A SUMMER TRAINING REPORT

ON

APOLLO INTERNATIONAL LIMITED

ORGANIZATIONAL CLIMATE AND ITS IMPACT ON

EMPLOYEE SATISFACTION
IN
APOLLO INTERNATIONAL LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT

OF BACHELOR OF BUSINESS ADMINISTRATION (BBA),
GURU JAMBESHWAR UNIVERSITY, HISAR

TRAINING SUPERVISOR SUBMITTED BY

 PREFACE

The organizational climate or work environment is key to corporate success since it

determines the attitudes and behavior of workers. Therefore, corporations and

institutions need to count on periodic measurement mechanisms of their

organizational climate

The primary objective of this research was to investigate the relationships between

some characteristics of Climate and Employee Satisfaction in AIL. This is a live

project and has a vital role to play in the development of HR practices for the

employees in AIL.

All employees who are on the payrolls of AIL. In the process of research, I gathered

information relating to existing organizational climate through employee satisfaction

survey.

This study included developing a questionnaire that contained the major factors

influencing both the main parameters i.e. organizational climate and employee

satisfaction. I studied the factors which in general can affect any organization, but

later I focused those parameters according to the employees of AIL.

My main focus was on to study that does other factors effect employee satisfaction

also, comparing to those of its own? As I proceeded further with the study and

prepared the questionnaire I found a great similarity, between both of them, on wider

prospective.
In order to know the exact reason why employees were not satisfied I prepared a

questionnaire containing 10 main parameters and each of these parameters contained

minimum of 2 questions and maximum of 7 questions.

These parameters and questions were of two different concepts but for simplicity of

the employees, both of them were merged to one questionnaire. This was helpful in

cutting down the ambiguous questions, which could have resulted in discouragement

and withdrawal on part of the employees.

 ACKNOWLEDGEMENT

I have completed my summer training at Apollo International Ltd. on the project titled

“Organizational Climate and its impact on Employee Satisfaction”. I would like to

express my sincere gratitude to all those who were instrumental in the completion of the

project.

I would like to extend my deep gratitude to Dr. S.S Vernekar who gave me a platform to

get practical exposure in the Corporate world. I will be failing in my duty if I do not

express my thanks to Prof. Mrs. Rupali Kumar, under whose guidance and inspiration,

I was able to complete this report. He was a source of motivation, encouragement and

strength throughout the project. I would also like to thank all the faculty members who

helped me in completeing this project.

I would like to express my gratitude to Mr. Raja Kanwar, Director, Apollo

International Ltd. and Mr. Kapil aggarwal, Chief-Finance and Business Development,

for providing me with the opportunity to undergo my summer internship with them.

I would like to thank Mr. Shashank Teotia, Dy. Manager-, Human Resources, who

was there to help me out at every stage of this project, and without who’s unflinching

support, this study would have still been in conceptualization stage.

Working with Apollo International Ltd. was an exhilarating experience. It was the ideal

company for our summer training with its perfect blend of international work culture

with the national scenario.

 BIBLIOGRAPHY

• STEPHEN ROBBINS, ORGANIZATIONAL BEHAVIOUR, PEARSON

EDUCATION

• MOORHEAD/GRIFFIN , MANAGING PEOPLE AND ORGANIZATION,

MAC MILLIAN PUBLISHING HOUSE

• FRED LUTHANS, ORGANISATIONAL BEHAVIOUR, TATA MC-GRAW

HILL

INTERNET-

• www.google.com

• www.altavista.com

• www.hr-guide.com

• www.shrm.org/hrmagazine
 Table of Contents

1. Introduction

1.1 Organisation chart

1.2 Company profile

1.3 Mission, Vision, Values
1.4 Background

1.5 Apollo International Ltd - The Organization

1.6 Awards
1.7 Major Business

1.8 Market Profile

1.9 International Offices
1.10 Careers
1.11 Future

2. Objective of the study

2.1 Methodology of the study
2.2 Scope of the study
2.3 Managerial usefulness of the study
2.4 Limitations of the study

3. Conceptual Discussion

3.1 Organizational climate

3.2 Measuring organizational climate
3.3 Selecting a survey
3.4 Benefits
3.5 Organizational climate –defined
3.6 Components of effective organizational climate
 3.7 Organizational Vital Signs-
3.8 A leading indicator of satisfaction measuring of employees
3.9 Organizational Climate-Employee Satisfaction Survey

4. Existing activities
4.1 Roles in an organisation
4.2 Divisional Concept and Corporate Functional Expertise
4.3 Key Business Process Orientation
4.4 Designations & Positions in the Organisational Hierarchy
4.5 Up-gradation, Reward and Promotion
4.6 Appraisal System
4.7 Career Planning and Competence Development
4.8 Welfare
4.9 Performance Criteria – For Appraisal

5. Data analysis

6. Findings and Recommendations

7. Biblography

8. Annexure
 Your
Questi
Grouping Question Resp
on No
onse
1 My responsibilities, goals and objectives are clear and agreed upon
2 I am clear about my reporting
My Role 3 I find my work challenging
4 My job impacts the overall objectives of our organization
5 My job makes good use of my skills and abilities
6 Organization has fixed realistic goals for itself
7 Organization has fixed realistic goals for me
Objectives and Goals
8 My objectives and goals are clear and agreed upon
9 My goals are time bond
10 Organizational leadership has clear vision of the future
11 Organization follows transparent style of leadership
12 Organizational leadership encourages empowerment to its employees
Leadership 13 Immediate manger is open for suggestions and ideas
14 Immediate manager helps me in personal development
15 Immediate manger provides me with routine feedback and guidance
16 Immediate manger is unbiased to individuals
17 Standing orders and code of conduct are strictly adhered/followed
Organizational
18 There is absolute transparency in the organizational policies
polices
19 Organization has laid a clear framework for its policies
My job gives me considerable independence and freedom to do my
20
work
21 At work my ideas and suggestions are given due importance
My organization believes and follows equal treatment for all its
22
employees
Work Environment
23 . I have the tools and resources to do my job well
24 There is unity, trust and cooperation between members
25 The entire team work s for collective goal
Team members get all the information they need from other
26
departments
Performance 27 My performance is monitored and reviewed on timely basis
Management 28 There is absolute transparency in performance management system
29 I am provided adequate and timely feedback on my performance
30 My management suggests me with adequate corrective action
 31 Performances are accurately accessed
32 I have clear path for career advancement
Career Growth and 33
Organization gives me support for my career growth
Opportunities
34 The promotion plan is transparent and clear
35 Organization provides ample opportunities for career development
36 My job is not strenuous
Work-Life Balance
37 I can devote equal time to work and life
My management provides variety of rewards to reinforce exceptional
Rewards and 38
performances
Recognition
39 My management rewards and recognizes the effort that I have put in
40 Efforts are rewarded and recognized on a timely basis
41 I am happy with the reward given for my effort
42 I am satisfied with the remuneration given to me for the work I do
43 Organization provides adequate health/compensation benefits
Pay and Benefits
44 I am provided with adequate vacations and earned leaves
45 Organization provides adequate fringe benefits
 COMPANY PROFILE

APOLLO
GROUP

APOLLO APOLLO
TYRES
INTERNATIONAL

TYRES TRADING LOTTERY LEATHER

DIVISION DIVISION DIVISION DIVISION
 MISSION

To create a profitable turnover of Rs.1000 Crore, by the year 2005, in AIL and Associate

companies in the following businesses within India and Abroad

- Tyres

- Pharmaceuticals/Chemicals

- Leather

- Lottery Business

- International Trading

VISION

Spearheading Growth and Diversification

VALUES

AIL shares and promotes:

- Truth and Humility.

- Work is Worship style of working.

- Commitment to Responsibility.
 BACKGROUND OF THE COMPANY

Backed by three decades of excellence, Group Apollo is a significant global player with

a turnover of over 2700 crores / USD 625 million. A professionally managed group, it

comprises of two main companies:

APOLLO TYRES LIMITED (www.apollotyres.com)

An established market leader in the tyre manufacturing industry, Apollo Tyres Limited

has grown to become one of India's most well known manufacturers of tyres since

inception in 1972. Backed by a vast network of 5000 dealers across India, Apollo Tyres

Limited is the fastest growing name in tyres today. The first ISO 9001 certified

company; it entered into a joint venture with another world leader Michelin Tyres in

November 2003, symbolic of its aim of becoming a total tyre company catering to the

world market.

Apollo Tyres Ltd. is the flagship company of the Group and it is one of the largest

manufacturers of tyres in India. The group was founded in 1947 and has interest in
various fields like Hi-Fashion Leather Garments Exports, On-line Lottery etc, apart

from Tyres.

APOLLO INTERNATIONAL LIMITED

Set up in 1994 with the aim of leading the diversification forays of Group Apollo into

new, emerging business opportunities, Apollo International Limited acts as a gateway

for all international operations of the Group namely, product exports, services exports

and knowledge management.

Today Apollo International Limited has earned for itself an enviable reputation in the

global arena through its forays into international tyre trading with Tyre Tech Global,

International Trading with its International Business Division, the manufacture and

export of leather garments and accessories with Tag Fashions, and more recently in the

domestic Indian entertainment business with lotteries through its wholly owned

subsidiary Encorp E-Service Limited.

AIL AT GLANCE
Apollo International Limited was set up in 1994 to lead the diversification forays of

Group Apollo into new business opportunities worldwide. As a global player, the

company exports tyres and a diverse range of products and services.

The leather division manufactures and exports apparel and accessories to the leading

fashion brands of the world. In India, Apollo International Limited has also successfully

made inroads in the entertainment industry with lotteries through a wholly owned

subsidiary.

PROFILE: -

The International Business Division of Apollo International Limited is engaged in:

• Exporting a diverse range of products and equipment. These include

Industrial raw material, Capital goods & supplies, Construction equipment &

material, Electrical power equipment, Defense supplies, Educational supplies,

Agricultural supplies, Medical supplies, Automobiles & automotive parts etc.

• Undertaking projects and providing services.

• With a wide network of more than 1200 internationally acclaimed associate

manufacturing companies worldwide, the International Business Division is in a

position to supply products, equipments and provide services of highest

Recognized as a global player synonymous with quality and reliability Apollo

International Limited has made a name for itself as a truly dynamic and diversified

player across the globe. Representing a wide range of business interests, the company

comprises of:
 AWARDS
Apollo International Limited has received a number of awards from the

Government of India and other institutions for excellence in exports.

SOME OF THE KEY AWARDS INCLUDE:

• State Award for Export Excellence (1999-00)

The Govt. of National Capital Territory of Delhi

• State Award for Export Excellence (1998-99)

The Govt. of National Capital Territory of Delhi

• Certificate of Export Recognition (1998-99)

Special Award for Automobile Tyres & Tubes Group by CAPEXIL

• Certificate of Export Recognition (1997-98)

Top Award for Automobile Tyres & Tubes Sector by CAPEXIL

• Highest Export Award (1996-97)

All India Rubber Industries Association

• Certificate of Export Recognition (1996-97)

Highest Award for Non- mineral Sector by CAPEXIL

• Certificate of Export Recognition (1995-96)

Highest Award for Non- mineral Sector by CAPEXIL

The key areas of operation include:

• Chemicals
• Defense Supplies
• Textiles
• Medical Supplies
• Electrical Supplies
• Capital Goods & Supplies
• Educational Supplies
• Agricultural Supplies
Construction Material

TYRES DIVISION

• Marketing of apollo & ornet brand

of tyres & batteries in the international
markets.

• Marketing of python & kingstar

brand of tyres from china in the
international market.

• Tyre and related products exports

approx us$ 37 million

• Dealer network spread over 50

countries in all continents

BIAS TYRES

TRUCK - FROM 7.50” – 20” TO 12.00” – 24”

LCV - FROM 6.00” – 14” TO 8.25” – 16”
OTR - FROM 13.00” – 24” TO 17.50” – 25”
FARM - ROM 12.40” – 28” TO 18.40” – 30”
PASSENGER CAR - 500-12, 560-13
RADIAL TYRES - 175/80/R 13
RADIAL TYRES

PCR - 12” TO 15” WITH 80, 75, 70 & 65 ASPECT RATIO

LCV - 15” TO 16”

TAG FASHION

• Leading hi-fashion leather garments manufacturer and exporter

(manufacturing facility is in Noida)
• Leather garment exports (approx us$ 12 million)
• Selling primarily to chains like:
- Gordon & Ferguson (Nicole miller & Kenneth Cole), USA
- Donna Karen, USA
- David Conrad, UK
- Nordstrom, USA
- Nieman Marcus, USA
- Debenhams, UK
- Peek & Cloppenburg, Germany
- Redskins, France
- Mauritius Germany

INTERNATIONAL TRADING DIVISION

• Leading international trading company with interest in education,

agriculture, electricity, construction, machinery, projects, defence, medical,
textiles and general merchants

• With over 1200 clients and associate manufacturers spread across the
world.
 MARKET PROFILE

The major players in the organized tyre segment consist of MRF, Apollo

Tyres, Ceat and JK Industries, which account for 63 per cent of the

organized tyre market. The other key players include Modi Rubber,

Kesoram Industries and Goodyear India, with 11 per cent, 7 per cent and 6

per sent share respectively. Other names in the industry are :

Dunlop

Falcon

Tyre Corporation of India Limited (TCIL)

TVS-Srichakra

Metro Tyres

Balkrishna Tyres

INTERNATIONAL OFFICES

- Dubai

- China

- Canada

- Hong Kong
SALES OF CHINESE TYRES

MIDDLE EAST - 20 FCL / MONTH

AFRICA - 20 FCL / MONTH

SOUTH AMERICA - 5 FCL / MONTH

ASIA - 15 FCL / MONTH

USA - 10 FCL / MONTH

(FCL = Full Container Load)

AMOUNTINMILLIONUS$
54.00

41.30 44.87 46.50

34.98

98-99 99-00 00-01 01-02 02-03

YEARS
CAREERS

At Apollo International Limited, we provide plentiful opportunities for growth,

development and career progression in an open and transparent environment that

encourages learning and initiative.

HR Practices are continuously benchmarked for recruiting, training,

compensation and work satisfaction. We offer flexi-employee plans, which enable

all our employees to choose their own compensation packages and flexi-timings.

We have effective employee performance recognition practices, which is a

distinctive feature of our progressive HR policies. We encourage employee

initiative and participation in the decision making process.

To imbibe a spirit of bettering oneself and keeping the challenge alive, for the

right talent, we offer opportunities for job rotation within our several units and

varied operations. This leads to the development of cross- functional skills and

therefore job enrichment.

Regular training and upgrades are offered to bring out the best latent talent and

potential of all our employees. All employees at Apollo International Limited are

partners in progress and working together ensures that we work hard and party

hard.
FUTURE

Diversify into new businesses -

• Tyre re-treading plant.

• Tyre manufacturing machinery.

• Logistics & Financial services .

Explore the potential of the Russian tyre market.

China

• Capitalizing on the country's immense potential as a manufacturing base.

• Diversifying into new related products such as new sizes in tyres and

variety of end uses from the perspective of China as the end market.

• Expansion of existing capacities through acquisition of tyre plants in

China.

• Building an extensive marketing network all over China for tyre supply.
 OBJECTIVE OF MY STUDY

• The primary objective of this research was to investigate the relationships

between some characteristics of climate and employee satisfaction in AIL.

• To develop the HR practices for the employees in AIL.

• To study the organizational climate prevailing in Apollo International Ltd.

• To analyze the factors which affect the employee satisfaction.

• To correlate the factors of climate and satisfaction and to draw conclusions on

the same.

• To give recommendations for making improvements in the organizational

climate.

SCOPE OF THE STUDY:

My study covered the employees of the following departments who were working at the
managerial level:

• Marketing

• IBD-international business division

• Finance

• Lottery department

• Leather department-in Noida

MANAGERIAL USEFULLNESS OF THE STUDY:

The organizational climate or work environment is key to corporate success since it

determines the attitudes and behavior of workers. Therefore, corporations and institutions

need to count on periodic measurement mechanisms of their organizational climate.

• The study helped in analyzing the employee satisfaction level in the organization.

• It helped to analyze the loopholes prevailing in the organization and also helped in

decreasing the turnover rate.

• The present study found a positive relationship between organizational climate and

employee satisfaction, as if the climate of any organization is found unable to create a

satisfactory atmosphere for its employees it may lead to decline in the loyalty and

satisfaction of the very important assets of any organization, i.e.; the employees.

LIMITATIONS OF THE STUDY:

1) I started with a target of developing a questionnaire, which can be considered

suitable for an IQ level of any employee at managerial level and higher level too.

But subsequently I was not able to meet this objective, because of two reasons:

• Some of the people I consulted assured me that the Organization has its

branch in various parts of country as well as out of country too; hence I have to

restrict my study to only to the corporate office, which is in gurgaon.

• The second issue was to avoid ambiguity – but as organizational climate

and employee satisfaction are yet correlated to each other in a broader

parlance, hence it was hard to avoid questions that were same, but had
 different relevance concerning their particular parameters.

2) The Questionnaire uses a type of forced choice methodology because it does not allow

the respondent the comfort of identifying a middle level neither satisfied nor satisfied

response.

3) Some of the respondents though may use the option of giving ‘don’t know / can’t say”

for question in their discomfort zone.

4) It was however felt that all the items of the questionnaire were not very clear to the

respondents. Therefore the questionnaire had to be explained to the respondents before

the time of filing of the responses; before they started to fill in their responses they

were mailed a letter depicting the necessity and importance of the survey to be

conducted.

5) Since all the questions were closed ended, respondents found it difficult to rate each

parameter on just 4 points.

METHODOLOGY:

As being a corporate office all the employees are at managerial level and hence have

adequate workspace, tools and resources to do their jobs properly. Hence, it was agreed

upon to mail the questionnaire to all the employees on their individual mail id's of AIL.

The respondents were appraised with the steps, being taken to ensure complete

confidentiality and preserving the identity of the respondents – viz. the secret ballot

approach. All the difficult words in the questionnaire and important aspects of the

covering letter were explained to the respondents they were also repeatedly told to ask for
clarifications, if any.

SAMPLING DESIGN

Universe: AIL

Sampling unit: 79 Employees in Apollo International Ltd. And

TAG Fashion

Sample size: 30 employees

SAMPLING PROCEDURE

Simple Random Sampling

Stratified Sampling

DATA COLLECTION

Sources of data: 1) Primary Data which included the input received from
directly the employees through questionnaire and
personal interview

2) Secondary data from the HR manual, policy manuals,

books, Literature Survey and research paper and
Internet etc.

Method of
Collecting data: 1) Collating data through questionnaire prepared (Schedule)
& Interview method
 2) Mailing the questionnaire to all the employees

STATISTICAL TOOL USED

The data was shown with the help of bar diagrams

Organizational Climate

Litwin and Stringer define organizational climate as 'a set of measurable properties of

the work environment, perceived directly or indirectly by people who live and work in

this environment and assumed to influence their motivation and behaviour'.

Traditionally, organizational climate alms to capture a snapshot of an organization at one

point in time. Organizational climate research has had a long and active history, with

much of its foundation drawn from psychology. Because of space constraints and the

availability of excellent articles which review the extensive history of the organizational

climate literature, we will only briefly review the organizational climate literature here.

Organizational climate is largely based on Lewinian field theory, which is a result of

Lewin's work on experimentally-created social climates This work was advanced by

several early key studies including Litwin and Stringer and Tagiuri and Litwin. Litwi n

and Stringer investigated how organizational climate affects individual motivation. They

also suggested that organizational climate was comprised of nine dimensions: structure,

responsibility, reward, risk, warmth, support, standards, conflict, and identity. Taguiri

and Litwin's book was comprised of a series of essays that treated climate in ways

ranging from a subjective interpretation of organizational characteristics to an objective

set of organizational characteristics. Other early studies were aimed at identifying the

dimensions comprising organizational climate

After the 1960s and early 1970s, the focus of the organizational climate field became

more clearly defined. More recently, organizational climate researchers have begun to

consider how organizational climates develop. Three schools of thought have developed:

the subjectivist, objectivist, and interactionalist perspectives. Probably the most

troubling issue that the organizational climate literature continues to face is defining the

appropriate dimensions that comprise organizational climate. Organizational climate is a

fairly general term which refers to a class of dimensions which can be critiqued for

being too diverse . In addition, the multidimensional nature of organizational climate

makes it more difficult to define sharp borders. Organizational climate scholars have

responded by making empirical and theoretical arguments to distinguish organizational

climate from various other const ructs, such as structure and individual satisfaction.

While these and other efforts have been helpful, some fuzziness around the borders and

differentiation of the organizational climate construct still remains.

Research on organizational climate has continued more recently, including Joyce and

Slocum's study of person and organizational fit, Joyce and Slocum's investigation of the

extent to which organization members agree about their organizational climate, Glick's

discussion of the difficulties of measuring organizational climate, Denison's

investigation of the relationship between organizational climate and performance, and

Koyes and DeCotis's work on measuring organizational climate. Even more recently,

Denison has investigated the difference between organizational culture and

organizational climate, and Griffin and Mathieu have looked at how perceptions of

organizational climate vary with the hierarchical level in an organization. Anderson and

West contributed to the literature by exploring the link between organizational climate

and innovation.
Measuring Organizational Climate

At its most basic level, organizational climate refers to employee perceptions of their

work environment. Generally, these perceptions are descriptively based rather than value

based. For example, the phrase, "I have more work to do than I can possibly finish" is a

description of a person’s workload, while the phrase "I like my job" is a positive

evaluation of one’s job. Thus, organizational climate is more than simply a summary of

employee likes and dislikes.

The assessment of organizational climate typically occurs via an off-the-shelf or

customized survey containing questions about he work environment. Although

administration procedures used when conducting a survey can vary, ideally employees are

asked to report to a designated work site at a scheduled time to complete the survey, and

employee participation is voluntary.

Selecting A Survey

Once a decision is made to conduct an organizational survey, it can be difficult to identify

the "right" survey to use. Although not a comprehensive list, the following factors may be

helpful in reducing the number of survey choices:

• Determine the scope of information included in the survey. As might be imagined,

there are a large number of organizational climate areas that exist. Recent research

has identified more than 460 different types of work environment characteristics

that have been measured. Many of these characteristics can be classified into the

following major areas: job, role, leader, organization and work group. In many
 companies there are particular areas where employee feedback would be useful.

For example, a company concerned about the impact of recent managerial

downsizing may want to ensure that leadership/supervisory components are

included in the survey.

• Make sure the number of climate areas included is kept to a manageable level. Not

only will including too many areas on the survey increase the time and effort

needed to administer the survey, but it also can make the interpretation process

more difficult. On a related issue, many users of organizational surveys find it

useful to add a few customized items to the survey. Although adding items does

not always add to the scientific value of a survey, it can go a long way in

generating support from the company’s management team.

It can be extremely helpful to choose a survey that offers some flexibility in its

administration capabilities.

For example, some companies may require the ability to administer the assessment using

a paper-and-pencil format, while others may prefer an intranet format. Factors such as

employee demographics can be important, also. Some companies may require both an

English and Spanish version of the survey to accommodate all of their employees.

Finally, identify some general pieces of information you would like to see in a report once

the survey responses have been analyzed. For example, some companies may have an

interest in only reviewing the average levels of item responses within the company, while

others may want to see how the company scored compared to other companies throughout

the nation.
 In addition, some companies may want to have results broken down department-by-

department or item-by-item while others may want one set of analyses based on the entire

set of employee responses. In any event, the publisher/director of an organizational survey

should assist a company in selecting an instrument that will meet their specific reporting

needs.

Benefits
Companies that conduct organizational climate surveys may experience one or more of

the following benefits:

• Employee involvement- By administering an organizational survey, employees

are given an opportunity to be involved in the company at a different level than is

typically defined in their job descriptions. Research has shown that employees who are

more involved in the company also may be more satisfied with their job, miss fewer days

of work, stay with a company longer, and perform better on the job.

• Positive work outcomes- In the last 30 years, a significant amount of evidence

has been accumulated documenting the importance of the work environment in relation to

organizational performance. In general, research has shown that factors in the work

environment are related to outcomes such as employee motivation, job satisfaction,

intentions to quit, job performance and even organizational productivity. In addition, an

emerging area of research has indicated that organizational climate can influence

customer perceptions of the quality of goods or services delivered by a company.

• Communication forum- In many companies it can be very difficult to

communicate with the majority of employees. Recent trends such as organizational

 restructuring and/or merging of companies has resulted in "flat" organizational

responsibility charts, which increases the number of employees for which each manager is

accountable. As a result, some managers only have limited amounts of time to talk to

employees about day-to-day activities. Conversations regarding an employee’s work

environment can fall to the wayside, and in some instances, never take place.

Organizational surveys that occur on a scheduled basis (e.g., annually, biannually, etc.)

can be a more efficient way for managers to gather important information.

• Industry comparisons- Organizations often look to other companies when

determining organizational policies and procedures. It is quite common for companies to

"explore the market" or conduct benchmark studies when considering issues such as new

product development, salary or employee benefit policies, marketing strategies, etc. A

common question is "How do we compare to others?" One advantage of conducting an

organizational survey is that it can provide an opportunity to compare the company’s

work environment to that of other companies. Many surveys offer a national normative

database that can be used to facilitate comparisons across a variety of conditions and

industries.

• Proactive management- Administering organizational climate surveys allows

managers to be much more proactive in managing their employees and work

environments. When used on a scheduled basis, organizational surveys can help pinpoint

problem areas within the work environment before they grow into a crisis needing

immediate attention. Problems that require a reactive posture interrupt the normal

workflow, and typically cause delays in providing products or services to customers.

Tips For Creating An Effective Organizational Climate-

 • Listen to the entire organization with ease.

• Collect perceptions in real-time.

• Reduce organizational bias.

• Validate the questions and thus improve the results.

• Facilitate candid and open feedback from employees who respond anonymously.

• Identifying areas of inefficiency or performance gaps.

• Identify root causes for poor productivity (such as poor communication or poor

process efficiency).

• Reduce transition time during changes in the organization (such as reorganization,

relocation, a change in ownership, new products/services, or rapid growth).

• Inform leaders with the information needed to make the best decisions.

• Give employees an organized voice to assist leaders in taking actions.

• Gain a fresh perspective of the organization.

• Facilitate, track and execute informed action steps in one system.

• Increase productivity.

What Do You Mean By Organization

1 a. The act or process of organizing.

 b. The state or manner of being organized: a high degree of organization.

2. Something that has been organized or made into an ordered whole.

3. Something made up of elements with varied functions that contribute to the whole

and to collective functions; an organism.

4. A group of persons organized for a particular purpose; an association: a

benevolent organization

5. a. A structure through which individuals cooperate systematically to conduct

business.

b. The administrative personnel of such a structure.

An organization is a formal group of people with one or more shared goals.

According to management science, most human organizations fall roughly into five types:

• Pyramids or hierarchies

• Committees or juries

• Matrix organizations

• Ecologies

• Composite organizations

Pyramids or Hierarchies

A hierarchy exemplifies an arrangement with a leader who leads leaders. This is the

classic bureaucracy. Usually one "rises" by seniority, or by acquiring authority over more

people.

Pyramids are an effective way to achieve repeatable results because they have the shortest

path from the standard-setter to the worker.

They suffer from communication and supervisory faults because the organization is only

as good as its weakest link. They lack creativity because they have poor communications.

Committees or Juries

These consist of a group of peers who decide as a group, perhaps by voting. The

difference between a jury and a committee is that the members of the committee are

usually assigned to perform or lead further actions after the group comes to a decision,

whereas members of a jury come to a decision. In common law countries legal juries

render decisions of guilt, liability and quantify damages, juries are also used in athletic

contests, book awards and similar activities. Sometimes a selection committee functions
like a jury. In the middle ages juries in continental Europe were used to determine the law

according to consensus amongst local notables

Committees are often the most reliable way to make decisions. Condorcet's jury theorem

proved that if the average member votes better than a roll of dice, then adding more

members increases the number of majorities that can come to a correct vote (however

correctness is defined). The problem is that if the average member is worse than a roll of

dice, the committee's decisions grow worse, not better! Staffing is crucial.

Staff Organization or Cross-functional Team

A staff helps an expert get all his work done. To this end, a "chief of staff" decides

whether an assignment is routine or not. If it's routine, he assigns it to a staff member,

who is a sort of junior expert. The chief of staff schedules the routine problems, and

checks that they are completed.

If a problem is not routine, the chief of staff notices. He passes it to the expert, who solves

the problem, and educates the staff -- converting the problem into a routine problem.

Staffs make decisions quickly, and carry out assignments efficiently, though less reliably

than committees or matrices. For this reason businesses often prefer to use this method.

Staffs break down easily, usually from bad selection of people

Matrix Organization

On the face of it, this is the perfect organisation. One hierarchy is "functional" and assures

that each type of expert in the organization is well trained, and measured by a boss who is

super-expert in the same field. The other direction is "executive" and tries to get projects

completed using the experts.

Matrices are the only known organizations that can consistently create complex technical

products like airplanes and engines.

The problem is that going through channels takes too long. Getting approval to actually

do anything often needs the approval of each type of expert, and both of each expert's

bosses! The trick is to speed approvals: make approval everybody's number one job, and

simplify sign-offs.

Ecologies

This organization has intense competition. Bad parts of the organization starve. Good

ones get more work. Everybody is paid for what they actually do, and runs a tiny business

that has to show a profit, or they get canned. For example: upper managers invest, and if

they make bad investments, there's no profit. Engineers rent their designs out to

manufacturing. Facilities people rent space, etc.

This is a really effective organization. But it's wasteful because all those dead pieces of

organization have valuable training, and are very hard to recycle. They're bitter, and they

will stop taking it after a while. Reorganization follows.

This may reflect a rather one-sided view of what goes on in ecology. It is also the case

that a natural ecosystem has a natural border - ecoregions do not in general compete with

one another in any way, but are very autonomous.

Composite Organizations

These try to use each of the above types of organization in the right places. Very

occasionally, a true organizational genius can make this work, for a while.

Don't bet on it in the long term. Success outgrows the ability of the genius. There just get

to be too many special cases.

"Chaordic" Organizations

An emerging model of organizing human endeavors, based on a blending of chaos and

order (hence "chaordic"), comes out of the work of Dee Hock and the creation of the

VISA financial network. Blending democracy, complex system, consensus decision

making, co-operation and competition, the chaordic approach attempts to encourage

organizations to evolve from the increasingly nonviable hierarchical, command-and-

control models.

Climate

The prevailing psychological state

Organizational climate
Organizational climate refers to a set of measurable properties of the work environment,

that are perceived by the people who live and work in it, and that influence their

motivation and behavior. Climate characteristics that have been determined to

significantly impact a company’s bottom line are: flexibility, responsibility, standards,

rewards, clarity and team commitment.

 CONTENTS OF ORGANIZATIONAL CLIMATE

1. Responsibility: The extent to which individuals feel accountable for their

own job performance.

Job clarity: The extent to which individuals understand what the organization

expects of them

Job commitment: The extent to which individuals are willing to do whatever

is necessary to get the job done.

2. Assimilation: The extent to which individuals feel the organization treats

them as integral parts of the organization.

Organizational clarity: The extent to which individuals understand the

organization and how they fit into it

Organizational commitment: the extent to which individuals feel loyal to the

organization

3. Efficiency: the extent to which the organization accomplishes work in an orderly

and timely manner

Practices: the extent to which systems and procedures facilitate effective job

performance

Operational support: the extent to which the organization accomplishes work

without unnecessary effort and distractions.

4. Excellence: the extent to which individuals are committed to producing quality

work
 Standards: the extent to which the organization clearly defines and emphasizes

superior job performance

Challenge: the extent to which individuals have to expand their abilities to obtain

work objectives

5. Innovation: the extent to which the organization is committed to maintaining

state-of-the are technology and expertise.

Change management: the extent to which changes within the organization are

beneficial and occur effectively.

Progress: the extent to which the introduction of new ideas or equipment

improves productivity.

6. Recognition: the extent to which individuals feel that they make important

contributions that the organization values

Reinforcement: the extent to which the organization appropriately rewards

exemplary job performance

Esteem: the extent to which individuals feel successful in their jobs

1. Team Spirit: the extent to which individuals feel that the people with whom

they work support them personally and professionally

Cooperation: the extent to which individuals work with and help one

another to achieve common goals.

Interpersonal relationships: the extent to which mutual good feeling

exist between individuals who work together.

Organizational Vital Signs-a leading indicator of satisfaction measuring of employees

 Organizational Vital Signs:

• identifies the readiness for, commitment for, and skills for change;

• identifies the values, emotional competencies, and behaviors needed for success;

• alerts managers to needs and opportunities for training, communication, and

development;

• helps build strategies for sustainable growth;

• is scalable, measurable, and practical.

Organizational Climate-Employee Satisfaction Survey

The Organizational Climate Assessment is a powerful instrument, especially when

provided organization-wide with specific departmental demographic separation and

analysis. Each category has been designed to assess one of the key categories, which

affect employee performance. This assessment should be administered anonymously

company wide, broken out by departments of 6 or more people to protect the identities of

respondents. Every precaution should be taken to insure confidentiality in order that

respondents will feel comfortable sharing their true opinions and perspectives

The objective of performing an employee climate assessment is to identify the key areas

which are hindering production, reducing effectiveness and which might generate

unexpected costs in the near future. The idea and approach is for the organization not to

simply perform an academic exercise, simply because they ‘do it at this time every year’,

but to critically examine themselves to see where the company and it’s employees might

be finely tuned to generate higher levels of performance. Once identified, opportunities to

strengthen existing approaches, which are working well, as well as select appropriate

interventions for addressing the weakest areas, should be aggressively pursued for the

maximum benefit of everyone.

This assessment is designed with the following assumptions in mind:

 Fundamental care of the employee as an asset

Organizations are successful because of the quality of work employees perform. When

employees are cared for, and the right environment is created where there are no barriers

to performance, their true value to the organization can be fully realized.

Respect for the dignity of the employee and the sensitivities of human
beings

Humans have fundamental needs for safety and security, affiliation and acceptance,

involvement as well as self-actualization. The extent to which these and other human

needs are fulfilled lead to higher levels of commitment, initiative and performance.

Organizations, who include an emphasis on fulfilling the needs of their employees to

some extent, will enjoy a more productive and stable workforce.

Full understanding of the realities of business

This assessment is written with full realization of the realities of business, and not an

unrealistic utopian view of an idealized work environment. The factors emphasized and

measured in this assessment are the important levers to optimizing employee workplace

performance, not just creating an environment where everyone feels better.

Embracing optimization and improvement

An irrefutable trend in business today, continuous improvement and increasing levels of

efficiency are a way of life, and these factors are given appropriate emphasis in this

assessment because they represent an ever present dynamic with which every employee

must deal.
 Keys to motivation and commitment

Rather than only identifying potential problem areas to be avoided, this assessment

focuses on areas where human behavior can be leveraged more positively to create

employees with higher levels of motivation and commitment.

Activities At Ail
The Values define the universal principles the Organisation intends to follow.

To relate the Values agreed upon, to day-to-day working, and transact business, it is

essential to define how various situations, as listed below, will be handled by each

member and the Organisation:

Honour Commitment and Accept Responsibility

Repeated Failure

Criticism

Role Clarity and Accountability

Adherence to Hierarchy

Providing Feedback

Scheduled Meetings

Counselling and Grievance Handling

Such a definition generated by the members is known as the Code of Conduct (COC). It is

also essential to define how the COC will be monitored.

 Roles in an organisation

Although, all the roles, as mentioned below, in a progressive organisation perform the
Maintenance, Improvement, Innovation and Organisational Development activities, the
scope / degree varies.

Leader Shows direction and steers the organisation / department / section to

achieve desired goals

Innovators The Innovators are normally the Functional Heads, who also have

significant role as Managers.

The role of innovator is a new concept, where very few creative people

are retained by the organisation. Their basic purpose is to come up with

innovative ideas in any field of the organisation operation and to ensure

that, the organisation never relents in its pursuit of excellence, even in

situations where they might appear to have reached the ultimate.

Manager Acts as a co-ordinator between the Innovator and the executor. The

manager is also the policy pusher.

Executors Execute the Plan
Note: It should be noted that each role demands all the attributes of all the roles,

but the degree of the composition varies, which is adequately reflected in

the chart below

 ORGANISATIONAL DEVELOPMENT

Innovator
INNOVATION

Manager IMPROVEMENT
Executive MAINTENANCE

A conscious effort therefore is demanded on the part of the leaders to

ensure that all the members recognise this trend and work towards it.

Divisional Concept and Corporate Functional Expertise

Having recognised the different roles, AIL believes that small Divisional concepts,

specialising in specific core competencies are the ideal solution. Simultaneously, to take

advantage of the scale of volume, functional expertise at the Corporate level is

recommended. This will by no means limit the autonomy of each Divisional Unit. The

latter shall take full advantage of the central expertise to realise the organisation's vision.

Span of Control

In the Managerial role, one factor, which needs to be considered, is the span of control.

The span of control defines the number of members reporting to a superior.

As the organisation matures the span of control keeps on increasing, depending on

members reporting and functional diversity.

 Span of Control

High Medium Least

Functional
Diversity
Low Highest Medium

Low High
Level of Reporting Member

The Span of Control would however reduce in the case where the superior is also

responsible for part of the direct execution.

Key Business Process Orientation

The specific role of each member, should be a natural outcome of the Key Business

Process requirement. Members should be aware of their specific contribution, depending

on their functional expertise, as per the demands of the end result of the process.

This would imply that the emphasis has to change from functional effectiveness to

Process effectiveness.

The internal or external customer becomes the deciding authority to evaluate the

effectiveness of the process team, while the process owner and the team member

themselves can only evaluate their own, peer's, superior's and subordinate's effectiveness.

The Process Owner should preferably be from the managerial group, having the maximum

influence on the process, while the members selected should be representatives of

different functions who influence the process

 Designations & Positions in the Organisational Hierarchy

AIL has decided to develop a more meaningful policy on designations and levels in the

organisational hierarchy. The true value of the individual will be determined by the self-

respect and appreciation by others that one is able to create for one ’s self in the

organisation, through his / her performance and proactive behaviour.

AIL has chosen to de-link designations from level in the organisational hierarchy.

The position of a person in AIL or his/ her seniority in the organisational hierarchy is not

at all indicated by the designation; instead it is reflected entirely & only by the level in

which he / she is placed.

AIL has a total of 7 levels in the organisation. The placement of an employee in a

particular level, is based on the complexity of the job content, the responsibility, level of

accountability, initiative and creativity demanded by the job. The qualification and

experience are also considered while determining the level.

Hence, members in same or different levels can have same or different designations.

Designations, on the other hand, are primarily are primarily meant for use with the

external world, or to satisfy the perceptive needs of the job

 Up-gradation, Reward and Promotion

The advantages of a flat organisation have been well established.

This, however, at a certain stage of evolution of the organisation, starts creating

frustration within members, due to a perceived lack of growth opportunity in terms of

designation and status.

To overcome this possible and apparent shortcoming, many organisations have created

separate designations within the four distinct roles and with it, allied remuneration and

perks.

Instead of adopting this short term palliative, AIL has decided to develop a more open and

meaningful policy on designations and levels in the organisational hierarchy. The

underlying principle is that individual shall derive appreciation of one’s own worth based

on his / her own mission, values, principles and conscience

The above situation does not prevent one from providing additional contribution to the

organisation. In fact depending on one’s competence and initiative, superiors shall

consciously strive to enrich and enlarge the scope of activity of their subordinates.

Such job enrichment, when evaluated periodically through the professional Job Evaluation

technique, will qualify a member to be upgraded and be entitled to higher remuneration

and perks.

Superior performances in one's own job will qualify an individual for a reward only for

that year. This would be a natural outcome of the periodic and annual appraisal system.

Promotion to a different role will, however, happen only when the individual

demonstrates his/ her readiness to take over a higher responsibility.

 Appraisal System

The basic purpose of the appraisal system is to enable the individual to introspect as to

what extent he/she has realised his / her objectives, and therefore take necessary measures

not only to achieve the objectives, but also to surpass them. In this process, the individual

is able to continuously bring out the best in himself / herself, which can otherwise remain

dormant.

A Job Description, with clear definition of parameters for evaluating the effectiveness of

the jobholder, allows the individual to evaluate oneself, based on factual data.

Unfortunately, the concept has two inherent drawbacks:

a) The measurable parameters of evaluating effectiveness, at times

may not reflect the true value of the individual effectiveness.

b) We, as individuals, tend to justify our failure, and in the process

loose the opportunity to improve our competence and character. The latter is one

element, which is difficult to define in the key parameters of effectiveness.

Therefore, to evaluate one’s own effectiveness and thus to create one’s own self-

improvement plan, the basic responsibility has to be that of the individual. However our

habits, may not have taught us the discipline to self introspect. Hence, in an

organisation, the superior's prime responsibility in an appraisal system is to

inculcate the discipline of periodic self-introspection in his / her subordinates.

In the process of self-introspection, the individual can make an assessment of his / her

development through the aid of

- Self

- Superior

- Subordinate

- Peers

AIL will adopt the concept of 360o appraisal, in totality by the year 2000. During 1998-

99, the 360o appraisal will be done for senior members only, to get the feedback of

superiors, peers and subordinates, and initiate action for their self-improvement.

The above concept demands that the members giving the feedback should be objective

and honest.

The individual should take the feedback in a constructive manner, and has the full right to

ask for factual qualification on specific feedback.

This aspect puts an additional responsibility on the other members, which they have to

consciously and sincerely fulfil. The superior in this respect has a major responsibility.

His / her role demands that he / she observes his / her subordinate in various respects, to

name a few

- His / her attitude with others

- His / her listening and communication capability

- His / her analytical / conceptual skills and creativity

- His / her ownership level

- His / her efficiency and skills

The incidents/facts that help the superior in assessing the subordinates character and

competence, shall be recorded and shared openly during the counseling / appraisal

sessions.

Career Planning and Competence Development

The conventional process of career planning includes:

a. The organisational growth plan of Manpower requirement at different

levels, keeping the business growth in view.

b. Assessing the present competence and aspiration of the existing members.

c. Matching the career opportunities (a) with the potential (b)

d. Developing suitable competence development plan for individual matches

and monitoring the same. This would allow the organisation to meet its quality

manpower need in the coming years, as projected in (a)

This process definitely fulfils the need of the organisation as well as individual.

However, in reality such an approach has two major drawbacks:

a. The effort required to do justice to the said process is immense and

organisations despite the best intentions usually do not succeed in doing so.

b. The process has an inherent drawback due to the changing nature of the

long-term business plan.

Rapidly changing business environment has made the latter factor more prominent, and

organisations have to be flexible to the extent of keeping an open mind in changing their

core competency, besides short term tactics/ action plans, if and when required.
This scenario demands a different approach to “Career Planning”. First the purpose of

Career Planning should be understood. This purpose can be articulated as under;

“The purpose of Career Planning is to develop each individual’s potential to its maximum

level, as also to match the present and emerging organisations needs”

This purpose would automatically allow the members to grow and acquire positions of

higher responsibility.

To fulfil this purpose, the career plan, which is almost non-existent in most companies

today, is an agreed document between the organisation, the concerned superior and the

individual. It will enlist the different actions to be taken by all three in realising the

individual's as also the organisation's growth aspirations.

This, therefore, will be the natural outcome of the Appraisal system. The superiors’

attitude should be such that he / she should develop his / her subordinate to become more

capable than himself.

The above attitude may appear to be a threat for the superior. However, in reality, the

courage and consideration demanded from the superior to achieve this will be enhanced in

the process to such an extent, that he / she himself will become more competent and

sought after individual to take on more challenging assignments.

The consolidated effort on the part of the organisation, superior and the individual, in

realising the Career Plan, which is the outcome of the appraisal system, could be

crystallised in the Competence Development Plan for each individual of the organisation.
 Welfare

The salary structure will include the total cost to the company, for the
employee.

However, a progressive company recognises that to sustain a self-

motivated environment, she has to incur a cost for welfare of her
people, which should include and consider the desires of the members.
Such expenses could include:

- Special Awards
- Incentive for higher education of self
- Support for children’s education
- Group insurance

The list can be expanded, but the important aspect for all members is
to realise that they should be judicious in demanding and also take
responsibility of the allocated cost out of the total welfare budget.

All Divisional Chiefs are expected to send, in January each year, their
suggestions for such Welfare Schemes to be adopted. After
deliberations by SMC, schemes to be adopted can be identified and
costs thereof, duly included in the Budgets.
ORGANISATION HIERARCHY

ROLES LEVELS DESIGNATION

LEADER I PRESIDENT / Jt.
PRESIDENT
INNOVATOR II DIVISIONAL CHIEF
III HEAD / DIV. CHIEF
IV MANAGER / HEAD
MANAGER V GR. LEADER /
VI MANAGER
MANAGER / A M
EXECUTOR VII EXECUTIVE / A M

PERFORMANCE CRITERIA – FOR APPRAISAL

For the purpose of appraisals and Performance Linked Award Plan (PLAP) ,
employees in the company have been broadly classified into two categories ;
viz. Revenue Earners and Support / Service function. Revenue earners are
the employees from Marketing and Sales function, who contribute directly
towards the Revenue / Profits of the Company. Departments / functions like
Accounts, Finance, Operations, HR etc. are all support / service functions ;
they also contribute towards the Profits oh the company, though indirectly.

Appraisal will be done on a ‘‘4” point rating scale ( Excellent, Good,

Satisfactory, Poor ) for all the employees.

The KRAs can be classified under two heads:-

a) Quantitative (e.g.: sales target, monthly outstanding, etc.)

b) Qualitative (MIS, Payment to Suppliers, Salary Preparation, Invoice
preparation, etc)

Performance of any activity involves core parameters Output, Input/

Resources Deployed, Quality and Time. While defining the performance
criteria, the dominant factor(s) as mentioned above, should be taken into
consideration for evaluating the performance.

Each KRA will be assigned a weightage and will be evaluated against the pre
set performance parameters.

The overall rating of ( Excellent / Good / Satisfactory / Poor ) will be

awarded based on the ‘‘ overall score’’ obtained by the employee during the
appraisal . Table indicating different performance ratings and score is given
below :-

SCORE RATING
( ≥ 100 ) Excellent
(80 –99 ) Good
(60-79) Satisfactory
(Below 60 ) Poor

Illustrative example of KRA’s are given below for different Job Functions.

RULES FOR APPRAISAL

1. All members existing & new joinees will be appraised according to the
periodic schedule specified.
2. A member who has not completed six months of service as on March

31st , in a particular financial year, will not be eligible for increments.

THE ADMINISTRATIVE PROCESS AND ACCOUNTABILITY

1 Whenever a subordinates job has been HOD As and

enriched significantly, and he / she is when
ready to take additional responsibility, required
the superior has to initiate a request
for Promotion / Upgradation to HRD
2 The JE committee would then evaluate JE Committee Annuall
the job and confirm as per the agreed y
scheme, whether the new job qualifies
for upgradation
3 In case the JE committee confirms the Annuall
need, the Promotion or upgradation y
will be confirmed after reviewing the
past years performance and the recent
Appraisal reports.
The deciding authority will be as
follows:
For members in Level 5 to 7 All HODs &
For members in Level 2 to 4 HRD
For members in Level 1 President &
SMC Board
 ROLE AND RESPONSIBILITY

5. My job makes good use of my skills and abilities

4. My job impacts the over all objective of our organization

3. I find my work challenging

2. I am clear about my reporting

1.My role and responsibilities are clearly agreed upon

Q05 2 9 11 5

Q04 2 7 13 4

Q03 1 6 11 7

Q02 0 5 10 15

Q01 1 9 11 9

0% 20% 40% 60% 80% 100%

Q01 Q02 Q03 Q04 Q05

Strongly agree 9 15 7 4 5
Agree 11 10 11 13 11
Disagree 9 5 6 7 9
Strongly disagree 1 0 1 2 2
 IN PERCENTAGE

40.00
2
35.00

30.00 1

25.00 3

20.00

15.00

10.00
4
5.00

0.00
1 2 3 4
Percentage 30.00 37.33 24.00 8.67

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This chart above

depicts that in the first parameter of my role and responsibilities, which consists of a total

of 150 responses-

45 responses were for strongly agree on the parameter

56 responses were for agree on the parameter

36 responses were for disagree on the parameter

13 responses were for strongly disagree on the parameter

Whereas, in chart b.)

30% of the sample strongly agrees that their roles and responsibilities are clear and agreed

upon
37.33% of the sample agrees that their roles and responsibilities are clear and agreed upon

24% of the sample disagrees that their roles and responsibilities are not clear and agreed

upon

and, 8.67% % of the sample strongly disagrees that their roles and responsibilities are not

clear and agreed upon

1. OBJECTIVES AND GOALS

9. My goals are time bound

8. My objectives and goals are clear and agreed upon

7. Organization has fixed realistic goals for me

6. Organization has fixed realistic goals for itself

Q09 4 5 6 8

Q08 2 6 13 14

Q07 7 5 9 15

Q06 0 7 8 11

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Q06 Q07 Q08 Q09

S trongly agree 11 15 14 8

Agree 8 9 13 6

Disagree 7 5 6 5

S trongly disagree 0 7 2 4
 IN PERCENTAGE

45.00
40.00 1
35.00
30.00 2
25.00
20.00 3
15.00
10.00 4
5.00
0.00
1 2 3 4
Percentage 40.00 30.00 19.17 10.83

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This chart above

depicts that in the first parameter of my company’s objective and goals, which consists of

a total of 120 responses-

48 responses were for strongly agree on the parameter

36 responses were for agree on the parameter

23 responses were for disagree on the parameter

13 responses were for strongly disagree on the parameter

Whereas, in chart b.)

40 % of the sample strongly agrees that the company’s objective and goals are clear

30% of the sample agrees that the company’s objective and goals are clear

19.17 % of the sample disagrees that the company’s objective and goals are clear

and, 10. 83 % of the sample strongly disagrees that the company’s objective and goals are

clear
 2.
16. Immediate manger is unbiased to individuals
15. Immediate manger provides me with routine feedback and guidance
14. Immediate manager helps me in personal development
13. Immediate manger is open for suggestions and ideas
12. Organizational leadership encourages empowerment to its employees
11. Organization follows transparent style of leadership
10. Organizational leadership has clear vision of the future
a.)

Q16 12 14 8 9

Q15 9 14 6 6

Q14 7 11 5 3

Q13 8 8 7 7

Q12 1 12 4 8

Q11 7 9 7 2

Q10 4 9 9 4

0% 20% 40% 60% 80% 100%

Q10 Q11 Q12 Q13 Q14 Q15 Q16

Strongly agree 4 2 8 7 3 6 9
A gree 9 7 4 7 5 6 8
Disagree 9 9 12 8 11 14 14
Strongly disagree 4 7 1 8 7 9 12
b.)

IN PERCENTAGE

40.00
3
35.00

30.00

25.00
4
2
20.00
1
15.00

10.00

5.00

0.00
1 2 3 4
Percentage 18.57 21.90 36.67 22.86

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This chart above

depicts that in the first parameter of my leadership, which consists of a total of 210

responses-

39 responses were for strongly agree on the parameter

46 responses were for agree on the parameter

77 responses were for disagree on the parameter

48 responses were for strongly disagree on the parameter

Whereas, in chart b.)

18.57% of the sample strongly agrees that the company has good
leadership qualities

21.90% of the sample agrees that the company has good leadership
qualities

36.67 % of the sample disagrees that the company has good leadership
qualities

and, 22.86% of the sample strongly disagrees that the company has
good leadership qualities
 3. ORGANIZATIONAL POLCIES
19. Standing orders and code of conduct are strictly adhered/followed

18. There is absolute transparency in the organizational policies

17. Organization has laid a clear framework for its policies

a.)

Q19 11 15 9

Q18 3 6 19 8

Q17 0 9 12 7

0% 20% 40% 60% 80% 100%

Q17 Q18 Q19

Strongly agree 7 8 9
Agree 12 19 15
Disagree 9 6 1
Strongly disagree 0 3 1
b.)

IN PERCENTAGE

60.00

50.00 2

40.00

30.00
1

20.00
3

10.00
4
0.00
1 2 3 4
Percentage 26.67 51.11 17.78 4.44

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of company’s organizational
policies, which consists of a total of 90 responses-

24 responses were for strongly agree on the parameter

46 responses were for agree on the parameter

16 responses were for disagree on the parameter

4 responses were for strongly disagree on the parameter

Whereas, in chart b.)

26.67% of the sample strongly agrees that the company has clearly laid
polices

51.11% of the sample agrees that the company has clearly laid polices

17.78% of the sample disagrees that the company has clearly laid
polices

and, 4.44% of the sample strongly disagrees that the company has
clearly laid polices
 4. WORK ENVIRONMENT
26. Team members get all the information they need from other departments
25. The entire team work s for collective goal
24. There is unity, trust and cooperation between members
23. I have the tools and resources to do my job well
22. My organization believes and follows equal treatment for all its employees
21. At work my ideas and suggestions are given due importance
20. My job gives me considerable independence and freedom to do my work
a.)

Q26 2 5 9 12

Q25 4 5 11 6

Q24 7 2 9 9

Q23 1 7 6 9

Q22 6 6 8 16

Q21 6 5 5 17

Q20 3 7 6 21

0% 20% 40% 60% 80% 100%

Q20 Q21 Q22 Q23 Q24 Q25 Q26

Strongly agree 21 17 16 9 9 6 12
Agree 6 5 8 6 9 11 9
Disagree 7 5 6 7 2 5 5
Strongly disagree 3 6 6 1 7 4 2
 IN PERCENTAGE

45.00
1
40.00

35.00

30.00

25.00 2

20.00
3
15.00
4

10.00

5.00

0.00
1 2 3 4
Percentage 42.86 25.71 17.62 13.81

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of work environment , which
consists of a total of 210 responses-

90 responses were for strongly agree on the parameter

54 responses were for agree on the parameter

37 responses were for disagree on the parameter

29 responses were for strongly disagree on the parameter

Whereas, in chart b.)

42.86% of the sample strongly agrees that the company provides me

with good working environment

25.71% of the sample agrees that the company provides me with good
working environment

17.62% of the sample disagrees that the company provides me with

good working environment

and, 13.81% of the sample strongly disagrees that the company

provides me with good working environment
 1. PERFORMANCE MANAGEMENT
31. Performances are accurately accessed
30. My management suggests me with adequate corrective action
29. I am provided adequate and timely feedback on my performance
28. There is absolute transparency in performance management system
27. My performance is monitored and reviewed on timely basis
a.)

Q31 2 6 6 4

Q30 7 9 18 2

Q29 3 3 12 2

Q28 4 6 25 0

Q27 2 5 27 7

0% 20% 40% 60% 80% 100%

Q27 Q28 Q29 Q30 Q31

Strongly agree 7 0 2 2 4
Agree 27 25 12 18 6
Disagree 5 6 3 9 6
Strongly disagree 2 4 3 7 2
 IN PERCENATGE

70.00

60.00 2
50.00

40.00

30.00

20.00 3
10.00 1 4

0.00
1 2 3 4
Percentage 10.00 58.67 19.33 12.00

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my performance
management, which consists of a total of 150 responses-

15 responses were for strongly agree on the parameter

88 responses were for agree on the parameter

29 responses were for disagree on the parameter

18 responses were for strongly disagree on the parameter

Whereas, in chart b.)

10% of the sample strongly agrees that the company provides me with
timely performance management

58.67% of the sample agrees that the company provides me with timely
performance management
 19.33% of the sample disagrees that the company provides me with
timely performance management

and, 12% of the sample strongly disagrees that the company provides
me with timely performance management
 5. CAREER GROWTH AND OPPORTUNITIES
35. Organization provides ample opportunities for career development
34. The promotion plan is transparent and clear
33. Organization gives me support for my career growth
32. I have clear path for career advancement
a.)

Q35 2 16 9 2

Q34 5 15 8 5

Q33 7 9 5 7

Q32 5 11 9 5

0% 20% 40% 60% 80% 100%

Q32 Q33 Q34 Q35

Strongly agree 5 7 5 2
Agree 9 5 8 9
Disagree 11 9 15 16
Strongly disagree 5 7 5 2
 IN PERCENTAGE

45.00
3
40.00
35.00
30.00
25.00 2

20.00
15.00 1 4

10.00
5.00
0.00
1 2 3 4
Percentage 15.83 25.83 42.50 15.83

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my career growth and
opportunities, which consists of a total of 120 responses-

19 responses were for strongly agree on the parameter

31 responses were for agree on the parameter

51 responses were for disagree on the parameter

19 responses were for strongly disagree on the parameter

Whereas, in chart b.)

15.83% of the sample strongly agrees that the company provides me

with adequate career growth opportunities

25.83% of the sample agrees that the company provides me with

adequate career growth opportunities

42.50% of the sample disagrees that the company provides me with

adequate career growth opportunities

and, 15.83% of the sample strongly disagrees that the company

provides me with adequate career growth opportunities
 2. WORK-LIFE BALANCE
37. I can devote equal time to work and life
36. My job is not strenuous
a.)

Q37 0 7 3 15

Q36 6 11 8 10

0% 20% 40% 60% 80% 100%

Q36 Q37
Strongly agree 10 15
Agree 8 3
Disagree 11 7
Strongly disagree 6 0
 IN PERCENTAGE

45.00
1
40.00
35.00
30.00 3
25.00
20.00
2
15.00
10.00 4
5.00
0.00
1 2 3 4
Percentage 41.67 18.33 30.00 10.00

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my work-life balance, which
consists of a total of 60 responses-

25 responses were for strongly agree on the parameter

11 responses were for agree on the parameter

18 responses were for disagree on the parameter

6 responses were for strongly disagree on the parameter

Whereas, in chart b.)

41.67% of the sample strongly agrees that I can maintain work-life

balance in my job

18.33% of the sample agrees that I can maintain work-life balance in my

job

30% of the sample disagrees I can maintain work-life balance in my job

and, 10% of the sample strongly disagrees that I can maintain work-life
balance in my job
 3. REWARDS AND RECOGNITION
41. I am happy with the reward given for my effort
40. Efforts are rewarded and recognized on a timely basis
39. My management rewards and recognizes the effort that I have put in
38. My management provides variety of rewards to reinforce exceptional performances
a.)

Q41 1 14 4 1

Q40 7 20 4 5

Q39 3 19 7 5

Q38 4 16 6 4

0% 20% 40% 60% 80% 100%

Q38 Q39 Q40 Q41

Strongly agree 4 5 5 1
Agree 6 7 4 4
Disagree 16 19 20 14
Strongly disagree 4 3 7 1
 IN PERCENATGE

70

60
3
50

40

30

20
2
1 4
10

0
1 2 3 4
Percentage 12.5 17.5 57.5 12.5

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my rewards and recognition,
which consists of a total of 120 responses-

15 responses were for strongly agree on the parameter

21 responses were for agree on the parameter

69 responses were for disagree on the parameter

15 responses were for strongly disagree on the parameter

Whereas, in chart b.)

12.5% of the sample strongly agrees that the company provides
adequate and timely rewards and recognition

17.5% of the sample agrees that the company provides adequate and
timely rewards and recognition

57.5% of the sample disagrees that the company provides adequate and
timely rewards and recognition

and, 12.5% of the sample strongly disagrees that the company provides
adequate and timely rewards and recognition
 4. PAY AND BENEFITS
45. Organization provides adequate fringe benefits
44. I am provided with adequate vacations and earned leaves
43. Organization provides adequate health/compensation benefits
42. I am satisfied with the remuneration given to me for the work I do
a.)

Q45 12 10 8 4

Q44 15 8 5 3

Q43 14 4 3 4

Q42 14 5 2 9

0% 20% 40% 60% 80% 100%

Q42 Q43 Q44 Q45

Strongly agree 9 4 3 4
Agree 2 3 5 8
Disagree 5 4 8 10
Strongly disagree 14 14 15 12
 IN PERCENATGE

90.00
80.00 4

70.00
60.00
50.00
40.00 3
30.00 1
2
20.00
10.00
0.00
1 2 3 4
Percentage 29.85 26.87 40.30 82.09

INTERPRETATION:

Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my pay and benefits, which
consists of a total of 120 responses-

20 responses were for strongly agree on the parameter

18 responses were for agree on the parameter

27 responses were for disagree on the parameter

55 responses were for strongly disagree on the parameter

Whereas, in chart b.)

29.85% of the sample strongly agrees that the company provides adequate and

timely pay and benefits

26.87% of the sample agrees that the company provides adequate and timely pay

and benefits

40.30% of the sample disagrees that the company provides adequate and timely pay

and benefits

and, 82.09% of the sample strongly disagrees that the company provides adequate

and timely pay and benefits

TOTAL ORGANIZATION
 1 340 407 383 220

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Strongly agree Agree Disagree Strongly disagree

PARAMETERS TOTAL SAMPLE AVERAGE

RESPONSE SIZE SCORE

ROLE AND RESPONSIBILITY 433 150 2.89

OBJECTIVES AND GOALS 359 120 2.99

LEADERSHIP 496 210 2.36

ORGANIZATIONAL POLCIES 270 90 3.00

WORK ENVIRONMENT 625 210 2.98

PERFORMANCE MANAGEMENT 400 150 2.67

CAREER GROWTH AND

OPPORTUNITIES 290 120 2.42

WORK-LIFE BALANCE 175 60 2.92

REWARDS AND RECOGNITION 276 120 2.30

PAY AND BENEFITS 243 120 2.03

FINDINGS:

 The company has weak organizational climate

  The organization has clearly defined responsibilities to all its

employees

 There is a negative effect found of the organizational policies. This

might appear to be contradictory to the general management

practice. But this might be interpreted as indicating as various new

initiatives are being taken and new policies made, this is taking its

toll on the affected people or work areas. This may also mean that

the staff is not fully identifying with these changes.

 The employees are very much satisfied with the work environment

provided to the employees.

 The organization was capable of providing work-life balance to its

employees.

RECOMMENDATIONS:

 Management can improve the satisfaction of workers by ensuring

impartiality and fairness in the disciplinary action proceedings

 It should also share information in more open way with staff and

reach out to the staff members by making the communication

channels more effective.

 Encouragement by superior and superiors owning up the

development of subordinates.

 The management should focus on imparting training to develop

leadership skills among the employees.

 The management should benchmark the pay and benefits with the

competitive industries.

 If AIL wants to make an immediate impact on the staff satisfaction,

it has to ensure:

• Retaining talented people

• Any festival should witness involvement of maximum

employees across strata.

• Communication by the management needs to reach out to the staff at

all levels.