INTRODUCTION

Organizational climate is comprised of mixture of norms, values, expectations, policies and procedures that influence work motivation, commitment and ultimately, individual and work unit performance. Positive climate encourages, while negative climates inhibits discretionary effort. Organizational climate refers to the quality of working environment. If people feel that they are valued and respected within the organization, they are more likely to contribute positively to the achievements of the business outcomes. Creating a healthy organizational climate requires attention to the factors which influence employees perceptions, including the quality of leadership, the way in which decisions are made and whether the efforts of employees are recognized. In fact Climate may be thought of as the perceptions of the characteristics of an organization. Climate for an organization is somewhat like the personality for a person. Just as every individual has a personality that makes each person unique, each organization has an organizational climate that clearly distinguishes its personality from other organization. Every organization is different and has a unique feeling and character beyond its structural characteristics. Thus every organization deals with its member in a distinct way through its policies on allocations of resources, communication pattern, reward and penalty, leadership and decision making style, etc. The organizational policy and conviction with regard to all these and a cluster of other related activities influence the feelings, attitudes and behavior of its members and results in the creation of the unique organizational climate. The content of organizational climate has varied widely and they include almost all the important aspect of organizations such as structure, communication, leadership, Conflicts, reward system, inter personal relationships organizational effectiveness, reasonability and so forth. It has been pointed out that the contents of the climate constructed by various researches overlap wit many other major concepts in

organizational behavior Glick, 1985). Such overlaps seems to have promoted researchers to raise the question how the concept of climate is different from other organizational variables, especially, structure and job satisfaction.

IMPACT OF ORGANIZATIONAL CLIMATE:

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

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

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

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

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Organizational climate have used data relating to individual perception of organizational properties in identifying organizational climate. Denison (1996) argues that developing a universal set of dimensions was often the central issue of the climate researchers so that comparative studies could be made possible in different organizational settings. He compared this approach to that of the culture research that used a postmodem perspective which examined the qualitative aspects of individual social contexts where each culture that was seen as unique and was not expected to have generalisable qualities which had become central to the climate research. Jones and James (19790 argued that one of the assumptions of the climate literature is that a relatively limited number of dimensions could characterise a wide cross-section of social settings. Jones and James labelled their factors as follows: Conflict and ambiguity, which reflected perceived conflict in organizational goals and objectives, combined with ambiguity of organizational structure and roles, a lack of interdepartmental cooperation, and poor communication from management. Also

included were poor planning, inefficient job design, a lack of awareness of employee needs and problems, and a lack of fairness and objectivity in the rewards process. Job challenge, importance and variety, which reflected a job perceived as challenging, which involve a variety of duties, including dealing with other people. The job was seen as providing autonomy and feedback, and demanding high standards of quality and performance. Leader facilitation and support, which reflected perceived leader behaviors such as the extent to which the leader was seen as helping to accomplish work goals by means of scheduling activities, planning, etc., as well as the extent to which he was perceived as facilitating interpersonal relationships and providing personal support. Workgroup cooperation, friendliness, and warmth, which generally described relationships among group members and their pride in the workgroup. Professional and organizational esprit, which reflected perceived external image and desirable growth potential offered by the job. Also included were perceptions of an open atmosphere to express ones feelings and thoughts, confidence in the leader, and consistently applied organizational policies, combined with nonconflicting roles expectations and reduced job pressure. Job standards, which reflected the degree to which the job was seens as having rigid standards of quality and accuracy, combined with inadequate time, manpower, training and resources to complete the task.

OBJECTIVES

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

LIMITATIONS

Opinions of employees may be biased at time. The sample size consists of 50 among 160 employees. Finding of the study has its own limitations.

AXON HOSPITALS
Company Overview:
Axon Hospital is a unit of Sri Venkateswara Neuro & Superspeciality Hospitals Pvt Ltd. It is an organization started with a noble aim of serving the population in the fields of eurosciences and Cardiology. Axon Hospitals is located in the heart of the city in a prime locality at S.R Nagar, Bombay highway. The locality is thickly populated with around 20 Lakhs population distributed within 5 km radius. The population comprise of middle class, upper middle class and higher income group with good financial affordability, literacy and health awareness.

In this area more than 2000 qualified medical practitioners, 500 nursing homes, 20 multispeciality hospitals, 5 superspeciality hospitals are providing services to the public. These medical centers are in desperate need of NeuroCardiac centers to provide tertiary care in these fields. There are around 5 to 10 accidents taking place on the highway with polytrauma and neurosurgical injuries. The best accessibility of our institute ensures prompt medical and surgical tertiary level services to these patients Axon Hospitals is located in the heart of the city in a prime locality at S.R Nagar, Bombay highway. The locality is thickly populated with around 20 Lakhs population distributed within 5 km radius. The population comprise of middle class, upper middle class and higher income group with good financial affordability, literacy and health awareness.

In this area more than 2000 qualified medical practitioners, 500 nursing homes, 20 multispeciality hospitals, 5 superspeciality hospitals are providing services to the public. These medical centers are in desperate need of NeuroCardiac centers to provide tertiary care in these fields. There are around 5 to 10 accidents taking place on the highway with polytrauma and neurosurgical injuries. The best accessibility of our institute ensures prompt medical and surgical tertiary level services to these patients

Vision
To become leading service provider in hospital industry and consistently exceed the peoples expectations.

Mission
To increase the overall productive service. To achieve zero patient complaint status. To consistently upgrade and improve the systems to enhance the service. public satisfaction.

HRD Policy
To establish sound education system for imparting to all employees at all levels there by enhancing knowledge and skill to perform their job letter and to accomplish organization goals which ultimately end in customer delight.

About Axon Hospitals

Medical Departments Available In The Hospital Neurology Neurosurgery Neuropsychiatry Polytrauma Orthopedics ENT Internal Medicine General Surgery Gynecology & Obstetrics Urology

 Nephrology Cardiology Dermatology Cosmetology Pulmonology Gastroenterology Plastic Surgery Oncology Endocrinology Radiology Pathology, Biochemistry & Microbiology Physiotherapy

Operating sequence

The company runs in 3 shifts per day and runs for 304 days per year. Shift schedule (factory) Shift I Shift II Shift III 12.00 am to 8.00 am 8.00 am to 4.00 pm 4.00 pm to 12.00 am

Shift schedule (office) Shift-general 9.00 am to 5.00 pm

Contact Address:
AXON HOSPITALS, # 8-3-215, Srinivasanagar colony (west), S.R.Nagar, Hyderabad 500038. Phone: 040-44505555 to 44505584. Fax: 040-44505585. Web-site: www.axonhospitals.com E-mail:axonhospital@gmail.com

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ORGANIZATION CHART

11

REVIEW OF LITERATURE

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

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Early Formulations of the climate construct

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

Three approaches to the climate construct

James and Jones (1974) conducted a major review of the theory and research on organizational climate ad identified climate in three separate ways that were not mutually exclusive, (a) multiple measurement organizational attribute approach, (b) perceptual measurement organizational attribute approach, and (c) the perceptual measurement individual attribute approach.

13

In the multiple measurement organizational approach james and jones cite forehand and Gilmer (1964) as defining organizational climate as a defining organizational climate as a set of characteristics that describe an organization and that (a) distinguish the organization from other organizations (b) are relatively enduring over time, and (c) influence the behavior of people in the organization. Schneider and Bartlett (1968) had proposed four organizational climate dimensions, Individual autonomy: based on the factors of the individual responsibility, agent interdependence, rules orientation and opportunities for exercising individual initiative. The degree of structure imposed upon the position: based on the factors of structure, managerial structure and the closeness of supervision. Reward orientation: based upon the factors of reward, general satisfaction, promotional-achievement orientation, and being profit minded and sales oriented. Consideration, warmth and support: based upon the factors of managerial support, nurturing of subordinates and warmth and support. In reviewing psychological climate as a set of perceptually based, psychological attributes Jones and James (1979) noted that the process reflected the developments that had occurred in the conceptualization of climate and the nature of its major influences. They propose that psychological climate: (a) refers to the individuals cognitively based description of the situation; (b) involves a psychological processing of specific perceptions into more abstract depictions of the psychologically meaningful influences in the situation; (c) tends to be closely related to situational characteristics that have relatively direct and immediate ties to the individual experience; and (d) is multidimensional, with a central core of dimensions that apply across a variety of situations(through additional dimensions might be need to better describe particular situations. (Jones and James, 1979, p.205)

14

Schneider and Hall (1972) describe climate as a global perception held by individuals about their own organizational environment. Schneider and Snyder (1975) further clarified the approach by defining climate as a summary perception which individuals form of (or about) an organization. For them it is a global impression of the organization.

Development of Climate Instruments

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

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

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

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

( = X

x )

/N

ANOVA: The analysis of variance frequently referred to by the contraction ANOVA is a statistical technique specially designed to test whether the means of more than two quantitative populations are equal.

17

The analysis of variance technique developed by R.A. Fisher in 1920s diversified practical problems. Basically, it consists of classifying and cross classifying statistical results and testing whether the means of a specified classification differ significantly. In this way it is determined whether the given classification is important in affecting the results. In one way classifications the data are classified according to only one criterion. The null hypothesis is H0=M1=M2=M3=.MK. H1=M1=M2=M3=.....MK. To find the correlation factor: C.F = T2 Total number of items in the given data. To calculate the value of F:

F=

Variance between Samples Variance with in Samples Source of Variation Sum of Squares SSC SSE Degree of Freedom V1=C-1 V2=N-C SSC/C-1 SSE/N-C Variance

Between Samples Within Samples

SCOPE OF THE STUDY

18

The scope of this study confined to Axon Hospitals, Hyderabad . This study will give a brief picture of human side of the employees to know the level of climate prevailing in the organization.

ANALYSIS AND INTERPRETATION

Table 1: Age of the respondents
S. No. 1. 2. 3. 4 Age 20 30 years 30 40 years 40 - 50 years Above 50 Total No of Respondents 19 66 10 5 100 Percentage 19 66 10 5 100

Chart 1: Age of the respondents

70 66

60

50

Inference:

Per cen tag e

40

30 19 10 5 0 20 30 years 30 40 years 40 - 50 years Above 50

20

10

19

The above reveals the fact that Majority of the respondents, about 66% belong to the category of 3040 years of age and 19% belong to the category of 20-30 years of age and 10% belong to the category of 40-50 years of age and 5% belong to the category of above 50 years of age.

Table 2: Educational Qualification of the respondents

S. No. 1. 2. 3. 4. 5. Qualification Below SSLC SSLC XII Diploma Degree Total No of Respondents 18 45 30 5 2 100 Percentage 18 45 30 5 2 100

Chart 2: Educational Qualification of the respondents

50 45 40 35 30 25 20 15 10 5 0 Below SSLC SSLC XII 5 2 Diploma Degree 18 30 45

Per cen tag e

20

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

Table 3: Respondents working years of experience in SIRF

S. No. 1. 2. 3. 4. 5. Working Since Below 5 5 10 10 15 15 20 Above 20 Total No of Respondents 12 10 52 20 6 100 Percentage 12 10 52 20 6 100

Chart 3: Respondents working years of experience in SIRF

60 52 50

40

Inference:

Per cen tag e

30

20 12 10

20

10 6

0 Below 10

5 10

10 15

15 20

Above 20

21

From the above fact, the workings experiences in the organization of the respondents are about 52% belong to the category of 10-15 years and 20% belong to the category of 15-20 years. 6% of the respondents belong to the category of above 20 years and 10% of the respondents belong to the category of 5 -10 years and 12% belong to the category of below 5 years.

Table 4: Response regarding safe working environment

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 4 4 71 21 100 Percentage 4 4 71 21 100

Chart 4: Response regarding safe working environment

22

80

70
60 50 40 30 20 10 4 0 Strongly Disagree 4 0 Disagree Neutral

71

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

Table 5: Response regarding work area with clean, comfortable and necessary equipments
S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 8 4 63 25 100 Percentage 8 4 63 25 100

Per cen tag e

21

Agree

Strongly Agree

23

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

50

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

Table 6: Response regarding maintaining a good balance between work & other aspects of life

Per cen tag e

40

30 25

20

10 0 Strongly Disagree

8 4

Disagree

Neutral

Agree

Strongly Agree

24

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 2 1 3 70 24 100

Percentage 2 1 3 70 24 100

Chart 6: Response regarding maintaining a good balance between work & other aspects of life
80 70 60 50 40 30 24 20 10 2 0 Strongly Disagree 1 Disagree 3 Neutral Agree Strongly Agree 70

Inference:

Per cen tag e

25

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

Table 7: Response regarding satisfaction with the working condition

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 3 7 1 72 17 100 Percentage 3 7 1 72 17 100

Chart 7: Response regarding satisfaction with the working condition

26

80 72 70 60 50 40 30 20 10 3 0 Strongly Disagree Disagree

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

Table 8: Response regarding flexibility to arrange work schedule to meet personal/family responsibilities
S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 18 4 65 13 100 Percentage 18 4 65 13 100

Per cen tag e

17 7 1 Neutral Agree Strongly Agree

27

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

50

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

Table 9: Response regarding superior help and support

Per cen tag e

40

30

20

18 13

10 4 0 0 Strongly Disagree Disagree Neutral Agree Strongly Agree

28

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 1 1 2 75 21 100

Percentage 1 1 2 75 21 100

Chart 9: Response regarding superior help and support

80 70 60 50 40 30 20 10 0 1 Strongly Disagree 1 Disagree 2 Neutral

75

Inference:

Per cen tag e

21

Agree

Strongly Agree

29

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

Table 10: Response regarding feedback by superior

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 9 69 21 100 Percentage 1 9 69 21 100

Chart 10: Response regarding feedback by superior

30

80 70 60 69

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

Table 11: Response regarding working with co-workers

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 72 27 100 Percentage 1 72 27 100

Per cen tag e

50 40 30 20 10 0 0 Strongly Disagree 1 Disagree Neutral Agree Strongly Agree 9 21

31

Chart 11: Response regarding working with co-workers

80 72 70 60 50 40 30 20 10 0 0 Strongly Disagree 0 Disagree 1 Neutral Agree Strongly Agree

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

Table 12: Response regarding communication

Per cen tag e

27

32

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 6 6 66 22 100

Percentage 6 6 66 22 100

Chart 12: Response regarding communication

70

66

60

50

Inference:

Per cen tag e

40

30 22 20

10 0 Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

33

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

Table 13: Response regarding department contribution

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 1 24 66 28 100 Percentage 1 1 24 66 28 100

Chart 13: Response regarding department contribution

34

70

66

60

50

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

Table 14: Response regarding department meets its customer requirements

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 2 68 29 100 Percentage 1 2 68 29 100

Per cen tag e

40

30 24 20

28

10 1 Strongly Disagree 1 Disagree Neutral Agree Strongly Agree

35

Chart 14: Response regarding department meets its customer requirements

80 70 60 50 40 30 20 10 0 1 Strongly Disagree 0 Disagree 2 Neutral Agree Strongly Agree 29 68

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

Table 15: Response regarding management attention towards suggestion

Per cen tag e

36

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 1 75 24 100

Percentage 1 75 24 100

Chart 15: Response regarding management attention towards suggestion

80 70 60 50 40 30 24 20 10 0 0 Strongly Disagree 0 Disagree 1 Neutral Agree Strongly Agree 75

Inference:

Per cen tag e

37

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

Table 16: Response regarding trust in management

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 1 66 32 100 Percentage 1 1 66 32 100

Chart 16: Response regarding trust in management

38

70

66

60

50

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

Table 17: Response regarding management understanding

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 2 4 68 26 100 Percentage 2 4 68 26 100

Per cen tag e

40 32

30

20

10 0 Strongly Disagree 1 Disagree 1 Neutral Agree Strongly Agree

39

Chart 17: Response regarding management understanding

80 70 60 50 40 30 20 10 0 0 Strongly Disagree 2 Disagree 4 Neutral Agree Strongly Agree 68

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

Table 18: Response regarding treated with respect

Per cen tag e

26

40

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 2 4 69 25 100

Percentage 2 4 69 25 100

Chart 18: Response regarding treated with respect

80 70 60 50 40 30 20 10 0 0 Strongly Disagree 2 Disagree 4 Neutral Agree Strongly Agree 69

Inference:

Per cen tag e

25

41

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

Table 19: Response regarding suggestions for the development of the organization
S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 2 2 74 21 100 Percentage 1 2 2 74 21 100

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

42

80 74 70 60 50 40 30 20 10 0 1 Strongly Disagree 2 Disagree 2 Neutral Agree Strongly Agree 21

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

Table 20: Response regarding information

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 2 4 29 64 20 100 Percentage 2 4 29 64 20 100

Per cen tag e

43

Chart 20: Response regarding information

70 64 60

50

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

Table 21: Response regarding work process

Per cen tag e

40 29 20

30

20

10 2 0 Strongly Disagree 4 Disagree Neutral Agree Strongly Agree

44

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 3 3 74 20 100

Percentage 3 3 74 20 100

Chart 21: Response regarding work process

80 74 70 60 50 40 30 20 10 0 0 Strongly Disagree 3 Disagree 3 Neutral Agree Strongly Agree 20

Inference:

Per cen tag e

45

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

Table 22: Response regarding involvement in decision making

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 4 15 62 18 100 Percentage 1 4 15 62 18 100

Chart 22: Response regarding involvement in decision making

46

70 62 60

50

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

Table 23: Response regarding individual needs

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 14 12 61 13 100 Percentage 14 12 61 13 100

Per cen tag e

40

30

20 15 10 4 0 1 Strongly Disagree Disagree Neutral Agree

18

Strongly Agree

47

Chart 23: Response regarding individual needs

70 61

60

50

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

Table 24: Response regarding knowledge of other department

Per cen tag e

40

30

20 14 10 0 Strongly Disagree Disagree Neutral Agree Strongly Agree 12 13

48

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 1 4 12 61 13 100

Percentage 1 4 22 61 12 100

Chart 24: Response regarding knowledge of other department

70 61

60

50

Inference:

Per cen tag e

40

30 22 20 12 10 4 0 1 Strongly Disagree Disagree Neutral Agree Strongly Agree

49

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

Table 25: Response regarding recognition of good work

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 4 6 65 25 100 Percentage 4 6 65 25 100

Chart 25: Response regarding recognition of good work

50

70 65 60

50

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

Table 26: Response regarding receiving appropriate feedback about performance

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 4 3 77 15 100 Percentage 1 4 3 77 15 100

Per cen tag e

40

30 25

20

10 4 0 0 Strongly Disagree Disagree

Neutral

Agree

Strongly Agree

51

Chart 26: Response regarding receiving appropriate feedback about performance

90 80 70 60 77

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

Table 27: Response regarding work expectation

Per cen tag e

50 40 30

20
10 0 1 Strongly Disagree 4 Disagree 3 Neutral Agree

15

Strongly Agree

52

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 2 10 70 18 100

Percentage 2 10 70 18 100

Chart 27: Response regarding work expectation

80 70 60 70

Inference:

Per cen tag e

50 40 30 20 10 0 0 Strongly Disagree 2 Disagree Neutral Agree Strongly Agree 10 18

53

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

Table 28: Response regarding satisfaction with the pay and benefit
S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 3 17 3 60 17 100 Percentage 3 17 3 60 17 100

Chart 28: Response regarding satisfaction with the pay and benefit

54

70 60

60

50

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

Table 29: Response regarding promotions based on the performance

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 9 10 67 13 100 Percentage 1 9 10 67 13 100

Per cen tag e

40

30

20

17

17

10 3 0 Strongly Disagree Disagree 3 Neutral Agree Strongly Agree

55

Chart 29: Response regarding promotions based on the performance

80 70 60 50 40 30 20 10 0 1 Strongly Disagree Disagree Neutral Agree Strongly Agree 9 10 13

67

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

Table 30: Response regarding job related training

Per cen tag e

56

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 2 5 3 72 18 100

Percentage 2 5 3 72 18 100

Chart 30: Response regarding job related training

80 72 70 60 50

Inference:

Perc entag e
40 30 20 10 2 0 Strongly Disagree 18 5 Disagree 3 Neutral Agree Strongly Agree

57

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

Table 31: Response regarding skills to perform job effectively

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 4 68 28 100 Percentage 4 68 28 100

Chart 31: Response regarding skills to perform job effectively

58

80 70 60 50 40 30 20 10 4 0 0 Strongly Disagree 0 Disagree Neutral Agree Strongly Agree 28 68

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

Table 32: Response regarding improving performance

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 4 14 71 21 100 Percentage 4 14 71 21 100

Per cen tag e

59

Chart 32: Response regarding improving performance

80 70 60 50 40 30 20 14 10 4 0 0 Strongly Disagree Disagree Neutral Agree Strongly Agree 21 71

Inference:
From the above fact it is clear that majority of the respondents, about 21% strongly agree and 71% agree that training helps to improve performance. 14% have no opinion and 4% strongly disagree.

Table 33: Response regarding stress in job

Per cen tag e

60

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 1 50 5 35 9 100

Percentage 1 50 5 35 9 100

Chart 33: Response regarding stress in job

60

50

50

40 35

Inference:

Per cen tag e

30

20

10 5 1 0 Strongly Disagree Disagree Neutral Agree

Strongly Agree

61

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

Table 34: Response regarding career development

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 2 5 75 18 100 Percentage 2 5 75 18 100

Chart 34: Response regarding career development

62

80 70 60 50 40 30 20 10 0 0 Strongly Disagree 2 Disagree

75

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

Table 35: Response regarding work overloaded

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 2 45 10 38 5 100 Percentage 2 45 10 38 5 100

Per cen tag e

18

5 Neutral Agree Strongly Agree

63

Chart 35: Response regarding work overloaded

50 45 40 35 45

38

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

Table 36: Response regarding willingness to put extra effort

Per cen tag e

30 25 20 15 10 5 0 10 5 2 Strongly Disagree Disagree Neutral Agree Strongly Agree

64

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 1 1 2 75 21 100

Percentage 1 1 2 75 21 100

Chart 36: Response regarding willingness to put extra effort

80 70 60 50 75

Inference:

Perce ntage
40 30 20 10 0 1 Strongly Disagree 1 Disagree 2 Neutral Agree Strongly Agree 21

65

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

Table 37: Response regarding proud to work in SIRF

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 2 67 30 100 Percentage 1 2 67 30 100

Chart 37: Response regarding proud to work in SIRF

66

80 70 60

67

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

Table 38: Response regarding loyal towards SIRF

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 3 65 31 100 Percentage 1 3 65 31 100

Perc entag e
50 40 30 20 10 0 0
Strongly Disagree

30

1
Disagree

2
Neutral Agree Strongly Agree

67

Chart 38: Response regarding loyal towards SIRF

70 65 60

50

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

Table 39: Response regarding plan to spend entire career in SIRF

Per cen tag e

40

30

31

20

10 0 0
Strongly Disagree

1
Disagree

3
Neutral Agree Strongly Agree

68

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

Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Number of Respondents 3 21 67 29 100

Percentage 3 21 67 29 100

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

80 70 60

67

Inference:

Per cen tag e

50 40 30 20 10 0 0 Strongly Disagree 3 Disagree Neutral Agree Strongly Agree 21 29

69

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

Table 40: Response regarding high working morale

S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 1 3 65 31 100 Percentage 1 3 65 31 100

Chart 40: Response regarding high working morale

70

70 65 60

50

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

Table 41: Response regarding recommending SIRF to others as a best place to work
S. No. 1. 2. 3. 4. 5. Opinion Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents 5 1 59 35 100 Percentage 5 1 59 35 100

Per cen tag e

40 31

30

20

10 0 Strongly Disagree 1 Disagree 3 Neutral Agree Strongly Agree

71

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

70

60

59

50

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

Response regarding the strength of the organisation

Team work. New ideas, Quality, Trust, Hard work and unity. Achieving target

Per cen tag e

40 35

30

20

10 5 0 0 Strongly Disagree Disagree 1 Neutral Agree Strongly Agree

72

Safe working environment. Trusting employees. Excellent working environment. Treat everybody as equal. Producing quality service that meet patient requirements. Employees valuable contribution. Appropriate and relevant suggestions by superior.

Response regarding areas need improvement in the organization

Environment working condition. Production capacity to be increased. Need to improve manual operating system. Need to recruit people of required education qualification.

OVERALL ORGANIZATIONAL CLIMATE

Objective: To find the overall Organizational Climate level in the organization. Karl Pearsons standard deviation is applied to analysis the level of Organizational Climate in the organization. 73

Table 42:
No of Response 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 Values(X) 155 140 142 159 148 148 165 152 163 177 118 143 152 152 158 144 142 138 139 147 190 150 154 151 146 166 150 148 150 167 171 158 148 146 166 173 168 168 157 126 148 (X- x ) 3.05 -11.95 -9.95 7.05 -3.95 -3.95 13.05 0.05 11.05 25.05 -33.95 -8.95 0.05 0.05 6.05 -7.95 -9.95 -13.95 -12.95 -4.95 38.05 -1.95 2.05 -0.95 -5.95 14.05 -1.95 -3.95 -1.95 15.05 19.05 6.05 -3.95 -5.95 14.05 21.05 16.05 16.05 5.05 -25.95 -3.95 (X- x )2 9.3025 142.8025 99.0025 49.7025 15.6025 15.6025 170.3025 0.0025 122.1025 627.5025 1152.603 80.1025 0.0025 0.0025 36.6025 63.2025 99.0025 194.6025 167.7025 24.5025 1447.803 3.8025 4.2025 0.9025 35.4025 197.4025 3.8025 15.6025 3.8025 226.5025 362.9025 36.6025 15.6025 35.4025 197.4025 443.1025 257.6025 257.6025 25.5025 673.4025 15.6025 74

42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86

169 150 129 137 152 149 152 152 152 147 152 152 180 173 152 152 152 152 152 119 176 152 163 152 160 155 161 170 145 156 164 144 145 144 149 158 141 153 162 136 131 138 146 152 144

17.05 -1.95 -22.95 -14.95 0.05 -2.95 0.05 0.05 0.05 -4.95 0.05 0.05 28.05 21.05 0.05 0.05 0.05 0.05 0.05 -32.95 24.05 0.05 11.05 0.05 8.05 3.05 9.05 18.05 -6.95 4.05 12.05 -7.95 -6.95 -7.95 -2.95 6.05 -10.05 1.05 10.05 -15.95 -20.95 -13.95 -5.95 0.05 -7.95

290.7025 3.8025 526.7025 223.5025 0.0025 8.7025 0.0025 0.0025 0.0025 24.5025 0.0025 0.0025 786.8025 443.1025 0.0025 0.0025 0.0025 0.0025 0.0025 1085.703 578.4025 0.0025 122.1025 0.0025 64.8025 9.3025 81.9025 36.6025 36.6025 36.6025 36.6025 36.6025 48.3025 63.2025 8.7025 36.6025 119.9025 1.1025 101.0025 254.4025 433.9025 194.6025 35.4025 0.0025 63.2025 75

87 88 89 90 91 92 93 94 95 96 97 98 99 100

139 137 142 145 144 148 166 176 89 184 184 146 145 145 x = 15195

-12.95 -14.95 -9.95 -6.95 -7.95 -3.95 14.05 24.05 -62.95 32.05 32.05 -5.95 -6.95 -6.95

167.7025 223.5025 99.0025 48.3025 63.2025 15.6025 197.4025 578.4025 3962.703 1027.23 1027.23 35.4025 48.3025 48.3025 (X- x )2 = 21086.75

x = 15195/100 = 151.95
( = X x )
2

/N

21086 .75 / 100

210 .867

=14.52
High 18 Total 100

No of Respondents 100

Low 7

Organizational Climate Moderate 75

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

ANOVA
Table 42.1: Cross Tabulation for Environment and Climate:
Objective To find out significant difference between working environment and organizational climate.

76

H0: There is no significant difference between the working environment and climate in the organization. H1: There is a significant difference between the working environment and climate in the organization. ORGANIZATIONAL CLIMATE ENVIRONMENT LOW MODERATE HIGH TOTAL LOW 1 6 7 MODERATE 3 67 5 75 HIGH 3 5 10 18 TOTAL 7 78 15 100

X1 1 6 0 7

X12 1 36 0 37

X2 3 67 5 75

X22 9 4489 25 4523

X3 3 5 10 18

X32 9 25 100 134

STEP1: Total sum of all the items: T = X1+ X2+ X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 37+ 4523+134 -1111.11 = 4694-1111.11 = 3582.85 STEP 3: Sum of squares between varieties: = X1 2/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 77

= 1999.33-1111.11 = 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 3582.85 888.22 = 2694.62 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 2694.62 Degrees of freedom 31=2 93=6 Variance 888.22/2 = 444.11 0.9888 2694.62/6= 449.10 Value of F

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

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

Table 42.2: Cross Tabulation for Team Work and Climate:

Objective To find out the significant difference between team work and organizational climate. H0: There is no significant difference between the team work and climate in the organization.

78

H1: There is a significant difference between the team work and climate in the organization. ORGANIZATIONAL CLIMATE TEAM WORK LOW MODERATE HIGH TOTAL LOW 1 6 7 MODERATE 74 1 75 HIGH 5 13 18 TOTAL 1 85 14 100

X1 1 6 0 7

X12 1 36 0 37

X2 0 74 1 75

X22 0 5475 1 5625

X3 0 5 13 18

X32 0 25 169 324

STEP1: Total sum of all the items: T = X1 + X2 + X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 37+ 5625+324 -1111.11 = 5998 - 1111.11 = 4886.89 STEP 3: Sum of squares between varieties: = X12/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 = 1999.33-1111.11 79

= 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 4886.89 888.22 = 3998.67 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 3998.67 Degrees of freedom 31=2 94=5 Variance 888.22/2 = 444.11 0.5553 3998.67/5= 799.73 Value of F

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

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

Table 42.3: Cross Tabulation for Management Effectiveness and Climate:

Objective To find out the significant difference between management effectiveness and organizational climate. H0: There is no significant difference between management effectiveness and climate in the organization.

80

H1: There is a significant difference between management effectiveness and climate in the organization. MANAGEMENT EFFECTIVENESS LOW MODERATE HIGH TOTAL ORGANIZATIONAL CLIMATE LOW 3 4 7 MODERATE 67 8 75 HIGH 2 16 18 TOTAL 3 73 24 100

X1 3 4 0 7

X12 9 16 0 25

X2 0 67 8 75

X22 0 4489 64 4553

X3 0 2 16 18

X32 0 4 256 260

STEP1: Total sum of all the items: T = X1 + X2 + X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 25+ 4553+260 -1111.11 = 4838 - 1111.11 = 3726.89 STEP 3: Sum of squares between varieties: = X12/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 = 1999.33-1111.11 81

= 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 3726.89 888.22 = 2838.67 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 2838.67 Degrees of freedom 31=2 94=5 Variance 888.22/2 = 444.11 0.7822 2838.67/5= 567.73 Value of F

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

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

Table 42.4: Cross Tabulation for Employees Involvement and Climate:

Objective To find out the significant difference between employees involvement and organizational climate. H0: There is no significant difference between employees involvement and climate in the organization.

82

H1: There is a significant difference between employees involvement and climate in the organization. ORGANIZATIONAL CLIMATE INVOLVEMENT LOW MODERATE HIGH TOTAL LOW 5 2 7 MODERATE 1 67 7 75 HIGH 6 12 18 TOTAL 6 75 19 100

X1 5 2 0 7

X12 25 4 0 29

X2 1 67 7 75

X22 1 4489 49 4539

X3 0 6 12 18

X32 0 36 144 180

STEP1: Total sum of all the items: T = X1 + X2 + X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 29+ 4539+180 -1111.11 = 4568 - 1111.11 = 3456.89 STEP 3: Sum of squares between varieties: = X12/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 = 1999.33-1111.11 83

= 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 3456.89 888.22 = 2568.67 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 2568.67 Degrees of freedom 31=2 94=5 Variance 888.22/2 = 444.11 0.8644 2568.67/5= 513.73 Value of F

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

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

Table 42.5: Cross Tabulation for Employees Reward & Recognition and Climate:
Objective To find out the significant difference between employees reward and recognition and organizational climate. H0: There is no significant difference between employees reward and recognition and climate in the organization.

84

H1: There is a significant difference between employees reward and recognition and climate in the organization. REWARD AND RECOGNITION LOW MODERATE HIGH TOTAL ORGANIZATIONAL CLIMATE LOW 6 1 7 MODERATE 3 69 3 75 HIGH 9 9 18 TOTAL 9 79 12 100

X1 6 1 0 7

X12 36 1 0 37

X2 3 69 3 75

X22 9 4761 9 4539

X3 0 9 9 18

X32 0 81 81 162

STEP1: Total sum of all the items: T = X1 + X2 + X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 37+ 4779+162 -1111.11 = 4978 - 1111.11 = 3866.89 STEP 3: Sum of squares between varieties: = X12/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 = 1999.33-1111.11 85

= 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 3866.89 888.22 = 2978.67 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 2978.67 Degrees of freedom 31=2 94=5 Variance 888.22/2 = 444.11 0.7454 2978.67/5= 595.73 Value of F

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

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

Table 42.6: Cross Tabulation for Employees Competency and Climate:

Objective To find out the significant difference between employees competency and organizational climate. H0: There is no significant difference between employees competency and climate in the organization.

86

H1: There is a significant difference between employees competency and climate in the organization. ORGANIZATIONAL CLIMATE COMPETENCY LOW MODERATE HIGH TOTAL LOW 2 5 7 MODERATE 2 61 12 75 HIGH 10 8 18 TOTAL 4 76 20 100

X1 2 5 0 7

X12 4 25 0 29

X2 2 61 12 75

X22 4 3721 144 3869

X3 0 10 8 18

X32 0 100 64 164

STEP1: Total sum of all the items: T = X1 + X2 + X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 29+ 3869+164 -1111.11 = 4062 - 1111.11 = 2950.89 STEP 3: Sum of squares between varieties: = X12/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 = 1999.33-1111.11 87

= 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 2950.89 888.22 = 2062.67 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 2062.67 Degrees of freedom 31=2 94=5 Variance 888.22/2 = 444.11 1.07655 2062.67/5= 412.53 Value of F

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

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

Table 42.7: Cross Tabulation for Employees Commitment and Climate:

Objective To find out the significant difference between employees commitment and organizational climate. H0: There is no significant difference between employees commitment and climate in the organization.

88

H1: There is a significant difference between employees commitment and climate in the organization. ORGANIZATIONAL CLIMATE COMMITMENT LOW MODERATE HIGH TOTAL LOW 4 3 7 MODERATE 64 11 75 HIGH 4 14 18 TOTAL 4 71 25 100

X1 4 3 0 7

X12 16 9 0 25

X2 0 64 11 75

X22 0 4096 121 4217

X3 0 4 14 18

X32 0 16 196 212

STEP1: Total sum of all the items: T = X1 + X2 + X3 = 7+75+18 = 100 Correlation Factor = T2 / 9 = (100)2/9 = 1111.11. STEP 2: Total sum of squares. = X12 + X22 + X32 + X42 C.F = 25+ 4217+212 -1111.11 = 4454 - 1111.11 = 3342.89 STEP 3: Sum of squares between varieties: = X12/N + X22/N + X32/N+ X42/N - C.F = (7)2/3 + (75)2/3 + (18)2/3 1111.11 = 1999.33-1111.11 89

= 888.22 STEP 4: Sum of squares with in varieties: = Total sum of squares sum of squares between varieties = 3342.89 888.22 = 2454.67 ANALYSIS OF VARIANCE TABLE: Source of variation Between varieties With in varieties Sum of Squares 888.22 2454.67 Degrees of freedom 31=2 94=5 Variance 888.22/2 = 444.11 0.8985 2454.67/5= 490.93 Value of F

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

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

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

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To test the significance of the difference between Dimensions and Organizational Climate in the organization.

DIMENSION Environment Team Work Management Effectiveness Involvement Rewards and Recognition Competency Commitment

MEAN 19.77 24.92 20.93 19.34 19.52 22.34 25.13

SD 2.56 5.75 2.15 2.56 2.68 2.43 3.02

F 0.9888 0.5553 0.7822 0.8644 0.7454 1.0765 0.8985

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

FINDINGS
Majority of the respondents, about 66% belong to the category of 3040 years of age. Majority of the respondents educational qualification, about 45% belong to the category of SSLC and 30% belong to the category of12th standard.

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Majority of the respondents, about 52% belong to the category of 10-15 years of work experience in the organization. 71% of the respondents reveal that they are working in a safe environment. 63% of the respondents reveal that their work area is clean and comfortable with necessary equipments. 70% of the respondents reveal that they maintain a good balance between work and other aspect of life. 72% of the respondents reveal that they are satisfied with the working conditions. 65% of the respondents reveal that they have flexibility to arrange work schedule to meet personal/family responsibilities. 75% of the respondents reveal that they receive help and support from the superior. 69% of the respondents reveal that they receive regular feedback from their superior. 72% of the respondents reveal that they work in team with the coworkers. 66% of the respondents reveal that their department communicates well with the other departments. 66% of the respondents reveal that their department makes a valuable contribution to the organization. 64% of the respondents reveal that their departments meet its customer requirements. 75% of the respondents reveal that management pays careful attention to their suggestion. 66% of the respondents reveal that they trust management.

68% of the respondents reveal that management understands what is going on in their department. 69% of the respondents reveal that they are treated with respect by the management. 74% of the respondents reveal that they wish to give suggestion for the development of the organization.

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64% of the respondents reveal that management adequately inform to the department about what is going on in the organization. 74% of the respondents reveal that organization encourages them to develop improved work process. 62% of the respondents reveal that management seeks the involvement of employees in decision making. 61% of the respondents reveal that organization is sensitive towards their individual needs. 61% of the respondents reveal that they know what is happening in other department. 65% of the respondents that they are recognized for their good work. 77% of the respondents reveal that they receive appropriate feedback about their performance from the management. 70% of the respondents reveal that realistic work is expected by the management. 60% of the respondents reveal that their satisfaction with the level of pay and benefit they receive. 67% of the respondents reveal promotions are based on performance. 72% of the respondents reveal that they receive adequate job related training. 68% of the respondents reveal that they have skills to perform job effectively. 71% of the respondents reveal that training helps to improve performance. 50% of the respondents strongly disagree and 35% agree that they have stress in job. 75% of the respondents reveal that organization helps them to develop themselves and their career.

45% of the respondents strongly disagree and 38% agree that there work is overloaded. 75% of the respondents reveal that they are willing to put extra efforts. 67% of the respondents reveal that they are proud to work in SIRF.

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65% of the respondents reveal that they are loyal to the organization. 67% of the respondents reveal that they plan to spend their entire career in the organization. 65% of the respondents reveal that they have high working morale. 35% of the respondents strongly agree and 59% of the respondents agree that they will recommend SIRF to others as a best place to work. From the study it is clear that 18% of the respondents reveals high climate and 75% of the respondent reveals moderate climate and remaining 7% of the respondents reveals a very low climate in the organization. From the study it is clear that there is no significant difference between working environment and organizational climate. From the study it is clear that there is no significant difference between team work and organizational climate. From the study it is clear that there is no significant difference between management effectiveness and organizational climate. From the study it is clear that there is no significant difference between employees involvement and organizational climate. From the study it is clear that there is no significant difference between rewards and recognition and organizational climate. From the study it is clear that there is no significant difference between competency and organizational climate. From the study it is clear that there is no significant difference between employees commitment and organizational climate.

SUGGESTIONS
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The management provides sufficient training to employees. A few measures can be taken to develop and organize the training program.

The employees works are been recognized by the management and appreciated. It can be maintained in such a way that the employees morale will be improved.

Need to improve the environment of the working condition. A few measures can be taken to revise regarding pay and benefits. Team performance must be highly encouraged and recognized. Employees have a high trust in management. It can be maintained in such a way employees involvement and commitment will increase.

Employees are willing to give suggestions for the development of the organization. The suggestions given by the employee must be duly responded.

CONCLUSION

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

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