.3 percentage of them belonged to the experience above 30 years.

35
 Chart 4.1.6

Work experience of the respondents

36
 Table 4.1.7

Present salary package of the respondents

S.No Present Salary No. of Respondents Percentage

1 Below 5000 0 0
2 5000-8000 35 40.2
3 8000-12000 29 33.3
4 Above 12000 23 26.4
Total 87 100.0

It is clear from the table, it was revealed that 40.2 percentage of the respondents came
under salary group between 5000 and 8000, 33.3 percent of them belonged to the present salary
group between 8000-12000 and remaining 26.4 percent of them belonged to the present salary
above 12000 categories.

37
 Chart 4.1.7

Present salary package of the respondents

38
 Table 4.1.8

Reward of the respondents

S.NO Reward No. of Respondents Percentage

1 Very High 20 23.0
2 High 19 21.8
3 Moderate 34 39.1
4 Low 0 0

5 Very Low 14 16.1

Total 87 100.0

It is clear from the table, it was revealed that 39.1 percent of the respondents had
moderate in the reward provided by the company, 23.0 percent of them had reward very high,
21.8 percent of them belonged to the reward high and remaining16.1 percent of the respondents
very low the reward provided by the company.

39
 Chart 4.1.8

Reward of the respondents

40
 Table 4.1.9

Warmth of the respondents

S.NO Warmth No. of Respondents Percentage

1 Very High 33 37.9
2 High 21 24.1
3 Moderate 24 27.6
4 Low 0 0
5 Very Low 9 10.3
Total 87 100.0

It is clear from the table, it was revealed that 37.9 percent of the respondents very high in
the warmth provided by the company, 27.6 percent of them moderate of the company, 24.1
percent of them high warmth, and remaining 10.3 percent of them belong to the very low warmth
level.

41
 Chart 4.1.9

Warmth of the respondents

42
 Table 4.1.10

Support and commitment of the respondents

S.NO Support and No. of Respondents Percentage

Commitment
1 Very High 25 28.7
2 High 4 4.6
3 Moderate 43 49.4
4 Low 0 0
5 Very Low 15 17.2
Total 87 100.0

It is clear from the table, it was revealed that 49.4 percent of the respondents moderate in
the support and commitment provided by the company, 28.7 percent of them very high support
and commitment, 17.2 percent of them very low support, and remaining 4.6 percent of them
belonged to the high commitment respondents.

43
 Chart 4.1.10

Support and commitment of the respondents

44
 Table 4.1.11

Organizational structure of the respondents

S.NO Structure No. of Respondents Percentage

1 Very High 19 21.8
2 High 11 12.6
3 Moderate 30 34.5
4 Low 23 26.4
5 Very Low 4 4.6
Total 87 100.0

From the above table, it was found that 34.5 per cent of the respondents belonged to the
moderate in the organizational structure provided by the company, 26.4 percent of them
belonged to the low structure, 21.8 percent of them belonged to the very high in the
organizational structure, 12.6 percent of them belonged to the high organizational structure and
remaining 4.6 percent of them belonged to the very low structure respondents.

45
 Chart 4.1.11

Organizational structure of the respondents

46
 Table 4.1.12

Risk and conflict of the respondents

S.NO Risk and conflict No. of Respondents Percentage

1 Very High 22 25.3
2 High 10 11.5
3 Moderate 41 47.1
4 Low 9 10.3
5 Very Low 5 5.7
Total 87 100.0

From the above table, it was found that 47.1 percent of the respondents belonged to the
moderate in the risk and conflict provided by the company, 25.3 percent of them belonged to the
very high conflict, 11.5 percent of them belonged to the conflict high, 10.3 percent of them
belonged to the low conflict and remaining 5.7 percent of them belonged to the conflict very low
respondents.

47
 Chart 4.1.12

Risk and conflict of the respondents

48
 Table 4.1.13

Respondents opinion about standard rules and regulation

S.NO Standards No. of Respondents Percentage

1 Very High 17 19.5

2 High 11 12.6
3 Moderate 32 36.8
4 Low 24 27.6
5 Very Low 3 3.4
Total 87 100.0

From the above table, it was revealed that 36.8 percent of the respondents belonged to the
moderate in the standards provide by the company, 27.6 percent of them belonged to the low
standards, 19.5 percent of them belonged to the very high standards, 12.6 percent of them
belonged to the high standards and remaining 3.4 percent of them belonged to the very low
respondents.

49
 Chart 4.1.13

Respondents Opinion about standard rules and regulation

50
 Table 4.1.14

Respondents opinion about organizational climate

S.NO Climate No. of Respondents Percentage

1 Very Good 19 21.8
2 Good 18 20.7
3 Normal 36 41.4
4 Poor 14 16.1
5 Very Poor 0 0
Total 87 100.0

It is clear from the table, it was revealed that 41.4 percent of the respondents belonged to
the normal in the organizational climate provided by the company, 21.8 percent of them
belonged to the very good climate, 20.7 percent of them belonged to the good climate and
remaining 16.1 percent of them belonged to the poor organizational climate.

51
 Chart 4.1.14

Respondents opinion about organizational climate

52
 4.2 STATISTICAL TOOLS

4.2.1 Significance Test (F- Test) for Climate Score based on Age

Means
Report

Climate

Age N Mean Std. Deviation

Below 25 30 83.5667 14.07537

26-35yrs 33 80.6970 15.63147

36-45yrs 16 92.5000 13.45115

Above 45 8 88.2500 14.57738

Total 87 84.5517 15.02150

One-way

ANOVA

Climate

Sum of Squares df Mean Square F Sig.

Between Groups 1639.681 3 546.560 2.553 .061

Within Groups 17765.836 83 214.046

Total 19405.517 86

The ANOVA value showed that there is no significant difference in the organizational
climate among the employees of different 36-45 years at 0.05 level of significance. The means
value showed that 36-45 years had better organizational climate compared to others age.

53
 4.2.2 Significance Test (T-Test) for Climate Score based on Gender

Group statistics

Gender N Mean Std. Deviation

Climate Male 65 83.6308 15.57499

Female 22 87.2727 13.20599

Independent sample test

T df Sign(2-tails)

Climate Equal
variances -.983 85 .329
assumed

The T-test value showed that there is no significant difference in the organizational
climate among the employees of different gender at 0.05 level of significance. The means value
showed that female had better organizational climate compared to others male.

54
4.2.3 Significance Test (T-Test) for Climate Score based on Marital Status

Group statistics

Marital
status N Mean Std. Deviation

Climate Single 49 81.6531 14.47635

Married 38 88.2895 15.07084

Independent samples test

T df Sign(2-tails)

Climate Equal
variances -2.083 85 .040
assumed

The T-test value showed that there is a significant difference in the organizational climate
among the employees of different marital status at 0.05 level of significance. The means value
showed that married better organizational climate compared to others single.

55
 4.2.4 Significance Test (F- Test) for Climate Score based on Educational
Qualification

Means

Report

Climate

Qualification N Mean Std. Deviation

School 13 93.9231 13.65932

ITI 8 97.8750 12.27585

Diploma 22 84.0909 12.46293

Degree 35 78.4000 15.73157

PG Degree 9 84.2222 8.24284

Total 87 84.5517 15.02150

One way

ANOVA

Climate

Sum of Squares df Mean Square F Sig.

Between Groups 3891.945 4 972.986 5.143 .001

Within Groups 15513.572 82 189.190

Total 19405.517 86

The ANOVA value showed that there is a significant difference in the organizational
climate among the employees of different qualification at 0.05 level of significance. The means
value showed that ITI had better organizational climate compared to others qualification.

56
4.2.5 Significance Test (F- Test) for Climate Score based on Department

Means
Report

Climate

Department N Mean Std. Deviation

Sales & Marketing 6 79.1667 9.60035

Human Resources & Admin 12 86.4167 16.86016

Finance & Accounts 5 90.0000 12.98075

customer support 11 83.8182 15.05203

supply chain management 31 90.6452 15.37216

Research & Development 22 75.5455 10.87473

Total 87 84.5517 15.02150

One way

ANOVA

Climate

Sum of Squares df Mean Square F Sig.

Between Groups 3305.580 5 661.116 3.326 .009

Within Groups 16099.938 81 198.765

Total 19405.517 86

The ANOVA value showed that there is a significant difference in the organizational
climate among the employees of different departments at 0.05 level of significance. The means
value showed that finance and supply chain management departments had better organizational
climate compared to others departments.

57
4.2.6 Significance Test (F- Test) for Climate Score based on Work Experience

Means

Report

Climate

Experience N Mean Std. Deviation

0-10yrs 72 83.8472 14.58985

11-20yrs 7 89.4286 16.16433

21-30yrs 6 92.6667 16.41544

Above 30yrs 2 68.5000 16.26346

Total 87 84.5517 15.02150

One way

ANOVA

Climate

Sum of Squares df Mean Square F Sig.

Between Groups 1112.650 3 370.883 1.683 .177

Within Groups 18292.867 83 220.396

Total 19405.517 86

The ANOVA value showed that there is a no significant difference in the organizational
climate among the employees of different experience at 0.05 level of significance. The means
value showed that 21-30 years had better organizational climate compared to others experience.

58
4.2.7 Significance Test (F- Test) for Climate Score based on present salary

Means

Report

Climate

Present salary N Mean Std. Deviation

5000-8000 35 86.8286 12.37760

8000-12000 29 83.3793 16.69134

Above Drawn/Month 12000 23 82.5652 16.62918

Total 87 84.5517 15.02150

One way

ANOVA

Climate

Sum of Squares df Mean Square F Sig.

Between Groups 312.066 2 156.033 .686 .506

Within Groups 19093.451 84 227.303

Total 19405.517 86

The ANOVA value showed that there is a no significant difference in the organizational
climate among the employees of different present salary at 0.05 level of significance. The means
value showed that 5000-8000 had better organizational climate compared to others present
salary.

59
4.2.8 Correlation matrix between Climate factors and overall climate score

Climate Reward Warmth Commitment Structure Conflict Standards

Climate 1

Reward .818** 1

Warmth .856** .669** 1

Commitment .874** .608** .752** 1

Structure .840** .641** .600** .710** 1

Conflict .848** .641** .656** .665** .631** 1

Standards .841** .562** .658** .700** .713** .695** 1

The factors are reward, warmth, commitment, structure, conflict, and standards
relationship between climates of the each factors correlation value showed that there is a
significant difference in the organizational climate among the employees behavior of different
climate at 0.05 level of significance.

60
 CHAPTER V

5.1 FINDINGS

 It was found that 37.9 percentage of the respondents belonged to the age group between
26 and 35 years.
 It was found that 74.7 percentage of the respondents come under male.
 It was found that 56.3 percentage of the respondents’ marital status came under single.
 It was found that 40.2 percentage of the respondents belonged to the Degree holders.
 It was observed that 35.6 percentage of the respondents belonged to the department
supply chain management.
 It was observed that 82.8 percentage of the respondents belong to the work experience
group between 0 and 10 years.
 It was found that 40.2 percentage of the respondents came under salary group between
above 5000 - 8000 getting salary.
 It was found that 39.1 percentage of the respondents have moderate in the reward provide
by the company.
 It was noted that 37.9 percentage of the respondents very high in the warmth level.
 It was found that 49.4 percentage of the respondents had moderate in the support and
commitment provided by the company.
 It was found that 34.5 percentage of the respondents had moderate in the organizational
structure.
 It was showed that 47.1 percentage of the respondents had moderate in the risk and
conflict provided by the company.
 It was showed that 36.8 percentage of the respondents in the standards had moderate
respondents opinion about rules and regulation provided by the company.
 It was showed that 41.4 percentage of the respondents in the organizational climate was
normal.

61
 It was found that ANOVA value there was no significant difference in the organizational
climate among the employees of different 36-45 years at 0.05 level of significance. 36-45
years had better organizational climate compared to others age.
 It was observed that T-test value there was no significant difference in the organizational
climate among the employees of different gender at 0.05 level of significance.
 It was found that T-test has been value there was a significant difference in the
organizational climate among the employees of different marital status at 0.05 level of
significance.
 It was noted that ANOVA value shows that there was a significant difference in the
organizational climate among the employees of different qualification at 0.05 level of
significance.
 It was showed that ANOVA value there was a significant difference in the organizational
climate among the employees of different departments at 0.05 level of significance. The
means value finance and supply chain management departments had better organizational
climate compared to others departments.
 It was found that ANOVA value there was a no significant difference in the
organizational climate among the employees of different experience at 0.05 level of
significance. The means value 21-30 years had better organizational climate compared to
others experience.
 It was noted that ANOVA value there was a no significant difference in the
organizational climate among the employees of different salary at 0.05 level of
significance. The means value 5000-8000 had better organizational climate compared to
others salary.
 It was found that the factors are reward, warmth, commitment, structure, conflict, and
standards relationship between climates of the each factor correlation value there was a
significant difference in the organizational climate among the relationship employees
behavior and performance etc.

62
 5.2 SUGGESTIONS

 Management has to provide sufficient training program for both the new and existing
employees. Team work should be encouraged with appropriate rewards and awards.

 They should include more of employees in decision making process for making the
organization climate more suitable worker participation in management concept has to be
adopted, so as to increase the employee involvement and commitment in the decision
making process. The organization need to improve the working conditions.

 The superiors in the organization should encourage, guide and motivate the employee to
shower their ideas, views and suggestion so as to improve their performance.

63
 5.3 CONCLUSION

Organizational climate / working environment play a crucial role in the growth of the any
organization. Each and every organization has to make good working environment for their
employees who bring higher productivity. From the analysis, it was found that the positive
impact in the following dimensions like warmth which covered friendly atmosphere, good
relationship between management, workers and freedom to relax in working time. However, the
following some of factors like organizational structure, reward, climate, support and
commitment, risk and conflict, standards were found moderate. The organizational climate was
neither positive nor negative. Therefore, the MAG Solvics Private Limited should make positive
organizational climate in some parameters in which found moderate to achieve the higher growth
and productivity in the future.

64
 5.4 BIBLIOGRAPHY

1. UDAI Pareek, Understanding Organizational Behavior - second edition 2007 P.g 654.
2. Dr. S. S. KHANKA and S. CHAND, Organizational Behaviour 2009. Peg. 430 - 434.
3. Dr. M. Sivakumar, Organizational Behaviour 2013.
4. Stephen P. ROBBINS, Timothy A.JUDGE and Neharika VOHRA, Organization Behavior
- 14th edition Pearson 2012 P.g 510.
5. Ravindra Jain and Sheelam Jain. A Review of economic and social development- The
Indian journal of industrial relations, Vol.50, No.4, April 2015 P.g 613.
6. Pelin Kanten and Funda Er.Ulker, A multidisplinary of global macro trends – The
macrotheme review 2(4), summer 2013.
7. Soumender Biswas. A Review of economic and social development- The Indian journal of
industrial relations, Vol.50, No.1, July 2012.
8. Stephen P. ROBBINS, Timothy A.JUDGE and Neharika VOHRA, Organization Behavior
- 15th edition Pearson 2014 P.g 553.
9. Natarajan Kumar. A Review of economic and social development- The Indian journal of
industrial relations, Vol.48, No.2, Oct 2012 P.g 308.
10. Nadiri and Tanova (2010) An investigation of the role of justice in turnover intentions, job
satisfaction & OCB Hospitality industry, Indian journal of HRM 29(1):33-41.
11. Gupta and Singh (2013) An empirical study of the dimensionality of organizational justice
& its relationship with organizational citizenship behavior, The international journal of HRM
24(6):1277-99.
12. Dickinson (2009) An examination of the factors affecting OCB.
13. Adenike, A., 2011. Organizational Climate as a Predictor of Employee Job Satisfaction:
Evidence FromCovenant University, Business Intelligence Journal, 4(1): 151-165.
14. Al-Saudi, M.A., 2012. The Impact of Organizational Climate upon the Innovative Behavior
at Jordanian Private Universities as Perceived by Employees: A Field Study, International
Business and Management, 5(2): 14-26.

65
15. Farooqui, M.R., 2012. Measuring Organizational Citizenship Behavior (OCB) as a
Consequence of Organizational Climate (OC), Asian Journal of Business Management, 4(3):
294-302.
16. Ahmad, Z., Ali, L. and Ahmad, N., 2012. Organizational climate: A study of
pharmaceutical industry in Pakistan, African Journal of Business Management, 6(49):11880-
11886.
17. Holloway, J.B., 2012. Leadership Behavior and Organizational Climate: An Empirical Study
in a Non-profit Organization, Emerging Leadership Journeys, 5(1): 9- 35.
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Conflict between Organizational Climate and Job Satisfaction of Women Employees in the
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20. Giles, P., 2010. The Impact of Adult Degree-Completion Programs on the Organizational
Climate of Christian Colleges and Universities, Doctoral Thesis, Walden University.
21. Choudhury, G., 2011. The Dynamics of Organizational Climate : An Exploration, Research
Scholar, Faculty of Management Studies, Banaras Hindu University, Varanasi, 7(2): 111-116.
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Herzegovina Companies, International Business Research, 6(3): 129-131.
23. Heyart, B., 2011. The Role of Organizational Climate and Culture in service encounters,
Doctoral Thesis, Wayne State University.
24. Pena-Suarez, E., Muniz, J., Campillo-Álvarez, A., Fonseca-Pedrero, E. And Garcia-
Cueto, E., 2013. Assessing Organizational Climate: Psychometric properties of the CLIOR
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66
 QUESTIONNAIRE

A STUDY ON THE PERCEPTION OF EMPLOYEES TOWARDS

ORGANIZATIONAL CLIMATE AT MAG SOLVICS PRIVATE LIMITED,
COIMBATORE

I PERSONAL DATA:
Name:
1. Age:
(a) Below 25( ) (b) 26-35yrs ( ) (c) 36-45yrs ( ) (d) Above 45 ( )
2. Gender:
(a) Male ( ) (b) Female ( )
3. Marital Status:
(a) Single ( ) (b) Married ( )
4. Qualification:
(a) School ( ) (b) ITI ( ) (c) Diploma ( ) (d) Degree ( ) (e) PG Degree
5. Department: __________________________
6. Experience:
(a) 0-10yrs ( ) (b) 11-20yrs ( ) (c) 21-30yrs ( (d) Above 30yrs ( )
7. Present salary:
(a) Below 5000 ( ) (b) 5000 - 8000 ( ) (c) 8000-12000 ( ) (d) Above 12000 ( )
II ORGANIZATIONAL CLIMATE

The scoring pattern is:"1- Strongly Disagree, 2- Disagree, 3- Neither Agree nor disagree, 4-
Agree, 5-Strongly Agree".

Factor 1: Reward 5 4 3 2 1
1. In this organization there is a fair reward and recognition
procedures.
2. Employees are rewarded in proportion to the excellence of their
job performance.
3. There is a promotion system here that helps the best man to rise
to the top.
4. There is not enough reward and recognition system for doing
good work.
Factor 2: Warmth
5. A friendly atmosphere prevails among the people in this
organization.
6. There is a warmth relationship between management and
workers in this organization.
67
7. This organization is characterized by a relaxed, easy-going
working climate.
8. Employees in this organization tend to be cool and aloof toward
each other.
Factor 3: Support and Commitment
9. I feel that I am a member of a well-functioning team.
10. When I am on a difficult assignment I can usually count on
getting assistance from my boss and co-workers.
11. In this organization people pretty much look out for their own
interests.
12. People in this organization don’t really trust each other enough.
Factor 4: Structure
13. It is sometimes unclear who has the formal authority to make a
decision.
14. In some of the projects I’ve been on, I haven’t been sure exactly
who my boss was.
15. The jobs in this organization are clearly defined and logically
structured.
Factor 5: Risk and Conflict
16. The attitude of our management is that conflict between
competing units and individuals can be very healthy.
17. The best way to make a good impression around here is to steer
clear of open arguments and disagreements.
18. The philosophy of our management is that in the long run we
get ahead fastest by playing it slows, safe, and sure.
19. In meetings the goal is to arrive at a decision as smoothly and
quickly as possible.
Factor 6: Standards
20. Our management believes that no job is so well done that it
couldn’t be done better.
21. In this organization we set very high standards for performance.
22. Around here there is a feeling of pressure to continually
improve our personal and group performance.

68