A STUDY ON ORGANISATION CLIMATE AND ITS INFLUENCE

ON THE PRODUCTIVITY AT TANFAC INDUSTRIES LIMITED

INTRODUCTION
Meaning:
Organizational climate is the process of quantifying the culture of an organization, it
precedes the notion of organizational culture. It is a set of properties of the work
environment, perceived directly or indirectly by the employees, that is assumed to be a
major force in influencing employee behavior.[1]Climate and culture are both important
aspects of the overall context, environment or situation.
Definition:
Properties of the business environment in a workplace observed by staff that strongly
influence their actions and job performance. For example, a perceptive business manager
might take the trouble to survey employees about the organizational climate to identify
and promote those aspects that are most conducive to achieving corporate objectives.
Organisation Climate and Productivity:
Organizational climate is comprised of mixture of norms, values, expectations, policies
and procedures that influence work motivation, commitment and ultimately, individual
and work unit performance. Positive climate encourages, while negative climates inhibits
discretionary effort. Organizational climate refers to the quality of working
environment. If people feel that they are valued and respected within the organization,
they are more likely to contribute positively to the achievements of the business
outcomes. Creating a healthy organizational climate requires attention to the factors
which influence employees perceptions, including the quality of leadership, the way in
which decisions are made and whether the efforts of employees are recognized. In fact
Climate may be thought of as the perceptions of the characteristics of an organization.
Climate for an organization is somewhat like the 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 organization. Every organization is different and has a unique feeling and character
beyond its structural characteristics. Thus every organization deals with its member in a
distinct way through its policies on allocations of resources, communication pattern,
reward and penalty, leadership and decision making style, etc. The organizational policy
and conviction with regard to all these and a cluster of other related activities influence
the feelings, attitudes and behavior of its members and results in the creation of the
unique organizational climate.

IMPACT OF ORGANIZATIONAL CLIMATE:

Organizational climate has a major influence on human performance through its impact
on individual motivation and job satisfaction. It does this by carrying certain kinds of
expectancies about what consequences will follow from different actions. Individuals in
the organization have certain expectations and fulfillment of these expectations depend
upon their perception as to how the organizational climate suits to the satisfaction of their
needs. Thus organizational climate provides a type of work environment in which
individuals feels satisfied or dissatisfied. Since satisfaction of individual goes a long way
in determining his efficiency, organizational climate can be said to be directly related
with his performance in the organization.

Affects Motivation, Productivity and Job satisfaction:

Organizational climate can have a major influence on motivation, productivity
and job satisfaction. Climate determines the action and it creates few expectations as to
consequences. Employees expect certain rewards, penalties, satisfaction or frustrations
based on the organizational climate and their expectations tend to lead to motivation as
said in expectancy theory.

Contingency Relationship:
There is a contingency relationship between climate and the organization. The
climate of an organization is contingent upon the type of employees. The type related to
employees education like technical workers, knowledge workers. For example, research
institutes certainly want a climate different from that of a workshop or an office.

Social System:
Organizational climate represents the entire social system of a work-group. It is
clearly a system concept. There are two important aspects of climate: (1) workplace itself
and (2) Personal treatment of Management. If employees feel satisfied while at work and
if climate provides a sense of personal worth, it can be assumed that in that organization
is favorable. Employees expect the management to feel and care about their needs and
problems. If these two are favorable a good climate prevails in the organization.
A high level of organizational climate is necessary for the development of organization.
Good climate attracts good and efficient to the organization, who contribute to the
productivity of the organization.

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Organizational climate have used data relating to individual perception of
organizational properties in identifying organizational climate. Denison (1996) argues
that developing a universal set of dimensions was often the central issue of the climate
researchers so that comparative studies could be made possible in different organizational
settings. He compared this approach to that of the culture research that used a postmodem perspective which examined the qualitative aspects of individual social contexts
where each culture that was seen as unique and was not expected to have generalisable
qualities which had become central to the climate research.

Jones and James (19790 argued that one of the assumptions of the climate literature is
that a relatively limited number of dimensions could characterise a wide cross-section of
social settings. Jones and James labelled their factors as follows:
Conflict and ambiguity, which reflected perceived conflict in organizational goals
and objectives, combined with ambiguity of organizational structure and roles, a lack of
interdepartmental cooperation, and poor communication from management. Also
included were poor planning, inefficient job design, a lack of awareness of employee
needs and problems, and a lack of fairness and objectivity in the rewards process.
Job challenge, importance and variety, which reflected a job perceived as
challenging, which involve a variety of duties, including dealing with other people. The
job was seen as providing autonomy and feedback, and demanding high standards of
quality and performance.
Leader facilitation and support, which reflected perceived leader behaviors such as
the extent to which the leader was seen as helping to accomplish work goals by means of
scheduling activities, planning, etc., as well as the extent to which he was perceived as
facilitating interpersonal relationships and providing personal support.
Workgroup cooperation, friendliness, and warmth, which generally described
relationships among group members and their pride in the workgroup.
Professional and organizational esprit, which reflected perceived external image and
desirable growth potential offered by the job. Also included were perceptions of an open
atmosphere to express ones feelings and thoughts, confidence in the leader, and
consistently applied organizational policies, combined with nonconflicting roles
expectations and reduced job pressure.

Job standards, which reflected the degree to which the job was seens as having rigid
standards of quality and accuracy, combined with inadequate time, manpower, training
and resources to complete the task.

OBJECTIVES OF THE STUDY

To study the level of organizational climate prevailing in the Organization.
To study the factors influencing organizational climate.
To study the organizational climate using seven dimensions: Environment, Team
work, Management Effectiveness, Involvement, Rewards and recognition,
Competency and Commitment
To study the impact of climate dimension on organizational climate.
To study the employees attitudes towards the organization.

LIMITATIONS
Opinions of employees may be biased at time.
The sample size consists of 100 among 1200 employees. Finding of the study has
its own limitations.
Since SIRF is very large organization it was not possible to cover all departments
within a period of month.

TANFAC Industries Ltd, Cuddalore

REVIEW OF LITERATURE
Organizational climate is a relative enduring characteristic of an organization which
distinguishes it from other organization: (a) and embodies members collective
perceptions about their organization with respect to such dimensions as autonomy, trust,
cohesiveness, support, recognition, innovation and fairness: (b) is produced by members
interaction; (c) serves as a basis for interpreting the situation; (d) reflects the prevalent
norms, values and attitudes of the organizations culture; and (e) acts as a source of
influence for shaping behavior. (Moran and Volkwein, 1992, p.2)
Francese (1993) who examined the effect of climate in service responsiveness; Meudell
and Gadd (1994) who studied climate and culture in short life organizations; and Vallen
(1993) who was concerned about organizational climate and service staff burnout.
Organisational cliate has much to offer in terms of its ability to explain the behaviour of
people in the workplace. Ashforth (1985, p. 838) put forward the view that climate has
the potential to facilitate a truly integrative science of organizational behaviour,.
Schneider later discussed in terms of:
The atmosphere that employees perceive is created in their organizations by practices,
procedures and rewards Employees observe what happens to them (and around them)
and then draw conclusions about the organizations priorities. They then sit their own
priorities accordingly. (Schneider, 1994, p. 18)
Schneider, Brief and Guzzo (1996, p.9) argue that sustainable organizational change is
most assured when both the climate what the organizations, members experience and
the culture what the organizations members believe the organization values change.

Early Formulations of the climate construct

The concept of climate can be traced back to the work of Lewin, Lippitt and White
(1939) and a work entitled Patterns of aggressive behaviour in experimentally created
social climates (Denison, 1996; Schneider, 1990). The Lewin et. Al. (1939) study
investigated the relationship between leadership style and climate, a factor that has
remained central to the concept, Joyce and Slocum (1982) trace the concept back to the
studies of Koffka (1935) on behaviour environment; Lewins (1936) study on life
space; and Murrays (1938) work on organizational climate. Lewins (1951) approach
to climate was conceptualized by the relationship between individuals, their social
environment and how that is set in a framework. Lewin expressed this in terms of simple
equation:
B = f (P.E.) in which B = Behaviour, E= Environment, and P = the person
It is clear from Lewins equation that the concept of climate takes a psychological
approach, focusing upon the individual and seeking to understand the cognitive processes
and behaviour. Lewins conceptualization of the theory provides the underpinnings of
many studies and approaches to climate research.

Three approaches to the climate construct

James and Jones (1974) conducted a major review of the theory and research on
organizational climate ad identified climate in three separate ways that were not mutually
exclusive, (a) multiple measurement organizational attribute approach, (b) perceptual
measurement organizational attribute approach, and (c) the perceptual measurement
individual attribute approach.
In the multiple measurement organizational approach james and jones cite forehand and
Gilmer (1964) as defining organizational climate as a defining organizational climate as
a set of characteristics that describe an organization and that (a) distinguish the
10

organization from other organizations (b) are relatively enduring over time, and (c)
influence the behavior of people in the organization.
Schneider and Bartlett (1968) had proposed four organizational climate dimensions,

Individual autonomy: based on the factors of the individual responsibility, agent

interdependence, rules orientation and opportunities for exercising individual
initiative.

The degree of structure imposed upon the position: based on the factors of
structure, managerial structure and the closeness of supervision.

Reward orientation: based upon the factors of reward, general satisfaction,

promotional-achievement orientation, and being profit minded and sales oriented.

Consideration, warmth and support: based upon the factors of managerial support,
nurturing of subordinates and warmth and support.

In reviewing psychological climate as a set of perceptually based, psychological

attributes Jones and James (1979) noted that the process reflected the developments that
had occurred in the conceptualization of climate and the nature of its major influences.
They propose that psychological climate:
(a) refers to the individuals cognitively based description of the situation;
(b) involves a psychological processing of specific perceptions into more abstract
depictions of the psychologically meaningful influences in the situation;
(c) tends to be closely related to situational characteristics that have relatively direct
and immediate ties to the individual experience; and
(d) is multidimensional, with a central core of dimensions that apply across a variety
of situations(through additional dimensions might be need to better describe
particular situations. (Jones and James, 1979, p.205)

11

Schneider and Hall (1972) describe climate as a global perception held by

individuals about their own organizational environment.
Schneider and Snyder (1975) further clarified the approach by defining climate as a
summary perception which individuals form of (or about) an organization. For them it
is a global impression of the organization.

Development of Climate Instruments

Current instruments include Patterson, Payne and west (1996) Business Organisation
Climate Index that consists of 28 item scales however only eight were used because of
the length. Kozlowski and Dohertys (1989) instrument uses 55 measures consisting of
11 sub-scales that overlaps with Jones and James (1979). Joyce and Slocum (1982) used
the same measures as Pritchard & Karasick (1973) with 10 dimensions that were factor
analysed and reduced to six. Drexlers (1977) survey of operations that was based upon
Taylor and Bowers (1972) a composite of several other instruments. Likerts (1976)
profile of organizational characteristics.
Ryder and Southey (1190) used the James and Jones (1979) questionnaire as the basis
for their instrument which they applied to employees with a large public building
construction and maintenance authority in Australia. Modifications to the original
instrument were threefold, consisting of modifications to the wording, scaling and
presentation format. Ryder and Southey judged the scaling of the original instunment to
be unsatisfactory.
Climate researchers typically placed greater emphasis on organizational members
perceptions of observable practices and procedures that are closer to the surface of
organizational life and categorization of these practices and perceptions into analytic
dimensions defined by the researchers. (Denison, 1996, pp. 621 622). The studies have
claimed that climate has a considerable impact upon organizational effectiveness.

12

RESEARCH METHODOLGY
RESEARCH DESIGN:
The study is descriptive research study. The main purpose of descriptive
research is description of the state of affairs as it exists at present. In the present study,
descriptive method is used to study the prevailing organizational climate.
DATA COLLECTION METHOD:
The primary data was collected through a well structured questionnaire
with close-ended questions measures at 5-point likert type scale and suggestion questions.
Secondary data required for the project was collected from the company records and
Internet.
SAMPLING PLAN:
Simple convenience sampling method is used. Sample size consists
of 100 respondents.

STATISTICAL TOOLS:
Simple percentage analysis and tabulation is used to analysis the data. Bar
diagram is used to give pictorial representation to the analysis. The following test was
used for the study.

Standard deviation

ANOVA

13

PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentage is used in making
comparison about two or more series of data. Percentage as also used to describe
relationship. It is also used to compare the relative terms dx of two or more series of
data.
Formula:
Number of respondents
x 100
Total no. of respondent
STANDARD DEVIATION:
Karl Pearson introduced the concept of Standard Deviation is 1893. It is
the most important measure of dispersion and is widely used in many statistical formulae.
It is defined as positive squares-root of the arithmetic mean of the squares of the
deviations of the given observation from their arithmetic mean. The standard deviation
by the Greek Letter (sigma)
Formula:

= (X

x) / N

ANOVA:
The analysis of variance frequently referred to by the contraction ANOVA is a
statistical technique specially designed to test whether the means of more than two
quantitative populations are equal.
The analysis of variance technique developed by R.A. Fisher in 1920s diversified
practical problems. Basically, it consists of classifying and cross classifying statistical

14

results and testing whether the means of a specified classification differ significantly. In
this way it is determined whether the given classification is important in affecting the
results.
In one way classifications the data are classified according to only one criterion. The null
hypothesis is
H0=M1=M2=M3=.MK.
H1=M1=M2=M3=.....MK.
To find the correlation factor:
T2

C.F =

Total number of items in the given data.

To calculate the value of F:

F=

Variance between Samples

Variance with in Samples
Source of

Sum of

Degree of

Variation

Squares

Freedom

Between Samples

SSC

V1=C-1

Within Samples

SSE

V2=N-C

Variance

SSC/C-1
SSE/N-C

SCOPE OF THE STUDY

The scope of this study confined to Sundaram Industries Limited Rubber Factory,
Madurai. This study will give a brief picture of human side of the employees to know the
level of climate prevailing in the organization.

15

ANALYSIS AND INTERPRETATION

Table 1:
Age of the respondents
S. No.

Age

No of Respondents

Percentage

1.

20 30 years

19

19

2.

30 40 years

66

66

3.

40 - 50 years

10

10

Above 50

100

100

Total

Chart 1:
Age of the respondents
70

66

60

50

40

Per
cen
tag
e

30

20

19
10

10

5
0

20 30 years

30 40 years

40 - 50 years

Above 50

Inference:
The above reveals the fact that Majority of the respondents, about 66% belong
to the category of 3040 years of age and 19% belong to the category of 20-30 years of

16

age and 10% belong to the category of 40-50 years of age and 5% belong to the category
of above 50 years of age.

Table 2:
Educational Qualification of the respondents
S. No.

Qualification

No of Respondents

Percentage

1.

Below SSLC

18

18

2.

SSLC

45

45

3.

XII

30

30

4.

Diploma

5.

Degree

100

100

Total

Chart 2:
Educational Qualification of the respondents
50
45

45
40
35

30

30
25
20

18

Per
cen
tag
e

15
10
5

5
0

2
Below SSLC

SSLC

XII

Diploma

Degree

Inference:

17

The above reveals the fact that about 18% of the respondents are Below
SSLC, 45% of the respondents are SSLC and 30% of the respondents are 12th standard.
2% of the respondents are degree holders and 5% of the respondents are diploma holders.

Table 3:
Respondents working years of experience in SIRF
S. No.

Working Since

No of Respondents

Percentage

1.

Below 5

12

12

2.

5 10

10

10

3.

10 15

52

52

4.

15 20

20

20

5.

Above 20

Total

100

100

Chart 3:
Respondents working years of experience in SIRF
60
52
50

40

30

Per
cen
tag
e

20

20
12
10

10
6

Below 10

5 10

10 15

15 20

Above 20

Inference:
From the above fact, the workings experiences in the organization of the
respondents are about 52% belong to the category of 10-15 years and 20% belong to the
18

category of 15-20 years. 6% of the respondents belong to the category of above 20 years
and 10% of the respondents belong to the category of 5 -10 years and 12% belong to the
category of below 5 years.

Table 4:
Response regarding safe working environment
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
4
4
71
21
100

Percentage
4
4
71
21
100

Chart 4:
Response regarding safe working environment
80
71

70
60
50
40

Per
cen
tag
e

30
21

20
10
4
0

4
0

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
Nearly 71% of the respondents agree with the safe working environment,
21% of the respondents strongly agree. 4% of the respondents disagree and remaining 4%
of the respondents are strongly disagreeing related to safe working environment.

19

Table 5:
Response regarding work area with clean, comfortable and necessary
equipments
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
8
4
63
25
100

Percentage
8
4
63
25
100

Chart 5:
Response regarding work area with clean, comfortable and necessary
equipments
70
63
60

50

40

30

Per
cen
tag
e

25

20

10

8
4

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact, it is clear that 25% of the respondents strongly agree
and 63% agree that their work area is clean and comfortable with necessary equipments.
8% disagree and 4% of the respondents have no idea.

Table 6:
20

Response regarding maintaining a good balance between work & other

aspects of life
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
1
3
70
24
100

Percentage
2
1
3
70
24
100

Chart 6:
Response regarding maintaining a good balance between work & other
aspects of life
80
70

70
60
50
40

Per
cen
tag
e

30
24

20
10
2
0

Strongly Disagree

1
Disagree

3
Neutral

Agree

Strongly Agree

Inference:
From the above reveals the fact that 24% strongly agree and 70% agree that
they maintain a good balance between work and other aspect of life, 3% have no idea and
remaining 1% disagree and 2% strongly disagree.

Table 7:

21

Response regarding satisfaction with the working condition

S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
3
7
1
72
17
100

Percentage
3
7
1
72
17
100

Chart 7:
Response regarding satisfaction with the working condition
80
72
70
60
50
40

Per
cen
tag
e

30
20

17

10

7
3

Strongly Disagree

1
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above reveals the fact that 17% of the respondent strongly agree
and 72% agree with the satisfaction of the working conditions. 1% has no idea and
remaining 7% disagree and 3% strongly disagree.

22

Table 8:
Response regarding flexibility to arrange work schedule to meet
personal/family responsibilities
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
18
4
65
13
100

Percentage
18
4
65
13
100

Chart 8:
Response regarding flexibility to arrange work schedule to meet
personal/family responsibilities
70
65
60

50

40

Per
cen
tag
e

30

20

18
13

10
4
0

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above reveals the fact that majority of the respondents, about 13%
strongly agree and 65% agree that they have flexibility to arrange work schedule to meet
personal/family responsibilities. 18% disagree and 4% have no opinion.
23

Table 9:
Response regarding superior help and support
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
1
2
75
21
100

Percentage
1
1
2
75
21
100

Chart 9:
Response regarding superior help and support

80

75

70
60
50
40

Per
cen
tag
e

30
21

20
10
0

1
Strongly Disagree

1
Disagree

2
Neutral

Agree

Strongly Agree

Inference:
From the above fact reveals that employees receive help and support from
the superior. Majority of the respondents about, 75% agree and 21% strongly agree. 2%
have no idea, 1% percent disagrees and 1% strongly disagrees.

24

Table 10:
Response regarding feedback by superior
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
9
69
21
100

Percentage
1
9
69
21
100

Chart 10:
Response regarding feedback by superior
80
69

70
60
50
40

Per
cen
tag
e

30
21

20
9

10
0

0
Strongly Disagree

1
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 21% strongly agree and 69% agree that they
receive regular feedback from their superiors. 9% have no idea and 1% disagrees.

25

Table 11:
Response regarding working with co-workers
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
72
27
100

Percentage
1
72
27
100

Chart 11:
Response regarding working with co-workers
80
72
70
60
50
40

Per
cen
tag
e

30

27

20
10
0

0
Strongly Disagree

0
Disagree

1
Neutral

Agree

Strongly Agree

Inference:
Nearly 72% of the respondents agree and 27% strongly agree with the fact
that they work in team with co-workers and 1% of the respondents have no idea.

26

Table 12:
Response regarding communication
S. No.
1.
2.
3.
4.
5.

Opinion

Number of
Respondents
6
6
66
22
100

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Percentage
6
6
66
22
100

Chart 12:
Response regarding communication

70

66

60

50

40

Per
cen
tag
e

30
22

20

10

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 22%
strongly agree and 66% agree that their department communicate well with other
department. 6% disagree and 6% have no idea.

27

Table 13:
Response regarding department contribution
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
1
24
66
28
100

Percentage
1
1
24
66
28
100

Chart 13:
Response regarding department contribution
70

66

60

50

40

Per
cen
tag
e

30

28
24

20

10
1

Strongly Disagree

1
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 28% of the respondents strongly agree and
66% agree that their department make a valuable contribution to the organization. 1% of
the respondents disagree and 1% of the respondents strongly disagree and 24% of the
respondents have no opinion.

28

Table 14:
Response regarding department meets its customer requirements
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
2
68
29
100

Percentage
1
2
68
29
100

Chart 14:
Response regarding department meets its customer requirements

80
70

68

60
50
40

Per
cen
tag
e

29

30
20
10
0

1
Strongly Disagree

0
Disagree

2
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about
29% strongly agree and 68% agree that their departments meet its customer requirements.
1% of the respondents strongly disagree and 2% of the respondents have no opinion.

29

Table 15:
Response regarding management attention towards suggestion
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
75
24
100

Percentage
1
75
24
100

Chart 15:
Response regarding management attention towards suggestion
80

75

70
60
50
40

Per
cen
tag
e

30
24

20
10
0

0
Strongly Disagree

0
Disagree

1
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 24% strongly agree and 75% of the
respondents agree that management pays careful attention to their suggestion and 1% of
the respondents have no opinion.

30

Table 16:
Response regarding trust in management
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
1
66
32
100

Percentage
1
1
66
32
100

Chart 16:
Response regarding trust in management
70

66

60

50

40
32

Per
cen
tag
e

30

20

10

0
Strongly Disagree

1
Disagree

1
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 32% strongly agree and 66% agree that they
trust management.1% of the respondent disagree and 1% of the respondent have no
opinion.

31

Table 17:
Response regarding management understanding
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
4
68
26
100

Percentage
2
4
68
26
100

Chart 17:
Response regarding management understanding
80
68

70
60
50
40

Per
cen
tag
e

30

26

20
10
0

0
Strongly Disagree

2
Disagree

4
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondent, about 26%
strongly agree and 68% agree that management understand what is going on in their
department. 4% have no opinion and 2% disagree.

32

Table 18:
Response regarding treated with respect
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
4
69
25
100

Percentage
2
4
69
25
100

Chart 18:
Response regarding treated with respect
80
69

70
60
50
40

Per
cen
tag
e

30

25

20
10
0

0
Strongly Disagree

2
Disagree

4
Neutral

Agree

Strongly Agree

Inference:
Nearly majority of the respondents agree that they are treated with respect.
25% strongly agree and 69% agree. 4% of the respondents have no opinion and 2% of the
respondents disagree.

33

Table 19:
Response regarding suggestions for the development of the organization
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
2
2
74
21
100

Percentage
1
2
2
74
21
100

Chart 19:
Response regarding suggestions for the development of the organization

80
74
70
60
50
40

Per
cen
tag
e

30
21

20
10
0

1
Strongly Disagree

Disagree

2
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondent, about
21% strongly agree and 74% agree that they wish to give suggestion for the development
of the organization. 2% have no opinion and 2% disagree and 1% strongly disagree.

34

Table 20:
Response regarding information
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
4
29
64
20
100

Percentage
2
4
29
64
20
100

Chart 20:
Response regarding information
70
64
60

50

40

Per
cen
tag
e

29

30

20

20

10
2
0

Strongly Disagree

4
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 20%
strongly agree and 64% agree that management adequately inform to the department
about what is going on in the organization. 29% have no opinion and 4% disagree and
2% strongly disagree.

35

Table 21:
Response regarding work process
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
3
3
74
20
100

Percentage
3
3
74
20
100

Chart 21:
Response regarding work process

80
74
70
60
50
40

Per
cen
tag
e

30
20

20
10
0

0
Strongly Disagree

3
Disagree

3
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 20% strongly agree and 74% agree that the
organization encourages them to develop improved work process. 3% have no opinion
and 3% of the respondents disagree.

36

Table 22:
Response regarding involvement in decision making
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
4
15
62
18
100

Percentage
1
4
15
62
18
100

Chart 22:
Response regarding involvement in decision making
70
62
60

50

40

Per
cen
tag
e

30

20

18
15

10
4
0

1
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents,
about 18% strongly agree and 62% agree that management seeks the involvement of
employees in decision making. 15% have no opinion, 4% disagree and 1% strongly
disagrees.

37

Table 23:
Response regarding individual needs
S. No.
1.
2.
3.
4.
5.

Opinion

Number of
Respondents
14
12
61
13
100

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Percentage
14
12
61
13
100

Chart 23:
Response regarding individual needs

70
61

60

50

40

Per
cen
tag
e

30

20
14

13

12

10

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 13%
strongly agree and 61% agree that organization is sensitive towards their individual
needs. 12% have no opinion and 14% disagree
38

Table 24:
Response regarding knowledge of other department
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
4
12
61
13
100

Percentage
1
4
22
61
12
100

Chart 24:
Response regarding knowledge of other department
70
61

60

50

40

Per
cen
tag
e

30
22

20
12

10
4
0

1
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 12%
strongly agree and 61% agree that they know what is happening in other department.
22% have no opinion and 4% disagree and 1% strongly disagrees.

39

Table 25:
Response regarding recognition of good work
S. No.
1.
2.
3.
4.
5.

Opinion

Number of
Respondents
4
6
65
25
100

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Percentage
4
6
65
25
100

Chart 25:
Response regarding recognition of good work
70
65
60

50

40

Per
cen
tag
e

30
25

20

10
4
0

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 25%
strongly agree and 65% agree that they are recognized for their good work. 6% have no
opinion and 4% of the respondents disagree..

40

Table 26:
Response regarding receiving appropriate feedback about performance
S. No.
1.
2.
3.
4.
5.

Opinion

Number of
Respondents
1
4
3
77
15
100

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Percentage
1
4
3
77
15
100

Chart 26:
Response regarding receiving appropriate feedback about performance
90
80

77

70
60
50
40

Per
cen
tag
e

30

20

15

10
0

1
Strongly Disagree

4
Disagree

3
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 15%
strongly agree and 77% agree that they receive appropriate feedback about their
performance from the management. 3% have no opinion, 4% disagree and 1% strongly
disagrees.
41

Table 27:
Response regarding work expectation
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
10
70
18
100

Percentage
2
10
70
18
100

Chart 27:
Response regarding work expectation
80
70

70
60
50
40

Per
cen
tag
e

30
20

18
10

10
0

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents,
about 18% strongly agree and 70% agree that realistic work is expected by the
management. 10% have no opinion and 2% disagree.

42

Table 28:
Response regarding satisfaction with the pay and benefit
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
3
17
3
60
17
100

Percentage
3
17
3
60
17
100

Chart 28:
Response regarding satisfaction with the pay and benefit
70
60

60

50

40

Per
cen
tag
e

30

20

17

17

10
3
0

Strongly Disagree

3
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact reveals the employees satisfaction with the pay and
benefit they receive. 17% of the respondents strongly agree, 60% agree, 3% have no idea
and 17% disagree and 3% strongly disagree.

43

Table 29:
Response regarding promotions based on the performance
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
9
10
67
13
100

Percentage
1
9
10
67
13
100

Chart 29:
Response regarding promotions based on the performance
80
70

67

60
50
40

Per
cen
tag
e

30
20
9

10
0

13

10

1
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 13%
strongly agree and 67% agree promotions are based on performance. 10% have no
opinion, 9% disagree and 1% strongly disagrees.

44

Table 30:
Response regarding job related training
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
5
3
72
18
100

Percentage
2
5
3
72
18
100

Chart 30:
Response regarding job related training
80
72
70
60
50
40
30

Perce
ntage
20

18

10
2
0

Strongly Disagree

5
Disagree

3
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 18% of the respondents strongly agree and
72% agree that they receive adequate job related training. 5% of the respondents disagree
and 2% of the respondents strongly disagree and 3% of the respondents have no opinion

45

Table 31:
Response regarding skills to perform job effectively
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
4
68
28
100

Percentage
4
68
28
100

Chart 31:
Response regarding skills to perform job effectively
80
70

68

60
50
40

Per
cen
tag
e

28

30
20
10
4
0

0
Strongly Disagree

0
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 28% of the respondents strongly agree and
68% agree that they have skills to perform job effectively. 4% of the respondents have no
opinion

46

Table 32:
Response regarding improving performance
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
4
14
71
21
100

Percentage
4
14
71
21
100

Chart 32:
Response regarding improving performance
80
71

70
60
50
40

Per
cen
tag
e

30
21

20
14

10
4
0

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 2 1%
strongly agree and 71% agree that training helps to improve performance. 14% have no
opinion and 4% strongly disagree.

47

Table 33:
Response regarding stress in job
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
50
5
35
9
100

Percentage
1
50
5
35
9
100

Chart 33:
Response regarding stress in job
60

50

50

40
35
30

Per
cen
tag
e

20

10
5
1
0

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 50% of the respondents strongly disagree
and 35% agree that they have stress in job. 1% of the respondents strongly disagree and
9% of the respondents strongly agree. 5% of the respondents have no opinion

48

Table 34:
Response regarding career development
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
5
75
18
100

Percentage
2
5
75
18
100

Chart 34:
Response regarding career development
80

75

70
60
50
40

Per
cen
tag
e

30
20

18

10
0

0
Strongly Disagree

2
Disagree

5
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 18%
strongly agree and 75% agree that organization help them to develop themselves and their
career. 5% have no opinion and 2% strongly disagree.

49

Table 35:
Response regarding work overloaded
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
2
45
10
38
5
100

Percentage
2
45
10
38
5
100

Chart 35:
Response regarding work overloaded
50
45

45
40

38

35
30
25

Per
cen
tag
e

20
15
10

10
5
0

5
2
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 45% of the respondents strongly disagree
and 38% agree that there work is overloaded. 5% of the respondents strongly agree and
2% of the respondents strongly disagree. 10% of the respondents have no opinion

50

Table 36:
Response regarding willingness to put extra effort
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
1
2
75
21
100

Percentage
1
1
2
75
21
100

Chart 36:
Response regarding willingness to put extra effort
80

75

70
60
50
40
30

Percen
tage

21

20
10
0

1
Strongly Disagree

1
Disagree

2
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 21%
strongly agree and 75% agree that they are willing to put extra efforts. 2% have no
opinion , 1% disagree and 1% strongly disagree.

51

Table 37:
Response regarding proud to work in SIRF
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
2
67
30
100

Percentage
1
2
67
30
100

Chart 37:
Response regarding proud to work in SIRF
80
70

67

60
50
40

Perce
ntage

30

30
20
10
0

0
Strongly Disagree

1
Disagree

2
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 30% of the respondents strongly agree and
67% agree that they are proud to work in the organization. 2% of the respondents have no
opinion and 1% of the respondent disagrees.

52

Table 38:
Response regarding loyal towards SIRF
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
3
65
31
100

Percentage
1
3
65
31
100

Chart 38:
Response regarding loyal towards SIRF
70
65
60

50

40

Per
cen
tag
e

31

30

20

10
0
0

Strongly Disagree

1
Disagree

3
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 31% of the respondents strongly agree and
65% agree that they are loyal to the organization. 3% of the respondents have no opinion
and 1% of the respondent disagrees.

53

Table 39:
Response regarding plan to spend entire career in SIRF
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
3
21
67
29
100

Percentage
3
21
67
29
100

Chart 39:
Response regarding plan to spend entire career in SIRF
80
70

67

60
50
40

Per
cen
tag
e

29

30
21

20
10
0

0
Strongly Disagree

3
Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 29%
strongly agree and 67% agree that they plan to spend their entire career in the
organization. 21% have no opinion and 3% disagree.

54

Table 40:
Response regarding high working morale
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
1
3
65
31
100

Percentage
1
3
65
31
100

Chart 40:
Response regarding high working morale
70
65
60

50

40
31

Per
cen
tag
e

30

20

10

0
Strongly Disagree

1
Disagree

3
Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that 31% of the respondents strongly agree and
65% agree that they have high working morale. 3% of the respondents have no opinion
and 1% of the respondent disagrees.

55

Table 41:
Response regarding recommending SIRF to others as a best place to work
S. No.
1.
2.
3.
4.
5.

Opinion
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total

Number of
Respondents
5
1
59
35
100

Percentage
5
1
59
35
100

Chart 41:
Response regarding recommending SIRF to others as a best place to work

70

59

60

50

40
35
30

Per
cen
tag
e

20

10
5
0

0
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Inference:
From the above fact it is clear that majority of the respondents, about 35%
strongly agree and 59% agree that they will recommend to others as a best place to work.
1% of the respondents have no opinion and 5% disagree.

56

Response regarding the strength of the organisation

Team work.

New ideas, Quality, Trust, Hard work and unity.

Achieving target

Safe working environment.

Trusting employees.

Excellent working environment.

Treat everybody as equal.

Producing quality products that meet customer requirements.

Employees valuable contribution.

Appropriate and relevant suggestions by superior.

Response regarding areas need improvement in the organization

Need to improve production department, SWDT and TPM, Milling departmentmix store area.

Environment working condition.

Production capacity to be increased.

Need to improve manual operating system.

Need to find the cause for production loss.

Need to recruit people of high education qualification.

57

OVERALL ORGANIZATIONAL CLIMATE

Objective:

To find the overall Organizational Climate level in the organization.

Karl Pearsons standard deviation is applied to analysis the level of Organizational

Climate in the organization.

Table 42:
No of Response
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27

Values(X)
155
140
142
159
148
148
165
152
163
177
118
143
152
152
158
144
142
138
139
147
190
150
154
151
146
166
150

(X- x )2

(X- x )
3.05
-11.95
-9.95
7.05
-3.95
-3.95
13.05
0.05
11.05
25.05
-33.95
-8.95
0.05
0.05
6.05
-7.95
-9.95
-13.95
-12.95
-4.95
38.05
-1.95
2.05
-0.95
-5.95
14.05
-1.95

9.3025
142.8025
99.0025
49.7025
15.6025
15.6025
170.3025
0.0025
122.1025
627.5025
1152.603
80.1025
0.0025
0.0025
36.6025
63.2025
99.0025
194.6025
167.7025
24.5025
1447.803
3.8025
4.2025
0.9025
35.4025
197.4025
3.8025

58

28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72

148
150
167
171
158
148
146
166
173
168
168
157
126
148
169
150
129
137
152
149
152
152
152
147
152
152
180
173
152
152
152
152
152
119
176
152
163
152
160
155
161
170
145
156
164

-3.95
-1.95
15.05
19.05
6.05
-3.95
-5.95
14.05
21.05
16.05
16.05
5.05
-25.95
-3.95
17.05
-1.95
-22.95
-14.95
0.05
-2.95
0.05
0.05
0.05
-4.95
0.05
0.05
28.05
21.05
0.05
0.05
0.05
0.05
0.05
-32.95
24.05
0.05
11.05
0.05
8.05
3.05
9.05
18.05
-6.95
4.05
12.05

15.6025
3.8025
226.5025
362.9025
36.6025
15.6025
35.4025
197.4025
443.1025
257.6025
257.6025
25.5025
673.4025
15.6025
290.7025
3.8025
526.7025
223.5025
0.0025
8.7025
0.0025
0.0025
0.0025
24.5025
0.0025
0.0025
786.8025
443.1025
0.0025
0.0025
0.0025
0.0025
0.0025
1085.703
578.4025
0.0025
122.1025
0.0025
64.8025
9.3025
81.9025
36.6025
36.6025
36.6025
36.6025
59

73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100

144
145
144
149
158
141
153
162
136
131
138
146
152
144
139
137
142
145
144
148
166
176
89
184
184
146
145
145
x = 15195

-7.95
-6.95
-7.95
-2.95
6.05
-10.05
1.05
10.05
-15.95
-20.95
-13.95
-5.95
0.05
-7.95
-12.95
-14.95
-9.95
-6.95
-7.95
-3.95
14.05
24.05
-62.95
32.05
32.05
-5.95
-6.95
-6.95

36.6025
48.3025
63.2025
8.7025
36.6025
119.9025
1.1025
101.0025
254.4025
433.9025
194.6025
35.4025
0.0025
63.2025
167.7025
223.5025
99.0025
48.3025
63.2025
15.6025
197.4025
578.4025
3962.703
1027.23
1027.23
35.4025
48.3025
48.3025
2
(X- x ) = 21086.75

= 15195/100 = 151.95

= (X

x) / N

No of Respondents
100

21086.75 / 100

Low
7

210.867

=14.52

Organizational Climate
Moderate
75

High
18

Total
100

Inference:

60

From the above table, it can be inferred that 18% of the respondents reveals
high climate and 75% of the respondent reveals moderate climate and remaining 7% of
the respondents reveals a very low climate in the organization.

ANOVA
Table 42.1:
Cross Tabulation for Environment and Climate:
Objective

To find out significant difference between working environment and

organizational climate.

H0: There is no significant difference between the working environment and climate in
the organization.
H1: There is a significant difference between the working environment and climate in the
organization.
ORGANIZATIONAL CLIMATE
ENVIRONMENT

LOW
1

MODERATE
3

HIGH
3

TOTAL

MODERATE

67

78

HIGH

10

15

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

36

67

4489

25

25

10

100

37

75

4523

18

134

61

STEP1: Total sum of all the items:

T = X1+ X2+ X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 37+ 4523+134 -1111.11
= 4694-1111.11
= 3582.85
STEP 3: Sum of squares between varieties:
= X1 2/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3582.85 888.22
= 2694.62
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

2694.62

93=6

2694.62/6= 449.10

Value of F
0.9888

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.1433 [for degree of freedom V1 = 2, V2 = 6]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

62

The calculated value of F is lesser than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between the
working environment and climate in the organization.

Table 42.2:
Cross Tabulation for Team Work and Climate:
Objective

To find out the significant difference between team work and organizational
climate.

H0: There is no significant difference between the team work and climate in the
organization.
H1: There is a significant difference between the team work and climate in the
organization.
ORGANIZATIONAL CLIMATE
TEAM WORK

LOW
1

MODERATE
-

HIGH
-

TOTAL

MODERATE

74

85

HIGH

13

14

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

36

74

5475

25

13

169

37

75

5625

18

324

63

STEP1: Total sum of all the items:

T = X1 + X2 + X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 37+ 5625+324 -1111.11
= 5998 - 1111.11
= 4886.89
STEP 3: Sum of squares between varieties:
= X12/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 4886.89 888.22
= 3998.67
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

3998.67

94=5

3998.67/5= 799.73

Value of F
0.5553

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

64

The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between the
team work and climate in the organization.

Table 42.3:
Cross Tabulation for Management Effectiveness and Climate:
Objective

To find out the significant difference between management effectiveness and

organizational climate.

H0: There is no significant difference between management effectiveness and climate in

the organization.
H1: There is a significant difference between management effectiveness and climate in
the organization.
MANAGEMENT
EFFECTIVENESS

ORGANIZATIONAL CLIMATE
LOW
3

MODERATE
-

HIGH
-

TOTAL

MODERATE

67

73

HIGH

16

24

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

16

67

4489

64

16

256

25

75

4553

18

260

65

STEP1: Total sum of all the items:

T = X1 + X2 + X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 25+ 4553+260 -1111.11
= 4838 - 1111.11
= 3726.89
STEP 3: Sum of squares between varieties:
= X12/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3726.89 888.22
= 2838.67
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

2838.67

94=5

2838.67/5= 567.73

Value of F
0.7822

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

66

The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between
Management effectiveness and climate in the organization.

Table 42.4:
Cross Tabulation for Employees Involvement and Climate:
Objective

To find out the significant difference between employees involvement and

organizational climate.

H0: There is no significant difference between employees involvement and climate in

the organization.
H1: There is a significant difference between employees involvement and climate in the
organization.
ORGANIZATIONAL CLIMATE
INVOLVEMENT

LOW
5

MODERATE
1

HIGH
-

TOTAL

MODERATE

67

75

HIGH

12

19

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

25

67

4489

36

49

12

144

29

75

4539

18

180

67

STEP1: Total sum of all the items:

T = X1 + X2 + X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 29+ 4539+180 -1111.11
= 4568 - 1111.11
= 3456.89
STEP 3: Sum of squares between varieties:
= X12/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3456.89 888.22
= 2568.67
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

2568.67

94=5

2568.67/5= 513.73

Value of F
0.8644

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

68

The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between
employees involvement and climate in the organization.

Table 42.5:
Cross Tabulation for Employees Reward & Recognition and Climate:
Objective

To find out the significant difference between employees reward and recognition
and organizational climate.

H0: There is no significant difference between employees reward and recognition and
climate in the organization.
H1: There is a significant difference between employees reward and recognition and
climate in the organization.
REWARD AND
RECOGNITION

ORGANIZATIONAL CLIMATE
LOW
6

MODERATE
3

HIGH
-

TOTAL

MODERATE

69

79

HIGH

12

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

36

69

4761

81

81

37

75

4539

18

162

69

STEP1: Total sum of all the items:

T = X1 + X2 + X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 37+ 4779+162 -1111.11
= 4978 - 1111.11
= 3866.89
STEP 3: Sum of squares between varieties:
= X12/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3866.89 888.22
= 2978.67
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

2978.67

94=5

2978.67/5= 595.73

Value of F
0.7454

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

70

The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between
employees reward and recognition and climate in the organization.

Table 42.6:
Cross Tabulation for Employees Competency and Climate:
Objective

To find out the significant difference between employees competency and

organizational climate.

H0: There is no significant difference between employees competency and climate in the
organization.
H1: There is a significant difference between employees competency and climate in the
organization.
ORGANIZATIONAL CLIMATE
COMPETENCY

LOW
2

MODERATE
2

HIGH
-

TOTAL

MODERATE

61

10

76

HIGH

12

20

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

25

61

3721

10

100

12

144

64

29

75

3869

18

164

71

STEP1: Total sum of all the items:

T = X1 + X2 + X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 29+ 3869+164 -1111.11
= 4062 - 1111.11
= 2950.89
STEP 3: Sum of squares between varieties:
= X12/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 2950.89 888.22
= 2062.67
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

2062.67

94=5

2062.67/5= 412.53

Value of F
1.07655

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

72

The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between
employees competency and climate in the organization.

Table 42.7:
Cross Tabulation for Employees Commitment and Climate:
Objective

To find out the significant difference between employees commitment and

organizational climate.

H0: There is no significant difference between employees commitment and climate in

the organization.
H1: There is a significant difference between employees commitment and climate in the
organization.
ORGANIZATIONAL CLIMATE
COMMITMENT

LOW
4

MODERATE
-

HIGH
-

TOTAL

MODERATE

64

71

HIGH

11

14

25

TOTAL

75

18

100

LOW

X1

X12

X2

X22

X3

X32

16

64

4096

16

11

121

14

196

25

75

4217

18

212

73

STEP1: Total sum of all the items:

T = X1 + X2 + X3 = 7+75+18 = 100
Correlation Factor = T2 / 9 = (100)2/9 = 1111.11.
STEP 2: Total sum of squares.
= X12 + X22 + X32 + X42 C.F
= 25+ 4217+212 -1111.11
= 4454 - 1111.11
= 3342.89
STEP 3: Sum of squares between varieties:
= X12/N + X22/N + X32/N+ X42/N - C.F
= (7)2/3 + (75)2/3 + (18)2/3 1111.11
= 1999.33-1111.11
= 888.22
STEP 4: Sum of squares with in varieties:
= Total sum of squares sum of squares between varieties
= 3342.89 888.22
= 2454.67
ANALYSIS OF VARIANCE TABLE:
Source of variation
Between varieties

Sum of
Squares
888.22

Degrees of
freedom
31=2

Variance
888.22/2 = 444.11

With in varieties

2454.67

94=5

2454.67/5= 490.93

Value of F
0.8985

F= Variance between varieties/ Variance with in varieties.

Tabulated F = 5.7861 [for degree of freedom V1 = 2, V2 = 5]
Since calculated F is lesser than the tabulated, null hypothesis is accepted.

Inference:

74

The calculated value of F is lower than the table value. Therefore the null
hypothesis is accepted. This implies that there is no significant difference between
employees commitment and climate in the organization.

F - TEST
TABLE 42.8:
Overall Result: Dimensions Vs Organizational Climate
Objective:

To test the significance of the difference between Dimensions and Organizational

Climate in the organization.

DIMENSION

MEAN

SD

Environment

19.77

2.56

0.9888

Team Work

24.92

5.75

0.5553

Management Effectiveness

20.93

2.15

0.7822

Involvement

19.34

2.56

0.8644

Rewards and Recognition

Competency

19.52
22.34

2.68
2.43

0.7454
1.0765

Commitment

25.13

3.02

0.8985

Inference:
From the above table, it is clear that there is no significant difference between
the climate dimensions and the overall level of organizational climate.
75

FINDINGS

Majority of the respondents, about 66% belong to the category of 3040 years of
age.

Majority of the respondents educational qualification, about 45% belong to the

category of SSLC and 30% belong to the category of12th standard.

Majority of the respondents, about 52% belong to the category of 10-15 years of
work experience in the organization.

71% of the respondents reveal that they are working in a safe environment.

63% of the respondents reveal that their work area is clean and comfortable with
necessary equipments.

70% of the respondents reveal that they maintain a good balance between work
and other aspect of life.

72% of the respondents reveal that they are satisfied with the working conditions.

65% of the respondents reveal that they have flexibility to arrange work schedule
to meet personal/family responsibilities.

75% of the respondents reveal that they receive help and support from the
superior.

69% of the respondents reveal that they receive regular feedback from their
superior.

72% of the respondents reveal that they work in team with the coworkers.

66% of the respondents reveal that their department communicates well with the
other departments.

66% of the respondents reveal that their department makes a valuable contribution
to the organization.

76

64% of the respondents reveal that their departments meet its customer
requirements.

75% of the respondents reveal that management pays careful attention to their
suggestion.

66% of the respondents reveal that they trust management.

68% of the respondents reveal that management understands what is going on in

their department.

69% of the respondents reveal that they are treated with respect by the
management.

74% of the respondents reveal that they wish to give suggestion for the
development of the organization.

64% of the respondents reveal that management adequately inform to the

department about what is going on in the organization.

74% of the respondents reveal that organization encourages them to develop

improved work process.

62% of the respondents reveal that management seeks the involvement of

employees in decision making.

61% of the respondents reveal that organization is sensitive towards their

individual needs.

61% of the respondents reveal that they know what is happening in other
department.

65% of the respondents that they are recognized for their good work.

77% of the respondents reveal that they receive appropriate feedback about their
performance from the management.

70% of the respondents reveal that realistic work is expected by the management.

60% of the respondents reveal that their satisfaction with the level of pay and
benefit they receive.

67% of the respondents reveal promotions are based on performance.

72% of the respondents reveal that they receive adequate job related training.

68% of the respondents reveal that they have skills to perform job effectively.

77

71% of the respondents reveal that training helps to improve performance.

50% of the respondents strongly disagree and 35% agree that they have stress in
job.

75% of the respondents reveal that organization helps them to develop themselves
and their career.

45% of the respondents strongly disagree and 38% agree that there work is
overloaded.

75% of the respondents reveal that they are willing to put extra efforts.

67% of the respondents reveal that they are proud to work in SIRF.

65% of the respondents reveal that they are loyal to the organization.

67% of the respondents reveal that they plan to spend their entire career in the
organization.

65% of the respondents reveal that they have high working morale.

35% of the respondents strongly agree and 59% of the respondents agree that they
will recommend SIRF to others as a best place to work.

From the study it is clear that 18% of the respondents reveals high climate and
75% of the respondent reveals moderate climate and remaining 7% of the
respondents reveals a very low climate in the organization.

From the study it is clear that there is no significant difference between working
environment and organizational climate.

From the study it is clear that there is no significant difference between team work
and organizational climate.

From the study it is clear that there is no significant difference between

management effectiveness and organizational climate.

From the study it is clear that there is no significant difference between

employees involvement and organizational climate.

From the study it is clear that there is no significant difference between rewards
and recognition and organizational climate.

78

From the study it is clear that there is no significant difference between

competency and organizational climate.

From the study it is clear that there is no significant difference between

employees commitment and organizational climate.

SUGGESTIONS

The management provides sufficient training to employees. A few measures

can be taken to develop and organize the training program.

The employees works are been recognized by the management and

appreciated. It can be maintained in such a way that the employees morale
will be improved.

Need to improve the environment of the working condition.

A few measures can be taken to revise regarding pay and benefits.

Team performance must be highly encouraged and recognized.

Employees have a high trust in management. It can be maintained in such a

way employees involvement and commitment will increase.

Employees are willing to give suggestions for the development of the

organization. The suggestions given by the employee must be duly responded.

79

CONCLUSION

Climate is the atmosphere of the organization, a relatively enduring

quality of the internal environment of an organization, which is experienced by its
members and influences their behavior. Organizational climate may affect quality of
service and employees commitment and involvement towards the organization. Climate
dimensions in one way or other affect the level of organizational climate. It is need to be
taken into account while evaluating the organizational effectiveness. Climate surveys are
studies of employees' perceptions and perspectives of an organization. The surveys
address attitudes and concerns that help the organization work with employees to instill
positive changes. In general, they are aimed at all aspects of the employees' jobs. The
study analyzes everything from an employee's workload to their relationships with
coworkers and superiors to their salary to company policies and anything in between. The
study shows that that there is no significant difference between culture dimensions and
organizational climate.

80

81