SYNOPSIS

The report is the outcome of the project entitled “Organizational

climate” in K Z EXPORTS. This study was carried out for a period of 6
weeks. The main objective of the study was to determine the level of
organizational climate prevailing in the Organization.

The sample size consisted of 100 respondents of the organization.

The researcher collected primary data from the respondents by means of
questionnaire. The Questionnaire is divided into two parts namely,
‘Personal factors’, ‘Organizational climate factors’. From the detailed
study, the researcher found that Organization climate has a heavy impact
on employee motivation. Research reveals that there are employees who
are not satisfied with rewards and recognition. This will affect the
individual performance in the work place

A positive organization climate automatically results when there is

increased employee performance which is the key factor for all
organizations. This project report shows that the climate prevailing in the
organization requires improvement to increase the level of employee
rewards and recognition.

Organizational Climate provides a useful platform for

understanding such characteristics of organization as stability, creativity
and innovation, communication and effectiveness etc. Hence a study on
organizational climate is relevant.
 Chapter 1

Introduction

1.1 Textile Industry

Indian Textile Industry is one of the leading textile industries in

the world. Though, it is predominantly unorganized industry even a few
years back, the scenario started changing after the economic liberalization
of Indian economy in 1991. The opening up of economy gave the much-
needed thrust to the Indian textile industry, which has now successfully
become the largest in the world.

Indian textile industry largely depends upon the textile

manufacturing and export. It also play a major role in the economy of the
country. India earns about 27% of its total foreign exchange through
textile exports. It also offers a good scope for the other ancillary sectors.
Indian textile industry currently generates employment to more than 35
million people. It is also estimated that, the industry will generate 12
million new jobs by the year 2010.

Various categories
Indian textile industry can be divided into several segments, some
of which can be listed as below:
 Cotton Textiles
 Silk Textiles
 Textile Woolen
  Readymade Garments
 Handcrafted Textiles
 Jute and Coir

The Industry
Indian textile industry is one of the leading industry in the world.
Currently it is estimated to be around US$ 52 billion and is also projected
to be around US$ 115 billion by the year 2012. The domestic market of
Textiles in India is expected to be increased to US$ 60 billion by 2012
from the current US$ 34.6 billion. The textile export of the country was
around US$ 19.14 billion in 2006-07, which saw a stiff rise to reach US$
22.13 in 2007-08. The share of exports is also expected to increase from
4% to 7% within 2012.

Strengths
 Vast textile production capacity
 Large pool of skilled and cheap work force
 Entrepreneurial skills
 Efficient multi-fiber raw material manufacturing capacity
 Large domestic market
 Enormous export potential
 Very low import content
 Flexible textile manufacturing systems

Weaknesses
 Increased global competition in the post 2005 trade regime
under WTO
 Imports of cheap textiles from other Asian neighbors
  Use of outdated manufacturing technology
 Poor supply chain management
 Huge unorganized and decentralized sector
 High production cost with respect to other Asian competitors

Recent Trends in Indian Textile Industry

 India retained its position as world’s second highest cotton
producer.
 Acreage under cotton reduced about 1% during 2008-09.
 The productivity of cotton, which was growing up over the years,
had decreased in 2008-09.
 Substantial increase of Minimum Support Prices (MSPs).
 Cotton exports couldn't pick up owing to disparity in domestic and
international cotton prices.
 Imports of cotton were limited to shortage in supply of Extra Long
staple cottons.
 1.2 K.Z Exports

Established in the year 1997, K. Z. Exports is one of the leading

manufacturers and exporters of a wide range of home textiles that is
fabricated by using 100% conventional cotton, 100% organic cotton,
bamboo fiber, modal lira and polyester. These are known for their fine
stitching, perfect finishing, durability and designs.

Creative expertise coupled with marketing skills enables us to

present a collection that stands ahead in terms of style and design. They
have acquired success in the field of home textiles with the ability to
expertly craft the range and deliver in products end quality at par with the
global standards. Strong infrastructure has further increased the
competitive level as they are able to process the bulk order and deliver
the same within the scheduled timeframe.

Business specifications are as follows:

1. Production Capacity (Per month):10 x 40 container with coordinated

products
2.Legal Status: Private Ltd. Co
3.Production type: Hand made & Machine made

Aim/Mission/Vision
They are one of the renowned organization that offers excellent
range of home textiles. It is all because of the quality driven and client
centric approach. The aim of the organization is to be recognized as an
export award wining organization and offer our range at the competitive
prices.

•Aim: To Be An Export Award Winning Company

•Mission: Every home in the globe should use any one of our
products for its quality and design
Their mission is to deliver range of products in each and every home
across the world. The organization is planning to use auto looms that can
help in increasing productivity levels. Furthermore, they are also striving
to install more and more technologies that include sewing unit, finishing
unit and many more.

Product Portfolio

The organization is engaged in offering an assortment of home textiles

that are fabricated as per client’s specific end finish requirements.
Range includes Bedroom Set, Coordinated Set, Curtains, Cushions,
Kitchen Linen, Organic Products, Table Placemats and Table Cloth
that are fabricated by using 100% conventional cotton, 100%
organic cotton, organic exchange, bamboo fibre,modal, lycra and
polyester.

Clientele
The clients are important for the organization as they are the basis
for growth and success. The efforts of the organization are directed
towards maintaining the quality of the range as even the least flaw
detected in the range might lead to loss of business and valuable clients.
 Offering customized solutions have helped to reach an eminent
position, as this is the reason they are able to offer a range at par with the
client hope. Moreover, based on timely delivery and ethical business
policies the company have been able to satisfy long listed quality
conscious clients that are well known in the markets of Scandinavia,
U.S.A and Europe. Apart from that agents are located at Boras, Sweden.
Moreover, they are also appreciated for easy mode of payment in form of
letter of credit and Other - T/T.

Team

Team plays a vital role in shaping the growth and success of an

organization. They have appointed an experienced & devoted team of
professionals brimming with creative skills, talent and capability to
undertake and meet highly customized order demands.

It is all due to skills and ability that the organization is capable to

efficiently process the bulk orders placed by global clients. The
organization has recruited a team of qualified designers, technicians,
craftsmen, quality controllers, marketing representatives, research
analysts, warehouse in charges, packaging experts, managers,
administrators and skilled workforce. Their deep product knowledge and
industry experience also enable them to fabricate range as per the client
requirements.
 1.3 OBJECTIVE

Primary objective:
 To study the Organizational Climate of K.Z. Exports.

Secondary objective

 To identify the major factors that influence organizational climate.

 To understand the working environment of K.Z. EXPORTS.
 To analyze the employee expectations
 1.3 SCOPE

This projects “The study on Organizational climate”

intends to identify Level of organization climate prevailing in the
organization. The scope of study can be viewed under the following
headings.

TO THE RESEARCHER
The researcher was interested in knowing various factors that
determine the organizational climate in K Z Exports . The researcher had
an opportunity to interact with the employees of different levels in the
company and got to know their ideas and opinions on Organization
climate in their organization.

TO THE ORGANIZATION

This study plays a vital role inside the organization, which helps to
quantify attitudes and beliefs. The results can help to create a holistic
picture of the organization all allow the company to leverage its
strengths. The feedback also highlights issues that may be inhibiting
individual and organizational success.
TO THE RESPONDENTS
This study helps the respondents to know about management care
about their employees by taking action based upon the feedback. It also
provided them a good opportunity to express their opinions, ideas freely
on the aspects of Organization climate in their company and how best it
can be improved.
1.5 Limitations

1. The data was collected using interview method, hence the present
study suffers due to certain constraints.
2. Lack of co- operation of the respondents.
3. The sample size selected for the study is small. Hence the analysis
may not represent the whole population.
 Chapter II

REVIEW OF LITERATURE

Review of literature deals with the previous study conducted by

others researchers in the same area or related area and reveals their
findings. The main purpose of the review of literature is to report on
original research or experimentation in order to make such information
available to the rest of the scholarly world.

The review of literature of the present study deals with the objective to
study the organizational climate using different dimensions:
Environment, Teamwork, Involvement, Rewards and recognition, and
Commitment.

Lewin (1951)1 In Organizational Behavior & Management the

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 Lewin’s equation that the concept of climate takes a
psychological approach, focusing upon the individual and seeking to
understand the cognitive processes and behaviour. Lewin’s
conceptualization of the theory provides the underpinnings of many
studies and approaches to climate research.

Denison (1996)2 In ‘A technical manual for the Situational

Outlook ‘argued 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 post-modem
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 (1979)3 In ‘European Journal of Work and
Organizational Behavior argued that one of the assumptions of the
climate literature is that a relatively limited number of dimensions could
characterize a wide cross-section of social settings. Jones and James
labeled their factors as follows:
The work environment scale developed by Moos in 19944. It
includes various broad dimensions like Involvement, Co-worker,
Cohesion, Supervisor Support, Autonomy, Task Orientation, Work
Pressure, Clarity, Managerial Control, Innovation, Physical Comfort and
others.
Schneider and Barlett(1986)5 In "Climate and culture view
organisational climate as perceptual as well as an individual attribute.
Climate in this approach is viewed as summary or global perception held
by individuals about their organisational environment
 “Tagiuri’s systemic model” , Owens (2004)6 offers an interesting
means for integrating these two constructs; he presented culture as one of
four components of organizational climate, along with ecology, milieu,
and organization or structure. Within his construct of organizational
culture, he included assumptions, values, norms, beliefs, ways of
thinking, behavior patterns, and artifacts; this definition seems to parallel
closely many of the prominent authorities in the field.

Rousseau (1990)7 In” employee reaction to flexible work practices

and performance management’ differentiated between these two
constructs on the basis of climate being the descriptive beliefs and
perceptions individuals hold of the organization, whereas culture is the
shared values, beliefs, and expectations that develop from social
interactions within the organization. The boundaries between
organizational climate and culture can appear to be artificial, arbitrary,
and even largely unnecessary.

French and Bell’s (1998)8 In ‘Climate for creativity’ organizational

systems model and can somewhat blur the core definition of
organizational climate, it serves as a good reminder of the
interrelatedness of all these factors with organizational climate and
culture. It also illustrates the broad range of organizational issues that
must be taken into consideration when planning for large-scale
organizational improvement.

Vallen (1993)9, ‘Job standards’ which ‘reflected the degree to which the
job was seen as having rigid standards of quality and accuracy, combined
with inadequate time, manpower, training and resources to complete the
task.
 Litwin & Stringer, (1968)10 has given a macro perspective of
analyzing the organization climate. According to them, “Climate can be
defined as the perceived attributes of an organization and its sub-systems
as reflected in the way an organization deals with its members, groups
and issues”. The emphasis is on perceived attributes and the working of
sub-systems. This framework emphasizes on motivational linkages and
seems to be quite relevant for studying organizational climate.
Climate was first very comprehensively defined by Argyris
(1958)11 . In his attempt to diagnose the group dynamics in a bank,
Argyris introduced the concept of Organizational Climate. In that paper
Argyris defined climate in terms of formal organizational policies,
employee needs, values, and personalities. This paper also triggered off
the popular ambiguity between culture and climate that persisted till late
70’s in the realm of organizational studies
The famous book ‘The Human Side of Enterprise’ Douglas
McGregor (1960)12 opened a new horizon of management science. It
introduced many pioneering concepts of organizational and industrial
psychology. McGregor in this book elaborated the concept of managerial
climate. He argued that the climate is primarily determined by the
managerial assumptions and the relationship between the managers and
their subordinates. There were of course drawbacks on the conceptual
framework.
McGregor(1960)13‘The Human Side of Enterprise’ conduct study
on organization climate it is not present any technique of measurement of
Organizational Climate. Second, it is culture, not climate that are
measured by the sets of assumptions. Climate is more dependent on
perceptions rather than assumptions. Apart from these principal research
works there were also other studies and the collection of all the research
work ultimately provided the initial framework of Organizational
Climate.
In their research work Forehand and Gilmer (1964)14 defined
Organizational Climate as a ‘set of characteristics that (a) describe the
organization and distinguish it from other organizations (b) are relatively
enduring over time and (c) influence the behaviour of people in the
organization .
In a study by Schneider and Snyder,R.(1975)15, attempted to
develop a measure of climate. The authors conducted extensive empirical
study on the employees in life insurance companies by developing two
sets of separate dimensions, one managerial level and another for the field
agents of the companies. During this time the studies of Organizational
Climate has established the fact that it can be conceptualized and
measured through the shared perceptions of the organizational members
and almost all the contemporary studies embraced the concept.
Francese (1993)16 In ‘Environmental variations in studies of
organisational behaviour’ who examined the effect of climate in service
responsiveness; Meudell and Gadd (1994) who studied climate and
culture in short life organizations;
Vallen (1993)17 In ‘Creativity Research Journal’ who was
concerned about organizational climate and service staff burnout.
Organizational climate has much to offer in terms of its ability to explain
the behavior of people in the workplace.
Mark A. Shadur, Rene Kienzle, John J. Rodwell, John J.
Rodwell (1999)18 on title of ‘The Relationship between Organizational
Climate and Employee Perceptions of Involvement’ One of the key
factors that may influence employees’ perceptions of involvement is
organizational climate. This article examines the relationship between
employee perceptions of involvement and organizational climate. Data
were collected using a survey of 269 employees of an information
technology company. The authors argue that employee involvement is
composed of three essential variables, namely, participation in decision
making, teamwork, and communications. Three hierarchical regression
analyses were carried out with each of the employee perception of
involvement variables as dependent variables. Employee demographic
data, employee affective attitudes (job satisfaction, commitment, and
stress), and three dimensions of organizational climate (bureaucracy,
innovation, and support) were entered into the regression analyses. The
results showed that supportive climates and commitment significantly
predicted each of the employee involvement variables.
Hooshung (1983)19 In ‘Multi-Health Systems’, studied that
personality, occupation values, organization climate are related with
managerial effectiveness. The study was to find out of organization
climate on managerial effectiveness. The researcher had taken 200
respondents as sample size. The hypothesis was that the managerial
effectiveness would be associated with the organization climate. The
result of the hypothesis was also favorable.
Schneider, Brief and Guzzo (1996)20 argued that ‘sustainable
organizational change is most assured when both the climate – what the
organizations, member’s experience – and the culture – what the
organizations’ members believe the organization values – change’.
The theoretical background helped the researcher to formulate the
objectives to do the project.
 REFERENCE

1.Lewin (1951) Organizational Behavior & Management, 8th Ed.Volume: 20, pp:
3-31.

2.Denison (1996) Assessing the context for change: A technical manual for the
Situational Outlook Questionnaire. Orchard Park, NY: The Creative Problem
Solving Group.

3.Jones and James (1979), "The team climate inventory: Development of the TCI
and its applications in teambuilding for innovativeness." European Journal of
Work and Organizational Behavior, 19, p. 235-258.

4.Moos(1994), Manual for the QPASS Survey. Brisbane: Public Sector

Management Commission,20.p.115-145

5.Schneider&Barlett(1986) "Climate and culture: An evolution of constructs." In

Schneider B. (Ed.) Organizational Climate and Culture, Jossey-Bass, San
Francisco. (p. 22)

6.Owens(2004), In W. Noble (Ed.), Australian Journal of Psychology 2004

Supplement – combined Abstracts of 2001 Australian Psychology Conferences,
vol. 53 .p. 85.
7.Rousseau(1990)Experiencing new public management: employee reaction to
flexible work practices and performance management. Industrial Relations
European Conference, Utrecht, Netherlands vol. 53 .275 p.

8.French &Bells(1998)Climate for creativity: A quantitative review. Creativity

Research Journal, 19(1), p.69-90.

9. Vallen(1993),"A Review of Instruments Assessing Creative and Innovative

Environments Within Organizations." Creativity Research Journal, 16(1), 119-
140.
10.Litwin & Stringer, (1968) Managerial self-awareness in high-performing
individuals in organizations, Journal of Applied Psychology, Volume: 82, pp:
281-292.

11.Argyris (1958) Personal differences, job tension, job outcomes, and store
performance: A study of retail managers, Journal of Marketing, Volume: 54(1),
pp: 85-101.

12.McGregor (1960), ‘The Human Side of Enterprise’, Annotated publication,Mc

Graw hill company,P-43-45

13.Forehand and Gilmer (1964) Environmental variations in studies of

organisational behaviour. Psychological Bulletin, 62, p.362-381.

14.Schneider and Snyder, R.(1975), A “Some Relationships between Job

Satisfaction and Organization Climate”, Journal of Applied Psychology, pp-60(3).

15.Francese (1993) Identifying competencies with behavioral-event interviews,

Psychological Science, Volume:9, pp: 331-339.

16. Douglas McGregor (1960) “The human side of enterprise” McGraw-Hill,

New York
17.Vallen(1993) ),"A Review of Instruments Assessing Creative and Innovative
Environments Within Organizations." Creativity Research Journal, 16(1), p.119-
140.

18.Mark A. Shadur, Rene Kienzle, John J. Rodwell, John J. Rodwell (1999)

The Organization Management , 24,p. 479.

19.Hooshung (1983) Organization Climate, Technical manual. Toronto: Multi-

Health Systems, Volume: 15, pp: 25-28.

20.Schneider, Brief and Guzzo (1996)"Climate and culture: An evolution of

constructs." In Schneider B. (Ed.) Organizational Climate and Culture, Jossey-
Bass, San Francisco. p. 27
 CHAPTER III

RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the

research problem. It may be understood as a science problem. It may be
understood as a science of studying how research is done scientifically.
An effective research strategy is the framework of the research process.
This deals with the most suitable methods of investigations, nature of
investment, sampling plan and types of data.

RESEARCH DESIGN
Research design is the arrangement of conditions for the collection
and analysis of data for a research study, which will have relevant and
scientific approach to the study. The research design is descriptive in
nature.
SAMPLING TECHNIQUE
The universe comprises of nearly 300 including both male and female
staff. Sample is the segment of population selected to represent the
population as a whole. The sample size considered for the study is
100. The sampling technique used is convenient sampling method i.e.,
based on the availability of the employees the data was collected.
SOURCES OF DATA
 Data is the fundamental element required for any analysis. Both
primary and secondary data was collected for the study.
Primary Data
Primary data was collected by questionnaires. The questionnaires were
structured and consisted of close and open-ended questions related in
identifying the roles required for an organizational change.

Secondary Data

Secondary data was collected from magazines, books, web-sites and

research papers. Further information was obtained through brochures,
reports and documents given by the organization.

TOOL OF ANALYSIS

Various methods were used to analyse the data collected. Tools

used in this project to analyse were Percentage analysis method and
Mean Score Value method.

Percentage Analysis

The Percentage analysis method is used to calculate the

percent of the favorable and unfavorable responses.

Percentage = Number of respondents * 100

Total number of respondents

Mean Score Value Method

Mean score value is used to find the mean score of the factor
from the respondents.

Score value = Number of respondents * score value

 Mean score value = score value

Number of respondents

ABBREVIATIONS USED

• % - Percentage
• HS - Highly Satisfied
• S - Satisfied
• D - Dissatisfied
• HD – Highly Dissatisfied
• N - NEUTRAL
• MSV-Mean Score Value
 CHAPTER IV

ANALYSIS AND INTERPRETATION

Analysis of data in a general way involves a number of

closely related operations, which are performed with the purpose of
summarizing the collected data organizing these in such a manner that
they answer the research questions. Interpretation is the device through
which the factors that seem to explain what has been observed by
researcher in the course of the study can be better understood and it also
provides a theoretical conception, which can serve as a guide for future
researches.
GENDER

The gender of respondents plays a vital role in the job performance

and beneficial contribution to the organization. Gender indicates the type
of work one can handle

TABLE 4.1
GENDER

NO OF
GENDER RESPONDENTS PERCENTAGE
MALE 54 54
FEMALE 46 46
TOTAL 100 100

It is inferred that 54% of the employees were male and 46% were
female.
 CHART-4.1
GENDER

33%

MA LE
FE MA LE

67%
AGE

The age of respondents play a vital role in the job performance and
beneficial contribution to the organization. Age indicates the level of
maturity in each individual. As age increases the knowledge and abilities
tends to increase.

TABLE-4.2
AGE OF THE RESPONDENTS

NO OF
AGE RESPONDENTS PERCENTAGE
15-20 YEARS 15 15
21-30YEARS 53 53
31-40YEARS 25 25
41-50YEARS 5 5
ABOVE 50
YEARS 2 2
TOTAL 100 100

It is inferred that 53% of employees were between 21-30 years ,

25% were between 31-40 years ,5% were between 41-50 years and 2%
above 50 years.
 CHART-4.2

AGE OF THE RESPONDENTS

5 %2 % 1 5 %
1 5 -2 0 Y E A R S
2 1 -3 0 Y E A R S
25%
3 1 -4 0 Y E A R S
4 1 -5 0 Y E A R S
AB O VE 50
53%
 ORGANIZATION ENVIRONMENT

The work environment factor plays vital role includes not only
physical location, but also equipment or materials used by the employees
during the course of their work

TABLE-4.3

ORGANIZATION ENVIRONMENT

FACTORS H.S S N D H.D TOTAL MSV

Work area offers clean and well 76 21 3 0 0 127 1.27
organised working environment

Sitting arrangement in the office 10 58 23 7 2 233 2.33

offers comfortable position to work
Resources are available to perform 28 17 28 13 14 268 2.68
my job effectively

The first aid facility to the 6 34 39 15 6 281 2.81

employee is very good

The employees have a 10 15 33 34 8 315 3.15

good canteen and rest room facility
 Overall MSV=2.52

It is inferred that respondents are satisfied with their work environment

of organization, which is one of the important factors in determining
organization climate.

CHART- 4.3

ORGANIZATION ENVIRONMENT

80
70
60
W ORK AREA
50 ARRANGEM ENT
No of Respondents

40 RE SOURSES
30 F IR S T A ID
20 C A N TE E N

10
0
H I G H L Y S A T S I F I ES DA T S I F I E D N E U TR A L D IS S A T S IF IE D H IG H L Y
D IS S A TS IF IE D
S a t is fa c t o r y L e v e l
 TEAM WORK

Organizations are compromised of people who share a common

task and who combine in a structured and systemic manner to achieve its
successful completion.
TABLE- 4 .4

TEAM WORK

FACTORS H.D S N D H.D TOTAL MSV

Having confidence with my co- 42 43 7 5 3 184 1.84
workers in organization
Appreciation and recognisation 13 36 42 8 1 248 2.48
of the work in team.
The people in team work well 18 36 23 18 5 256 2.56
together.
Innovation/new ways of doing 13 25 38 23 1 274 2.74
things are liked by all team
members
The team is effectively managed 15 23 31 23 8 286 2.86
by Team Leader

Overall MSV=2.49
 It is inferred that respondents are more satisfied with the
innovation and the new way of doing things , and the effectiveness of the
team leader

CHART-4.4

TEAM WORK

50
45
40
35
S U P P O R T IV E
30
A P P R E C IA T IO N
No of Respondents

25
IN N O V A T O N
20
15 MANAGEMENT
10
5
0
H I G H L Y S A T S I F SI EA DT S I F I E D N E UTR A L D IS S A T S IF IE D H IG H L Y
D IS S A T S IF IE D
S a t is fa c t o r y L e v e l
 MANAGEMENT EFFECTIVENESS

In an organization management need to maintain a cordial relationship

with the employees to get the work done. This will make the employees
feel free to approach the management when they need help. This will help
the organization to create a strong workforce.

TABLE-4.5

MANAGEMENT EFFECTIVENESS

FACTORS H.S S N D H.D TOTAL MSV

Effective communication with 17 57 15 4 7 227 2.27
the management
Good understanding of the team 17 15 50 12 6 275 2.75
activities
Treated with respect by 11 43 31 12 3 253 2.53
management
Communication of grievances/ 5 28 37 26 4 296 2.96
complaints to the management
Management takes employees 17 20 30 28 5 284 2.84
suggestions seriously

Overall MSV=2.67
 Employees feel that their management are having concern about
their views. Communication of the complaints to the management is more
satisfied by the employees

CHART-4. 5

MANAGEMENT EFFECTIVENESS
No.Of.Respondents

60
50
40
30
20 COMMUNICATION
10
0 UNDERSTANDING
NEUTRAL

RESPECT
DISSATSIFIED
SATSIFIED
HIGHLY

GRIEVANCES
HIGHLY

SUGGESTIONS

Satisfactory level
 COMPETENCY

It encompasses a combination of knowledge, skills and behavior utilized

to improve performance. More generally, competence is the state or
quality of being adequately or well qualified, having the ability to
perform a specific role.

TABLE-4.6

COMPETENCY

FACTORS H.S S N D H.D TOTALMSV

Job challenging 36 34 18 5 7 213 2.13

Skills while recruiting 11 30 34 14 11 284 2.84

Values from staff development 16 27 36 15 12 280 2.80
programme
Freedom to do the job 10 20 33 26 11 308 3.08

Handling workload 19 18 33 23 7 281 2.81

Enhance career development 17 26 32 18 7 272 2.72
Provides opportunities 3 17 35 20 15 297 2.97

Overall MSV=2.76
It is inferred that the employees were highly satisfied with the
challenging job, sufficient skills for the job, staff development
programme, freedom given in the job, size of workload, he enhancement
of their career and new opportunities given to them.

CHART-4.6

COMPETENCY

40
35
No of Respondents

30
25
20 C HA L LE NG ING
15
10 S UF F IC IE NT S K IL LS
5 P RO G RA M M E S
0
F RE E D O M
NEUTRAL
SATSIFIED

SATSIFIED

W O RK LO A D
HIGHLY

DISSATSIFIED
DISSATSIFIED

HIGHLY

C A RE E R D E V E L O P M E NT
O P P O RTUNITIE S

S a tisfacto r y L eve l
 COMPENSATION

Compensation are the important motivators for the employees. To

motivate the employees an organization should emphasize on positive
rewards. And it should be decided on the basis of fair policy.

TABLE 4.7

COMPENSATION

FACTORS H.S S N D H.D TOTAL MSV

Management provides information 17 36 32 6 9 254 2.54
about compensation and benefits
Fairly paid for work 8 23 43 19 7 294 2.94
Satisfaction of benefit packages 6 32 25 28 9 302 3.02
(TA, DA, Insurance etc.)

Receive adequate support for 4 20 34 31 15 345 3.45

booking tickets

Overall MSV=2.98
 Employees feel that the organization may provide compensation
for the work done. Employees are satisfied with for booking tickets and
other benefit packages

CHART-4.7

COMPENSATION

50
45
No of Respondents

40 IN FO R M ATIO N
35
30 PAID FAIR LY
25
20 BEN EFITS
15
10 SU PPOR TS
5
0
NEUTRAL
SATSIFIED

SATSIFIED

DISSATSIFIED

DISSATSIFIED
HIGHLY

HIGHLY

S atisfactory Lev el
 APPRAISAL SYSTEM

It is a powerful tool to calibrate, refine and reward the performance

of the employee. It helps to analyze his achievements and evaluate his
contribution towards the achievements of the overall organizational goals.

TABLE-4.8

APPRAISAL SYSTEM

FACTORS H.S S N D H.S TOTAL MSV

Performance appraisal system is 43 27 12 7 11 216 2.16
effectively conducted by
organization
Receive adequate feedback about 4 36 38 13 9 287 2.87
performance
Recommendation have taken 19 22 30 18 11 280 2.80
place as per the discussions with
the team leaders .,

Overall MSV=2.62
It is inferred that of the employees were highly satisfied with the
performance appraisal programme and the recommendations regarding
appraisals.

CHART-4.8

APPRAISAL SYSTEM

50
45
40
No of Respondents

35 E F F E C T IV E N E S S
30
25 FEEDBACK
20
15 D IS C U S S IO N S
10
5
0
AL
IED

ED
R
IED

UT
SIF

IED
I
SIF
NE
SIF

SIF
AT
SA
T

SS

AT
SA

DI

SS
Y
HL

DI
G

Y
HI

GHL
HI

S a tis f a c t o r y L e v e l
 INVOLVEMENT

This is essential factor which implies about employees

involvement during decision making and sharing of information
effectively inside the organization

TABLE-4.9

INVOLVEMENT

FACTORS H.S S N D H.D TOTAL MSV

Good induction 20 39 28 6 7 241 2.41
Management seeks the 10 34 33 18 5 274 2.74
involvement of employees when
making important decisions
Organisation is sensitive to 11 31 34 17 7 278 2.78
individual needs
Information is shared freely 8 23 37 24 8 301 3.01
throughout the company

Overall MSV=2.73
 It is inferred employees feel that management involvement of
workers improved process and information are satisfied inside the
organization.

CHART-4.9

INVOLVEMENT

45
40
35 IN D U C T IO N
30
No of Respondents

25 IN V O L V E M E NT
20 IN D IV ID U A L N E E D S
15
10 O THER DEPARTM ENTS
5
0
NEUTRAL
SATSIFIED

SATSIFIED
HIGHLY

DISSATSIFIED

DISSATSIFIED
HIGHLY

S a t is f a c t o r y L e v e l
 TABLE NO: 4.10

RELATIONSHIP BETWEEN AGE OF AN EMPLOYEE AND

ORGANISATION ENVIRONMENT

ORGANISATION
ENVIRONMENT/AGE
WORK AREA 0.122807

ARRANGEMENT 0.989023

RESOURCES 0.186227

FIRST AID 0.744017

CANTEEN -0.04253
 TABLE NO: 4.11

RELATIONSHIP BETWEEN MANAGEMENT EFFECTIVENESS

AND ORGANISATION ENVIRONMENT

MANAGEMEN WORKIN ARRANGE RESOUR FIRST CANTEE

T G AREA MENT ES AID N
EFFECTIVENE
SS/ORGANISAT
ION
ENVIRONMEN
T
COMMUNICAT 0.192127 0.963323 0.023547 0.544837 -0.26752
ION
UNDERSTANDI -0.10818 0.182983 0.720602 0.721436 0.575826
NG
RESPECT -0.0784 0.944771 0.214042 0.90995 0.253314
GRIEVANCES -0.4803 0.53591 0.10467 0.911429 0.81730
SUGGESTIONS -0.15267 0.250446 0.302778 0.64567 0.899813
 TABLE NO: 4.12
RELATIONSHIP BETWEEN APPRAISAL SYSTEM AND
INVOLVEMENT

APPRAISAL INDUCTI INVOLVEME SENSITIV HAPPENI

SYSTEM/INVOLV ON NT E NGS

EMENT
EFFECTIVE 0.438381 -0.09532 -0.11998 -0.45776
FEEDBACKS 0.77287 0.95384 0.96686 0.83524
RECOMMENDATIO 0.6788 0.84543 0.888708 0.851564
NS
 5. SUMMARY

The project titled “Organizational climate” was done in K.Z.Export. The

summary of the study deals with the following topics.

5.1 FINDINGS

5.2 SUGGESTIONS

5.3 CONCLUSION
 5.1 FINDINGS

FACTORS MSV INTERPRETATION

ORGANIZATION 2.52 Respondents are satisfied with their work

ENVIRONMENT environment of organization, which is one
of the important factors in determining
organization climate.
TEAM WORK 2.49 Respondents are more satisfied with the
innovation and the new way of doing
things , and the effectiveness of the team
leader.
MANAGEMENT 2.67 Employees feel that their management are
EFFECTIVENESS having concern about their views.
Communication of the complaints to the
management is more satisfied by the
employees.
COMPETENCY 2.76 The employees were highly satisfied with
the challenging job, sufficient skills for the
job, staff development programme, freedom
given in the job, size of workload, he
enhancement of their career and new
opportunities given to them.
COMPENSATION 2.98 Employees feel that the organization may
provide compensation for the work done.
 Employees are satisfied with for booking
tickets and other benefit packages.

APPRAISAL 2.62 The employees were highly satisfied with

SYSTEM the performance appraisal programme and
the recommendations regarding appraisals.

INVOVLEMENT 2.73 Employees feel that management

involvement of workers improved process
and information are satisfied inside the
organization.
 5.2 SUGGESTIONS

After analyzing the various factors relating to the Organizational

climatic factors in the organization, it is observed that there is still scope
for improvement. Keeping this view in mind the following suggestions
are made so that all the employees of the organization feel highly
satisfied without exception.

ORGANIZATIONAL CLIMATIC FACTORS

• The employees’ works should be recognized by the management

and appreciated, which helps employees to get motivated and to
work hard for organization.
• The management has to increase the income level of the employee
to satisfy them.
• Work environment provided by the organization is good and the
organization should maintain it.
• Employees have a high trust in management. It should be
maintained which may help to increase employee’s involvement
and commitment.
• The organization can acknowledge employees for their
contribution when the company achieves the goals and objectives.
 5.3 CONCLUSION

Climate is the atmosphere of the organization, a “relatively

enduring quality of the internal environment of an organization, which is
experienced by its members and influences their behavior.”
Organizational climate may affect quality of service and employee’s
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.
The main objective of the research was to identify the study
employees' perceptions and perspectives of the organization. The
researcher took 100 samples from the organization. The entire project
spanned over a period of 45 days. Convenient sampling procedure was
used for the research purpose. Percentage method, Mean score value
method, correlation and graphic presentations tools were used for
analyzing purposes.
The proper implementation of an organizational climate survey
can provide valuable information that can be used to guide and increase
its success. However, companies that choose to implement a survey must
be prepared to respond to both positive and negative results, and work
with employees to make improvements in the work environment. Failure
to respond to employee feedback can ultimately increase the number of
workforce problems experienced within an organization.
 The major findings of the research in K.Z Export was that there is
a satisfied working environment, and have social support among staffs
and also with the management.
The study reveals that the employees have good work environment
and effective management in the organization. Through the analysis the
researcher could be able to conclude that the employees are satisfied with
their organization climate.
 BIBLIOGRAPHY

BOOKS
 C.R.Kothari(1985)“Research Methodology Methods and Techniques”, New
Age International.pvt.Ltd,Second Edition,pp1-95.
 C.B.Memoria(1999)“Personnel Management”, reprint edition, Himalaya
publishing house, pp230-260.
 V S P Rao(2007), “Human Resource Management”, Anurag Jain for Excel
Book Publisher, Second Edition ,pp616-619.
 Aswathappa.K(2005), “Human Resource and Personnel Management”,
Published by Tata McGraw-Hill Publishing Company Limited, Fourth
Edition,pp242-253.

WEBSITES
o http://mbasearch4u.blogspot.com/2007/12/mba-ist-semester-papers-2006.html
o http://www.hrmguide.co.uk/
o http://www.docstoc.com/search/hr-projects/?catfilter=1
o http://findarticles.com/p/articles/mi_qa5514/is_200007/ai_n21462415
o http://www.ikisian.com/links/ap-soya history.shtml
o http://www.eric.ed.gov/ERICWebPortal/custom/portlets/recordDetails/detailm
ini.jsp?
_nfpb=true&_&ERICExtSearch_SearchValue_0=ED349050&ERICExtSearch
_SearchType_0=no&accno=ED349050.
o http://findarticles.com/p/articles/mi_qa5361/is_4_65/ai_n28785931/
o http://www.humanlinks.com/orgsn/climate.htm
o http://www.businessperform.com
o http://mindpower.smartads.info/business-management/article.php?
art=7108..Tis
o http://www.nimspl.com/270/Organizational_Culture__Climate_Study.html.
o http://ezinearticles.com/?Organizational-Climate-Surveys&id=1678200
o http://www.entrepreneur.com/tradejournals/article/63795730.html.

QUESTIONNAIRE

1. Name :

2. Age :
a) 15 - 20 b) 21 - 30 c) 31 - 40 d) above 40
years

3. Sex :
a) Male b) Female

4. Department

5. ENVIRONMENT
FACTORS HIGHLY SATS NEUT DISSATS HIGHLY
SATSIFIED IFIED RAL IFIED DISSATSIFIED
My work area offers
me clean and well
organised working
environment
Sitting arrangement in
my office offers
comfortable position
to work
I have resources to
perform my job
effectively
the first aid facility to
the employee is very
good
the employees have a
good canteen and rest
room facility
6. TEAM WORK

FACTORS HIGHLY SATSIF NEUT DISSATS HIGHLY

SATSIFIED IED RAL IFIED DISSATSIFIED
My team members are
giving need based
support to perform my
role effectively
My work in team is
appreciated and
recognised.
Innovation/new ways
of doing things are
liked by all team
members
My team is effectively
managed by Team
Leader
All the teams at our
organization work well
together

7. MANAGEMENT EFFECTIVENESS
FACTORS HIGHLY SATSIF NEUT DISSATS HIGHLY
SATSIFIED IED RAL IFIED DISSATSIFIED
I can communicate
effectively regarding
my work with senior
management
Management has good
understanding of what
is going in our team
I am treated with
respect by
management
I can communicate my
grievances/ complaints
to the management

Management takes
employees suggestions
seriously

8. COMPETENCY

FACTORS HIGHLY SATS NEUTR DISSATS HIGHLY

SATISFIED IFIED AL IFIED DISSATISFIED

I find my job
challenging
I had sufficient skills
when I was hired to
this job
The staff
development
programme helped
me to add value to
my skills
I have been given fair
amount of freedom to
do my job
I can handle the size
of my Workload
My organisation
helps me to enhance
my career
development
I find my organisation
giving new
opportunities

9. COMPENSATION AND OTHERS

FACTORS HIGHLY SATS NEUTR DISSATS HIGHLY

SATSIFIED IFIED AL IFIED DISSATSIFIED
I have got adequate
information regarding
my compensation and
benefits
Considering my
position (work and
responsibility)
I am paid fairly
Overall I am satisfied
with my benefit
packages (TA, DA,
Insurance etc.)
I get timely support
from Administration
while booking tickets
etc.
10. APPARISAL SYSTEM

FACTORS HIGHLY SATS NEUTR DISSATS HIGHLY

SATSIFIED IFIED AL IFIED DISATSIFIED
. Performance
appraisal system is
effectively conducted
by our organization
I receive positive
feedback and to-be
improved in so
Recommendation
have taken place as
per the discussions
with our team leaders
after
the appraisal
me aspects

11. INVOLVEMENT

FACTORS HIGHLY SATS NEUTR DISSATS HIGHLY

SATSIFIED IFIED AL IFIED DISATSIFIED
I received a proper
induction while
joining
Management seeks
CHAPTER
the involvement of TITLE PAGE NO
the employees
opinion when making
LIST OF TABLES
important
decisions
LIST OF CHARTS
Organisation is
I to my INTRODUCTION
sensitive
individual needs
I know what is 1.1 TEXTILE INDUSTRY
happening in other 1.2 K.Z. EXPORTS
parts of my
1.3 OBJECTIVE
organization
1.4 SCOPE
1.5 LIMITATIONS
II REVIEW OF LITERATURE

III RESEARCH METHODOLOGY

IV ANALYSIS AND INTERPRETATION

V SUMMARY
5.1 FINDINGS
5.2 SUGGESTION
5.3 CONCLUSION
BIBLIOGRAPHY

ANNEXURE

ANY OTHER SUGGESTIONS:

−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−

−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−−

CONTENT
LIST OF TABLES
TABLE NO TITLE PAGE
NO
4.1 GENDER

4.2 AGE

4.3 ORGANIZATION ENVIRONMENT

4.4 TEAM WORK

4.5 MANAGEMENT EFFECTIVENESS

4.6 COMPETENCY

4.7 COMPENSATION

4.8 APPRAISAL SYSTEM

4.9 INVOLVEMENT

4.10 RELATIONSHIP BETWEEN AGE OF AN

EMPLOYEE AND
ORGANISATION ENVIRONMENT
4.11 RELATIONSHIP BETWEEN
MANAGEMENT EFFECTIVENESS AND
ORGANISATION ENVIRONMENT
4.12 RELATIONSHIP BETWEEN APPRAISAL
SYSTEM AND INVOLVEMENT

LIST OF CHARTS
CHART NO TITLE PAGE NO
4.1 GENDER

4.2 AGE

4.3 ORGANIZATION ENVIRONMENT

4.4 TEAM WORK

4.5 MANAGEMENT EFFECTIVENESS

4.6 COMPETENCY

4.7 COMPENSATION

4.8 APPRAISAL SYSTEM

4.9 INVOLVEMENT