HLL Project2

1.
1 EXECUTIVE SUMMARY
For any organization to perpetuate itself, through growth, there is a need for
developing its manpower resources. It is one thing to possess knowledge but yet
another thing to put it to effective use. The purpose of this research was to
investigate the relationship between Psychological climate and organizational
commitment. The first is what is psychological climate? The second question is,
what does it look like? Within the climate literature there has been much debate
and discussion, over a series of decades, on the climate concept. The intention
of this study is to contribute to this discussion through; first, using the existing
literature to establish a clear definition of psychological climate, and the factors
that is related with psychological climate, the second part of the study is about
organizational commitment and the factors which are related with that and the
primary objective of the study is to find whether any relationship between
psychological climate and organizational commitment. And the result showed a
positive correlation between the two variables psychological climate and
organizational commitment. Different questionnaires are assigned to study about
the employee psychological climate with in the organization and commitment
towards the organization. The participants of this study is 100 employees from
HLL Lifecare Ltd Peroorkada. The employees are from different functional
departments such as HR, Finance, Production.
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1.2 INDUSTRY PROFILE
India is second largest populated country in the world, the first being China has
adopted many measures to control the increasing population rate. India is
developing country and is striving hard to prevent the population growth. It will be
very difficult for the country to develop economically and available resources will
be unproductive and viable to contribute fully to the growth if no population
prevention control measures are taken.
Because of the rise in population index it leads to unemployment and adversely

affects the savings and capital formation. It is the time to take a solid action to
come to these situations as a result the government has been introduced certain
measures which has considerably helped on the reduction of the population
index. On of the measure is the family planning programme, with the help of this
programme they educate the mass and provide essential backup services
through easy availability of popular spacing aids like condoms, contraceptive
pills, sterilization etc
Contraception is the use of any of various methods to prevent pregnancy. family

planning, in contract, involves the use of contraception or other measures to limit
the number of children and plan the timing and spacing of births. India is one of
the fastest growing countries in the world, but the main problem faced by India is
the population. after the independence, India was still tottering with an enormous
population of 540 million and more than 25000 of babies were adding everyday.
Private organizations and the international bodies like WHO are helping the
countries to setup birth control programs. India being second largest country in
the world having highest population. There growths of population will the entire
nation, making the situation worst by increasing the rate of unemployment and
increasing the level of poverty
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The government of India adopted the policy of family planning as for back in
1952, initially it was taken up in the modest way. Family planning programme has
been described as the “king pin” of the population policy it has been given high
priority and has been made time bound and targets oriented.
Development in the field of science and technology and in the field of medicine
helped to make more scientifically approved contraceptives. The use of condoms
for birth control have greater significance. The consumption of the condoms is
the most popular method of birth control. Easy reversibility is one of the main
significance of this method of family planning. In addition to its use as method for
prevention of pregnancy, the spreading of deadly diseases including AIDS can
be minimized by the use of condoms. Thus the marketability of this product
possess greater significance in the recent years.
India is a nation where birth control techniques have a greater significance in

population control. The condom industry in India makes a significant role and
vested in the hands of HLL Lifecare Ltd, TTK PHARMA, JK CHEMICALS and
POLAR LATEX LTD
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1.3 COMPANY PROFILE AND PRODUCT PROFILE
The journey of HLL Lifecare Ltd started with its incorporation as a corporate
entity under the Ministry of Health and Family Welfare of the Government of India
on March 1, 1966. HLL Lifecare Ltd was set up in the natural rubber rich state of
Kerala for the production of male contraceptive sheaths for the National Family
Planning Programme. The company commenced its commercial operations on
5th April 1969. The Plant was established in technical collaboration with M/s
Okamoto Industries Inc. Japan and had a production capacity of 144 million
pieces. This was doubled to 288 million pieces in 1976.
The second stage expansion in 1985 saw the introduction of the latest condom
technology from Okamoto Industries. Two most modern Plants were added, one
at Thiruvananthapuram and the other at Belgaum. These Units had a production
capacity of 144 million pieces each. The total production thus rouses to 800
million pieces. With this, HLL Lifecare Ltd also took up the modernization of its
older Plants, to raise their production capacities and to also incorporate the latest
technical advances, in these Plants too.
This effort was undertaken indigenously with minimal imports, effecting

considerable savings in foreign exchange. It is today a multi-product, multi unit
organization addressing various public health challenges facing humanity.
HLL Lifecare Ltd is the only company in the world manufacturing and marketing
the widest range of Contraceptives. It is unique in that it provides a range of
Condoms, including Female Condoms, Intra Uterine Devices, Oral Contraceptive
Pills – steroidal, non-steroidal and emergency contraceptive pills; Contraceptive
Cream, and Tubal Rings. Its Health care product range include: Blood Collection
Bags, Surgical Sutures, Auto Disable Syringes, Hydrocephalus Shunt, Tissue
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Expanders, Needle Destroyers, Blood Bank equipment, Iron and Folic Acid
Tablets, Medicated Plasters, Sanitary Napkins, and Oral Dehydration Salts.
Over the past fifteen years HLL Lifecare Ltd has steadily set up a strong and
sound infrastructure for direct marketing. HLL Lifecare Ltd has put in place a vast
distribution network covering the length and breadth of the country. HLL Lifecare
Ltd HLL Lifecare Ltd today reaches out to over half a million-retail outlets,
including over a lakh villages, in the remotest corners of India. HLL Lifecare Ltd’s
products are today exported to over 70 countries.
The Company set up a decade back, the not-for-profit organization, the HLL
Lifecare Ltd Family Planning Promotion Trust (HLFPPT), for the purpose of
designing and implementing social sector intervention projects, particularly in the
area of Reproductive Health, Women Empowerment and HIV prevention and
control activities, with the objective of creating planned social change. HLFPPT is
today India’s top social marketing organization.
HLL Lifecare Ltd’s association with world leaders includes those with Okamoto of
Japan; Finishing Enterprises, USA; Female Health Company, UK; Becton and
Dickinson, USA; and Beijing Zizhu Pharma of China.
HLL Lifecare Ltd has three state of the art manufacturing facilities with ISO 9001,
ISO 14001 quality and environmental management system certification
respectively. HLL Lifecare Ltd’s Peroorkada Plant was also awarded the OHSAS
18001 Certification for its efficient Occupational Health and Safety Management
System. Products manufactured at its Plants also have the ‘CE’ marking.
HLL Lifecare Ltd is today a leading provider of Contraceptives and Health Care
Products to various global public health programmes managed by international
agencies like UNFPA, UNOPS, UNHCR, WHO, PSI and IDA.
With nearly 1900 highly skilled and learned manpower, and several world leaders
as partners, HLL Lifecare Ltd has over the past four decades stood to uphold its
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mission to achieve and sustain a high growth path, and focus on five key thrust
areas to achieve its vision. These are - customers, employees, business,
industry, and social initiatives.
HLL Lifecare Ltd in its future through technical collaborations, marketing alliances
and joint ventures, wishes to keep alive the dream of all humanity – of a healthier
world. With a vast array of innovative products and social programmes HLL
Lifecare Ltd is day after day taking a step closer to “Innovating for Healthy
Generations”.
1.3.1 Objectives of HLL Lifecare Ltd
1. To maximize capacity utilization of the existing plants.
2. To increase the profitability of the company and to maximize generation of

surpluses to enable HLL to finance its diversification projects.
3. To take up social marketing projects.
4. To maintain and improve the existing cordial relationship between

employees and management and to further improve efficiency of
executives.
5. To make continuous effort for up gradation of technology and quality to be

inter naturally competitive.
6. To improve substantially direct market for all products.
7. To maximize cost reduction.
8. To explore possibilities for strategies for diversification.
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9. To be an active player in realization of the objectives set forth in the
National Population Policy (NPP) – 2000.
10. To strengthen information, education and communication aimed at

enhancing the out reach of contraceptives in remote areas.
1.3.2 MOTTO, VISION AND MISSION OF HLL
Motto:
“Innovating for healthy generations”
Vision:
HLL Lifecare Ltd will establish itself as the leader in its core activities, through a
process of continuous innovation and participatory approach in order to-
• Provide best value to the customer

• Be an employer of choice
• Promote the cause of family health in general and women’s health in
particular.
Mission:
To accomplish the corporate vision, HLL Lifecare Ltd has outlined a mission to
be world class health care company by the year 2010, with focus on five key
areas, namely
• Business leadership
• Customer focus
• employee satisfaction
• social initiatives
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2.1 REVIEW OF LITERATURE
2.1.1 THE FORMATION OF CLIMATE
Climate research has a long history in the fields of industrial and organisational
psychology and was first used in the industrial context by Lewin, Lippitt and White
in the late 1930s (Ashkanasy, Wilderom, & Peterson, 2000; Reichers &
Schneider, 1990). Climate represents a relatively homogenous set of beliefs and
perceptions toward the organisation, while climate theory is primarily focused on
the process through which such homogeneity occurs (Moran & Volkwein, 1992;
Reichers & Schneider, 1990).
Climate theory has evolved considerably over the past twenty-five years,
stemming from the structural approach where organisational dimensions (e.g.
hierarchy and size) were theorized to be the dominant contributors to climate
(Moran & Volkwein, 1992; Rentsch, 1990).
From these origins, climate theory and the focus of climate research shifted to a
perceptual approach in which the individual was perceived to be the core factor in
climate formation. These two approaches, as will be discussed in the following
sections, were widely criticized. Such criticisms provided the impetus for the
development of the interactive approach to climate formation (Moran & Volkwein,
1992; Rentsch, 1990; Zohar, 1980).
As discussed previously, two of the earliest and most criticized approaches to

climate formation are the structural and perceptual approaches. The structural
approach was initially proposed by Payne and Pugh (1976), who argued that
climate is an attribute of organisational characteristics such as size, structure,
leadership style and systems complexity (Moran & Volkwein, 1992; Zohar, 1980).
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Whilst it is acknowledged in the structural approach that individual personality will
play a role in the development of homogenous attitudes and perceptions (i.e. the
climate), it is argued that exposure to similar organisational characteristics and
experiences that plays the dominant role (Schneider & Reichers, 1983). The
perceptual or selection-attraction-attrition approach to climate formation proposes
that climate originates from within the individual. In this approach, the individual is
the source of the climate, imposing meaning on the organisation and its
components (Moran & Volkwein, 1992; Schneider, 1983).
The structural and perceptual approaches have both been criticized (Moran &
Volkwein, 1992; Schneider, 1983) for each considering only one side of what is a
relatively complex process (i.e. the creation of homogenous beliefs and
perceptions). Organisations and individuals are complex and dynamic, changing
and evolving over time to reflect the interaction that occurs between the two
(Moran & Volkwein, 1992). Considering only one side of this process is too
simplistic.
A more appropriate approach is that of the interactive approach. The interactive

approach to climate formation is a considerable advancement from the structural
and perceptual approaches because it addresses many of the primary criticisms
made of each of the previous approaches (Moran & Volkwein, 1992). This
approach argues that through the interaction between the individual and their
environment, a shared set of perceptions or climate is generated. In the
interactive approach, climate is defined as the aggregated effect of the interaction
between the characteristics of the person and the organisation.
Climate is created through the interaction between members of the organisation

and the exchange of information through communication (Moran & Volkwein,
1992). Therefore, through various common experiences and conversations, a
shared set of meanings are created.
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2.2 PSYCHOLOGICAL CLIMATE
Definitions
The psychological climate concept is defined as being a multidimensional

construct representing shared individual perceptions (Koys & De Cotiis, 1991) that
are relatively homogenous, persistent and stable over time (Moran & Volkwein,
1992; Schneider, 1983; Schneider & Reichers, 1983).
Psychological climate guides behaviors with the aim of meeting organizational

objectives (L.A. James & Jones, 1974; L.R. James & McIntyre, 1996; Jones &
James, 1979; Schneider & Reichers, 1983), and is a set of perceptions that
describe experiences as opposed to being an affective reaction, as is the case
with job satisfaction (Koys & De Cotiis, 1991). The discussion and debate
surrounding the distinction between the terms psychological climate and
organizational climate has considerable longevity but does not appear to have
reached consensus (C.P. Parker et al., 2003).
The key issues surrounding the distinction between psychological climate and
organizational climate concern either a focus on conceptual distinctions or
through employing different data treatment techniques. The conceptual
distinctions are based on the argument that there is a conceptual difference
between psychological climate and organizational climate (Glick, 1985; Koys & De
Cotiis, 1991). Such conceptual distinctions have not been sufficiently supported
within the literature to be applied here; however, these issues will be reviewed in
the following section. The data treatment issues that are drawn from to
distinguish between psychological climate and organizational climate are
associated with the unit of analysis and aggregation or composition theory (Glick,
1985; L.R. James, 1982).
Additionally, whilst psychological climate is a multidimensional construct there is
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an argument that the dimensions can be converted into a higher order factor.
These differences and issues will be discussed in turn, as will the specific
application of the psychological climate construct in this research.
Reflecting on the research conducted by Wilderom et al. (2000), Patterson et al.

(2005, p. 383) stated that “this diffuse pattern of result is likely to be due, in part,
to the variety of methods of assessment of climate the inability to draw clear
research conclusions [is a result a lack of theory and subsequent inconsistent
operationalisation.”
In the process of conducting a meta-analytic review of the psychological climate

literature, Parker et al. (2003) commented that there are a staggering number of
dimensions employed with psychological climate research. The authors
commented that the range of psychological climate dimensions covered most
aspects of the individual’s work environment, including characteristics of their job,
leadership style, the physical environment, and relationships with co-workers and
supervisors.
Parker et al. (2003) did, however, comment on the usefulness of the measure
developed by Jones and James (1979 because of its use of situational
characteristics as referents and because it has remained aligned with the notion
of tapping into the individuals’ cognitive representation of their work environment.
The Jones and James (1979) measure has been employed in this research.
Researchers have assessed an array of psychological climate dimension, for

example work structure, role clarity, supportive management, team work, and
decision centralization and leader goal facilitation (Brown and Leigh, 1996, James
and James, 1989, Kozlowski and Dohery, 1989, Prithard and Karasick, 1073).
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Difference between psychological climate and organizational climate
The aim of many researchers employing the psychological climate concept is to
carefully define the term and differentiate it from organizational climate
conceptually, as was suggested by Glick (1985). In the literature, there are two
key points made about the conceptual distinction between organisational and
psychological climate.
First, psychological climate is conceptually different from organisational climate

because it emphasizes a value laden perspective of the organization that
encompasses issues or characteristics the individual considers as psychologically
meaningful. The perceptions also relate to the extent that the characteristics
contribute to the individual’s sense of well being and psychological safety.
Therefore, the psychological climate variable will impact the extent to which the
individual engages or disengages with their workplace (L.A. James & James,
1989; Kahn, 1990).
The second distinction is in accordance with one of Koys and De Cotiis’ (1991)
criteria that psychological climate should not include any aspect of organisational
task or structure.
Koys and DeCotiis (1991) identified three defining criteria of psychological climate
as being: (a) that the concept is perceptual, (b) that it must describe, as opposed
to evaluate issues, and (c) that it cannot encompass any aspect of organisational
task or structure. Therefore, the purpose of the climate construct is not to
measure organisational characteristics such as technology, size, and span of
control or hierarchy.
Rather, climate is aimed at measuring how these factors and other organisational
characteristics are interpreted and assigned meaning by the individual (L.R.
James, 1982). A definition of climate provided by James, Hater, Gent and Bruni
(1978) emphasizes the importance of the psychological meaning and significance
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of situations to the individual. The way in which the individual understands or
‘knows’ their environment is a cognitive construction subject to filtering,
abstraction, generalization and interpretation. Therefore, climate is important to
the development of higher-order schemata or beliefs about situations. The
representations generated by the individual are generally more meaningful than
the objective situation in the prediction of many important dependent variables (L.
James et al., 1978; L.R. James & Sells, 1981).
Glick (1985) argued that it was important for researchers to begin to make clear
distinctions between organisational climate and psychological climate based on
conceptual differences. To this point, a clear conceptual difference remains
missing from the literature with the bulk of the contemporary climate literature.
The point was also made by Patterson et al. (2005) that the bulk of climate theory
in contemporary research focuses on organisational climate, as opposed to
psychological climate. This shift is a reflection of the prevailing interest in
understanding organisational performance, making the organization the
appropriate unit of analysis.
The psychological climate domains and dimensions reflect the definitions of

climate that focus on psychological meaningfulness and the importance of
situations to the individual as recommended by a range of authors in the field
(Glisson & James, 2002; L.A. James & James, 1989; Jones & James, 1979;
Joyce & Slocum, 1984; Koys & De Cotiis, 1991; Patterson et al., 2005). The
argument presented in the literature, that there is a conceptual difference between
organisational climate and psychological climate, is not sufficiently established or
supported for it to be argued that difference can be argued to be conceptual.
Another of the key conceptual problems with the climate literature is a lack of
consensus on the domains and dimensions that are encompassed within the
climate construct. Wilderom, Glunk, and Maslowski (2000) conducted a review of
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the climate literature and were not able to reach a clear conclusion on which of
the dimensions employed in research could be considered core.
The approach taken in the study is based on the research of koys and Decottis
(1991) in which psychological climate is conceptualized as a multidimensional
construct consisting of self determination with respect to work procedures, goals
and priorities. It is based of certain factors such as Cohesion, Trust, Pressure,
Fairness, Innovation, and Recognition.
2.2.1 Major factors affecting psychological climate
The major factors affecting psychological climate are Cohesion, Trust, Pressure,
Fairness, Innovation, Recognition.
Cohesion: the perception of togetherness of sharing with in the organization

setting, including the willingness of members of provides material aid.
Trust: the perception of freedom to communicate openly with members at higher

organizational levels about sensitive personal issues with the expectation that the
integrity of such communication will not be violated.
Pressure: the perception of time demands with respect to task completion and
performance standards.
Recognition: Support including the willingness to let members learn form their
mistakes without fear of reprisal reorganization is acknowledged.
Fairness: the perception that organizational practices are equitable and no

arbitrary or capricious.
Innovation: the perception that change and creativity are encouraged, including
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risk taking into new areas or areas where the members have little or no prior
experience.
2.3 ORGANISATIONAL COMMITMENT
Although job satisfaction has received the most attention of all work related
attitudes organizational commitment has become increasingly recognized in the
organizational behavior literature. Where as satisfaction is mainly concerned with
employee’s attitude toward the job and commitment is at the level of
organization.
Over the past three decades, impressive research efforts have been devoted to
understanding the antecedent of organizational commitment. Organizational
commitment means employees, loyalty and willingness to contribute to the
organization. Employee commitment is of great importance; because high levels
of commitment lead to several favorable organizational outcomes. Met analyses
of commitment studies indicate that commitment is related negatively to turnover
(Cooper-Hakim and Viswasvaarn, 2005), absenteeism (Farrel and Stam, 1988)
and counterproductive behaviors (Dalal, 2005) and positively to job satisfaction
(Cooper-Hakim and Viswesvaran, 2005), motivation (Mathieu and Zajac, 1990)
and organizational citizenship behaviors (Riketta, 2002). This literature has also
dealt with effects of commitment on performance (Meyer et al., 1989). The low
level of commitment is associated with low levels of morals (Decotiis and
Summers, 1987) and altruism and compliance (Schappe, 1998). The low level of
commitment from employees to their employers may harm reputation of the
organization and affect the organization’s ability to recruit high-equality
employees (Mowday et al., 1982). Most of these research efforts have been
focused on industrial, organizational or occupational commitment (Mueller et al.,
1992). In the literature of which we are aware, only little research on
organizational commitment in relation to educational organizations has been
conducted. Mottaz (1986) investigated the relationship between education and
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organizational commitment. In this study the relationship between education and
organizational commitment in a variety of occupational groups has been
analyzed. Results indicated that education has an indirect positive effect on
organizational commitment by increasing work rewards, but a direct negative
effect when work rewards are held constant.
2.3.1 DEFINITIONS
Herscovitch and Meyer’s definition states that the degree to which an

employee identifies with the goals and values of the organization and is
willing to exert effort to help it succeed’. Loyalty is argued to be an important
intervening variable between the structural conditions of work, and the
values, and expectations, of employees, and their decision to stay, or leave
Commitment has recently been defined as “a force that binds an individual

towards a course of action” (Meyer and Herscovitch, 2001, p. 301). The study of
commitment is relevant because commitment influences behavior independently
of other motives and attitudes and, in fact, can lead to persistence in a course of
action even in the face of conflicting motives or attitudes.
Commitment, for instance, can lead individuals to behave in ways that, from the
perspective of neutral observers, might seem contrary to their self-interest.
“Affective commitment”, in particular, develops when an individual becomes
involved in, recognizes the value-relevance of, and/or derives his or her identity
from, association with an entity or pursuit of a course of action such as, in the
case of organizational commitment, one’s employer.
In one view, commitment is the total capacity to act in ways that meet the
organization's goals and interests. Although a simple enough definition, it is
inadequate. The problem is that commitment has now been defined in a number
of widely varying ways.
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The sociologist Etzioni argues that commitment and the authority that
organizations have over members is rooted in the nature of involvement in
organization.
Involvement takes one of three forms, ranging from total commitment to no

commitment at all. Moral involvement, based on positive and intense orientation
to the organization, results from internalization of the organization's values,
goals, and norms. Calculative involvement is less intense and rests on an
exchange relationship between the individual and the organization. People
become committed to an organization to the extent that they perceive some
beneficial or equitable exchange relationship. Alternative involvement is a lack of
commitment, occurring when members feel constrained by circumstances to
belong to the organization but do not belong with it
The management guru Kanter takes a different view of commitment, arguing that
different types of commitment result from different behavioral requirements
placed on members by the organization. Again, involvement takes three forms,
but here the forms may be interrelated.
Continuance commitment has to do with a member's dedication to the survival of

the organization and results from having people make sacrifices for and
investments in the organization. Cohesion commitment is attachment to social
relations in an organization; it can be enhanced by having employees publicly
renounce previous social ties or engage in ceremonies that enhance group
cohesion. Control commitment is a member's attachment to the norms of an
organization that shape behavior in desired ways. It exists when employees
believe that the organization's norms and values are
Important guides to their behavior.
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Organizational researchers and social psychologists view commitment quite
differently. Organizational researchers study attitudinal commitment, focusing on
how employees identify with the goals and values of the organization. This is
commitment viewed primarily from the standpoint of the organization. Social
psychologists study behavioral commitment, focusing on how a person's
behavior serves to bind him to the organization. Once behavior shows
commitment, people must adjust their attitudes accordingly, which then influence
their subsequent behavior. Thus a cycle begins: behavior shapes attitudes and
the shaped attitudes in turn shape behavior.
Organizational commitment has an important place in the study of organizational

behavior. This is in part due to the vast number of works that have found
relationships between organizational commitment and attitudes and behaviors in
the workplace (Porter et al., 1974, 1976; Koch and Steers, 1978; Angle and
Perry, 1981).
Batemen and Strasser (1984) state that the reasons for studying organizational
commitment are related to “(a) employee behaviors and performance
effectiveness, (b) attitudinal, affective, and cognitive constructs such as job
satisfaction, (c) characteristics of the employee’s job and role, such as
responsibility and (d) personal characteristics of the employee such as age, job
tenure”. Organizational commitment has been studied in the public, private, and
non-profit sector, and more recently internationally.
Early research focused on defining the concept and current research continues
to examine organizational commitment through two popular approaches,
commitment-related attitudes and commitment-related behaviors. A variety of
antecedents and outcomes have been identified in the past thirty years (Angle
and Perry, 1981; Mowday et al (1979; Hall, 1977).
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Bateman and Strasser state that organizational commitment has been
operationally defined as “multidimensional in nature, involving an employee’s
loyalty to the organization, willingness to exert effort on behalf of the
organization, degree of goal and value congruency with the organization, and
desire to maintain membership” (p.95).
Mowday, Steers, and Porter (1979) identified commitment-related attitudes and

commitment-related behaviors. Porter et al . discuss three major components of
organizational commitment as being “a strong belief in and acceptance of the
organization’s goals, a willingness to exert considerable effort on behalf of the
organization, and a definite desire to maintain organizational membership”.
Sheldon (1971) defines commitments as being a positive evaluation of the

organization and the organizations goals.
According to Buchanan (1974) most scholars define commitment as being a

bond between an individual (the employee) and the organization (the employer),
though his own definition of commitment
Meyer and Allen (1991) and Dunham et al (1994) identified three types of
commitment; affective commitment, continuance commitment, and normative
commitment. Normative commitment is a relatively new aspect of organizational
commitment having been defined by Bolon in 1993.
Affective commitment is defined as the emotional attachment, identification, and

involvement that an employee has with its organization and goals (Mowday et al,
1997, Meyer& Allen, 1993; O’Reily & Chatman).
Porter et al (1974) further characterize affective commitment by three factors (1)

“belief in and acceptance of the organization’s goals and values, (2) a willingness
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to focus effort on helping the organization achieve its goal’s, and (3) a desire to
maintain organizational membership”.
Mowday et al (1979) further state that affective communication is “when the

employee identifies with a particular organization and its goals in order to
maintain membership to facilitate the goal” (p.225). Meyer and Allen (1997)
continue to say that employees retain membership out of choice and this is their
commitment to the organization.
Continuance commitment is the willingness to remain in an organization because

of the investment that the employee has with “nontransferable” investments.
Nontransferable investments include things such as retirement, relationships with
other employees, or things that are special to the organization (Reichers, 1985).
Continuance commitment also includes factors such as years of employment or

benefits that the employee may receive that are unique to the organization
(Reichers, 1985).
Meyer and Allen (1997) further explain that employees who share continuance
commitment with their employer often make it very difficult for an employee to
leave the organization.
Normative commitment (Bolon, 1993) is the commitment that a person believes

that they have to the organization or their feeling of obligation to their workplace.
In 1982, Weiner discusses normative commitment as being a “generalized value
of loyalty and duty”.
Meyer and Allen (1991) supported this type of commitment prior to Bolon’s
definition, with their definition of normative commitment being “a feeling of
obligation”. It is argues that normative commitment is only natural due to the way
we are raised in society. Normative commitment can be explained by other
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commitments such as marriage, family, religion, etc. therefore when it comes to
one’s commitment to their place of employment they often feel like they have a
moral obligation to the organization (Wiener, 1982).
Meyer, Allen, & Smith (1993) say that the three types of commitment are a
psychological state “that either characterizes the employee’s relationship with the
organization or has the implications to affect whether the employee will continue
with the organization”.
write
Meyer et al (1993) continue to say that generally the research shows that those
employee’s with a strong affective commitment will remain with an organization
because they want to, those with a strong continuance commitment remain
because they have to, and those with a normative commitment remain because
they fell that they have to. Meyer & Allen (1997) define a committed employee as
being one “stays with an organization, attends work regularly, puts in a full day
and more, protects corporate assets, and believes in the organizational goals”.
This employee positively contributes to the organization because of its
There are two significant variables that are studied in terms of commitment-
related attitudes and commitment-related behaviors, the variables being
antecedents and outcomes. There are numerous studies on both the
antecedents and the outcomes of organizational commitment and both of these
variables offer highly desired information to managers, and others studying
organizational behavior. Often research examines one or two types of
commitment. Affective and communicative commitment has been studied much
more then normative commitment. All three types of commitment have been
studied in both the public, private, and nonprofit sector, though there is much
more research completed on employees in the private and public sector.
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DeCotis and Summers, 1987, argued that a commitment profile does not exist
therefore there can be no connection between one’s personal characteristics and
their commitment to an organization. However though, Mowday et al (1992),
Steers (1977), all investigated the role of personal characteristics and found that
the characteristics and experiences that a person brings to an organization can
predict their commitment to the organization.
Continuance commitment studies two antecedents: investments and alternatives.

These studies often look at investments such as time, money, or effort. Florkowsi
and Schuster, 1992, found a positive relationship between profit sharing and job
satisfaction and commitment. Meyer and Allen (1997) recognize that in order for
there to be continuance commitment between the employee and organization,
the employee must be able identify alternatives.
Studies examining different types of work sectors have found that government
employees have higher levels of continuance commitment then other sectors
(Perry, 1997; Meyer & Allen, 1997). This is due to the antecedents of public
service motivation. Because public sector employees in the past have high levels
of commitment to the organization and its goals because it is argued hat they are
a different type of employee, with strong ethics as well as job security (Perry,
1997).
Lio (1995) states “facing today’s difficult times, many public employees
appreciate the relatively secure job situation associated with public employment
and consider it a major reason for their organizational commitment”. Normative
commitment because it is the more recently defined type of commitment does not
have a lot of research identified.
Meyer & Allen (1997) began to examine normative commitment in their most
recent research. They look to understand the development of the psychological
Page 22 of 126
contract between the employee and the organization. Psychological contracts are
the beliefs that a person has about what will be exchanged between them, the
employee and the organization, therefore influencing their obligation to the
organization (Meyer & Allen, 1997).
Research on commitment outcomes examines whether the different components

of commitment have certain consequences. Employee retention, attendance,
organizational citizenship, and job performance are commitment outcomes that
are widely studied.
Reichers (1985) says that “though the literature is fairly clear with respect to the
outcomes of commitment, the antecedents of commitment seem to be much
more varied and inconsistent due to the several different ways in which
commitment has been defined and operationalized”. Various research studies
take place examining the outcomes of employee commitment.
Retention of employee appears to be one of the most studied outcomes of

organizational commitment. This is due to the numerous studies which have
found a correlation between turnover and commitment (Porter et al, 1974; Meyer
& Allen, 1997). Porter et al (1974) found that employees with lower levels of
commitment were more likely to leave then their counterparts. Meyer and Allen
(1997) argue that the different components of commitment relate to different
types of outcomes, therefore continuance commitment may or may not relate to
employee performance.
Meyer et. Al (1993) and Baugh & Roberts, (1994) both find that committed
employees had high expectations of their performance and therefore performed
better. However, Meyer & Allen (1997), continue to describe reasons why
performance and commitment may not be related. Some of the factors include
the seriousness with which supervisors value the appraisal process, the value of
job performance by an organization and the amount of employee control over
Page 23 of 126
outcomes. Research has also found that those employees who are committed to
their profession also have higher levels of commitment to the organization.
Citizen behavior, or extra-role behavior, has also been studied in regards to

organizational commitment. Management styles can influence the commitment
level of employees. Koopman (1991) studied how leadership styles affected
employees and found those employees who favored their manager’s style also
favored the organization more. Though there was no direct connect between
commitment, it could be argued that this would then affect their levels of
Nierhoff et al (1990) found that the “overall management culture and style driven
by the top management actions are strongly related to the degree of employee
commitment” (p. 344). These correlations bring to light the importance of having
strong managers and their roles in the overall organization.
Eisenberger et al (1990) discuss that those employee’s who feel that they are
cared for by their organization and managers also have not only higher levels of
commitment, but that they are more conscious about their responsibilities, have
greater involvement in the organization, and are more innovative. Managers and
organizations must reward and support their employees for the work that they do
because this perceived support allows for more trust in the organization.
Page 24 of 126
2.3.2 THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT
AND DIFFERENT VARIABLES.
Overall, there have been numerous studies of organizational commitment. From

the early stages of definition to now, identifying antecedents and outcomes. This
topic does not lack in the amount of literature.
In general, organizational commitment is considered a useful measure of

organizational effectiveness (Steers, 1975). In particular, “organizational
commitment is a “multidimensional construct” (Morrow, 1993) that has the
potential to predict organizational outcomes such as performance, turnover,
absenteeism, tenure, and organizational goals” (Meyer & Allen, 1997, p.12).
For example, in a study involving 109 workers, Loui (1995) examined the
relationship between the broad construct of organizational commitment and the
outcome measures of supervisory trust, job involvement, and job satisfaction. In
all three areas, Loui (1995) reported positive relationships with organizational
commitment. More specifically, perceived trust in the supervisor, an ability to be
involved with the job, and feelings of job satisfaction were major determinants of
organizational commitment.
Lio (1995) concluded that “workers’ organizational commitment is significantly

correlated to their perceived job security”.
Meyer et al (1993) found a positive relationship between commitment and extra

role behavior, while Van Dyne & Ang, (1998) found no significance between the
relationships. Other studies have found that there was a negative relationship
between commitment and citizen behavior (Shore and Wayne, 1993).
Page 25 of 126
Throughout the workplace employees must be given numerous opportunities to
feel committed to the organization. Meyer & Allen, (1997), found that employees
that have a good relationship with their immediate work group have higher levels
of commitment. They discuss they idea that if employees are directly committed
to their group, their commitment to the overall organization will be higher
Angle & Perry (1991) undertook a study to determine the effect that
organizational commitment had on turnover. The participants included 1,244 bus
drivers. Findings revealed a negative relationship between turnover and
organizational commitment. In short, employees who intended to leave the job
were not committed to the organization.
Wiener & Vardi (1980) looked at the effect that organizational commitment had
on commitment to the job and career commitment. Their participants included 56
insurance agents and 85 staff professionals. The researchers reported positive
relationships between organizational commitment and the two other types of
commitment.
Employee attendance is the most positively related outcome to affective
commitment. Steers (1997) found that employee commitment was highly related
to the attendance of workers.
Gellatlly (1995) found that continuance commitment was related with the how
often an employee was absent. In a study examining a group of nurses Somers
(1995) found those nurses with lower levels of commitment had higher levels of
absences.
Jermier & Berkes (1979) collected data on organizational commitment from over
800 police officers. The researchers were investigating the relationship between
job satisfaction and organizational commitment. Findings revealed that
employees who were more satisfied with their job had higher levels of
Page 26 of 126
Baugh and Roberts (1994) found that those employees who were committed to
both their organization and their profession had high levels of job performance.
Allen & Meyer, 1993,: Buchanan, 1974, and Hall et al. (1977) have found there to
be a positive relationship to between an employee’s age and time with the
organization and their level of commitment. Studies have also found that
employee traits such as leadership and communication styles have an affect on
organizational commitment (Decottis & Summers, 1987).
DeCotiis & Summers (1987) undertook a study of 367 managers and their
employees. The researchers examined the relationship between organizational
commitment and the outcome measures of individual motivation, desire to leave,
turnover, and job performance.
Blau and Boal (1987) studied a group of insurance workers and found also found
that those employees who had higher levels of commitment had lower levels of
absenteeism and turnover
A study on relationship between organizational commitment and organizational

climate conducted in Australian automotive component manufacturing companies
with 1,413 employees from forty-two countries of origin. A 97.8 percent response
rate yielded 1,382 usable questionnaires. A significant correlation (.66) between
organizational commitment and organizational climate was discovered.
It was observed that there were not that much studies conducted by relating the
two variables psychological climate and organisational commitment.
Page 27 of 126
3.1 OBJECTIVES OF THE STUDY
The present study is to investigate the relationship between 2 variables in order

to understand the role of perceived Psychological climate in affecting the
organizational commitment among the workers of HLL Lifecare Ltd and it is
expected that the findings of this study may have practical implications for
organizational development
To be specific, the present study bears the following objectives
2.1.1 Primary objective:

1 To study the relationship between psychological climate and organizational
commitment among the employees of HLL Lifecare Ltd.
2.1. 2 Secondary objectives:

1. To find whether there is any relation between gender and organizational
commitment among the employees of HLL Lifecare Ltd
2. To find whether there is any relation between age and organizational

commitment among the employees of HLL Lifecare Ltd
Page 28 of 126
3. To find whether there is any relation between year of experience and
organizational commitment among the employees of HLL Lifecare Ltd
4. To find the factors related with psychological climate among the employees of
HLL Lifecare Ltd
5. To find the factors related with organizational commitment among the

employees of HLL Lifecare Ltd.
3.2 SCOPE OF THE STUDY
The term psychological climate refers to the prevailing psychological atmosphere

along with all that it encompasses such as mindset, behaviors and core values.
In organizational psychology the term psychological climate is usually used to
refer to work environment perceptions. Social psychology on the other hand
refers to the study of the way in which attitudes, personality, behavior and
motivations of an individual both influence and in turn are influenced by social
groups. Organizational commitment is the Psychological attachment of an
employee towards and organization. It can be measured by the following factors.
1. Identification with the goals and values of the organization, 2. The desire to
belong the organization, 3. The willingness to display effort on behalf of the
organization. The scope of the study is confined to HLL Lifecare Ltd. The study
helped to understand the relationship between psychological climate and
Page 29 of 126
3.3 METHODOLOGY
1.Definition of the problem
The study is entitled on “Relationship between psychological climate and

organizational commitment among employees of HLL Lifecare Ltd”
2. Sources of data
There are mainly two sources of data they are,
Sources of primary data.
The data was collected from the employee with the help of a questionnaire,
observations and discussions with the respondents.
Sources of secondary data.
Secondary data was collected from annual reports, company manuals, official
website and journals provide by the company.
3. Sample design
Population
Page 30 of 126
The population of the study includes all the employees of HLL Lifecare Ltd,
Peroorkada.
Sample size
A total number of 100 employees were selected from HLL Lifecare Ltd.
Sampling scheme:
Sampling scheme employed was random sampling. This type of sampling is

also known as chance sampling or probability sampling where each and every
item in the population has an equal chance of inclusion in the sample and each
one of the possible samples, in case of finite universe, has the same probability
of being selected.
4. Tools for data collection
The main tool for data collection was a structured questionnaire (included in
appendix). The questionnaire consists of 30 questions. Questionnaire for
psychological climate is taken from Gema cissoid’s working paper Aug 2006,
Department of management, Monash University and organizational commitment
is taken from the journal of vocational behavior by R.T Mowday and R.M. steers,
L.W Porter.
5. Tools for analysis of data
The tool used was percentage analysis, correlation, chi square test. Data were
reduced in the standard form with equal base to 100 which helps in relative
comparison.
Percentage analysis:
Percentage refers to a special kind of ratio. It is used in making comparison

between two or more series of data.
Page 31 of 126
Chi- square:
Chi-square test is a non-parametric test. It is used most frequently in marketing

researches to test hypothesis. This test is employed for testing hypothesis when
distribution of population is not known and when nominal data is analyzed.
(χ2) =∑ [(O – E) 2/E]
Correlation test
Correlation is a statistical technique that can show whether and how strongly
pairs of variables are related.
R= nΣxy-(ΣxΣy)/ √nΣx2-(Σx) 2 √ nΣy2-(Σy) 2
6. Tools for projections of findings
Tools like pie diagrams, graphs and histogram were used to express the
relationship between variables and to project findings.
Page 32 of 126
3.4 LIMITATION OF THE STUDY
1. Sample size is less compared to the population hence the result cannot
be generalized.
2. The main limitation of the study was the respondents were biased.
3. Unwillingness of the employees to give their true opinions
4. The period of the study was limited to 45 days. Therefore the time was
not sufficient for a thorough study.
Page 33 of 126
4.1 ANALYSIS & INTERPRETATIONS
The study is structured in a way to analyze the relationship between

psychological climate and organizational commitment among the employees of
HLL Lifecare Ltd.
4.1 PERCENTAGE ANALYSIS
4.1.1 Gender details of the respondents
Gender No: of Respondents Percentage
female 28 28
male 72 72
Page 34 of 126
Table no:1
male
female
Chart no:1
Out of the 100 respondents 28% of them are female and 72% are male
4.1.2 Age details of the respondents
Age No: of respondents percentage
<25years 8 8
25-35years 17 17
35-45years 24 24
45-55years 30 30
Total 100 100
Page 35 of 126
Table no:2
30
25
20 <25years
25-35years
15
35-45years
10 45-55ears
5 55years and more
0
No: of respondents
Chart no:2
Out of the 100 respondents 30% of the workers included in 45-55years, 24% of
the respondents are from age category 35-45 years, 21% of the respondents are
more than 55 years 17% of them are between 25-35 years and the rest 8% are
below 25 years.
4.1.3 Year of experience of the respondents
Page 36 of 126
Year of experience No: of respondents percentage
<5years 15 15
5-15years 25 25
15-25years 40 40
25-35years 20 20
Total 100 100
Table no:3
Page 37 of 126
40
35
30
25 <5years
20 5-15years
15 15-25years
10 25-35years
5
0
No: of respondents
Chart no:3
Out of the 100 respondents 15% of the employees are from less than 5 years
experience, 25% of the respondents are with 5-15 year experience, 40% of the
respondents are with 15 to 25 year experience 20% of them are between 25-35
years experience.
Page 38 of 126
4.1.4 Some times I am not sure how to complete all tasks I have been
assigned
Employee Response No: of Percentage

Respondents
Strongly agree 2 2
Slightly agree 4 4
Moderately agree 26 26
Neither agree nor disagree 14 14
Slightly disagree 32 32
Moderately disagree 22 22
Strongly disagree 0 0
Total 100 100
Table No:4
Page 39 of 126
Strongly agree
35
30 Slightly agree
25
Moderately agree
20
Neither agree nor
15 disagree
10 Slightly disagree
5 Moderately
disagree
0
No: of Respondents Strongly
disagree
Chart No:4
From the survey it was found that among the 100 respondents 32% of them
slightly disagree and 22% moderately disagree and 14% of then neither agree
nor disagree to it. On the other hand 6% of respondents moderately agree, 4%
slightly agree and 2 % strongly agree with the opinion that they are not sure
about how to complete their task. This analysis reveals that majority of the
respondents are sure about completing their tasks.
Page 40 of 126
4.1.5 At times I feel quality of my work suffers in order to meet work
quantity demands

Respondents
Strongly agree 0 0
Slightly agree 2 2
Total 100 100
Page 41 of 126
Table No: 5
Strongly agree
35
30 Slightly agree
25
Moderately
20 agree
15 Neither agree
nor disagree
5
Moderately
0 disagree
No: of Respondents
Strongly
disagree
Chart No:5
The above chart shows the analysis on if quality of work suffers in order to meet
work quantity demands. Out of the 100 respondents none of them strongly
agree, 34% of them slightly disagree, 2% slightly agree, 22% moderately
disagree, 24% strongly disagree, 12% neither agree nor disagree and 6%
moderately agree with this.
Page 42 of 126
4.1.6. I understand how my job contributes to the achievement of
workplace objectives

Respondents
Strongly agree 27 27
Slightly agree 13 13
Total 100 100
Page 43 of 126
Table No: 6
45 Strongly agree
40
Slightly agree
35
30 Moderately agree
25
Neither agree nor
20 disagree
10
5 Moderately
disagree
0
Strongly disagree
No: of Respondents
Chart No: 6
Page 44 of 126
As per the table, it was analyzed that out of the 100 respondents 44% of them
moderately agree with the opinion that they are understand about how much their
job contributes towards the achievement of the organizational objectives. 27% of
them strongly agree, 13% slightly agree and the remaining 16% of them neither
agree nor disagree to this opinion. It means majority of them know the
importance of their job for the fulfillment of the work place objectives.
4.1.7 I understand the standard of performance expected of my position

Respondents
Total 100 100
Page 45 of 126
Table No:7
40 Strongly agree
35
Slightly agree
30
Moderately agree
25
20 Neither agree nor
disagree
15
Slightly disagree
10
5 Moderately
disagree
0 Strongly
No: of Respondents disagree
Chart no:7
Page 46 of 126
According to the survey it was observed 38% of respondents are slightly agreed
that they know thoroughly about the standard of performance which is expected
form their position. 25% neither agree nor disagree, 19% strongly agree and
18% of them moderately agree with this argument.
4.1.8 I regularly receive feedback on how well I’m doing my job

Respondents
Total 100 100
Page 47 of 126
Table No:8
50 Strongly agree
45
Slightly agree
40
35 Moderately
30 agree
25 Neither agree
20 nor disagree
15 Slightly
disagree
10
Moderately
5 disagree
0 Strongly
Chart No: 8
Page 48 of 126
While analyzing the above data it was found that out of the 100 respondents
48% of them moderately agree, 22% slightly agree, 20% neither agree nor
disagree and 10% of them strongly agree with the opinion that the receive feed
back regularly on how well they perform their job. It shows most of the
respondents receive feedback regularly on their work done.
4.1.9 My job requires me to use the full range of my skills

Respondents
Total 100 100
Page 49 of 126
Table No: 9
Strongly agree
70
60 Slightly agree
50
Moderately
40 agree
Neither agree
30 nor disagree
10 Moderately
disagree
0
disagree
Page 50 of 126
Chart No: 9
As per the survey the workers have to use full range of skills for doing their job.
68% of respondents strongly agree, 14% slightly agree, 10% moderately agree
and 8% of them neither agree nor disagree. This conveys to us that most of the
respondents are doing their job by utilizing full range of skills.
4.1.10 At times I feel overloaded with the amount of work I am required to

do.

Respondents
Strongly agree 0 0
Page 51 of 126
Total 100 100
Table No:10
Page 52 of 126
Strongly agree
45
40
Slightly agree
35
30 Moderately agree
25
Neither agree nor
20 disagree
10
5 Moderately
disagree
0
Strongly disagree
No: of Respondents
Chart No:10
While analyzing the response of the workers about their overload work, among
the 100 respondents 45% moderately agree, 2 % slightly agree, 16% neither
agree nor disagree and the rest 15% of them shows slightly disagrees that they
required to do overload amount of work. It denote that majority of them required
to do overload work
4.1.11 My workmates and I discuss work problems and expectations freely
Page 53 of 126
Respondents
Total 100 100
Table no:11
Page 54 of 126
70 Strongly agree
60 Slightly agree
50
Moderately agree
40
Neither agree nor
30 disagree
Slightly disagree
20
10 Moderately
disagree
0 Strongly
Chart No:11
Based on the above chart it is realized that out of the 100 respondents 62% of
them strongly agree, 12% of them slightly agree, 26% moderately agree that they
discuss their work problems and expectation freely with their work mates.
Page 55 of 126
4.1.12 Often I am not informed about changes to policies and procedures
until after they have been implemented

Respondents
Strongly agree 0 0
Slightly agree 0 0
Total 100 100
Table no:12
Page 56 of 126
35 Strongly agree
30 Slightly agree
25
Moderately
20 agree
15 Neither agree
nor disagree
5
Moderately
0 disagree
No: of Respondents
Strongly
disagree
Chart No:12
From the above table it was found that 32% of respondents moderately disagree,
28% slightly disagree, 20% neither agree nor disagree and 10 % of them each
moderately agree and strongly agree that they are not informed about the
changes to policies and procedure until after the have been implemented. From
the evaluation it is obtained that majority of them try to inform the changes to
policies and procedures before they have been implemented.
Page 57 of 126
4.1.13 I feel that the organizational hierarchy or chain of authority is clearly
defined

Respondents
Total 100 100
Page 58 of 126
Table no:13
Strongly agree
45
40 Slightly agree
35
30 Moderately
25 agree
20 Neither agree
nor disagree
15
Slightly
10
disagree
5
Moderately
0 disagree
No: of Respondents
Strongly
disagree
Page 59 of 126
Chart no:13
On the basis of the above data it was analyzed that among 100 respondents
42% of them slightly agree, 38% strongly agree and 12% of them moderately
agree that the chain of authority is clearly defined in their organization.
4.1.14 I feel that all organizational policies are applied fairly to all
organization members

Respondents
Total 100 100
Page 60 of 126
Table no:14
Strongly agree
45
40
Slightly agree
35
30
Moderately
25 agree
20 Neither agree
15 nor disagree
10 Slightly
5 disagree
0 Moderately
Strongly
disagree
Chart no:14
According to the table it was observed that 42% of the respondents moderately
agree that all organizational policies are applied fairly to all the members, 22% of
them neither agree nor disagree, 24% strongly agree and 12% of respondents
Page 61 of 126
slightly agree. From this analysis it is clear that most of the respondents agreed
that the organizational policies are applied fairly to all the members in the
organization.
4.1.15 My workplace provides me with opportunity to further develop my

skills and abilities
Page 62 of 126
Respondents
Total 100 100
Table no:15
Page 63 of 126
40 Strongly agree
35 Slightly agree
30
Moderately
25 agree
20 Neither agree
nor disagree
15
Slightly disagree
10
5 Moderately
disagree
0 Strongly
Chart no:15
Above table reveals that 36% of the respondents moderately agree, 23% of them
slightly agree, 21% strongly agree, 13% neither agree nor disagree and the 17%
of them slightly disagree with the opinion that they get opportunities for further
development of their skills. Here it shows that majority of the respondents are
agreed with the agreement that they get opportunity to develop their skills and
ability.
Page 64 of 126
4.1.16 I feel that my supervisor cares about the problems I have with my job

Respondents
Total 100 100
Table no:16
Page 65 of 126
Strongly agree
30
25 Slightly agree
20 Moderately
agree
15
Neither agree
10 nor disagree
Slightly disagree
5
0 Moderately
Strongly
disagree
Chart no:16
From the above table it was found that majority of respondents agreed that their
supervisors cares about the problems they have with their job. Among 100
respondents 28% of them moderately agree, 18% slightly agree, 25% neither
agree nor disagree, 17% slightly disagree and 12$% of them strongly agree with
this opinion.
Page 66 of 126
4.1.17 My supervisor plans work to ensure that it is complete with the
highest possible standard?

Respondents
Slightly agree 4 4
Strongly disagree 0 0 Page 67 of 126
Total 100 100
Table no:17
Page 68 of 126
Strongly agree
90
80 Slightly agree
70
60 Moderately agree
50
Neither agree nor
40
disagree
20
10 Moderately
0 disagree
No: of Respondents Strongly disagree
Chart no:17
Among the 100 respondents 83% of hem strongly agree, 43% moderately agree
and 4% slightly agree that the supervisor plans work to ensure that it complete
with highest standard.
Page 69 of 126
4.1.18 I trust my supervisor to effectively represent my views in meetings
with other managers

Respondents
Strongly agree 6 6
Slightly agree 4 4
Total 100 100
Table no:18
Page 70 of 126
Strongly agree
45
40 Slightly agree
35
30 Moderately agree
25
Neither agree nor
20
disagree
10
5 Moderately
disagree
0
Chart no:18
From the chart it was analyzed that 44% of the workers moderately agree, 27%
neither agree nor disagree, 14% slightly agree and 6% strongly agree that the
supervisors effectively represents the workers view in meeting other managers.
Here it shows view in meeting with other managers. Here it shows that towards
this argument majority of respondents agreed to it.
Page 71 of 126
4.1.19 My supervisor shows trust in my ability to perform my job

Respondents
Total 100 0
Page 72 of 126
Table no:19
70 Strongly agree
60 Slightly agree
50
Moderately agree
40
Neither agree nor
30 disagree
Slightly disagree
20
10 Moderately
disagree
0 Strongly disagree
No: of Respondents
Chart no:19
As per the survey the report shows the supervisor trust in workers ability to
perform their job. 64% of respondents slightly agree, 16% strongly agree, 8%
moderately agree and 10% neither agree nor disagree and 2% slightly disagree
with this. It denote that majority of workers agree with argument that majority of
worker agree with the argument that supervisor have trust in their ability to
perform job.
Page 73 of 126
4.1.20 When I communicate my ideas to members of my work team they
listen and are supportive.

Respondents
Strongly agree 0 0
Page 74 of 126
Total 100 100
Table no:20
Strongly agree
80
70 Slightly agree
60
Moderately agree
50
30 disagree
Slightly disagree
20
10 Moderately
0 disagree
Page 75 of 126
Chart no:20
According to this survey, it was realized that 22% of respondents moderately

agree and 14% slightly agree that the ideas communicated by the workers are
carefully listen by the other members of work team. On the other hand 8%
neither agree nor disagree and 6% slightly disagree towards this.
4.1.21 I am willing to put in a great deal of effort beyond what is normally

expected in order to help this organization be successful

Respondents
Strongly disagree 0 0 Page 76 of 126
Total 100 100
Table no: 21
Page 77 of 126
Strongly agree
50
45
Slightly agree
40
35 Moderately
30 agree
25 Neither agree
20 nor disagree
15 Slightly
disagree
10
Moderately
5
disagree
0
disagree
Chart no:21
While analyzing the above table, it was observed that 48% of respondents
moderately agree, 22% slightly agree, 18% strongly agree and 12% of
respondents neither agree nor disagree to put a great deal of effort beyond what
is normally expected in order to help the organization.
Page 78 of 126
4.1.22 I talk up this organization to my friends as a great organization to
work for

Respondents
Total 100 100
Table no:22
Page 79 of 126
Strongly agree
35
30 Slightly agree
25
Moderately agree
20
Neither agree nor
15 disagree
5 Moderately
disagree
0
Chart no:22
From the table it was found that most of the respondents say that this is a better
organization to work. 34% strongly agree, 28% moderately agree, 20% neither
agree nor disagree and 18% slightly agree with this view of workers
4.1.23 I feel very little loyalty to this organization

Respondents
Strongly agree 0 0
Slightly agree 0 0
Total 100 100
Page 80 of 126
Table no:23
Strongly agree
50
45
Slightly agree
40
35 Moderately agree
30
20 disagree
10
5 Moderately
disagree
0
Chart no:23
Based on the survey among 100 respondents 46% of them moderately disagree,
32% strongly disagree and 22% of them slightly disagree with the. This shows
that all the respondents are always loyal to the organization.
4.1.24 I find that my values and the organization values are very similar

Respondents
Total 100 100Page 81 of 126
Table no:24
Strongly agree
30
25 Slightly agree
20 Moderately agree

disagree
5
Moderately
0 disagree
Chart no:24
Page 82 of 126
Above chart reveal that out of the 100 respondents 30% of them neither agree
nor disagree, 22% slightly agree, 18% moderately agree, 16% strongly agree
and 4 % slightly disagree. With the respondents findings the organizational
values and their values are similar. It means that majority of them viewed that
heir values and organizational values are similar.
4.1.25 I am proud to tell others that I am a part of this organization
Page 83 of 126
Respondents
Total 100 100
Table no:25
Strongly agree
80
70 Slightly agree
60
Moderately agree
50
disagree
30
Slightly disagree
20
10 Moderately
disagree
0
Chart no:25
Page 84 of 126
From the survey it is clear that out of the 100 respondents 72% of them strongly
agree, 12% slightly agree and 16% of them moderately agree that they are very
proud to say that they are part of the organization.
4.1.26 I will be ready to work in a different organization if the type of work is
similar

Respondents
Strongly agree 0 0
Total 100 100
Page 85 of 126
Table no:26
40 Strongly agree
35 Slightly agree
30
Moderately agree
25
disagree
15
Slightly disagree
10
5 Moderately
disagree
0 Strongly disagree
No: of Respondents
Chart no:26
According to the table it shows that 40% of respondents neither agree nor
disagree, 24 % slightly disagree, 8% moderately disagree, 16% slightly agree
and 12% moderately agree with this opinion it shows that they are not willing to
work in different organization. It denotes that most of the workers are not willing
to work in different organization even if the work is similar.
Page 86 of 126
4.1.27 This organization really inspires the very best in me in the way of job
performance

Respondents
Total 100 100
Table no:27
Page 87 of 126
70 Strongly agree
60 Slightly agree
50
Moderately agree
40
Neither agree nor
30 disagree
Slightly disagree
20
10 Moderately
disagree
0 Strongly disagree
No: of Respondents
Chart no:27
The table shows that out of the 100 respondents 64% of them strongly agree,
25% slightly agree and 11% moderately agree with that the organization inspires
the workers in the way of job performance.
4.1.28 I am extremely glad that I chose this organization to work for over
others I was considering at the time I joined

Respondents
Strongly agree 0 0
Total 100 100
Page 88 of 126
Table no:28
Strongly agree
25
Slightly agree
20
Moderately agree
15
Neither agree nor
10 disagree
Slightly disagree
5
Moderately
0 disagree
disagree
Chart no:28
As per the survey it was analyzed that 25% of respondents neither agree nor
disagree, 22% moderately agree and 18% strong agree that they are happy to
choose this organization to work. On the other hand 8% of respondents slightly
Page 89 of 126
disagree and 17% moderately disagree with this. It shows that most of the
workers are extremely happy for selecting this organization to work.
4.1.29 There is not too much to be gained by sticking with this organization
indefinitely
Page 90 of 126
Respondents
Strongly agree 0 0
Slightly agree 0 0
Total 100 100
Table no:29
Page 91 of 126
40 Strongly agree
35
Slightly agree
30
Moderately
25
agree
20 Neither agree
nor disagree
15
Slightly
10 disagree
Moderately
5 disagree
0 Strongly
Chart no: 29
Above table reveals that 36% of respondents moderately disagree with the
opinion that they gained too much by sticking with the organization. 26% of them
slightly disagree, 18% strongly disagree, 14% neither agree nor disagree and
only 6% slightly agree with this. Therefore majority of them responds that they
are fairly gained by sticking with this origination.
Page 92 of 126
4.1.30 Often I find it difficult to agree with these organizations policies on
important matters relating to its employees

Respondents
Strongly agree 0 0
Slightly agree 0 0
Total 100 100
Table no: 30
Page 93 of 126
Strongly agree
45
40 Slightly agree
35
30 Moderately agree
25
Neither agree nor
20
disagree
10
5 Moderately
disagree
0
disagree
Chart no:30
From the table it was found that among the 100 respondents 44% of them neither
agree nor disagree, 19% strongly disagree, 16% moderately agree, 13%
moderately disagree and 8% slightly disagree with the organizations policies on
important matters relating to its employees. It means that majority of
respondents agree with the organization policies on matters relating to its
employees.
Page 94 of 126
4.1.31 I really care about the fate of this organization

Respondents
Total 100 100
Page 95 of 126
Table no:31
Strongly agree
80
70 Slightly agree
60
Moderately agree
50
30 disagree
Slightly disagree
20
10 Moderately
disagree
0
disagree
Page 96 of 126
Chart no:31
As per the survey it was defined that 78% respondents strongly agree that the
care about the fate of the organization. 13% of them slightly agree and 9%
moderately agree to it. It denotes that almost all the workers are very careful
about the fate of the organization.
4.1.32 For me this is the best of all possible organization for which to work

Respondents
Slightly agree 2 2
Total 100 100
Page 97 of 126
Table no:32
90 Strongly agree
80
Slightly agree
70
60 Moderately agree
50
Neither agree nor
40 disagree
20
Moderately
10
disagree
0 Strongly disagree
No: of Respondents
Chart no:32
It is clearly analyzed from the above chart that 88% of workers strongly agree,
10% of them moderately agree and 2% of them slightly agree that this is the best
possible origination for the workers to work.
4.1.33 Deciding to work for this organization was definite mistake on my
part
Page 98 of 126
Respondents
Strongly agree 0 0
Slightly agree 0 0
Total 100 100
Table no:33
Page 99 of 126
Strongly agree
80
70 Slightly agree
60
Moderately agree
50
disagree
30
Slightly disagree
20
10 Moderately
disagree
0
disagree
Chart no:33
According to the table it shows that among the 100 respondents 78% of them
slightly disagree 12% moderately disagree and 20% of them strongly disagree
with the opinion, on their decision to work for this organization was mistake. It
conveys us that majority of the workers viewed that they decided to work for the
organization was better decision taken by them
Page 100 of 126

4.2 HYPOTHESIS TESTING
4.2.1 Chi square test
1 Test to analyze the relationship between gender of the respondents and
organizational commitment
Ho: There is no significant relation between gender and organizational

commitment.
H1: There is significant relation between gender and organizational commitment.
Observation table
Organizational commitment
Page 101 of 126

Gender High Moderate Low Total
Female 12 8 8 28
Male 25 30 17 72
Total 37 38 25 100
Table no:34
O E O-E (O-E) 2 O-E2 /E
12 10.36 1.64 2.689 .259
8 10.64 -2.64 6.969 .654
8 7 1 1 .1428
25 26.64 -1.64 2.689 .1009
30 27.36 2.64 6.969 .2547
17 18 -1 1 .0555
Total 1.4669
Table no:35
O= Observed frequencies, E= Expected frequencies
Page 102 of 126

χ = Σ(O-E ) /E =1.4669
2 2
Degree of freedom
(r-1) (c-1)
(2-1) (3-1) =2
Table value of χ2 for 2 degree of freedom at 5% level of significance is 5.991
The calculated value is greater than the table value
So we accept Ho
INTERPRETATION
Therefore the two attributes gender and organizational commitment among
employees independent and there is no significant relation with in them
Page 103 of 126

2. Test to analyze the relationship between age of respondents and
organizational commitment
Ho: There is significant relation between age and organizational commitment.
H1: There is no significant relation between age and organizational commitment.
Observation table
Table no:36
Age High Moderate Low Total
25years 2 2 4 8
25-35years 8 3 6 17
35-45years 10 8 6 24
45-55years 15 10 5 30
55years 16 3 2 21
Total 51 26 23 100
Page 104 of 126
O E O-E (O-E) 2 O-E2 /E
2 4.08 -2.08 4.326 1.0602
2 2.08 -.08 6.4 3.0769
4 1.84 2.16 4.6656 2.5356
8 8.67 -0.67 0.4489 .0517
3 4.42 -1.42 2.016 .4561
6 3.91 2.09 4.368 1.1171
10 12.24 -2.24 5.017 .4099
8 6.24 1.76 3.0976 .4964
6 5.52 .48 .2304 .0417
15 15.3 -0.3 .09 5.882
10 7.8 2.2 4.84 .6205
5 6.9 -1.9 3.61 .5231
16 10.71 5.29 27.98 2.612
3 5.46 -2.46 6.05 1.108
Page 105 of 126

2 4.83 -2.83 8.009 1.658
Total 21.65
Table no:37
χ = Σ(O-E )/E
2 2
=21.65
Degree of freedom
(r-1) (c-1)
(5-1) (3-1) =8
Value of χ2 for 8 degree of freedom at 5% level of significance is 15.507
So we reject Ho
INTERPRETATION
Therefore the two attributes age and organizational commitment of the
employees are having significant relation among them.
Page 106 of 126

3. Test to analyze the relationship between year of experience of the
respondents and organizational commitment
Ho: There is significant relation between year of experience of the employees

and organizational commitment.
H1: There is no significant relation between year of experience of the employees

Observation table
Page 107 of 126

Year of High Moderate Low Total
experience
<5years 3 5 7 15
5-15years 15 6 4 25
15-25years 22 10 8 40
25-35years 12 6 2 20
Total 52 27 21 100
Table no:38
Page 108 of 126

O E O-E (O-E) 2 O-E2 /E
3 7.8 -4.8 43.04 4.95
5 4.05 0.95 0.9025 0.22
7 3.15 3.85 14.8225 4.71
15 13 2 4 0.31
6 6.75 -0.75 0.5625 0.08
4 5.25 -1.25 1.5625 0.296
22 20.8 1.2 1.44 0.07
10 10.8 -0.8 .64 0.06
8 8.4 -0.4 .16 0.02
12 10.4 1.6 2.56 0.025
6 5.4 0.6 0.36 0.07
2 4.2 -5.2 4.84 1.15
Total 12.78
Table no:39
Page 109 of 126

χ2 = Σ(O-E2 )/E
=12.78
Degree of freedom
(r-1) (c-1)
(4-1) (3-1) =6
Table value of χ2 for 6degree of freedom at 5% level of significance is 12.592
So we reject Ho
INTERPRETATION
Therefore there is significant relation between year of experience of the

employees and organizational commitment.
4.2.2 Correlation test to evaluate the “Relationship between
psychological climate and organizational commitment” among the
employees of HLL Lifecare Ltd.
Factors Psychological Organizational commitment

climate
Pressure 80 60
Support 40 22
Recognition 22 34
Fairness 16 10
Innovation 8 8
cohesion 17 10
Page 110 of 126

Table no:40
X Y XY X2 Y2
80 60 4800 6400 3600
40 22 880 1600 484
22 34 748 484 1369
16 10 160 256 100
8 8 64 64 64
17 10 170 100 100
183 147 6822 8904 5717
Table no:41
R= nΣxy-(ΣxΣy)/ √nΣx2-(Σx) 2 √ nΣy2-(Σy) 2
6*0.6822-183*147 /
√6*8904-1832√6*5717-1472
14031/
√19935√12693
Page 111 of 126

0.877
INTERPRETATION
The above statement reveals that correlation between psychological climate and
organizational commitment is .877 which shows a positive correlation. This
means that psychological climate and organizational climate is interrelated and
interdependent
5.1 FINDINGS
The primary objective of this study is to evaluate the “relationship between

psychological climate and organizational commitment” among the employees of
HLL Lifecare Ltd. For evaluating the relationship data were collected from 100
Page 112 of 126

employees. The data collected were analyzed through different statistical
methods such as percentage study, Chi square, and correlation to arrive at the
following findings.
1. Primary objective of this study is to evaluate the “relationship between

psychological climate and organizational commitment” among the employees of
HLL Lifecare Ltd. The value obtained in correlation test is .877 which showed a
positive correlation which means that psychological climate and organizational
climate is interrelated and interdependent.
2. It was observed that Out of the 100 respondents 28% of them are female and
72% are male.
3. There is no significant relationship between gender and organizational

commitment as the value
4. Out of the 100 respondents 30% of the workers included in 45-55years,

24% of the respondents are from age category 35-45 years, 21% of the
respondents are more than 55 years 17% of them are between 25-35 years and
the rest 8% are below 25 years.
5. There is significant relationship between age of the employees and

6. Out of the 100 respondents 15% of the employees are from less than 5 years
experience, 25% of the respondents are with 5-15 year experience, 40% of the
respondents are with 15 to 25 year experience 20% of them are between 25-35
years experience.
7. There is significant relationship between year of experience of the employees

8. It is observed that among the 100 respondents 32% of them slightly disagree
with the opinion that they are not sure how to complete their tasks.
Page 113 of 126

9. 34% of the respondents slightly disagree with that the quality of work suffers in
order to meet work quantity demands.
10. About 44% of the respondents moderately agree that they know about how
much their job contributes towards the achievement of organizational objectives.
11. Out of the 100 respondents 38% of them slightly agree that they know
thoroughly about the standard of performance expected form their position.
12. 48% of the respondents moderately agree that they receive feed back
regularly on their work done.
13. About 68% of the respondents strongly agree they utilize their full range of
skills for doing their job.
45% of the respondents moderately agree with the opinion that the have to do
overloaded amount of work
14. From the analysis among the 100 respondents 62% of them strongly agree
that hey communicate their work problems with their work mates.
15. 32% of respondents moderately disagree with the argument that they are not
informed about the change to policies and procedures until after the have been
implemented.
16. About 42% of the workers slightly agree with that the chain of authority is
clearly defined in the organization.
17. It is observed that 42% of respondents moderately agree that all the
organisational policies are applied fairly to all the members.
18. It was found that among the 100 respondents 36% of them moderately agree
that they get opportunities for further development of their skills.
Page 114 of 126

19. 28% of the respondents moderately agree that their supervisors care about
the problems the have with their job.
20. Out of the 100 respondents 83% of them strongly agree that the supervisor
plans work to ensure highest standard.
21. It was found that 44% of workers moderately agree that their views are
effectively represented by the supervisors in the meeting with other manager.
22. It was discovered that 64% of the respondents slightly agree with the
argument that supervisors have trust in workers ability to perform the job.
23. About 72% of the workers moderately agree that the ideas communicated by
them, are carefully listen by the other members of the work team.
24. From the analysis, about 48% of the respondents put a great deal of effort
beyond what is normally expected in order to help the organization.
25. It was identified that out of the 100 workers 34% strongly agree and others
agreed that this is a better organization to work.
26. Out of the 100 respondents 46% of them moderately disagree with the
opinion that they feel little loyalty to this organization.
26. 30% of the workers neither agree nor disagree and 22% slightly agree with
the argument that their values and organizational values are similar.
28. 72% of the respondents strongly agree that they are very proud to say that
they are the part of the organization.
29. About 40% of the respondents show neither agree nor disagree towards their
willingness to work in different organization if the work is similar.
30. It was found that 64% of the workers strongly agree that the organization
really inspires the best in workers, in the way of job performance.
Page 115 of 126

31. It was found that majority of the workers are extremely happy for selecting
this organization to work.
32. About 36% of the respondents moderately disagree with the argument that
they do not gained too much by sticking with this organization.
33. It was observed that majority of respondents agree with the organization
policies on matters relating to its employees.
34. 78% of the respondents agrees that the care about the fate of the
organization.
35. Out of the 100 respondents 88% of them strongly agree with that this is the
best organization for them to work.
36. Among the 100 respondents, 78% of them slightly disagree with the
argument that their decision to work for this organization was a mistake.
6.1 SUGGESTIONS
Based on the findings of the study conducted on the “The relationship between
psychological climate and organizational commitment” following suggestions are
made.
Page 116 of 126

1. Organization should create suitable psychological climate through
effective communication system.
2. Organization should encourage superior subordinate relationship.
3. Should give respect to individual workers and their ideas.
4. Organization should develop organizational commitment among the

workers by providing suitable psychological climate.
5. It should also give importance to develop excellent work culture.
6. Certain evaluation programs can be conducted to measure the

psychological aspects of the employees and can take immediate actions
to solve the problem, which will result in improving the organizational
commitment of employees.
7.1 CONCLUSION
Page 117 of 126

The results support the hypotheses that an individual's perception of the
psychological climate in the organization has a significant positive impact on
his/her commitment towards the organization. Thus we can come into a
conclusion that the factors of psychological climate have strong relation with
organizational commitment. The results of correlation analysis on the
components of psychological climate i.e., autonomy, trust, pressure, cohesion,
support, recognition, fairness and innovation have significant effect on the
explanation of variance of dimensions of organizational commitment. More over
out of three hypotheses which are formulated to check the relation between
organizational commitment and demographic variables such as age, gender and
year of experience, two of them age and year of experience of the employees
have significant relation and gender doesn’t have any relation.
Page 118 of 126

BIBILOGRAPHY
Company manuals and Publications
Company website www.hindilatex.com
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Burke, M.J., Borucki, C.C., & Kaufman, J.D. (2002). Contemporary perspectives
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Cohen, A. (1996). On the discriminant validity of the Meyer and Allen measure of
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publishing house Mumbai, 1998
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antecedents.
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Page 122 of 126

QUESTIONNAIRE
A Study on Relationship between Psychological Climate and
Organizational Commitment among Employees in HLL Lifecare Ltd,
Trivandrum
Personal details
Age : <25yrs [ ] 25-35yrs [ ] 35-45yrs [ ] 45-55yrs [ ] 55yrs<more[]
Gender : Male [ ] Female [ ]
Education : SSLC [ ] Diploma [ ] Graduate [ ] Others [ ]
Year of Experience : <5yrs [ ] 5-15yrs [ ] 15-25yrs [ ] 25-35yrs [ ]
1. Strongly agree 2. Slightly agree 3. Moderately agree

4. Neither agree nor disagree 5. Slightly disagree 6. Moderately
disagree 7. Strongly disagree
Read the following questions and mark the appropriate check box that running
from the extent to which you agree with each of the following statements on a
scale running from Strongly agree to strongly disagree.
1) Some times I am not sure how to complete all tasks I have been assigned
1. 2. 3. 4. 5. 6. 7.
2) At times I feel quality of my work suffers in order to meet work quantity
demands
1. 2. 3. 4. 5. 6. 7.
3) I understand how my job contributes to the achievement of workplace
objectives
1. 2. 3. 4. 5. 6. 7.
4) I understand the standard of performance expected of my position
1. 2. 3. 4. 5. 6. 7.
5) I regularly receive feedback on how well I’m doing my job
1. 2. 3. 4. 5. 6. 7.
Page 123 of 126

6) My job requires me to use the full range of my skills

1. 2. 3. 4. 5. 6. 7.
7) At times I feel overloaded with the amount of work I am required to do
1. 2. 3. 4. 5. 6. 7.
8) My workmates and I discuss work problems and expectations freely
1. 2. 3. 4. 5. 6. 7.
9) Often I am not informed about changes to policies and procedures until after
they have been implemented
1. 2. 3. 4. 5. 6. 7.
10) I feel that the organizational hierarchy or chain of authority is clearly defined
1. 2. 3. 4. 5. 6. 7.
11) I feel that all organizational policies are applied fairly to all organization
members
1. 2. 3. 4. 5. 6. 7.
12) My workplace provides me with opportunity to further develop my skills and
abilities
1. 2. 3. 4. 5. 6. 7.
13) I feel that my supervisor cares about the problems I have with my job.
1. 2. 3. 4. 5. 6. 7.
14) My supervisor plans work to ensure that it is complete with the highest
possible standard?
1. 2. 3. 4. 5. 6. 7.
Page 124 of 126

15) I trust my supervisor to effectively represent my views in meetings with other

managers
1. 2. 3. 4. 5. 6. 7.
16) My supervisor shows trust in my ability to perform my job
1. 2. 3. 4. 5. 6. 7.
17) When I communicate my ideas to members of my work team they listen and
are supportive
1. 2. 3. 4. 5. 6. 7.
18) I am willing to put in a great deal of effort beyond what is normally expected
in order to help this organization be successful
1. 2. 3. 4. 5. 6. 7.
19) I talk up this organization to my friends as a great organization to work for
1. 2. 3. 4. 5. 6. 7.
20) I feel very little loyalty to this organization
1. 2. 3. 4. 5. 6. 7.
21) I find that my values and the organization values are very similar
1. 2. 3. 4. 5. 6. 7.
22) I am proud to tell others that I am a part of this organization
1. 2. 3. 4. 5. 6. 7.
23) I will be ready to work in a different organization if the type of work is similar
1. 2. 3. 4. 5. 6. 7.
24) This organization really inspires the very best in me in the way of job
performance
1. 2. 3. 4. 5. 6. 7.
Page 125 of 126

25) I am extremely glad that I chose this organization to work for over others I
was considering at the time I joined
1. 2. 3. 4. 5. 6. 7.
26) There is not too much to be gained by sticking with this organization
indefinitely
1. 2. 3. 4. 5. 6. 7.
27) Often I find it difficult to agree with these organizations policies on important
matters relating to its employees
1. 2. 3. 4. 5. 6. 7.
28) I really care about the fate of this organization
1. 2. 3. 4. 5. 6. 7.
29) For me this is the best of all possible organization for which to work
1. 2. 3. 4. 5. 6. 7.
30) Deciding to work for this organization was definite mistake on my part
1. 2. 3. 4. 5. 6. 7.
Page 126 of 126

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1.

Because of the rise in population index it leads to unemployment and adversely

Contraception is the use of any of various methods to prevent pregnancy. family

India is a nation where birth control techniques have a greater significance in

This effort was undertaken indigenously with minimal imports, effecting

1.3.1 Objectives of HLL Lifecare Ltd

1. To maximize capacity utilization of the existing plants.

2. To increase the profitability of the company and to maximize generation of

3. To take up social marketing projects.

4. To maintain and improve the existing cordial relationship between

5. To make continuous effort for up gradation of technology and quality to be

6. To improve substantially direct market for all products.

7. To maximize cost reduction.

8. To explore possibilities for strategies for diversification.

10. To strengthen information, education and communication aimed at

1.3.2 MOTTO, VISION AND MISSION OF HLL

“Innovating for healthy generations”

• Provide best value to the customer

2.1.1 THE FORMATION OF CLIMATE

As discussed previously, two of the earliest and most criticized approaches to

A more appropriate approach is that of the interactive approach. The interactive

Climate is created through the interaction between members of the organisation

The psychological climate concept is defined as being a multidimensional

Psychological climate guides behaviors with the aim of meeting organizational

Additionally, whilst psychological climate is a multidimensional construct there is

Reflecting on the research conducted by Wilderom et al. (2000), Patterson et al.

In the process of conducting a meta-analytic review of the psychological climate

Researchers have assessed an array of psychological climate dimension, for

First, psychological climate is conceptually different from organisational climate

The psychological climate domains and dimensions reflect the definitions of

2.2.1 Major factors affecting psychological climate

Cohesion: the perception of togetherness of sharing with in the organization

Trust: the perception of freedom to communicate openly with members at higher

Fairness: the perception that organizational practices are equitable and no

2.3 ORGANISATIONAL COMMITMENT

Herscovitch and Meyer’s definition states that the degree to which an

Commitment has recently been defined as “a force that binds an individual

Involvement takes one of three forms, ranging from total commitment to no

Continuance commitment has to do with a member's dedication to the survival of

Organizational commitment has an important place in the study of organizational

Mowday, Steers, and Porter (1979) identified commitment-related attitudes and

Sheldon (1971) defines commitments as being a positive evaluation of the

According to Buchanan (1974) most scholars define commitment as being a

Affective commitment is defined as the emotional attachment, identification, and

Porter et al (1974) further characterize affective commitment by three factors (1)

Mowday et al (1979) further state that affective communication is “when the

Continuance commitment is the willingness to remain in an organization because

Continuance commitment also includes factors such as years of employment or

Normative commitment (Bolon, 1993) is the commitment that a person believes

Continuance commitment studies two antecedents: investments and alternatives.

Research on commitment outcomes examines whether the different components

Retention of employee appears to be one of the most studied outcomes of

Citizen behavior, or extra-role behavior, has also been studied in regards to

Overall, there have been numerous studies of organizational commitment. From

In general, organizational commitment is considered a useful measure of

Lio (1995) concluded that “workers’ organizational commitment is significantly

Meyer et al (1993) found a positive relationship between commitment and extra

A study on relationship between organizational commitment and organizational

The present study is to investigate the relationship between 2 variables in order

To be specific, the present study bears the following objectives

2.1.1 Primary objective:

2.1. 2 Secondary objectives: