CONTENT

Chapter Particulars Title Page Certificate(s) Declaration Acknowledgement List of Tables List of Charts Synopsis Introduction Introduction to the Organisation Introduction to the Project Scope of the Study Review of Literature Objectives Research Methodology Type of Research Population Definition Geographical Area Covered Survey Method Sampling Technique Used Sample Size Data Source Research Instrument Interview Method Limitations Data Analysis and Interpretation Findings and Suggestions Findings Suggestions Conclusions Annexure Questionnaire(s) Bibliography and Webliography Page No.

1.

2. 3. 4.

5. 6.

7.

A Study on Organizational Climate Prevailing at Rane Engine Valve Limited, Chennai.

Submitted by Mr.C.MATHAN Register No: 07BIA1039

Under the guidance of Mr. R.KRISHNASAMY, MBA., Professor KSR Business School

Project report submitted in partial fulfillment of the requirements of Periyar University for the Award of the Degree in

Master of Business Administration

KSR Business School K.S.R College of Arts & Science Tiruchengode 637 215.
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KSR Business School K.S.R College of Arts & Science, Tiruchengode (Affiliated to Periyar University) CERTIFICATE

This is to certify that the project report entitled A Study on Organizational Climate prevailing at Rane Engine Valve Limited , Chennai. is a record of the work done by C.MATHAN (07BIA1039) submitted in partial fulfillment of the requirement for the award of degree of Master of Business Administration of Periyar University during the academic year 2007-08.

Supervisor

Director/HOD

Viva-voce examination held on __________________

Principal Examiner

External

DECLARATION
I hereby declare that the project report entitled A Study on Organizational Climate prevailing at Rane Engine Valve Limited , Chennai. is my original work and that no part of this report has been submitted for the award of any other Degree, Diploma, Fellowship or any other similar titles or prizes and that the work has not been published in any scientific or popular journal or magazine.

Place: Tiruchengode Date:

Signature Student name in CAPITAL (Bold) Letters Reg. No. in Bold Letters

LIST OF TABLES
Table No 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 Particular Table showing the age of the employees working in the organization Table showing the gender of the employees working in the organization Table showing the income level of the employees Table showing the marital status of the employees Table showing the education qualification of the employees Table showing the designation of the employees Table showing the employees working experience in the organization Opinion regarding the training program Opinion regarding the canteen facility Opinion regarding the medical facility Opinion regarding the lunch room arrangement Opinion regarding the bathroom facility Opinion regarding the promotion formalities Opinion regarding the drinking water facility Opinion regarding the working environment Opinion regarding the employees job satisfaction Opinion regarding the Opinion regarding the Opinion regarding the Opinion regarding the co-workers relation technology support quality of worklife work load Page No

LIST OF CHARTS Chart No 1.1 Title of Charts Age of the employees Page No 25

1.2 1.3 1.4 1.5 1.8 1.9 1.10 2.1 2.2 2.4 2.5

Gender of the employees Income level of the employees Marital status of the employees Educational qualification of the employees Training program Canteen facility Medical facility Lunch room arrangement Bathroom facility Drinking water facility Working environment

26 27 28 29 32 33 34 35 36 38 39

Introduction Introduction to the Organisation OUR COMPANY

REVL is a member of the Rane group ,which is leading auto component manufacturer in India. Rane was established in the year 1940. REVL is the first manufacturing venture

of the Rane group. We started manufacturing of engine valves in 1959 in collaboration with Farnborough Engg.Co.,UK(1958-73). The current technical collaborator is TRW,Inc., USA. The first plant was established in 1959 and three plants have been put up our groups first foray into manufacturing was the manufacture of engine valves and subsequently expanded to other auto components like steering systems,fiction materials, and other safety related materials. Today, we are the largest manufacturers of valves in India, the fourth largest in Asia and seventh largest in the world. Since inception in 1959 to date the company has been a market leader in India. OUR MARKETS The company enjoys the diversified market presence. We are the preferred suppliers in many cases , a much sought after source for valves to original Equipment manufactuters (OEM) in India.We have a network of sales distribution spread across the country. OUR ORGANISATION The company is managed under the overall supervision and control of the board of directors headed by the chairman. The managing derector (MD) guides the strategic planning and decision making.

The president guides the routine and also assists in preparing the annual operating plan (AOP), policy for the year and achieving annual targets. He reports to the MD. The senior management Group (SMG) consists of The President

 Heads of the plants Head of the corporate functions. Each plant operates as a self-contained division and is headed by a plant head executives responsible for Manufacturing Quality, Manufacturing engineering Materials, Sales and administration HRD Finance function support the plan heads. The executives report administratively to plant Head and functionally to the corporate function Head wherever applicable. MISSION: Provide superior products and services to our customers and maintain market leadership. Evolve as an institution that serves the best interest of the stakeholders. Preserve excellence through TQM. Ensure high standards of ethics and integrity in all our actions.

VISION: The world class supplier of engine valves to the global transportation industry.

VALUES : We will ensure the highest standards of business ethics and integrity in all our actions. We belive this to be vital to the success of Rane enterprise. We encourage every employee to share this value.. OUR GROUP COMPANIES: S.No 1 2 Company Rane Engine Valves Limited (REVL) Rane Brake Linings Limited (RBL) 3 4 5 6 7 Rane Diecast Limited(RDL) Products Valves, valve guides,Tappets Brake linings, Disc pads, Composite brake blocks,clutch facing High pressure Die casting

products Rane (Madras) Limited (RML) Steering & suspension systems Rane NSK steering systems Energy absorbing steering Limited (RNSSL) columns Rane TRW steering systems Power steering systems & seat Limited(RTSSL) Kar mobiles limited(KML) belt systems Automotive locomotive applications. valves, and large

valves for diesel engines for defence

Other administrative group level establishment Rane corporate centre, Chennai Rane Institute of Employee Development , Chennai. Rane Data Centre,Chennai.

FACTORIES AND CAPACITIES

Plan Location Products Annual Plot Builtup

t 1 2 3 4 5 Chennai Hyderaba d Chennai Hyderaba d Chennai Valves Valves Guides, Tappets ts Castings

Capacity 10 Mil 5 Mil 5 Mil 6 Mil

Area sq Area Mtrs 56500 17500 20235 45000 8530 Sq.Mtrs 18860 6000 6000 8750 3556

Valves,Camshaf 4200 MT

MARKET POSITION:
Market leader in India 4th place in all over the world

CLIENTS: Hundai Maruti Bajaj Honda TVS

Introduction to the Project

Climate for an organization is somewhat like personality for a person, just as every individual has a personality that makes each person unique, each organization has an organizational climate that clearly distinguishes its personality from other organizations.

The concept of organization climate was formalized by the human relationists in the 1940s. Now it has become a very useful metaphor for thinking about and describing the social system. In this chapter, we shall use this term in a board sense to mean the overall social setting of the organization. CONCEPT OF ORGANISATION CLIMATE According to Joe Kelly, climate may be thought of as the perception of the characteristics of an organization. Organizational climate conveys the impressions people have of the organizational internal environment with in which they work. It may also be viewed as the degree to which organizational rules are enforced by the administrative component. It may refer than as cogs in machine. Organizational climate is the summary perception which people have about an organization. It is a global expression of what the organization is. Organizational climate is the manifestation itself. An organization tends to attract and keep people who fir its climate, so that its patterns are perpetuated at least to some extent. Forehand and Glimmer have defined organizational climate as a set of characteristics that describe an organization and that: (a) Distinguish one organization from another, (b) are relatively enduring of people in the organization.

CHARACTERISTICS OF ORGANIZATIONAL CLIMATE The nature of organizational climate will be clear from its following characteristics: I. General Perception: Organization climate is a general expression of what the organization is. It represents the summary perception which people have about an organization.

II.

Qualitative Concept: It is an abstract and intangible concept;

it is difficult to explain the components of organizational climate in quantifiable units.

III.Distinct Identity: It reflects how an organization is different from other organizations. It gives a distinct identity to the organization.

IV.

Enduring Quality: It is built up over a period of time. It

represents a relatively an enduring quality of the internal environment that is experienced by the organizational members.

V. Multi-dimensional Concept: There are several dimensions of the concept of organization climate such as individual autonomy, authority structure, leadership style, pattern of communication, degree of conflicts and cooperation, etc.

DIMENSIONS OF ORGANISATIONAL CLIMATE It is very difficult to measure organizational climate because it is a multi-dimensional concept. The important components that

collectively represent the climate of an organization are as discussed below: i. Interpersonal Relationships: An organizations interpersonal relation is reflected in the ways informal groups are formed, and operate to satisfy the social needs of members. If informal relations supplement the formal procedures, the organization will be benefited. But if some powerful groups develop who acquire power in the organization, they may displace the goals of the organization. Conflicts in the organization might also be common.

ii.

Individual Freedom: If the individuals are given sufficient

freedom

organizational

autonomy

to

work

and

exercise

authority, there will be efficiency in operations. Self-control will lighten the burden of the higher level executives.

iii.

Management Orientation (style): The dominant style of managers and

supervisors may be task- oriented organizational relationsoriented. If the task-orientation is predominant, the leadership style will be autocratic. The employees will have to increase their productivity or face punishment their morale will be low in the long-run. The organizational climate will be considerate and supportive if the managers are relation-oriented while dealing with the workers. The needs and aspirations of the workers will be given due importance. They will produce team spirit in the organization.

iv.

Reward System: The system of rewards and punishments is an

important component of organizational climate. When the rewards are based on merit and productivity, there will be an atmosphere of competition among employees for higher performance. They will put more and more hard work to develop themselves and earn higher rewards such as increments and promotions. But if the rewards are based on the pleasure of the boss, there will be boyishness in the distribution of rewards. The meritorious employees will get discouraged.

v.

Conflict Management: Differences among people and groups in

organizations are not common. If they are managed effectively, there will be an atmosphere of cooperation in the organization. If they are suppressed organization not handled properly, people will be unhappy and there will be an atmosphere of distrust and non-cooperation. SIGNIFICANCE OF ORGANISATIONAL CLIMATE The study of the climate of an organization is necessary for an insight into important dimensions creativity, such as communication, cooperation, employees

satisfaction, morale, etc. All these factors determine the effective if there is two way communication and employees are cooperative and have better perception of the organization. Such employees have higher job satisfaction and feel committed to the organization. Their productivity will also be

higher employee satisfaction, better human relations and higher productivity.

Managerial policies

Employee characteristics perception, goals, abilities, etc

Individual outcomes satisfaction commitment

Organization structure

ORGANISATIO NAL CLIMATE

Organization Technology

External Environment

The role of climate in employees satisfaction and organizational effectiveness can be shown with a hypothetical model that specifies the relationship between the major sets of variables. Along with

structure, technology, external environment and managerial policies and practices exert important influences on climate. These relationships are shown in Fig.1. The emerging climate represents the arena which is influenced by managerial policies, organization structure and technology and external environment. When climate is conductive to the needs of individuals, we should expect goal directed behavior to be high. The ultimate behavior or outcomes are determined by the interaction of individual needs and perceived organizational environment.

The feedback regarding resulting level of performance contributes not only to the climate of the particular work environment, but also to possible changes in managerial policies and practices. Thus, climate has an important influence on performance and satisfaction of the employees. If the climate is favorable, there would be greater organizational effectiveness. The factors indicated in the figure represent major determinants of climate in an organization and as such represent important areas of management concern. If employees performance and job satisfaction are to be improved, the management must modify these factors so that the employees view climate as favorable to them. DIFFERENCES IN CLIMATE OF ORGANISATION Some norms and values are common to all organization of a particular type. However, to some extent each type of organization and even each specific organization will develop distinctive norms and values. A particular organization will share certain norms with others of its types and some norms with organizations in general, but it will also have its own taboos, folkways and mores. The normative climate of a particular organization reflects how it is different from the other organizations. Organizational

climate reflects the history of internal and external struggles, the types of people the organization attracts its work process and physical layout, the modes of communication and the exercise of authority within the system. Just as a society has a cultural heritage, so social organizations possess distinctive patterns of collective feeling and beliefs passed along to new members.

FACTORS INFLUENCING ORGANISATIONAL CLIMATE Organizational climate is a manifestation of the attitudes of organizational members towards the organization. These attitudes are based upon such things as management policies, supervisory technique, and the families of management, labors reactions to management, factors that and literally anything that affects into the five work major environment. Lawrence James and Allan Jones have classified the influence organizational climate components. 1. Organizational context - mission, goals and objectives, function, etc. 2. Organizational structure size, degree of centralization and operating procedures. 3. Leadership Process leadership styles, communication, decision making and related processes. 4. Physical environment employees safety, environmental stresses and physical space characteristics. 5. Organizational values and norm conformity, loyalty, impersonality and reciprocity.

LEADERSHIP PROCESS The type of leadership prevailing in the organization is vital to the organizational climate. Every employee has to interest with his superior or boss for necessary instructions and guidance. It is the immediate superior who allows the subordinate to participate in decision-making, gives assignments, does performance appraisals, conducts performance reviews, interprets policies, determines pay increments, and decides who has the potential to be promoted. These functions are inherent in managing and every manager is concerned with these functions.

Table 1. LEADERSHIP AND CLIMATE Leadership Style Authoritarian Nature Management Threats punishment employed orders. to Effect of Climate directs. Insecurity and employees are Morale enforce high turnover. is amongst is poor high. with of and

rates

Downward absenteeism

communication. Paternalistic

Basically authoritarian, Productivity better as but permits some two compared way between subordinate and orders. threats to employed with the communication authoritarian style but superior- morale remains on the rewards lower are Absenteeism enforce turnover are high. side. and

Consultative

Orders are issued and Productivity goals set after and consultation employees. to some encouraged. extent with Absenteeism

is

good fair. and

morale

Teamwork turnover are low. is

Participative

Employees and norm. two

are

fully Productivity way satisfactory.

and

involved in setting goals morale are both very communications is the

The relationship between superior and subordinate is not only of an interpersonal nature, but it also represents the primary interface between the organization and the employee. All managers must therefore be aware of the possible influence on climate when deciding the type of leadership (autocratic or participative) to be provided to the subordinates. The effectiveness of a leadership style is determined mainly by the particular situation. In other is not so, the motivation level of the workers will be low, they will feel frustrated and dissatisfied and productivity may also go down. If the workers are not satisfied with the type leadership provided, effective communication will be hindered and their morale with also be low. Therefore, every manager must consider the likely impact of this style of functioning on the organizational climate. PHYSICAL ENVIRONMENT The working conditions and physical space characteristics also influence the organizational climate. An employee working in a

relatively quiet, clean and safe environment will probably have a more favorable perception of the organizational climate than one who works in a noisy, dirty and dangerous environment. Many people consider size and location of the building of the company, nature of the city and even weather before joining an organization. It is obvious that many factors contributing to external work environment affect the climate of an organization and consequently affect the level of job satisfaction. However, for many people settings dont matter much. For instance, a worker in a factory in a small town is more or less happy because the place of work is near his home and the life is slow and peaceful. It does not matter to him if the living and working conditions are unhygienic. But these days people are becoming more and more conscious about good working environment. They may feel dissatisfied if the working environment is not good. It has been observed that office dcor, office size and the physical space allotted to a person at work (private office or general office) etc. have an important influence to the development of a favorable attitude towards the job. Noise has also been considered instrumental in influencing the climate of organizations. High level of noise may bring a bad feeling and lead to frustration, nervousness and aggression and thus have a negative effect upon organizational climate. Some degree if immunity to noise may be possible when it is a steady part of the external environment. Therefore, noise to a tolerable extent may not adversely affect the organizational climate. ORGANISATIONAL VALIUES AND NORMS Over a period of time, every organization develops a culture of its own. Culture is the social or normative glue that holds an organization together. It expresses the values or social ideals and beliefs that origination members come to share. In the words of Bro Uttal, organization culture is a system of shared values (what is important) and beliefs (how things work) that interact with a

companys people, organization structures, and control systems to produce behavioral norms (the way we do things). The above quotation suggests that organizations have different cultures-goals and values, managerial styles, and norms-for carrying out activities. We have already discussed as to how organizational norms. Values: Every organization has a distinctive set of values, spoken and unspoken, which govern the way people interact with another. Although there might not always be s monolithic and universally accepted set of standards, nevertheless most of the people working in an organization seem to have a pretty good idea of what the culture at large considers important. Many of these value standards stem from the words and deeds of the managers in their day-to-day operations. The formal value system determines the types of behaviors to be encourage and rewarded and those to be discouraged and punished. The values are communicated through policies, rules and regulations of the organization. Business informal values may be developed by the organizational members. These may apply to actions and behaviors within the workgroup. The values of both formal groups are very powerful is determining the climate of an organization which may be conservative or progressive. Norms: Behavioral norms are usually well- known and well- accepted in an organization: people dont pay them much conscious in a attention. Only when to someone and violates most of a strongly are emplaced norm, do the onlookers become highly aware of the norm typical organization count, them unconsciously understood and enforced. A few illustrative examples goals and managerial styles influence the organizational climate. Now we shall study the impact of values and

of the norms include; ways to speak to persons in authority; styles of dress; patterns of protocol in staff meetings; interactions between men and women; tolerable degrees of co-operation or antagonism between departments; established methods are for disagreeing with the boss; the considerations of arriving leaving on organizational climate will be steady and conductive to cooperation and participation in the organization.

ROLE OF MANAGERS & EMPLOYEES ININFLUENCING CLIMATE Management plays an important role in shaping the climate of the organization. It does so by determining organizational goals , laying down organizational structure and pattern of communication and decision making processes and also shaping of organizational norms and values. Besides , management also has direct control over the physical environment under which the employees work. In fact, managements control over these components means that management has the ability to affect changes in climate through adjustments in any of the components. Gives the nature of the make-up an organizations climate, the real effect of any action taken by management can never be accurately predicted. Nonetheless, management must take the initiative in improving the subordinate manager relationship and the organizational climate. The role of managers in establishing a favorable climate is primarily action-oriented ahile the employees role is one of reaction. The employees also exert their influence on organizational environment. They do so by trying to control their environment and bring about changes that will make their lot more endurable. The techniques followed by the employees in this direction include:

 COOPERATION ACCOMMODATION CONFLICT 1. COOPERATION: when the employees feel that realization of organizational goals will help in achieving their goals, they will cooperate with the management. They will also offer cooperation when they view management as influencing the organization climate in a favourable manner. There would most likely be a high degree of trust and confidence between the management and the workers. 2. ACCOMMODATION: the important factor in this type of posture is the mutual recognition and understanding of the symbiotic relationship that exists between the workers and the management each party is dependent upon the other. Thus accommodation may be thought of more in terms of tolerance rather than cooperation. The workers may accommodate the management in bringing about some changes in the climate so long as the changes are tolerable. If the management doesnt take steps to improve relations, the workers may create conflict situation in the organization. IMPROVING ORGANIZATIONAL CLIMATE i. OPEN COMMUNICATION: There should be two-way communication in the organization. So that the employees know what is going on and react to it. The management can modify its decisions on the basis of employees reactions. ii. CONCERN FOR PEOPLE: The management should show concern for the workers. It should work for their welfare and improvement of working conditions. It should also be interested to human resource development.

iii.

PARTICIPATIVE DECISION-MAKING: The employees should be involved in

goal setting and taking decision influencing their lot. They will feel commited to the organization and show cooperative attitude. iv. CHANGE IN POLICIES: The management can influence organization climate by changing policies,procedures and rules. This may take times, but the changes is long lasting if the workers see the changes in policies procedures and rules as favourable to them. v. TECHNOLOGICAL CHANGES: It is often said that workers resist changes. But where technological changes will improve the working condition of the employees,the change is easily accepted. There will be a better climate if the management adopts improved methods of work in consultation with the employees. MOTIVATION AND CLIMATE U.Pareek has devel;oped an instrument known as MAO-C short form of Motivation Analysis of Organizational Climate to study organizational climate from the point of view of motivation. In order to understand relation between organizational climate and motivation , six motives may be studied which are as follows: ACHIEVEMENT AFFLIATION EXPERT INFLUENCE CONTROL EXTENSION DEPENDENCY

ACHIEVEMENT: This motive represents a concern for excellence , competition in terms of standards set by others or by oneself and the setting of challenging goals for oneself. Achievement-oriented person is aware of the obstacles that might be encountered in attempting to achieve these goals. He is persistent in trying alternative paths to thte goals. AFFLIATION : It is characterized by a concern for establishing and maintaining close,personal relationships: an emphasis on friendship , and a tendency to exprexx ones emotions. EXPERT INFLUENCE: This motive involves a concern for making an impact on others, a desire to make people do what one thinks is right, and an urge to change situations and people.

CONTROL: This motive is characterized by a desire to be and stay informed, an urge to monitor events and to taken corrective action when needed, and a need to display personal power. EXTENSION; Extension motive denotes concern for others: interest in super-ordinate goals: and urge to be relevant and useful to large groups, including society. DEPENDENCY: This motive is characterized by a desire to seek assistance of others in developing oneself. It represents a need to depend on those who are more knowledgeable or have higher status, close associates and so on. A dependent person has a tendency to submit ideas or proposals for approval, and an urge to maintain a relationship based on their persons approval.

Scope of the Study: Review of literature:

Organizational Culture and Climate The twin tracks to achieve organizational goals DSNV Prasad Rao, Manager,V care solutions ,Hyderabad. The organizational climate and culture are the powerful tools that have tremendous effect on the morale ,performance and jobsatisfaction of the employees in any organization. The climate and culture play a vital role in an organization as these are usually associated with the perceptions,ideas,values,beliefs and most importantly the behaviour of its employees.A sound organizational climate and culture encourages as coooperativc attitude towards their work,which is most essential for the organization in the task of achieving its goals and objectives that also benefit the employees.

Job experience ,Organizational Climate and organizational Commitment: The Exploratory study
Saurabhi chaturvediLecturer Govindram Sakseria Institute of Research, Indore, Madhyapradesh. RishuRoy -Lecturer Shri Vaisnav Institute of Management and Research, Indore, Madhyapradesh, India.

Much of the intrest in analysing job experience and orgazational commitment stems from concern for the behavioural consequences.these variables have been said to be productivity,attendance at work,turnover,retirement ,participatin,labour militancy,sympathy for unions, and psychological withdrawl from work.Studies have

also given much consideration to identifying , often with an eye to manipulating ,the antecendents of job experience Review of literature: Climate across management levels in an organisation Avinash Kumar Srivastav. Organisational climate is a conceptually integrated synthesis of organizational characteristics. Depending on the management level individuals in an organisation May have different perspectives,focus and thrust .It can therefore be hypothesized that people working at different management levels with in the same organisation could have differing perceptions of the organisational climate .Climate was measured across management levels (Junior ,Middle and Senior) in a public sector organisation. Using MAO instrument ,involving 453 randomly selected executives.Statistical analysis has revealed significant differences in the perception of climate across the management levels in the organisation.Dependency-Affiliation climate prevailed in junior and senior management level but dependency Control prevailed in middle management level,In junior management level ,Achievement and Extension were stronger and control was weaker,making climate more functional as compared to middle management level .Extension was weaker in middle and senior management level making climate less functional as compared to junior management level.1 Objectives: Primary objective: To identify the organizational climate prevailing at Rane Engine Valve Limited, Chennai. Secondary objective: To analyses Organizational climate. and evaluate the key factors of

Avinash kumar Srivastav,The ICFAI Journal of Organizational Behaviour,January 2005.

RESEARCH METHODOLOGY
Aim of the study The aim of the study was, A STUDY ON ORGANIZATIONAL CLIMATE PREVAILING AT RANE ENGINE VALVE LIMITED, CHENNAI main part of the survey was concentrated personally on employees regarding their, opinion on existing climate system with reference to the objectives. Geographical Area Covered Geographical area covered in Rane Engine Valve Limited, Aalandur, Chennai. Survey Method Census survey method. Sample Size 200 permanent employees of Rane Engine Valves Limited.

Data Sources: Primary data Primary data collection was followed to carry out this research project. The questionnaires were circulated among the respondents and the data was collected. Secondary data Magazines, Journals ,company employee profiles reports etc, provided the researches to carry out the project report.

Research Instrument Research work was carried out by the use of questionnaires.

Interview Method Personal interview method.

Data analysis and Interpretation

Table No:1.1 Age of the employees S.No 1 2 3 4 5 Age of the employees Below 30 30-35 35-40 40-45 50 and above Total Respondents 18 28 56 34 64 200 Percentage 9 14 28 17 32 100

Chart No:1.1

Respondents

9% 32% 14% 1 Below 30 2 30-35 3 35-40 4 40-45 5 50 and above 17% 28%

Table No:1.2 Gender of the employees S.No 1 2 Gender of the employees Male Female Total Respondents 192 8 200 Percentage 96 4 100

Chart No:1.2

96%

1 MALE 2 FEMALE

4%

Table No:1.3 Income level of the employees S.No Income level of the employees 1 4000 and below 2 4000 6000 3 6000 8000 4 8000 10000 5 10000 and above Total

Respondents 18 12 16 14 140 200

Percentage 9 6 8 7 70 100

Chart No:1.3

9% 6% 8% 4 0 0 0 a n d b e lo w 4000 6000 7% 6000 8000 8000 10000 1 0 0 0 0 a n d a b o ve 70%

Table No:1.4 Marital status S.NO 1 2 Age of the employees Married Unmarried Total Respondents 164 36 200 Percentage 82 18 100

Chart No:1.4

Table No:1.5 Educational qualification S.NO 1 2 3 4 5 Educational qualification 12 ITI Diploma UG PG Total Respondents 98 38 32 24 8 200 Percentage 49 19 16 12 4 100

Chart NO:1.5

Table No:1.6 Designation S.NO 1 2 3 4 Designation of the employees Operator(A,B,C Grade) Data entry Operator Engineer Senior Engineer Total Respondents 168 2 22 8 200 Percentage 84 1 11 4 100

Chart No:1.6

Table No:1.7 Relationship between management and the employees S.NO 1 2 3 4 5 Feedback Strongly disagree Disagree Neither Agree or Disagree Agree Strongly Agree Total Respondents 0 6 16 144 24 200 Percentage 0 3 8 77 12 100

Chart No:1.7

Table No:1.8 Training program S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied Total Respondents 38 128 34 4 0 200 Percentage 19 64 17 2 0 100

Chart No:1.8

Table No:1.9 Canteen facility S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 32 146 22 0 0 200 Percentage 16 73 11 0 0 100

Chart No:1.9

Table No:1.10 Medical facility S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 18 172 8 2 0 200 Percentage 9 86 4 1 0 100

Chart NO:1.10

Table No:2.1 Lunch room arrangement S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 30 138 32 0 0 200 Percentage 15 69 16 0 0 100

Chart No:2.1

Table No:2.2 .Toilet facility S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 10 96 22 58 14 200 Percentage 5 48 11 29 7 100

Chart No:2.2

Table No:2.3 Promotion formalities S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 26 34 110 26 4 200 Percentage 13 17 55 13 2 100

Chart No:2.3

Table No:2.4 Drinking water facility S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 48 132 14 6 0 200 Percentage 24 66 7 3 0 100

Chart No:2.4

Table No:2.5 Working environment S.NO 1 2 3 4 5 Feedback Strongly disagree Disagree Neither Agree or Disagree Agree Strongly Agree Total Respondents 0 6 4 166 24 200 Percentage 0 3 2 83 12 100

Chart No:2.5

Table No:2.6 Employees job satisfaction S.NO 1 2 3 4 5 Feedback Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Respondents 48 132 14 6 0 200 Percentage 24 66 7 3 0 100

Chart No:2.6

Table No:2.7 Co-Workers relation S.NO 1 2 3 4 5 Feedback Strongly disagree Disagree Neither Agree or Disagree Agree Strongly Agree Total Respondents 4 12 10 158 16 200 Percentage 2 6 5 79 8 100

Chart No:2.7

Table No;2.8 Technology support S.NO 1 2 3 4 5 Feedback Strongly disagree Disagree Neither Agree or Disagree Agree Strongly Agree Total Respondents 0 2 8 144 36 200 Percentage 0 1 4 77 18 100

Chart No:2.8

Table No:2.9 Quality of worklife S.No 1 2 3 4 Feedback Neatness Environment Ventilation Facility Psychology acceptance of work Total Rank1 6 22 26 6 Rank2 6 34 20 2 Rank3 12 10 16 4 Rank4 18 12 4 2 Respondents 42 78 66 14 Percentsge 21 39 33 7

60

62

42

36

200

100

Chart No:2.9

Table No:2.10 Workload S.NO 1 2 3 Feedback Heavy Light Normal Total Respondents 136 54 10 200 Percentage 68 27 5 100

Chart No:2.10

FINDINGS
Majority (64%) of the respondents are satisfied with their training programs. Majority (73%) of the respondents are satisfied with their canteen facility Majority (86%) of the respondents are satisfied with their medical facility Majority (69%) of the respondents are satisfied with their lunchroom arrangement. Majority (83%) of the respondents agree with their working environment. Majority (66%) of the respondents are satisfied with their drinking water facility. Majority (66%) of the respondents are satisfied with their job.. Majority (79%) of the respondents are agree with their coworkers relation. Majority (77%) of the respondents are agree with their technology support. Majority (68%) of the respondents are feel like their work load is heavy. 29% of respondents are feeltoilet facility is not good. So they are dissatisfied.

 Ventilation facility is very good in your organization.

SUGGESTIONS From the analysis most research that most of the responses are positive. If the organization takes concern on the following suggestion it can achieve its targets through the available manpower successfully in a better manner. > The flow of communication between the supervisors and the employees is good, but various meetings and other extracurricular activity must be arranged by the organization. > Welfare measures provided by the organization are satisfactory to the employees but some more provisions can be provided for refreshments to the staff during a day can improve their motivational level. > The neatness should need attention. > The training facility must be enhanced by the company for employee benefits. > The training programmer conducted for the employees is satisfactory, but some of them are not satisfied due to various reasons. so the can improve their style of work and update the training methods.

CONCLUSION The study was designed to examine the effect of different combination and parameters of various personal policies on organizational behavior. To achieve the organizational effectiveness and REVL should consider the suggestion made by the investigator and create a climate or culture that enables both the employers and employees to realize the problems.

A study on Organizational Climate prevailing at Rane Engine Valve Limited(REVL) Aalandur , Chennai. Questionnaire 1. Name : 2. Age (in year) : below 30 30-35 35-40 40-45 50 and above 3. Sex : Male Female 4 .Marital status : Married Unmarried 5. Year of Experience: In the present job______________________ In the other field ______________________ 6. Educational Qualification: 10 12 Diploma UG PG 7. Designation :____________________________ 8. Salary : 4000 and below 4000-6000 6000- 8000 8000- 10000 10000 and above Please read each statement and indicate by a tick the extent to which it applies to you in Rane engine Valve Limited.
(SDA-Strongly Disagree DA- Disagree NA-DA- Neither Agree or Disagree A- Agree SAStrongly Agree)

S.N O 9 10 11 12 13

Objectives ORGANISATION DESIGN The organisations goals and objectives are clear to me? Employees have a shared understanding of what the Organisation supposed to do? Roles and responsibilities with in the group are understood? INDIVIDUAL JOB CHARACTERISTICS I gain satisfaction from my current job responsibilities? My skill and abilities are fully utilized in my current job?

SDA DA

NADA

SA

14 15 16 17 18

I have the opportunity to further develop my skill and ability? I find that I am challenged in my current job role/ CO-WORKERS RELATION Employees consult each other when they need support? CULTURE AND ENVIRONMENT I enjoy being a part of this Organisation? Employees have a good balance between work and personal life? TECHNOLOGY My department has adequate tools and technologies to perform our work? The technology we use supports our business process? Objectives JOBSATISFACTION Satisfaction regarding the job performance? PHYSICAL WORKING CONDITION Satisfaction with lighting facility in their work place Adequate drinking water facility provided is Satisfaction with the lunch room arrangement in your Organisation Hygienic condition of bathroom provided by the management TRAINING AND DEVELOPMENT The extent to which the training facility provided resulted in technical knowledge WELFARE MEASURE Satisfaction of canteen facility provided by the Organisation Feeling of satisfaction about medical facility offered HS S N D S HDS

19 20

(HS-Highly Satisfied S- Satisfied N- Neutral DS- Dis satisfied HDS- Highly Dissatisfied)

S.N O 21 22 23 24 25 26 27 28

QUALITY OF WORKLIFE 29. Rank the following items Neatness Environment Ventilation facility

 Psychology acceptance of work JOB SATISFACTION 30. How do you feel about the work load? Heavy Light Normal Signature ******************** Thank you for your kind Co-Operation ****************

BIBLIOGRAPHY BISWAJEET PATTANAYAK(2002) HUMAN RESOURCE MANAGEMENT , Prentice Hall of India Private Limited, New Delhi. DAVID A.DECCENZO AND STEPHEN P.ROBINS(2002) HUMAN RESOURCE MANAGEMENT, John Wiley&sons,Inc,7th edition. GUPTA S.P. Dr.P.K.GUPTA Dr.M,(1998) BUSINESS STATISTICS AND OPERATION RESEARCH Sultan Chand &sons,NewDelhi-110002 Hugh J.ARNOLD DANIEL C.FELDMAN ORGANIZATIONAL BEHAVIOUR Hill International edition. KOTHARI C.R (2002) RESEARCH METHODOLOGY Wishwa Prakashan,NewDelhi,2nd edition. MAMORIA,C.B (1993) PERSONNEL MANAGEMENT, Himalaya Publishing House, 11th edition, NewDelhi. STEPHEN P.ROBINS(2002) ORGANIZATIONAL BEHAVIOUR Prentice Hall of India Private Limited, New Delhi 9th edition.