Bharathi - 2

“A STUDY ON IMPACT OF EMPLOYEE BEHAVIOUR IN WORKING
ENVIRONMENT WITH THE REFERENCE OF SATRAC ENGINEERING PVT.

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Chapter-01
Introduction
Harsha Institute of Management Studies 1

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Chapter - 01
INTRODUCTION
BACKGROUND OF THE STUDY
HR originated in the beginning of the 20th century, when industrialists like Frederick Taylor and Elton
Mayo implemented the creation of scientific management and the human relations movement. These
initiatives aimed to improve workplace efficiency by improving work processes and better understanding
workers' motivations and demands. In the mid-twentieth century, the focus of human resources evolved to
personnel management, which focused administrative activities including record-keeping, payroll
processing, and compliance with labour laws and regulations. However, in the 1970s and 1980s, a more
strategic and proactive approach to human resource management (HRM) emerged.
HR now comprises a wide range of tasks, such as recruiting and selection, employee development and
training, salary and benefits, employee relations, and compliance with employment laws and regulations.
Human resource experts are in charge of attracting and maintaining skilled people, implementing effective
HR policies and procedures, and ensuring that the organization complies with all applicable rules and
regulations.
Despite the advancements and evolution that have occurred in the HR sector over the last decade, 80% of
respondents to a recent survey stated that their company's HR skills are lacking.
However, by making investments in modern HR platforms and technologies, HR managers may boost
employee morale while offering even more beneficial services to their firms.
Even while many individuals in today's workforce are ready for opportunities to grow and advance within
their businesses, just 25% of workers say their employers give them the best prospects for career growth.
A company's culture describes its mission, beliefs, values, ethics, and other qualities. The expectations of
employees are determined by the culture. One of the key elements affecting employee happiness is culture.
An employee is more likely to be satisfied with their work when the corporate culture is more positive.
Managers ought to give as much resources as they can to culture development because satisfaction is linked
to production.
The human resources department, also referred to as human resources (HR), is to make ensure that the staff
of the business is effectively managed, fairly compensated, and trained. The department is in accountable
for hiring, dismissing, and recruiting in addition to benefit administration.
A company’s human resources department is in charge of making sure that it has a solid workforce that is
fully prepared to do its job and is fairly compensated for doing so. The human resources department
delivers effective policies, methods, and principles that are supportive and people-friendly. The human
resources department also works to ensure that the organisation’s mission, vision, and value are reflected in
it culture.
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CURRENT TRENDS OF HUMAN RESOURCE:
➢ HYBRID WORKING: During the period of COVID 19 where work from home was the only option
left, people got adjusted to that and continue their even now, where some organization are encouraging
their employees to switch again to office. Hybrid Culture which helps the company to expand in foreign
markets too. The Hybrid culture helps in creating new opportunities.
➢ EMPLOYEE WELL BEING: Employees nowadays desire a positive work culture and a healthy work
environment in addition to a competitive compensation. According to HRM trends, a good salary keeps an
employee, but a good environment Human resource managers should take initiatives to promote good
workforce wellness, allowing employees to be more adaptable to changes and interruptions.
➢ HR ANALYTICS: HR analytics refers to the process of collecting and analyzing HR data in order to
enhance an organization's workforce performance. The approach is sometimes referred to as workforce
analytics, talent analytics, or people analytics. This data analysis technique balances corporate goals with
HR data that is routinely gathered.
➢ DIGITAL RECOGNITION: Reward and recognition are the finest non-monetary motivators for
improving employee performance in a firm. The HRM trend has changed this motivator from verbal to
digital.
➢ LEARNING MANAGEMENT SYSTEM: Learning new skills is essential for staying updated,
irrespective of the employee's position or experience. As a result, continuous learning is becoming a
recognizing trend in the HR business. Employee learning opportunities are essential to the success of any
business. Learning management systems are essential for tracking employees' learning activities and
facilitating successful departmental collaboration.
➢ ONLINBE SKILL ASSESSMENGT: Online skill tests are becoming more popular in businesses due
to its effectiveness as a talent management tool. It takes the shape of surveys, quizzes, tests, and exams,
and it serves as a platform for employers to learn about their employees' knowledge as well as an
opportunity for employees to self-assess
➢ CLOUD HUMAN RERSOURCE: Cloud HR is a sort of human resource management system

(HRMS) that is hosted on a cloud-based platform. HR software program and data are accessible and stored
online using cloud HR, rather than on a local server or individual computers.
➢ DIVERSITY, EQUITY AND INCLUSION: DEI activities aimed at creating more inclusive and
varied workplaces, such as recruitment and hiring practices, training and development program, and
policies and practices that support a more diverse workforce, are receiving increased attention.
➢ EMPLOYER BRANDING: Employer branding has become increasingly important in human resource
management. Companies are now investing in the development of strong employer brands in order to
recruit and retain top employees. This involves highlighting the company's culture, principles, and
employee benefits.
➢ EMPLOYEE EXPERIENCE: Human resource management has made employee experience a top
concern. Companies are now focusing on providing pleasant employee experiences at all touch points,
from the hiring process to on boarding, training and continuous career development.

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STRATEGIES USED BY HR IN BUILD GOOD RELATIONSHIP BETWEEN EMPLOYEE AND

EMPLOYER
➢ Clear Communication: HR ensures that employees are informed of the company's goals, vision, and
mission. It promotes in the development of communication channels by which employees may express
feedback and have their problems handled.
➢ Professional Development: HR can provide employees with opportunities for professional growth such
as training, workshops, and conferences. These chances allow employees to improve their abilities and
advance professionally, which drives them to work more.
➢ Feedback and evaluation: Human resources can provide regular feedback on employees' performance.
Positive feedback can assist employees in understanding their strengths and areas for improvement, as well
as motivating them to work on them.
➢ Work environment: HR can support employee well-being by establishing policies such as flexible
work hours, employee wellness programs, and work-life balance initiatives.
➢ Employee empowerment: HR can empower employees by delegating authority and decision making
authority in their respective responsibilities. Employees will feel valued, driven, motivated and engaged.
➢ Diversity and inclusion: Human resources can guarantee that the workplace recognizes and values
diversity. Employees are motivated to perform better when they feel valued and respected.
➢ Training and Development: HR invests in employee training and development programs to enhance
skills and capabilities. This not only benefits individual employees but also strengthens the organization by
ensuring a skilled workforce.
➢ Work-Life Balance Support: HR promotes work-life balance by offering flexible work arrangements,
wellness programs, and policies that support employees' personal and professional well-being. This helps
improve employee satisfaction and productivity.
➢ Conflict Resolution: HR acts as a mediator in resolving conflicts between employees and employers,
ensuring fair treatment and addressing grievances promptly and impartially.
➢ Employee Recognition and Rewards: HR implements systems to recognize and reward employees for
their contributions and achievements. This could include monetary incentives, bonuses, or non-monetary
rewards like certificates or public recognition.
The process of organizing, locating, evaluating, employing, and integrating competent and talented people
into suitable roles within the company is known as talent acquisition. All forms of employment connections
are covered by the procedure, including contracts, contingent labour, full- and part-time employees, and
relationships involving outsourced workers. The procedure is designed to draw skilled employees to the
company.

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Finding and keeping the best personnel gives a business a competitive edge, but finding the appropriate
employee for the right role is just as crucial and challenging. Organisations are devoting more time, energy,
and resources to crafting their recruitment strategies due to the heightened competition in the recruitment
market. Talent acquisition is a crucial HR activity that is in charge of finding qualified candidates from a
variety of sources for for given job positions under stringent deadlines and cost constraints.
STRATEGIES USED BY HR IN BUILD GOOD RELATIONSHIP BETWEEN EMPLOYEE AND

EMPLOYER
➢ Clear Communication: HR ensures that employees are informed of the company's goals, vision, and
mission. It promotes in the development of communication channels by which employees may express
feedback and have their problems handled.
➢ Professional Development: HR can provide employees with opportunities for professional growth such
as training, workshops, and conferences. These chances allow employees to improve their abilities and
advance professionally, which drives them to work more.
➢ Feedback and evaluation: Human resources can provide regular feedback on employees' performance.
Positive feedback can assist employees in understanding their strengths and areas for improvement, as well
as motivating them to work on them.
➢ Work environment: HR can support employee well-being by establishing policies such as flexible
work hours, employee wellness programs, and work-life balance initiatives.
➢ Employee empowerment: HR can empower employees by delegating authority and decision making
authority in their respective responsibilities. Employees will feel valued, driven, motivated and engaged.
➢ Diversity and inclusion: Human resources can guarantee that the workplace recognizes and values
diversity. Employees are motivated to perform better when they feel valued and respected
➢ Training and Development: HR invests in employee training and development programs to enhance
skills and capabilities. This not only benefits individual employees but also strengthens the organization by
ensuring a skilled workforce.
➢ Work-Life Balance Support: HR promotes work-life balance by offering flexible work arrangements,
wellness programs, and policies that support employees' personal and professional well-being. This helps
improve employee satisfaction and productivity.
➢ Conflict Resolution: HR acts as a mediator in resolving conflicts between employees and employers,
ensuring fair treatment and addressing grievances promptly and impartially.
➢ Employee Recognition and Rewards: HR implements systems to recognize and reward employees for
their contributions and achievements. This could include monetary incentives, bonuses, or non-monetary
rewards like certificates or public recognition.

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Working environment that goes against how we should behave treats others, and conduct business
as a company. The culture and its employees constantly show bias in action, have an innovative
mind-set, and prioritise partnerships. Generally speaking, working environment refers to all of a
company's beliefs, values, and attitudes as well as how these affect how its employees behave.
What it's like for a customer to purchase from a business or for a supplier to work with it is
influenced by a Working environment. The key to fostering the characteristics required for
business success is a strong Working environment.
All team members' behaviour is influenced and guided by the values, expectations, and practises
that make up the Working environment. Consider it as the assortment of characteristics that
define your business. While a dysfunctional workplace environment brings out traits that can
impede even the most successful organizations, a great workplace environment exemplifies
positive traits that result in improved performance. Despite the fact that both can help define it,
organizational goals and a mission statement should not be confused with Working environment.
Press releases or policy documents don't build Working environment; consistent and genuine
behaviour does. When you observe how a CEO handles a crisis, a team adjusts to changing
customer needs, or a manager corrects an employee who is acting inappropriately, you can
observe company Working environment in action.
The work environment of a corporation is the collection of situational elements that make the
corporate climate, and it is crucial to take this into consideration while choosing a job or striving
to maintain good operations. A good work environment can boost your spirits, but a bad one
might demotivate you. Gaining knowledge about this crucial aspect of the workplace will enable
you to recognise a healthy setting. To identify the essential components of the work environment
consultants, and academics. Enterprise work environment gives identities to organizations,
groups, and people as a way to set members of one group apart from others.
The components that make up an employee's workplace and have an effect on them are
collectively referred to as the work environment. Some of its components—like the wall
treatment or the quantity of indoor plants—are evident, but others—like corporate politics or a
coworker whose personality does not mesh well with the company culture—are more subtle. The
office atmosphere has a big influence on professionals who work both full- and part-time jobs
because they have to do their work there. Employees typically have to become used to this aspect
of the workplace.
The idea of or work environment does not have a single definition. There are several instead. For
example, "the procedure A company's work environment includes its various norms and beliefs.
These unquestionably affect how well employees perform. Additionally, it has been observed that
work environment influences both employee profitability and productivity. This has an overall
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impact on their performance level, which increases productivity. Additionally, it has been
observed that work environment influences how employees behave. To better understand the
effect of work environment on employee performance, the researcher conducted this study on
approximately 26 participants. To further understand the effects of this work environment these
employees were chosen at random from a variety of organizations, including the retail and
telecommunications industries.
This pertains to a group of norms and beliefs that exist within an organization. Additionally, each
organization has its own set of standards that guide employees' actions. Additionally, this work
environment affects how their employees behave. Additionally, it has been observed that this work
environment sets boundaries within an organization and affects employees' productivity rates. Each
organization has its own standards for dress, and as a result, this determines the work environment. From
this point forward, it can be said that each organization has unique standards and guidelines that enhance
employee performance.
work environment has been described in a wide variety of ways and by a wide variety of theorists. The
collective programming of the mind, for instance, separates members of one group or category of people
from others, organization's internal work environment will gradually emerge during the establishment and
development phases. Its existence is intended to increase teamwork and cohesiveness, inspire enthusiasm
and creativity among employees, and boost an organization's financial performance. work environment are
complex and distinctive, just like general cultural norms. They are chosen based on each person's
background, leadership, and workforce.
Therefore, it is crucial to comprehend how work environment impact employee behaviour in order to
enhance management and allow a work environment to have the desired impact on employees. One of the
most common topics in a work environment, which influences the values and beliefs of employees in their
workplaces. Additionally, this type of work environment enables workers to perform better in order to
advance and achieve an organization's goals and objectives. Additionally, this culture directs how
employees behave, which has an impact on their performance. Employee performance within an
organization is largely dependent on employee behaviour. The impact of this work environment on
employee behaviour and performance rate will be covered in this research study. According to Moorhead
(1995), organizational behaviour is a field of study that looks into how people behave within
organizations, including the interface between people and organizations, with the goal of using this
knowledge to increase an organization's effectiveness.
An increasing amount of research is being done on organizational behaviour, which applies what has been
learned about how people behave within organizations by both individuals and groups. Therefore,
organizational behaviour focuses on the investigation of what individuals do within an organization and
how their actions impact the performance of the organization. Therefore, decision-making, leadership,
motivation, personality, productivity, human performance, and management are all closely related to work
environment. Individuals, groups, and organizational structures are the three domains into which Robbins
(2010) divides the study. There are many ways that work environment affects an organization. First of all,
it gives organizations identities, which means that it establishes boundaries between various organizations
and people. Additionally, work environment has the power to elevate personal interests to something more
in line with organizational objectives. Additionally, culture improves the level of the organizational system
because it controls employee behaviour by establishing appropriate standards. Last but not least, work

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environment functions as a behavioural mechanism that directs and moulds the attitudes and behaviour of
employees.
In the workplace of today, the phenomenon of work environment and employee behaviour seems to be
taking on a greater significance. The importance of research on the connection between work environment
and behaviour is rising. More research is being done to determine how work environment and
organizational behaviour. There is, according to researchers, a beneficial relationship. These studies have
used a variety of methodologies, including theoretical research, field research, empirical research, and
more. Performance of the organization. Therefore, decision-making, leadership, motivation, personality,
productivity, human performance, and management are all closely related to organizational behaviour.
Individuals, groups, and organizational structures are the three domains into which Robbins (2010) divides
the study.
performance of the organization. Therefore, decision-making, leadership, motivation, personality,

productivity, human performance, and management are all closely related to organizational behaviour.
Individuals, groups, and organizational structures are the three domains into which Robbins (2010) divides
the study. According to the model, an organization needs to have a work environment that is centred on its
customers, employees, and stockholders if it wants to act ethically over the long term.
Organizational behaviour is also influenced by work environment and personality factors. work
environment is one of the many factors that can help to explain behaviour,
These studies have used a variety of methodologies, including theoretical research, field research,
empirical research, and more. Power distance, individualism and collectivism, avoiding uncertainty,
masculinity and femininity, long-term orientation, indulgence and restraint are some dimensions that have
a significant impact on organizational functions. Leadership, organizational strategy, and human resources
are a few factors worth noting in the interaction between culture and behaviour as they may have a big
impact. These would make fascinating variables to discuss alongside organizational commitment in future
research.

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Advantages of work environment has on behavior
First Employees who work in an environment where they feel appreciated, safe, and at ease are more
likely to collaborate, build stronger social bonds, and support one another. A happy workplace fosters
team development and improves the company's financial line.
Second There is a peaceful atmosphere in a favourable work environment, which increases productivity.
Clear communication across different organisation members is a sign of a healthy work environment.
Positive company cultures strengthen employee retention, boost morale, foster better teamwork, and
promote productivity and efficiency.
In addition, a great work atmosphere fosters growth, optimistic thinking, compassionate team members,
and a healthy work-life balance.
Third The cohesive effect is the third component In reality, people are aware that an work environment has
a big impact on management, business growth, and future operations of the corporate. An organizational
value becomes social glue when it is accepted by the staff. Employees will develop a sense of loyalty to
the company as a result of this impact.
Fourth, incentives are impacted by. This refers to corporate environment that have an impact on
employees' ability to anticipate emotionally. The process that benefits employees is promoting an

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enterprise environment. Searching for the common sense to put in work and create social behaviour.
Employees can develop common values and behaviours through this process.
The fifth feature is a radiation effect. Enterprise environment has an impact outside of an organization as
well. In reality, people are aware that a work environment has a big impact on management, business
growth, and future operations. A social impact via a variety of means. Through symbols, advertising,
architecture, products, and services, an organization's deeper values can be understood by the public.
There are many ways to communicate this to society, including through the media and public events.
Innovation is the final and sixth component. An innovative, accepting, and failure-tolerant workplace
environment is provided by an excellent enterprise. Google is the most common example; innovation has
turned into Google's Survival Guide. In addition, leadership management exhibits the positive effects work
environment has on behaviour. When making decisions, leaders must deal with a variety of difficult
obstacles. Success of a leader depends on a number of factors, including on a number of variables, such as
his familiarity with and understanding of the work environment. The leader who is aware of and respects
the work environment can foresee how his actions will turn out and take steps to avoid any negative
effects. It is noteworthy that imitation is how most human behaviour is learned. Leaders must set a good
example for their followers in order to get them to behave as expected.
Furthermore, Schein (2004) asserts that a leader's ability to succeed depends on their ability to send and
shape accurate messages about their priorities, values, and beliefs. The work environment will develop
into a potent leadership tool once it is established and acknowledged. It will help leaders to guide people
by tying their beliefs and values to those of the organization and its members.
A company's work environment includes its various norms and beliefs. These unquestionably affect how
well employees perform. Additionally, it has been observed that work environment influences both
employee profitability and productivity. This has an overall impact on their performance level, which
increases productivity. Additionally, it has been observed that work environment influences how
employees behave. To better understand the effect of organizational culture on employee performance, the
researcher conducted this study on approximately 26 participants. To further understand the effects of this
work environment, these employees were chosen at random from a variety of organizations, including the
retail and telecommunications industries. In addition, the researcher used a 5% significance level to
comprehend this a company's work environment. The value of P has been calculated to be approximately
0.999974. Moreover, the null hypothesis is rejected because the value of X2 is not significant at p 0.05. In
this research study, the researcher is open to the alternative hypothesis. Therefore, it can be concluded that
work environment definitely affects employee behaviour and performance levels.
work environment awareness has made it clear that it is frequently necessary to look at organizations at the
local, regional, and national levels. It is highly pertinent to peoples' values and beliefs. Scientific research
and investigation, by and large, point to a significant influence on human behaviour, particularly that of
individuals, groups, businesses, and industries.
Due to the complexity of society, complex organizational advancement requires extensive, time-
consuming learning. More specifically, the challenges of the transition took on a greater sense of urgency
as a result of developmental needs in a wide range of environments and situations. Different traditions,
beliefs, values, and principles make up work environment; they are things that a group of people in a
particular setting or circumstance have come to regard as directives.

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The importance of work environment to your company
All facets of your company are impacted by work environment, from contract terms and employee benefits
to punctuality and tone. Your employees are more likely to feel at ease, supported, and valued when your
workplace environment matches their preferences. Companies that place a strong emphasis on culture are
better able to withstand challenging times and changes in the business environment.
When it comes to luring talent and outperforming the competition, work environment is a crucial
advantage. Nearly half of workers would leave their current position for a lower-paying position at a
company with a better work environment, and 77 present of job seekers think about a company's work
environment before applying. Nearly two-thirds (65%) of respondents cited work environment as one of
the top predictors of employee satisfaction. Sales force and Microsoft are two examples. Both technology-
based businesses credit their success and reputation for excellence, in part, to their emphasis on work
environment. Satyr Nacelle, who took over as the company's CEO in 2014, has successfully transformed
Microsoft, which under Steve Ballmer was known for its fierce competition. He started a project to
improve the corporate culture and work environment, which upended competition in favour of on-going
learning. Employees were urged to develop themselves rather than prove themselves. Microsoft is once
again vying with Apple and Amazon to be one of the most valuable companies in the world, with a market
cap that is just shy of $1 trillion. Salesforce prioritises corporate work environment and has seen
phenomenal growth over the course of its existence. Sales force’s founder Marc Belief and the company's
CEO created philanthropic cultural norms that have guided it for the past twenty years. All new Sales
force employees volunteer for a portion of their first day, and they are given 56 hours of paid time off each
year to do so. According to Fortune, Sales force is one of the best places to work in America due to its
emphasis on purpose and mission, which hasn't at all hurt business results: The stock price of Sales force
has increased consistently over the past few years by an average of over 26% annually.
Qualities of a great work environment
Every organization has a unique work environment, so it's critical to keep what makes your business
special. But high-performing work environment consistently display a few traits that you should work to
cultivate:
• When a company's goals and its workers' motivations are all pointing in the same direction, alignment
has occurred. Outstanding organizations strive to achieve ongoing alignment with their vision, purpose,
and objectives.
• There are many ways to express gratitude, including public kudos, a thank-you note, and promotions. A
team environment where everyone frequently acknowledges and expresses gratitude for the
contributions of others is known as an appreciation work environment.
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• A company needs to have trust. Team members can express themselves and rely on others to support
them when they try something in an environment where there is trust.
•Performance is essential because top businesses cultivate a culture that values productivity. Talented
workers in these companies encourage one another to succeed, which leads to higher profitability and
productivity as demonstrated above.
• In highly dynamic environments where change is constant, resilience is a crucial quality.
Leaders will learn to anticipate and adapt to change in a resilient work environment.
• Collaboration, communication, and respect among team members are all parts of teamwork.
Employees will complete more work and feel happier while doing it if everyone on the team supports one
another.
• When teams depend on one another to make decisions, interpret results, and form partnerships, integrity,
like trust, is essential. Transparency and honesty are essential elements of this aspect of culture.
• Innovation helps businesses make the most of their markets, resources, and technological advancements.
To have an innovative work environment, all facets of your company must use creative thinking, even
your own work environment initiatives.
• Psychological safety gives workers the backing they need to take chances and offer open feedback.
Managers must take the initiative to create a safe environment where everyone feels comfortable
contributing because psychological safety begins at the team level, not the individual level. Knowing
what a great work environment looks like, let's discuss how to create one.

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Steps to building a high-performing great work environment
Excel in recognition
The work environment is profoundly improved when all team members are acknowledged for their
contributions. Individuals begin to understand how they are a part of a whole when everyone on the team
acknowledges the successes of others. Even the most cynical employees want to feel like their work
matters, and they are aware when they aren't appreciated; 76 presents of workers say their superiors don't
particularly show that they are appreciated. Experts concur that key metrics like employee engagement,
retention, and productivity increase when an organization makes employee appreciation a part of its work
environment.
To make recognition a part of your work environment, it must occur frequently and not just on special
occasions like work anniversaries or major milestones. Encourage team members to frequently give each
other positive feedback in addition to financial rewards. supplying social Consistently receiving
recognition has a remarkable impact on business: organizations that invest in social recognition are four
times more likely to see stock prices rise, double the likelihood that NPS scores will rise, and triple the
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likelihood that individual performances will rise. Money-related acknowledgement is also valuable.
Consider a recognition programme that uses points and enables staff to quickly accrue large point
balances. Instead of receiving a generic mug or a years of service award that will sit on a shelf collecting
dust, they'll enjoy looking forward to redeeming their points for a reward that has special meaning for
them. Recognition should also be explicitly linked to corporate values and specific actions in order to
foster other cultural traits. After all, 92 presents of workers concur that being recognised is important They
are more likely to repeat a particular action in the future for a specific action. Last but not least, since they
set the work environment trends for your entire company, leadership needs to take centre stage in your
recognition efforts. Include a track on recognition in your leadership development programmes, and give
managers advice on how to recognise others and why it matters.
Enable employee voice

Because failing to do so can result in lost revenue and demotivated employees, it is crucial to develop a
culture that values employee feedback and fosters employee voice.
First, you need to gather feedback using the appropriate listening tools, such as workplace chatbots and
pulse surveys, that make it simple for employees to express how they're feeling at the time. Then examine
the outcomes to determine what is and is not working for your company, and take action while the results
are still applicable. Not only does this improve your culture, but it also has positive effects on employee
satisfaction and profitability. 68 present of workers who regularly receive feedback feel satisfied in their
jobs, according to a Clutch survey, and Gallup discovered that businesses with managers who received
feedback performed better. Using their advantages revealed an 8.9% increase in profitability.
Make sure you pay attention to subtler feedback expressions that can point out work environment
shortcomings in addition to gathering feedback using the methods mentioned above. Pay attention to your
employees' body language, for instance, as it can reveal a lot even when they aren't willing to speak. Video
conferences can help keep this nonverbal channel of communication open if you're working with a remote
team. Every meeting a manager has with a staff member should be viewed as an opportunity to solicit
feedback, respond to it, and serve as a trusted coach.
Make your leaders work environment advocates
The ability of team leaders and managers to create a positive workplace environment within your
organization depends on them. The effort is undermined, for instance, if your leadership team exhibits
behaviours that are inconsistent with the values that are prioritised in your workplace environment. Team
members will be able to distinguish between stated and practised values. Because they think that
management has rewarded those negative behaviours, they might even start to imitate them.
By making it a priority in all facets of their professional lives, your leadership team can aid in creating the
environment you require. They must be willing to incorporate employee feedback into their efforts to
advocate for environment diversity, and they must openly and transparently discuss the workplace
environment and values. Live by your company values
The cornerstone of your company's culture is its set of values. While creating a mission statement is a
great place to start, incorporating company values into every aspect of your operation is what it means to
live by them. Support agreements, HR guidelines, benefit plans, and even extracurricular activities like
volunteering are covered by this. Your company will be known and respected for living out its values on a

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daily basis by its staff, partners, and clients. To demonstrate that your values are more than just words, you
can reward employees for their actions that uphold your values. This will encourage them to foster the
value-based workplace you desire.
Forge connections between team members
Establishing strong bonds between team members is necessary to create a workplace environment that can
handle adversity, but doing so can be difficult given how remote and terse communication is becoming.
Even when working remotely, encouraging collaboration and taking part in team-building exercises are
two great ways to unite your team and foster communication.
Look for and foster shared interests between team members, especially those who belong to different
generations and might otherwise find it difficult to get along. This can open up fresh channels for
comprehension and empathy, two things that are essential for enhancing conflict resolution, creativity, and
other interpersonal skills.
. Keep work environment in mind from day one
Internal strife is likely to result when an employee's viewpoint does not align with that of the company.
Companies should hire for workplace environment and reinforce it both during and after the on boarding
process. Values must be shared as well as practises and procedures.
Ask questions about the interviewee's values and motivations for wanting to work for your company when
making hiring decisions. However, the answers to these questions shouldn't be the only criteria used to
judge a candidate because the best companies keep an open mind to different viewpoints that can help
them maintain a fresh work environment. Making social connections a priority during the onboarding
process will help employees gain the understanding they need to understand the workplace environment
and values of your business.

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How company workplace environment can influence on employees working behaviour
The set of values, norms, beliefs, and individual personalities that characterise an organization's way of
conducting business is referred to as its company environment or workplace environment.
Every organization has a different set of "beliefs and values." While others may adhere to a more
traditional, strict way of doing things, some environment may welcome a casual attitude and an open, easy
working environment. The term "norms" refers to customs or unwritten guidelines that the entire business
abides by. Anything from utmost honesty to exact punctuality or something simpler like sharing food with
your friends can be considered. Every new employee must adjust to this "we run things in the way we see
fit here" philosophy. Whether that specific Whether a person's methods suit them is a different matter.
It's crucial to realise that no culture is right or wrong as long as it doesn't impede progress or have a
negative effect on the calibre of the work produced. The issue is that different employees behave
differently depending on the circumstance. Depending on the person, working in a particular environment
can either go exceptionally well or disastrously wrong.
However, a company's environment isn't static; it constantly changes as a result of every experience, every
new personality that has the potential to have an impact, and each new project. The environment should

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also be continually improved by managers and seniors, with "better" being defined as "the way that will
help get more."
Employees collaborate to accomplish shared objectives. Organizations frequently travel their own,
distinctive paths as the goals become more specific, which can result in both success and failure. The
people who work together and the environment at the location as a whole have a big impact on the road
choice.
Honest Performance appraisal
A lot more can be implied when you compliment someone on a job well done. People are social creatures,
and by nature, everyone craves attention, especially if that attention is positive. For that particular
employee, hearing a simple phrase like "thank you, you did an awesome job!" can go a long way in terms
of motivation and productivity.
Praise isn't just for the job; it goes beyond that. It's about being heard and receiving the care they feel they
are entitled to. Until the effect wears off and they require more, it increases their sense of self-worth and
temporarily satisfies their desire for attention.
Here, it's crucial that the compliments are sincere. Nearly everyone can smell fake praise miles away
Receiving untrue praise won't help you move forward in any way. In reality, it could signify any of the
following:
You are so dim that you can't even distinguish between a task completed successfully and one that is
expected of you. There are a few authority points taken away from you. You’re sarcastic, I see. The false
praise your team member received and how they interpreted it could even make them feel bad. The fact
that some people can become overconfident when they receive excessive praise is a very frequent
drawback in this situation. They begin to believe that they are exceptional at everything they do, and as a
result, they give up on trying to get better at what they do. Take care to prevent that from happening.
Training and development
Receiving untrue praise won't help you move forward in any way. In reality, it could signify any of the
following:
Today, having a good education is one of the keys to having a successful career. There is constantly
something new to learn and more to know due to the numerous technological innovations and
advancements that take place each month. In fact, this has gained so much significance that many people
now place a higher value on training and development than they do on yearly compensation.
For the majority, it is like a dream come true to work in an environment that values training and
development and allocates adequate resources to it. Additionally, it's crucial for managers because the
more proficient your team is at what it does, the better results you “The success guidance based upon
different values and norms that makes environment effective" "the set of beliefs, behaviour, norms, and
values helps in making environment most effective. “The way employees carry out their duties and
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communicate with one another within an organization is defined by its environment. A company's
employees' operating style is governed by a variety of beliefs, values, rituals, and symbols that make up
the environment paradigm.
Corporate environment unites the workforce and gives the business direction. Any organization that is
undergoing change may find that changing its workplace environment is its biggest challenge because its
employees are already used to a particular way of operating.
"Contribute to the unique social and psychological environment of an organization" behaviour Needle
(2004) asserts that organizational environment is the collective values, principles, and behaviours of the
organization's members and is influenced by a variety of factors, including history, product, market,
technology, strategy, employee type, management style, and national culture. Workplace environment
traits include the organization's vision, norms, systems, symbols, language, assumptions, environment,
location, beliefs, and practises.
A collectively with a recognisable boundary, normative order (rules), levels of authority (hierarchy), a
communications system, and membership coordination systems make up the organization (procedures).
The organization has its own objectives, human resources, and limitations. Employees of organizations
have a variety of work-related skills, knowledge, needs, and values, all of which are complementary.
The organizational collectively engages in activities that are typically connected to a set of goals while
existing in an environment on a relatively constant basis. The outcomes of organizational activities affect
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the organization's members, the organization as a whole, and society. The creation of shared meanings,
assumptions, values, and beliefs that direct and reinforce organizational behaviour is at the heart of all
organizations.
Employees are a valuable resource for the business. They act as the company's human capital. The
organization uses the skills, knowledge, and abilities of the employees to carry out and accomplish the
organizational objectives. The environment that surrounds employees at work all the time is known as the
workplace environment. environment has a significant impact on how much work is enjoyable, how co-
workers interact, and how work gets done. The only way that the public can actually observe environment
is through its outward manifestations in the workplace. Even when the balance in an organizational system
is suboptimal for the success of the organization, organizational systems always find ways to control
employee behaviour. Organizations accomplish this in part by utilising their formal and informal
environment. Every organization has a culture that establishes the standards for worker conduct.
Employees use a particular style or set of behavioural norms as their compass when making decisions. A
company whose workplace environment values employee initiative, for instance, will have a different
atmosphere than one where decisions are made by senior managers and implemented by their direct
reports.
The complex whole that consists of acquired knowledge, beliefs, morals, skills, and habits is referred to as
workplace environment. by people regarded as society's members. It is made up of patterned ways of
thinking, feeling, and acting that are learned and transmitted primarily through symbols and are then
realised in artefacts. Traditional concepts and especially the values they are associated with make up the
essential core of environment.
A social construct that exists in the minds of the employees as well as in the formal rules, policies, and
procedures of organizational structures, organizational environment develops from the social practises of
the organizational employees. environment is an ongoing reality-building process that offers a framework
of comprehension that aids employees in interpreting events and giving context to their work and
workplace. Thus, work environment is an evolving and dynamic process that takes changing values into
account.
Work environment upholds moral standards and provides employees with tools for both their social and
personal survival. The human-made component of the environment is culture. It depicts people's way of
life, traditions, heritage, ways of living, etc. In contrast to Work environment, which is a combination of
the environment employees work in, how they interact with one another, and the policies and procedures
adopted in that environment, organizational environment refers to the entirety of beliefs, norms, and values
that are related to the patterned regularity in people's behaviour.
The Work environment also refers to the meanings associated with work-related activities within the
context of the organization's norms and values. These behaviours, standards, and values are typically
placed within the context of the organization. Teamwork, employee centricity, and continuous process
improvement are typically the three main pillars of Work environment. It is also expressed in terms of the
organization's values and ideologies. It strengthens the staff members' principles of integrity in their
thoughts and behaviour.
The Work environment should be developed to support ongoing improvement, enhance employees' work
habits, and promote quality awareness. As a result of the acceptable behaviours and attitudes for various
jobs within the organization, Work environment has an impact on employee work behaviour. An important
factor in determining how efficiently and effectively employees perform their jobs is the workplace
environment. Therefore, Work environment influences how employees behave or perform in
Organizational culture evolves gradually. The goal of organizations is to increase teamwork and

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cohesiveness, inspire employee enthusiasm and creativity, and boost their financial performance. Work
environment is complex and distinctive, just like culture in general. It is based on the management,
employees, and organizational history.
Employees are the organization's fundamental building blocks, and environment refers to the values and
standards of behaviour that all employees uphold. The Work environment can offer staff members a laid-
back working atmosphere and harmonious interpersonal relationships so they can perform to the best of
their abilities. Employees can have a sense of purpose, feel accountable, and contribute to the
organization's overarching objective thanks to the Work environment.
The degree to which the culture of the organization is reflected not only in its technology. Healthy
organizational development is encouraged by a positive Work environment. Additionally, it actively
motivates employee performance and increases their level of enthusiasm at work. Get out of here, it
increases production effectiveness. In conclusion, the advantages of a healthy Work environment are
obvious.

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Environment in the Workplace and Employee Behaviour
A collectively with a recognisable boundary, normative order (rules), levels of authority

(hierarchy), a communications system, and membership coordination systems make up the organization
(procedures). The organization has its own objectives, human resources, and limitations. Employees of
organizations have a variety of work-related skills, knowledge, needs, and values, all of which are complementary.
The organizational collectively engages in activities that are typically connected to a set of goals while
existing in an environment on a relatively constant basis. The organization's activities have effects on its
members, on the organization as a whole, and on the community. The creation of shared meanings,
assumptions, values, and beliefs that direct and reinforce organizational behaviour is at the heart of all
organizations.
The organization's greatest asset is its workforce. They act as the company's human capital. The
organization uses the skills, knowledge, and abilities of the employees to carry out and accomplish the
organizational objectives. The environment that surrounds employees at work all the time is known as the
work environment. Environment has a significant impact on how much work is enjoyable, how coworkers
interact, and how work gets done. The only way that the public can actually observe environment is
through its outward manifestations in the workplace.
Organizational systems always find ways to regulate employee behaviour to keep the system in balance,
even when That equilibrium might not be ideal for the organization's success. Organizations accomplish
this in part by utilising their formal and informal environment. Every organization has a environment that
establishes the standards for worker conduct. Employees use a particular style or set of behavioural norms
as their compass when making decisions. A company whose workplace environment values employee
initiative, for instance, will have a different atmosphere than one where decisions are made by senior
managers and implemented by their direct reports.
The complex whole that people acquire as members of a society is referred to as culture. This complex
whole includes knowledge, beliefs, morals, abilities, and habits. It consists of learned and passed-down
patterns of thinking, feeling, and acting.
Dimensions affecting employee behaviour
Power distance, the first dimension, is what the organization's inequality looks like. Some employees are
more powerful than others, and some others enjoy higher status and more respect within the company.
Such disparities between the organization's various departments are reflected in it. In spite of this, various
organizational managements come up with various approaches to deal with inequality within the
organization. The management of every organization does not, however, see inequality as a problem.
The relationship between a line manager and their subordinates is objectively unequal in the workplace.
Line managers and subordinates view each other as existentially unequal in a situation of great power
distance. This is typical in organizations where the top management wields the lion's share of the power.

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Line managers in the small-power-distance scenario and supervisors view one another as equals on an
existential level, and the hierarchical structure was created for convenience. These organizations have flat
hierarchical pyramids, few supervisory staff members, and a decentralised structure.
Individualism and collectivism: The second aspect of environment is individualism and collectivism. In
this dimension, there is a perfect match between organizational interests and employee self-interest. The
interests of a group or organization are valued more highly in collective cultures than the interests of a
single employee. The interests of an individual employee are prioritised over the interests of the group in
an individualist organization, in contrast. Employees in the organizations reflect the individualism or
collectivism expected by the organizations.
Employees in an individualist culture are expected to be flexible in the workplace. to pursue their own
interests, and the work's goals should be set up in a way that they align with each person's preferences.
Employees who work in a collectivist environment belong to groups. The interests of the group they work
for often override the interests of the individual employees.
Avoiding uncertainty - All employees must accept that they do not know what will happen tomorrow in
order to succeed in this dimension. Every organization must therefore create strategies to deal with it. The
methods may fall under the categories of technology, budgeting, risk management, and disaster planning,
among others. Organizational management is aided by technology, from the most basic to the most
sophisticated, in avoiding uncertainties by nature Organizational stability is provided during difficult times
by financial planning. Planning for risks enables management to take the necessary risks, whereas
planning for disasters enables an organization to confidently deal with emergencies.
Employees who work in an environment where there is a strong culture of uncertainty avoidance prefer
rules, regulations, and the traditional legal system and dislike risk-taking and innovation. They prefer
stable jobs, a secure life, avoiding conflict, and they have a lower tolerance for eccentric people and ideas
in order to reduce risks. Conflicts and rivalries are acceptable in a weak uncertainty avoidance culture, in
contrast.
Masculinity and femininity - In terms of cultural values, gender roles, and power dynamics, masculinity
and femininity indicate whether a particular organization is predominately male or female. Each
organization employs both men and women, though the ratios vary.
from one organization to another. They differ biologically. Males are typically stronger and taller. Females
are also more nimble and leaner than males.

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In workplace environment that value men over women, some occupations are structured along gender
lines, meaning that some jobs are assigned to men and others to women. Additionally, there is a stronger
focus on job achievements, professional growth, and challenge. Employees in this kind of culture place a
greater emphasis on professional performance than on personal interests. Additionally, workers favour
receiving cash, titles, or other monetary or status- related rewards. On the other hand, favourable working
conditions and job satisfaction are valued in feminine environment. Leisure time, better benefits, or
symbolic rewards are examples of meaningful rewards. Long-term orientation - Another dimension that
includes long-term orientation and brief time frame orientation The long-term orientation dimension can
be understood as relating to an organization's pursuit of values, attention to the future, and emphasis on
learning and tenacity. Additionally, establishing the absolute truth is typically a major concern in
workplace environment. with short-term orientations.

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Contrasting indulgence and restraint, indulgence refers to a system that permits relatively unrestricted
satisfaction of fundamental human desires for enjoyment of life and amusement. The organization that
exercises restraint is one that suppresses the satisfaction of needs and controls it through rigid rules.
Causes of employee behaviour

The workplace environment openness, confrontation, pro-action, collaboration, communication, trust,
autonomy, and career development have all been found to help increase employee engagement on the
board. The perception among all employees of how open the management is to new ideas, suggestions,
and even dissent is referred to as the "climate of management openness." This leads to employee
involvement, in turn. It is simply the employees' participation in organizational activities that is required.
The cultural norms greatly affect employee engagement because they determine how the employees feel
about the company. A company that exhibits traits like greater power distance, top-to-bottom
communication, less support, and delegation to lower levels typically Employees in organizations with
traits like greater power distance, top-to-bottom communication, less support, and delegation downward
typically take up their positions quietly and participate little in the workplace.
In the modern workplace, the relationship between organizational culture and employee behaviour seems
to be growing in significance. Consequently, the link between organizational culture and behaviour is
becoming more and more significant. Typically, it is observed that there is a strong correlation between
organizational behaviour and culture. This beneficial relationship has been demonstrated in numerous
studies using a variety of methodologies, including theoretical research, field research, empirical research,
and more.
Divided into two categories: a universal model and a contingency model. Strong cultures are found in
higher performing organizations, according to the contingency model, but only if the culture fits the
environment of the organization.
In contrast, the universal model suggested that an organization should have a culture that is centred on its
three stakeholders—employees, customers, and shareholders—if it wants to behave well over the long
term.
A model used to explain employee behaviour is the operant conditioning model. Conditioning is a
methodical process that helps people learn associations and reactions to particular stimuli. Operant
conditioning is a type of learning in which a behaviour’s likelihood of repetition depends on whether it
will result in favourable or unfavourable outcomes. Also known as conditioning for an instrument. The
consequences of an event determine how likely it is to happen. The law of effect, which states that actions
followed by pleasant outcomes are more likely to be repeated than actions followed by unpleasant
outcomes, is the fundamental principle that underpins operant conditioning. Both rewards and penalties
have an impact on our behaviour. In shaping, an operant conditioning technique, behaviour that is getting
closer and closer to the desired behaviour is reinforced with the goal of eventually producing the desired
behaviour.

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Additionally, personalities and environment factors have an impact on organizational behaviour. One of
the many factors that can help to explain employee behaviour is working environment. Having six
dimensions—power distance, individualism and collectivism, uncertainty avoidance, masculinity or
femininity, the organization's performance is significantly influenced by factors such as femininity, long-
term thinking, and indulgence versus self- control. Some factors that affect how environment and
behaviour are related are important because they can have a big impact on how committed an organization
is to its mission, leadership, and strategy. In actuality, the working environment has a significant influence
on the management, personnel, and future of the organization. There are six ways in which working
environment affects behaviour.
The working environment serves as a primary guiding principle. The highest or long-term objectives are
clearly impacted by working environment, but it also makes the organizational goals the personal
objectives of each employee. The company's goals enable its employees to appreciate the value of their
work and motivate them to work hard.

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The working environment also controls how employees behave, which is the second factor. This speaks of
the limitations imposed by working environment and the guidelines for acceptable employee behaviour.
Rules and regulations are essential for the organization's efficient operation. Even so, it is challenging to
standardise every employee's behaviour.
The third factor is how the working environment promotes cohesion. An organizational value becomes a
shared bond when it is acknowledged by the staff. Employees develop a sense of loyalty towards the
company as a result of this impact.
The fourth factor demonstrates how the working environment affects incentives. This is in reference to
how the work environment affects how strongly employees feel a connection to the company. increasing
organizational the second factor, the work environment, also affects how employees act. This speaks to the
boundaries set by work environment and the standards for appropriate employee conduct. The effective
operation of the organization depends on its adherence to rules and regulations. To standardise every
employee's behaviour, however, is difficult. The organizational culture's ability to foster cohesion is the
third consideration. When employees agree with an organizational value, it becomes a shared bond. As a
result of this effect, employees grow to feel loyal to the company.
The fourth element exemplifies how working environment affects incentives. This speaks to how the
organizational culture influences how strongly employees identify with the business. Enhancing work
environment is a process that is beneficial. A radiation effect makes up the fifth aspect. The working
environment has an effect on society through a variety of channels in addition to having an effect on the
organization itself. Through symbols, advertising, architecture, products, and services, the organization's
deeper values are communicated to the public. There are many ways to communicate this to the society,
including through the media and organizational public events.
Innovation is the sixth component. A positive working environment offers its employees a setting that
fosters creativity, values diversity, and accepts failure. It is essential for the organization's survival as well
as for its effective operation. Additionally, the management and the role both reflect how the work
environment affects behaviour.
Employees in organizations consciously adopt the presumptions and belief systems of the organization.
Organizational norms are one way that cultural values and beliefs are transmitted. Employee behaviour is
influenced by norms in order to conform to the values and beliefs of the working environment. Culture,
acting through institutionalised belief systems and organizational norms, can be a very effective way to
influence employee behaviour towards tasks seen as crucial to the organization's objectives. Here are a few
instances of how work environment affects how employees behave. These are all based on the numerous
studies that have been done on the subject of how environment affects behaviour and performance.

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CHAPTER- 02
COMPANY PROFILE

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CHAPTER- 02
COMPANY PROFILE
- Starc Engineering Private Limited
About
Forging the road ahead with SATRAC’s pioneer innovations and unmatched manufacturing
acumen.
Introduction
Built on the foundation of ingenuity and unparalleled service, SATRAC spearheads cutting-edge
solutions in the Trailers & Truck Bodies.
With a pioneering experience of over 2 decades, we have crafted sustainable solutions that have
revolutionised the industry to the core. We consistently deliver high-performing heavy
commercial vehicles that are robust, reliable and secure.
With our advanced manufacturing facility, rigorous testing, and a staunch dedication to customer
satisfaction, we continue to push the boundaries in the trailer and truck bodies.

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History and Milestone

1997- They made a modest beginning in a sector dominated by unorganised petty workshops.
1999- They picked up the pace with the introduction of high-quality trailers.
2004- Another bold step was taken with the foray into the manufacture of tipper.
2009- They took company to the next level by adding bulker/tankers to the array of offerings.
2014- The proudest achievement was bought forward with the manufacturing defence trucks and
SPVs.
2016- Revolutionised the tipper industry with the u-shaped rock body tipper developed in INDIA
for the first time.
2019- They went on to develop u-shaped rock body tipper using Xmore-SSAB.
2020- They became a part of the Kyokuto Family- JAPAN.
2021- They launched 55 Cubic Mtrs. Trailer Bulker with Compressor.
2022- They delivered special trailers for INDIAN Defence partnering with the ISRAEL Defence
Agency.
2023- They launched 23 Cubic Mtrs. Lambo series tippers for on road Applications.
Success of SATRAC’s
SATRAC’s success is propelled by a dynamic and visionary leadership team led by our esteemed
chairman, Mr. Okamoto, and our dedicated Managing Director, Mr. M C Bantwal. Their
expertise, passion, and guidance inspire us to achieve new heights in the trailers and truck bodies
industry.
Mr. Okamoto Chairman

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Mr. M C Bantwal Managing Director
At SATRAC, we are driven by a shared vision to revolutionise the trailer and truck bodies. With a
commitment to excellence, innovation, and customer satisfaction, we are setting new benchmarks
and shaping the future of the transportation industry. Integrity, sustainability, and customer-
centricity are at the core of everything we do as we strive to exceed expectations, build strong
partnerships, and empower our customers to thrive in an ever-changing market.
Together with a family of 700+ dedicated and hardworking members, we push boundaries,
embrace innovation, and strive to deliver exceptional results. SATRAC today stands tall as a
beacon of innovation, leading the way towards a more efficient, reliable, and sustainable future for
the trailers and truck bodies industry in India.”
Vision
We aspire to be a global leader and trusted partner in producing premium trailers and truck bodies.
With our innovative customised solutions, we want to ease the operations and facilitate
sustainable growth for our automotive industry customers.
Mission
Our mission is to create and supply custom trailers and truck bodies that precisely meet the
requirements of our customers. We have leveraged our expertise, advanced manufacturing
capabilities, and industry knowledge to create the best. We deliver reliable, efficient, and durable
solutions that optimise their operations and increase efficiency.
Values
At SATRAC, we soar on the pillars of excellence and innovation. With sustainability as the
driving force, we create breakthroughs in a collaborative, diverse, and respectful environment.
Our customer-centric approach allows us to exceed expectations through exceptional service and
navigate the evolving market with agility.
Ethics & Compliance

At SATRAC, we forge a future anchored to the highest standards of ethics and compliance.
Integrity, transparency, and legal adherence drive our every action, while our employees embody
the principles of honesty, fairness, and respect.

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Confidentiality and data protection of our partners are paramount at SATRAC and are safeguarded
extensively. Impartiality in decision-making and open communication are integral to the internal
process. We also have a whistle-blower protection program to tackle potential violations.
Our dedication to ethics is deeply ingrained in our organisation, motivating us to consistently
uphold our values and elevate our practices to match industry standards.
Corporate Social Responsibility

At SATRAC, we embrace every opportunity to create a meaningful impact in society. Driven by
our resolute sense of social responsibility, we go beyond mere words and strive to uplift
communities across India.
Design & Manufacturing

Redefining industry standards with design ingenuity and unrivalled innovations.
At SATRAC, enhancing efficiency is of utmost importance while manufacturing trailers and truck
bodies. With their advanced product-designing, they produce sustainable solutions with increased
performance. We reduce calculation time and shorten testing & development cycles, producing
superior products in the best turn-around time possible.
They believe in taking an exclusive approach to every task we tackle. Operating a state-of-the-art,
fully automated production line, the engineer products aimed at enhancing the functionality of
trailers, tippers & truck bodies across verticals. Complying with all relevant regulations is
paramount to us, which is why they also provide guidance on the Central Motor Vehicles
Regulation (CMVR) Act and the corresponding bylaws.
Igniting Innovation, Crafting Dynamic Marvels

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PRODUCTION
WE BUILD IT BETTER!
SATRAC’s world class manufacturing unit combines ingenuity with methodical production
techniques to deliver exceptional results. Being one of the top trailers and truck bodies
manufacturers in India, we comprise the best-in-class professionals. Our experienced workforce,
supervised by qualified engineers, utilises advanced machines like plasma cutters, robotic SAW
welders, and CNC shears to ensure efficiency and precision.
With streamlined manufacturing systems, we prioritise shorter delivery cycles, getting your heavy
commercial vehicle on the road faster. A comprehensive inspection method is followed at every
step of the way, including material inward, chassis, full body, aggregate assembly, pre-painting,
final inspection and testing levels. This guarantees reliability, low maintenance, and outstanding
performance.

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SATRAC continues to stand tall on its promise of strength, durability, and production excellence.
SURFACE TREATMENT
Going That Extra Mile!
They understand the impact harsh weather conditions can have on your trailers and trucks. Heavy
rains, wind, and storms can adversely shorten the lifespan of your vehicles.
At SATRAC, we walk the extra mile to safeguard your assets. Through meticulous measures, we
protect them against corrosion and extend the longevity of your trailers and trucks.
QUALITY CONTROL
Meticulous Mastery: Flawless Quality
At SATRAC, quality is our obsession. From manufacturing to final product delivery, we adhere to
rigorous quality control aligned with the highest industry standards. Excellence is woven into
every aspect of our operations. Every employee here, carries a deep commitment to quality and

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customer satisfaction. It is this uncompromising dedication that has earned us the prestigious
TUV-ISO 9001-2015 certification.
Our work ethos comprises expert professionals who are dedicated to delivering consistent and
equal quality in every task. Through close collaboration, we build a proactive partnership with our
customers. This helps us foster a quality-driven relationship, delivering products & services par
excellence.
Accreditations & Certifications

Throughout their journey, SATRAC has consistently demonstrated a resolute commitment to
quality, earning numerous industry accolades. Our products are approved by prestigious
automotive agencies such as ARAI (Automotive Research Association of India), iCAT
(International Centre for Automotive Technology), and Government organisations like CCOE.
IATF 16949:2016
IATF 16949:2016: a highly coveted certification awarded to select automotive for consistently
meeting product quality standards in the Automotive Sector.

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ISO 14001:2015
ISO 9001:2015 awarded for adhering to highly efficient Quality Management Systems.

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ISO 9001:2015
ISO 14001:2015 awarded for integrating sustainable practices in operations.
Overview

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Satrac Engineering Private Limited is a non-government organisation that was founded on
November 28, 1997. It is a private, unlisted corporation that is classified as a "company limited by
shares."
The authorised capital of the company is Rs 300.0 lakhs, while the paid-up capital is Rs 300.0
lakhs. Satrac Engineering Private Limited's most recent annual general meeting (AGM) was held
on September 30, 2017. According to the Ministry of Corporate Affairs (MCA), the company's
financials were last updated on March 31, 2017. The company is registered with the Registrar
Office in Bangalore (Karnataka). The registered address of Satrac Engineering Private Limited is
127,128 & 128(P), Sompura Industrial Area, Niduvanda Village, Nelamangala, Dobbaspet KA
562111 IN.
Certainly! Here's a SWOT analysis for Satrac Engineering Private

Limited, Dabsapete:
Strengths:
1. Specialized Expertise: Satrac Engineering may have a competitive advantage due to their
specialized knowledge in a particular area of engineering.
2. Quality items: One of their main advantages might be if they have a track record of producing
engineering items of the highest caliber.
3. Experienced Team: Innovative ideas and effective operations might result from a team with years
of experience in the field.
4. Strong Brand Presence: Satrac Engineering may get the loyalty and trust of its clients if it has
made a name for itself in the engineering community.
Weaknesses:
1. Restricted Market Reach: Growth prospects may be limited if the company's market reach is constrained
by geography or the industries it targets.
2. Dependency on Suppliers: The supply chain may be at risk if it depends too heavily on a small number of
suppliers for essential components.
3. Technological Lag: Not keeping up with the latest innovations or adopting new technology can leave
companies open to attack from rivals.
4. Financial Constraints: Plans for expansion or R&D may be hampered by a lack of access to enough
finance or financial resources.
Opportunities:

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1. Market Expansion: There may be growth prospects by investigating new geographic markets or
branching out into adjacent sectors.
2. Technological Advancements:* Efficiency and competitiveness can be increased by embracing new
technologies like automation and renewable energy.
3. Strategic Partnerships: Establishing strategic alliances or working together with other businesses might
help you gain access to new markets and resources.
4. Emerging Trends: Recognizing and using new trends in the engineering field, including smart
technologies or sustainable practices, might open up new business opportunities.
Threats:
1. Competition: Market share and profitability can be negatively impacted by fierce competition from both
long-standing competitors and recent arrivals.
2. Regulatory Changes: Modifications to industry standards or governmental rules may call for pricey
conformance measures or revisions.
3. Economic Uncertainty: The demand for engineering goods and services may be impacted by changes in
the economy, such as recessions or changes in exchange rates.
4. Supply Chain Disruptions: Unexpected events like natural disasters or geopolitical conflicts can cause
supply chain disruptions, which can cause business interruptions and expense increases.

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CHAPTER- 03
Research Design

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CHAPTER- 03
RESEARCH DESIGN
TITLE OF THE STUDY:
―A study of working environment and its impact on employee’s behaviour with reference to
Hewlett Packard Enterprise. ‖
INTRODUCTION:
working environment which defies as a company: How to act, how to treat others and how to conduct business.
The employees ignite and the working environment continuously demonstrating bias of action, being innovators at
heart and always putting partnerships first.
working environment is generally understood as all a company beliefs values and attitudes and how these influence
the behaviour of its employees.
environment affects how people experience an organization that is what it’s like for a customer to buy from a
company for a supplier to work with it.
A great working environment is the key to developing the traits necessary for business success. And you’ll see its
effects in your bottom line: companies with healthy working environment are 1.5 times more likely to experience
revenue growth of 15 percent or more over three years and 2.5 times more likely to experience significant stock
growth over the same period. Despite this, only 31 percent of HR leaders believe their organizations have the work
environment they need to drive future business, and getting there is no easy task — 85 percent of organizations fail
in transforming their cultures.
NEED FOR THE STUDY:
There is an increased work stress on the employees of the organization which in turn declines their level of job
satisfaction. Retention of employees has become the biggest challenge for the HR managers. Due to job
dissatisfaction employee retention is very low. Hence, the main emphasize of HR Managers is to understand the
grey areas that can be hold responsible for low job dissatisfaction and further reduces the retention rate of
employees. They aim to accelerate performance and effectiveness of the employees. Enhancement of job
satisfaction amongst employees can increase the rate of retention of front-line sales employees. Stability,
commitment and job security are the main pillars to ensure success of the organization. They serve as a driving
force of continuous improvement of the organization and complete satisfaction of the customer. The success and
growth of the organization depends upon the customer satisfaction. A high level of customer satisfaction leads to
better output, thereby offering profit and growth opportunities to the organization.
STATEMENT OF THE PROBLEM:

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A problem statement is a clear and concise description of the problem or issue a team aims to address in a project.
It identifies a problem's current state, desired future state, and the gaps that lie between the two.
Employee safety is very important in organization. But there is a lack of securities in work place, employee face
lack of problems like medical issues, hazardous electrical equipment, mechanical problems, can occurs at any time
while operating machinery at work place. And working with equipment is very risk it can leads accidents and
working with heavy equipment’s or working overtime it will cause health issues and now a days machines are
taking place more than human beings machines are more important in an organization this will impact on
employees and employment opportunities and manual handling, harmful surroundings, noise and sound exposures
this are also can be a reason for insecurities and workplace safety should be a first priority in an organization
employees are the main assets of the company specially female employees are facing sexual harassment, verbal
abuse, physical attack Etc. like there is so many.
SCOPE OF THE STUDY:
working environment is known as the values, beliefs and basic assumptions that are guided by leaders and shared
by employees, and that explain "how things are done around here." working environment has primarily been
viewed as an internal phenomenon, having an impact on staff behaviour and attitudes.
In easy terms, it is how one behaves in an organizational setting or a professional setting wherein there is
communication and interface between human behaviour and the organization.
Organizational behaviour’s scope revolves around only three aspects: Individual, Inter- Individual, and Group
Behaviour.
OBJECTIVES OF THE STUDY:
 To study the organizational culture of employee at the workplace safety measures

 To examine prevention measures to avoid work place injuries
 To measure factors affecting employee satisfaction for safety policy at workplace
 To analyse safe working conditions at working environment
RESEARCH METHODOLOGY:
The exploratory method will be taken to study about ―A study on workplace safety for employees with the special
reference to Satrac Engineering Private Limited. The main source of collection of data for the study will be taken
from primary and secondary data. The structure questionnaire method will be formed in order to seek opinion from
the respondent of organization‖.

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SAMPLING PLAN:
Probability sampling methods include simple random sampling, systematic sampling, stratified sampling, and
cluster sampling.
Sample planning refers to a detailed outline of measurements to be taken: At what time - Decide the time when a
survey is to be conducted. For example, taking people views on newspaper outreach before launch of a new
newspaper in the area. On Which material - Decide the material on which the survey is to be conducted.
SOURCES OF DATA COLLECTION:

The researcher used primary and secondary data for the purpose of the study
Primary data: Questionnaire method will be used for the purpose of data collection from the customer reports,
research paper etc.
Secondary data: Data will be collected through various sources like journals, websites, company reports,
research paper etc.
SAMPLING METHODS
In this convenient random sampling method will be adopting for defining sampling size.
SAMPLING SIZE
The research will be identifying 50 clients as a sample for the purpose of the study this research will be choosing
sample size of 50.
SAMPLING FRAME
Data will be collected through the customers of ― Satrac Engineering Private Limited
TOOLS OF DATA COLLECTION:
Questionnaire methods, online media, journals etc will be used for data collection for the study.
PLAN OF ANALYSIS:
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In order to bring the results of the study the data presented the Results in the forms of graphs, charts, and figures
And interpretation given to the study.
LIMITATIONS OF THE STUDY:

 New skills required to tackle challenges
 Changing work environment
 Economic unpredictability
Literature Review
A comprehensive review of literature has been conducted in this chapter in the intention of learning and
adapting more information from previous studies, surveys and research. The first section of this chapter
discusses the work environment and the key target of a business which is the performance. Moving
forward, the next section consists of factors chosen in this study and its breakdown in a group of four.
Each group consists of a few factors which are inter-related to each other and the study has shown the
link and relation of these factors. Further to that, a proposed conceptual framework has been developed
based on the research objectives.
It is said that an organization has to change the way business is handled if they plan to remain
profitable (Brazier, 2014). These includes changes of individual, the structure of the company or job
which impacts on how they perform their daily tasks and responsibilities. Individuals often have no
choice but to change the way they organize or conduct their business. However, the change can impact
the operations if the change is unplanned and does not strategically suit the business.
According to Dark et al. (2017), an unplanned change which arises externally can badly impact the
organizational culture especially when the organization is unable to control or has limited ability to take
proactive planning. Organizational culture can influence work attitudes, staff retention and also work
performance. These changes are important to enhance efficiencies and to develop new income path
which at times changes the nature of business in whole (Bennett & Durkin, 2000). Mostly, major cost
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reduction and new sales or business development strategies will be introduced in order to be more
efficient and effective. Example of cost reduction would be laying off the costly members of staff and
to recruit fresh graduates with possibly half of the salary of the previous senior staff.
Organizational change generally known as a set of norms, values, attitudes and behavior patterns which
is believed to be the core identity of an organization. It is also believed that it is the key role that
determines the working climate, strategy formulation, leadership style, and organizational behavior of
the firm (Laforet, 2016). Also, it guides the perception of what is positive or negative, identifying the
importance level and what is possible to be done which is affected by actions taken especially by the
leaders who plays the ultimate role in nurturing and spreading the new culture and shaping it to evolve.
The main reason many of the introduction of these organizational changes are related to the initiatives
which requires the existing work practices to be amended. These amendments also involve the impact
on employees and management responses to this impact is absolutely crucial to ensure the changes are
successful. The management should have plans or strategies to mitigate any unwanted impact due to the
changes, hence a comprehensive and planned process of problem-solving methods need to be developed
prior to the changes (Greasley, Watson, & Patel, 2009). The management’s ultimate goal is to make the
amendments for the betterment of the organization and also in the assumption and beliefs that the
relationship and the work contents within the organization could be improvised.
However, there are some resistances with the changes which is negative and positive. The negatives
mostly come from individuals that attributes to perception, habits, loss of freedom, job security and also
other fears of unknown. Having said that, there are also positive responses as some would feel it is the
chance to expand the knowledge and grow within the organization as well as a better job satisfaction
level (Greasley et al., 2009).

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Table 1: Summary of literature of “Organizational Change”
Author, Year Points

Frances Dark,
Unplanned change - external forces limited control and
Harvey Whiteford,
limited ability for proactive planning, can impact
Neal M. Ashkanasy,
Carol Harvey,
It has been suggested that organizational culture in
Meredith Harris,
mental health services influence work attitudes, staff
David Crompton
retention and work performance.
and Ellie Newman,
2017
Change the way they organize and do business if
they are going to remain profitable.
Includes changes of individual, job or company
structure that impacts on what people do, how
Andy Brazier, 2014
they perform their tasks, their responsibilities and
accountabilities.
The impact can be at an operational level if the
changed organization does not have sufficient
operators.
Defined as a set of norms, attitudes, values and
behavior patterns
Key role in determining the working climate, leadership
style, strategy formulation, and organizational behavior
Sylvie Laforet, 2016
and processes of the firm.
Manifested by actions: leaders and managers - primary
role in nurturing and disseminating the culture
To increase operating efficiencies and develop new

income streams through strategic change initiatives.
To become more efficient and effective, major cost
Haydn Bennett, reduction and sales development strategies were
Mark Durkin, 2000 introduced.
New HR policy, voluntary parting scheme was
introduced - costly staff, recruit fresh graduates - 50%
salary of senior staff.
Kay Greasley, Paul Related to the introduction of new initiatives that

Watson, Shilpa require amendments to existing working practices.
Patel, 2009 Impacts on employees and there needs to be a

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management response to this challenge to ensure that
initiatives are successful.
Goal is to achieve changes in assumptions and beliefs
so that work content, structures and relationships within
organizations can be improved.
Individual resistance has been attributed to selective
perception, habits, inconvenience or loss of freedom,
economic implications, and security in the past and fear
of the unknown.
Respond more positively through increased job
satisfaction as they respond to the chance to grow
and learn.
This study will look into the effect of the working environment on the employee's performance.
Ten factors related to working environment have been identified and will be discussed in the later
part of this chapter.
Table 2: Summary of literature of “Working Environment”
Author, Year Points

Workplace - arranged area to achieve goals provided by
company.
Amir, 2010
Described as layout of work space suitable to specific
task.
Workplace is the environment to the employee to
Ajala, 2012 perform task.
It is the immediate surrounding
2 types of working environment:
1) Physical component: elements related to
Oswald, 2012 connectivity to the environment.
2) Behavioural components - As above and impact
towards user's behaviour.

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well as to the organization due to the decreasing productivity and an increase in medical cost.
Meanwhile, stress and depression can also be caused by the downsizing of an organization.
According to Amabile & Conti (1999), downsizing can be a positive action made by an
organization which involves reduction in the workforce and to improve the company’s competitive
position in the market. On another note, the organization can also operate more efficiently by
reducing its wastages as it leads to more productive resources allocation within the organization.
However, downsizing will obviously diminish trust and communication at many levels as well as
increase the feeling of fear. These negative effects might create chaos due to the uncertainty in the
workplace.
The effects of changing work environment are also related to the wellbeing of the employees and
wellbeing at the workplace is a driver for productivity. This involves job satisfaction, appreciation,
work engagement and also, work-life balance (Palvalin, 2017). All of these are related to the
productivity of an individual worker which is known to be one of the most important factors for
good organizational performance. It is also important that managers are well aware of this and able
to measure how changes in work environment provides an impact on their worker’s productivity.
Based on the literatures, restructuring of an organization which involves downsizing is proven to

have an impact on the psychosocial well-being of an employee and subsequently affects the
productivity of an employee in an organization. Even though the organization is implementing this
in order to improve efficiencies, it also associated with many other physical and health issues
(Verhaeghe, Vlerick, De Backer, Van Maele, & Gemmel, 2008).

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Table 3: Summary of literature of “Changes in Working Environment”
Author, Year Points

Psychosocial environment: culture and climate of the
Jian Li, Matthias workplace.
Weigl, Jurgen Negative changes: depressive symptoms.
Glaser, Raluca Petru, Reducing non-reciprocity of working life and
Johannes Siegrist, improving rewards at work may have beneficial effects.
Peter Angerer, 2013 Depression causes great impact on economic loss due to
decreased productivity and increased medical cost.
Downsizing: reduction in force and to improve
company's competitive position.
Positive effects: company's efficiency, reduction in
wastages, and leading to a more productive allocation of
Teresa M.
resources.
Amabile, Regina
Downsizing: diminish communication, trust & increase
Conti, 1999
in fear at many levels.
Create chaos due to high level of uncertainty in the
workplace.
Managers to measure environment changes impact on
work productivity.
Productivity: important factor for good organizational
Miikka Palvalin,
performance.
2017
Well-being at workplace is a driver for productivity:
involves job satisfaction, work engagement,
appreciation and work-life balance.
Rik Verhaege, Peter
Restructuring is implemented in order to improve
Vlerick, Guy De
efficiencies in the past decades which has affected the
Backer, Georges
psychosocial well-being of workers. It has also
Van Maele, Paul
associated with many other physical and health issues.
Gemmel, 2008

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management personnel will actually look at his subordinates and evaluate their performance based
on their attitude at worksite or office, their efficiency in preparing reports and submitting within
the timeline, their attendance as well as their cooperativeness at the workplace.
Table 4: Summary of literature of “Performance”
Author, Year Points

Performance: productivity of an employee, motivation
and retention of an employee, knowledge and skill of
an employee, creativity and innovative level of an
employee, responsiveness to business and technological
advancement, attendance and absenteeism of an
employee, customer attraction and retention of the
Hill & Aylwin, 2005
company, and also the optimization of the company's
total occupancy cost.
Definition is flexible, use according to the concept and
outcome.
General: best outcome of an activity done over a period
of time by a company
Performance: combination of employees and other
Oswald, 2012 supporting equipment being available, competent,
productive, responsive and effective
Performance not judged by action alone but evaluation
Sonnentag & Frese, of action with measurable scale.
2001 Measurement is to quantify the efficiency and
effectiveness of an action.
Sonnentag, Volmer Performance is multi-dimensional and involves many
& Spychala, 2008 criteria and judgements.
Franco-Santos,
Measurement is a set of metrics used to quantify the
Kennerley, Micheli,
actions and includes the planning and budgeting.
2007

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2.1 Factors Related to Working Environment Influencing Performance
This section will provide insights on how the performance of a business is influenced by the
working environment and what are the key factors. Some key factors related to the AV's working
environment and job nature were chosen and clustered into four groups as per their characteristics.
These chosen factors were based on previous studies which has successfully proven that there is a
positive correlation between working environment and performance.
As discussed in Chapter 1, AV is going through a relocation process and there are some
employees who have said that they are not really happy and some are disappointed with the
management's decision and so on. This study is to understand and learn about this conflict and to
get a solution on how to motivate the employees of AV to overcome this situation in order to
sustain AV's position in the market as well as to enhance their business performance.
As described earlier, work performance can be linked with work engagement and a positive work
engagement is known as a positive and fulfilling work related state of mind which is associated
with dedication, vigour and absorption of information (L. Li, Zhong, Chen, Xie, & Mao, 2014).
Job demand links to the negative impact on work engagement whereas job resources links to the
positive impact on work engagement.
Dedication is related to enthusiasm to conduct a task and inspiration for others to perform well in a
task which is usually denoted as the next step of involvement. Vigour describes high level of
energy and mental resilience during work, willingness to expand their effort in the task given and
also the high level of persistence when challenges are met. Absorption on the other hand shows
how an employee can be immersed in their work without realising that the time is passing so
quickly and find it hard to detach themselves from their work.
According to Garg & Talwar (2017), the working environment is important in an organisation and
it is perceived to motivate employees that results in a better

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productivity, greater passion for business and a deeper engagement with their customers. It is also
believed that an individual would contribute positively to the business outcome when they feel
valued and respected at their workplace. A positive environment will always be good for both
individual and the organisation as well because it can overcome the turnover ratios.
Besides work engagement and motivation at the workplace, the work environment also covers the
working culture, working style, hierarchies and also human resource policies that have been
implemented or practiced in an organisation (Agarwal & Mehta, 2014). In this study however, we
would be focusing more on physical and behavioral component which is the working environment
that has elements related to the user with their office environment as described by Oswald (2012).
The factors that have been identified are based on multiple literatures that covers workspace
layout, furniture, lighting, noise, ventilation, technology, communication, job aid and supervisor
support which are deemed to be more prominent factors at AV at the current time.
Table 5: Summary of literature of “Factors Related to Working Environment Influencing

Performance”
Author, Year Points

Work engagement is positive, fulfilling, work related
state of mind that is associated with vigour, dedication

and absorption.
Vigour: high level of energy and mental resilience
Li Li, Jian An
during work, willingness to expand effort in one's work
Zhong, Yuping
and persistence during difficulties.
Chen, Yuanta Xie,
Dedication: enthusiasm, inspiration, pride and challenge
Sida Mao, 2014
and usually considered a further step of involvement.
Absorption: being immersed in work which time passes
quickly and difficult to detach themselves from their
work.

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Individual when valued and respected contribute
positively to business outcome.
Palash Garg & Climate is important. Perceived as motivation that result
Deepak Talwar, in higher productivity, greater passion for business,
2017 deeper engagement with customer.
Positive climate encourage productivity and reduce
turnover.
Intense competition impacting business environment.
Work environment: culture, style, hierarchies, HR
policies.
Appraisal strong process to connect between
management and employee performance.
Environment and appraisal great influence satisfaction,
which affects turnover rates.
Richa N. Agarwal Positive environment and fair appraisal to increase
satisfaction and reduce turnover rates
Poor: challenging to maintain productive and
satisfying work life - work success drops.
Most important factor to determine whether an
employee will stay or not.
Employers should check aspects is the strongest
predictor of job satisfaction.
It is evident that stress or discomfort is directly related to work engagement, therefore plays a role
in an employee’s work performance. Not only that, stress can also be coupled with personal life
which leads to negative consequences to both the individual and also the organisation (Shubendra
S. & Athar, 2016). It is also stated

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that occupational stress is the experience where an employee feels unpleasant emotions such as
frustration, depression, anger, anxiety and many other negative feelings which is not good. These
negative feelings would also cause a person to deviate from their normal function or doing so
when applied in an organisation, it would hinder performance. Stress is also said to be one of the
effects in an organisation when it decides to downsize, privatize, restructure or even relocate.
This stress which is due to work can actually be mitigated or reduced if it is properly managed. The
main step to reduce stress in the workplace is to identify the sources of this stress. Some of the
sources are like working long hours in the office which does not allow the employee to have a fair
share of a work-life balance, inability to keep up with the evolving technologies, variation in the
demand of the users and also unable to meet deadlines especially when it is unrealistic (O.
Longenecker, Connie J., & Joseph A., 1999). Even though certain amounts of stress is said to be
good because it can enhance motivation and stimulate creativity through thinking however, an
uncontrolled stress can lead to disaster in the long run. In the organizational view, it would lead to
more turnovers & absenteeism and reduces morale, productivity & teamwork.
Stress in an unpleasant emotion that comprise feelings of tension, anxiety and fear which is
believed to be one of the main components faced by employees in an organisation in a daily basis.
Research shows that stress negatively affect an employee’s health and as a consequence, the
employee’s absenteeism increases (Stafyla, Kaltsidou, & Spyridis, 2013). There are two types of
factors of stress which is known as the external stressor and internal stressor. The external stressor
relates to the condition of working area, duration of work, working load or even change in the
working environment whereby internal stressor is related to the personal stress factor which
includes social and biological factors, job satisfaction level, work-life balance, productivity and
also job performance level.

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Table 6: Summary of literature of “Stress”
Author, Year Points

Modern life is full of stress especially when
workplace tends to have challenges coupled with
personal life.
Leads to negative consequences to the individual and
also company.
Shubhendra S. Occupational stress is the experience of unpleasant
Parihar & Athar emotions: anger, frustration, tension, depression and
Mahmood, 2016 anxiety. Some also deviates from their normal
functioning hence hinder performance.
Stress is related to demand and resources at workplace
and caused by workload, job aspects, security related to
job, relationship at workplace, control, resources and
communication, a proper balance between work and
personal life and pays & benefits.
Can be effectively managed and mitigated.
Identification of the sources to reduce this.
Work stress can be caused by long hours of working,
meeting unrealistic deadlines and also inability to keep
up with the ever-advancing technology. Also change in
Clinton O.
demand of the user.
Longenecker, Conni
Can be good because it enhances motivation, stimulate
J. Schaffer, Joseph
creative thinking, heighten senses and increase work
A. Scazzero, 1999
performance however, too much stress can be
destructive in a longer duration.
Can lead to increase in turnover, absenteeism, low
morale, low productivity, increase in workplace
conflict and loss of teamwork.
Stress is a component in the workplace faced by
Amalia Stafyla,
employees and organisation in a daily basis.
Georgia
Stress unpleasant emotion contains feelings of
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tension, fear and terror.
Kaltsidou,
Negatively affecting employee's health, increase in
Nikolaos Spyridis,
2013
work absence due to imbalanced amount of rewards for
the effort given.
External stressor: working condition, working hours,
working load, change in work environment.
Internal stress: personal stress factors includes social
and biological, satisfaction, work-life balance,
performance and productivity.
The first group in the framework is called the "Design" which consists of level of comfort,
furniture and physical layout of the workplace itself. These factors were grouped together since it
is related to each other especially how the comfort level is determined by the furniture and layout
of an employee's workspace. Studies have shown the impact of comfort level towards the
performance level of an employee where the employee who feels discomfort at the workplace tend
to be less productive compared to those who feels comfortable.
As published in Paul et al. (2005) report, ergonomics gives a positive impact on comfort level.
Ergonomics is the design of the workplace where it minimizes the employee's discomfort, easily
accessed and most importantly safe to perform the assigned work (Paul et al., 2005). The report
claimed that there was an increase by 23% in workplace productivity due to the improvement of
the ergonomic factor. The report was based on employees who work more using computers such
as a data

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entry job that requires hours of attachment with the screen where movement are limited.
Apart from gaining productivity from comfort level, discomfort can lead to the opposite as well.
According to Naharuddin and Sadegi (2013), there are high potential that employees perform a
given task slowly due to stress which is caused by the discomfort at their workplace. It shows that
comfort level directly in proportion with performance and productivity. A good environment at the
workplace will get the employees motivated to have their full energy and attention focused on
their task and eventually improve their level of performance (Vischer, 2007).
Besides ergonomics, Chandrasekar (2011) said that comfort level can be enhanced by creating a
workspace that suits the character of a person or as per their preferences. Comfort level can be
enhanced by applying a soothing paint job on the walls of the offices, keeping green plants in the
workspace or even small flower pots on a desk, aquarium with fishes or even tasteful artwork on
the wall of the cubicle would do the trick. As said before it depends on the individual's preference
and if it is feasible for the options above to be carried out. However, the workspace has to be kept
tidy and neat as well as in order to sustain a good comfort level.
It was noted that increment in the salary gives a boost to the employee through a survey. However,
it gives a wrong impression to the employees because the impact is very minimal even though it is
true and the boost could not be sustained for a long time (Chandrasekar, 2011). Nevertheless,
immediate environment gives more prominent effects compared to salary increment. Results from
the survey shows that there was a reduction in error rate and absenteeism and increase in
innovation, communication level and loyalty. Whereby communication level with the supervisor
leads to loyalty as it reduces the turnover rates which will be discussed further in the following
sections.

“A STUDY ON IMPACT OF EMPLOYEE BEHAVIOUR IN
WORKING ENVIRONMENT WITH THE REFERENCE OF
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Table 7: Summary of literature of “Comfort Level”
Author, Year Points

Ergonomics: design of the workplace that minimizes
Paul et al, 2005 discomfort, easily accessible & safe to carry out a task.
Increases 23% productivity - works on PC/ office based.
Naharuddin &
Discomfort causes low performance in terms of speed.
Sadegi, 2013
Good environment motivates employees - full energy
Vischer, 2007
and attention focused on the task.
Comfort level can be enhanced by creating workspace
that suits the person's character or as per their
preferences. E.g.: Paint jobs on the wall, green plants
Chandrasekar, 2011 on work desk, artwork on work desk
Immediate environment positive effect compared to
salary increment: reduction in error rate,
absenteeism,
increase in innovation, communication level & loyalty.
Workspace Layout
The layout of workspace is one of the main contributors to design group where it relates the usage
of space and design of the workspace according to an employee's specific task. According to the
study by Chandrasekar (2011), the design of a workplace impacts behaviour of an employee and
this behaviour drives the performance level of the employee. Workspace is an essential part of the
physical factor in the workplace; poor layout and overcrowding will not lead to optimisation but
only increases the chance of getting injured or getting involved in accidents such as tripping or
striking against objects.
Further to that, he claimed that layout also determines the visual appeal of a workplace. The layout
of a corporate office would be totally different compared to a manufacturing-based company or
call centers as explained earlier that layout varies according to the employees’ specific task
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(Chandrasekar, 2011). Apart from
that, some prefers privacy and some workplaces practice flexible workspace. Privacy design
layout are more suitable for high ranking personnel in the company where confidential matters are
discussed frequently such as in the banking line. Whereas, flexible design layout is more
applicable for a group of employees working together as communication is an essential part of
getting tasks done in a complete manner. Communication will be discussed further in the later
section of this chapter.
Research done by Brill (1992), office layout shows an increase in employees’ performance up to
19% for employees and 17% for managers which is a very significant rise in productivity. Another
research done by Gensler back in 2006 on 2000 office workers reveals 90% of them believes that
better layout and design of workspace results in better performance. These results show the
importance of workspace layout as claimed earlier that it is the main contributor to design group.
Another study conducted Naharuddin and Sadegi (2013), also shows that design gives a positive
effect to performance. These designs are not limited and consists of machine design, job design as
well as facility design. Physical work environment definitely contributes towards the success of
the business which is better performance of an employee that leads to outstanding performance of
the company itself.
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HARSHA INSTITUTE OF MANAGEMENT STUDIES
Table 8: Summary of literature of “Workspace Layout”
Author, Year Points

Relates to usage of space and design of workspace
according to tasks.
Design impacts employees' behaviour which drives
performance level.
Poor layout/ overcrowding does not optimize
Chandrasekar, 2011
but otherwise.
Visual appeal plays a big role in deciding the
workspace layout.
Privacy & flexible workspace layout also becomes a
deciding factor.
19% up for employees & 17% up for managers due to
Gensler, 2006, Brill, workspace layout.
1992 90% of respondents believe design and layout leads to
better performance.
Design gives positive impact to performance.
Naharuddin &
Not limited and consists of designs of machine, job and
Sadegi, 2013
facility.
The second group in the framework is called the "Environment" which consists of lighting,
ventilation and sound at the workplace. Sound here carries both music and noise which will be
differentiated and discussed further. These factors also contribute to the comfort level of an
employee where it has shown a significant positive relationship to the employee's performance.
However, these factors are grouped differently from the "Design" group because of its
characteristics. These are intangible factors where lighting affects visibility, ventilation affects
temperature and sound affects our hearing. Previous discussion and studies clearly show the
impact of comfort level on the performance level of an employee where the employee who feels
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comfortable tend to be more productive compared to those who feels discomfort at their
workplace.
CHAPTER SCHEME:
CHAPTER-01-
INTRODUCTION
CHAPTER- 02-COMPANY PROFILE
CHAPTER- 03-RESEARCH DESIGN AND LITERATURE REVIEW.
CHAPTER- 04-ANALYSIS AND INTERPRETATION
CHAPTER-05- FINDINGS, CONCLUSION AND RECOMMENDATIONS
BIBLIOGRAPHY
ANNEXURES
60
CHAPTER- 04
ANALYSIS AND INTERPRETATION
61
CHAPTER- 04
ANALYSIS AND INTERPRETATION
TABLE-4.1 THE TABLE SHOWING THE RESPONDENTS ON THE BASIS OF GENDER
OPTIONS RESPONDENTS PERCENTAGE
Male 15 30%
Female 35 70%
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 15 of the respondents are male, and 35 of the respondents are female.
62
63
GRAPH-4.1 GRAPH SHOWING THE RESPONDENTS ON THE BASIS OF GENDER
RESPONDENTS
30%
Male
Female
70%
Interpretation:
From the above graph as inferred 30% of the respondents are male and 70% are the female of the respondents.
TABLE-4.2 TABLE SHOWING THE RESPONDENTS ON BASIS OF AGE
21-30 25 50%
31-40 13 26%
41-50 7 14%
51-60 5 10%
TOTAL 50 100%
64
ANALYSIS:
From the above table it can be analysed that 25 of the respondents are between age group of 21-30 years. 13 of
respondents are 31-40 years age group. 7 of respondents are 41-50 years age group. 5 of respondents are 51-60
years.
GRAPH-4.2 GRAPH SHOWING THE RESPONDENTS ON BASIS OF AGE.
RESPONDENTS
10%
14%
50% 21-30
31-40
26% 41-50
51-60
INTERPRETATION:
From the above graph it can be analysed that 50% of the respondents are between age group of 21- 30 years. 26%
of respondents are 31-40 years age group. 14% of respondents are 41-50 years age group. 10% of respondents are
51-60 years.
65
LTD. DABSAPETE.”
TABLE-4.3 THE TABLE SHOWING THE RESPONDENTS ON THE BASIS OF EDUCATION
SSLC 10 20%
PUC 13 26%
Degree 15 30%
Post graduate 12 24%
TOTAL 50 100%
ANALYSIS:
From the above table gives the educational status of the respondents. Accordingly, majority of respondents
are Degree 15, distantly followed by PUC 13 of respondents, SSLC are 10 of respondents, and Post
graduate are 12 of respondents.
GRAPH-4.3 THE TABLE SHOWING THE RESPONDENTS ON THE BASIS OF EDUCATION
RESPONDENTS
24% 20%
SSLC
PUC
26%
Degree
30%
Post graduate
66
LTD. DABSAPETE.”
INTERPRETATION:
From the above graph gives the educational status of the respondents. Accordingly, majority of respondents are
Degree 30%, distantly followed by PUC 26% of respondents, SSLC are 20% of respondents, and Post graduate are
24% of respondents.
TABLE-4.4 HOW LONG ARE YOU WORKING IN YOUR ORGANIZATION

<1 year 20 40%
2-5 years 16 32%
5-10 years 5 10%
10 and above 9 18%
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 20 of the respondents are between <1 years. 16 of respondents are 2-5
years. 5 of respondents are 5-10 years. 9 of respondents are 10 and above.

LTD. DABSAPETE.”
GRAPH-4.4 HOW LONG ARE YOU WORKING IN YOUR ORGANIZATION
RESPONDENTS
18%
10%
<1 year
40%
2-5 years
32% 5-10 years

10 and above
INTERPRETATION:
From the above graph it can be analysed that 40% of the respondents are between <1 years. 32% of respondents are
2-5 years. 10% of respondents are 5-10 years. 18% of respondents are 10 and above.
TABLE-4.5 WHAT IS THE POSITION IN YOUR ORGANIZATION

Top level 24 48%
Middle level 12 24%
Lower level 14 28%
TOTAL 50 100%

LTD. DABSAPETE.”
ANALYSIS:
From the above table it can be analysed that 24 of the respondents are Top level. 12 of respondents are Middle
level. 14 of respondents are Lower level.

LTD. DABSAPETE.”
GRAPH-4.5 WHAT IS THE POSITION IN YOUR ORGANIZATION
RESPONDENTS
28%
Top level
Middle level
24%
Lower level
48%
INTERPRETATION:
From the above graph it can be analysed that 48% of the respondents are Top level. 24% of respondents are Middle
level. 28% of respondents are Lower level.
TABLE-4.6 HOW SAFE IS YOUR WORK ENVIRONMENT

Safe 23 46%
Unsafe 20 40%
Somewhat safe 5 10%
Somewhat unsafe 2 4%
TOTAL 50 100%

LTD. DABSAPETE.”
ANALYSIS:
From the above table it can be analysed that 23 of the respondents are Safe. 20 of respondents are Unsafe. 5 of
respondents are somewhat safe. 2 of respondents are somewhat unsafe.
GRAPH-4.6 IF HOW SAFE IS YOUR WORK ENVIRONMENT
RESPONDENTS
10% 4%
46% Safe
Unsafe
40% Somewhat safe
Somewhat unsafe
INTERPRETATION:
From the above graph it can be analysed that 46% of the respondents are Safe. 40% of respondents are Unsafe. 10%
of respondents are somewhat safe. 4% of respondents are somewhat unsafe.
TABLE-4.7 HOW DO YOU RATE YOUR WORK LIFE BALANCE
1 2 4%
2 5 10%
3 10 20%
4 9 18%

LTD. DABSAPETE.”
5 24 48%
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 2 of the respondents are rated 1 on work life balance. 5 of respondents
are rated 2 on work life balance. 10 of respondents are rated 3 on work life balance. 9 of respondents are rated 4 on
work life balance. 24 of respondents are rated 5 on work life balance.
GRAPH-4.7 HOW DO YOU RATE YOUR WORK LIFE BALANCE.
RESPONDENTS
4% 10%
48% 1
20%
2
3
4
18%
5
INTERPRETATION:
From the above graph it can be analysed that 4% of the respondents are rated 1 on work life balance. 10% of
respondents are rated 2 on work life balance. 20% of respondents are rated 3 on work life balance. 18% of
respondents are rated 4 on work life balance. 48% of respondents are rated 5 on work life balance.
TABLE-4.8 DO ORGANIZATION PROVIDES CAB FACILITIES FOR 24/7

LTD. DABSAPETE.”
Yes 37 78%
No 11 22%
Sometimes 2 4%
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 37 of the respondents are YES. 11 of respondents are NO. 2 of
respondents are Sometimes.
GRAPH-4.8 DO ORGANIZATION PROVIDES CAB FACILITIES FOR 24/7
RESPONDENTS
4%
22%
Yes
No
Sometimes
74%
INTERPRETATION:
From the above graph it can be analysed that 74% of the respondents are YES. 22% of respondents are NO. 4%
of respondents are Sometimes.

LTD. DABSAPETE.”
GRAPH-
4.9 IS THERE ANY DISCRIMINATION BETWEEN MALE AND FEMALE EMPLOYEES

IN YOUR ORGANIZATION
Yes 15 30%
No 30 60%
Sometimes 5 10%
TOTAL 50 100%
ANALYSIS:
74
LTD. DABSAPETE.”
GRAPH-
4.9 IS THERE ANY DISCRIMINATION BETWEEN MALE AND FEMALE EMPLOYEES

IN YOUR ORGANIZATION
RESPONDENTS
10%
30%
Yes
No
Sometimes
60%
INTERPRETATION:
From the above graph it can be analysed that 30% of the respondents are YES. 60% of respondents are NO.
10% of respondents are Sometimes.
4.10 WHAT IS YOUR OPINION ABOUT JOB SECURITY IN THE ORGANIZATION
Excellent 22 44%
Average 14 28%
Good 10 20%
Below average 4 8%
75
LTD. DABSAPETE.”
GRAPH-
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 22 of the respondents Excellent. 14 of respondents are Average. 10 of
respondents are good. 4 of respondents are below average.
4.10 WHAT IS YOUR OPINION ABOUT JOB SECURITY IN THE ORGANIZATION
RESPONDENTS
8%
Excellent
20%
44% Average
Good
Below average
28%
INTERPRETATION:
From the above graph it can be analysed that 44% of the respondents Excellent. 28% of respondents are Average.
20% of respondents are good. 8% of respondents are below average.
76
LTD. DABSAPETE.”
GRAPH-
4.11 DOES THE ORGANIZATION IDENTIFY YOUR EFFORT AND TALENT BY

GIVING REWARDS
Yes 37 74%
No 8 16%
Sometimes 5 10%
TOTAL 50 100%
ANALYSIS:
4.11 DOES THE ORGANIZATION IDENTIFY YOUR EFFORT AND TALENT BY

GIVING REWARDS
77
LTD. DABSAPETE.”
GRAPH-
RESPONDENTS
10%
16% Yes
No
Sometimes
74%
INTERPRETATION:
From the above graph it can be analysed that 74% of the respondents are YES. 16% of respondents are NO. 10% of
78
LTD. DABSAPETE.”
TABLE-4.12 IS THERE ANY MALE DOMINATION IN YOUR COMPANY
Yes 10 20%
No 40 80%
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 10 of the respondents are YES. 40 of respondents are NO.
79
LTD. DABSAPETE.”
GRAPH-4.12 IS THERE ANY MALE DOMINATION IN YOUR COMPANY
RESPONDENTS
20%
Yes
No
80%
INTERPRETATION:
4.13 WHAT IS YOUR OPINION TOWARDS THE WORKING HOURS IN YOUR

ORGANIZATION
Highly satisfied 25 50%
Satisfied 16 32%
Dissatisfied 9 18%
80
LTD. DABSAPETE.”
TOTAL 50 100%
ANALYSIS:
From the above table it can be analysed that 25 of the respondents are highly satisfied. 16 of respondents are
satisfied. 9 of respondents are dissatisfied.
81
LTD. DABSAPETE.”
4.13 WHAT IS YOUR OPINION TOWARDS THE WORKING HOURS IN YOUR

ORGANIZATION
30
25
25
20
16
15 RESPONDENTS
PERCENTAGE
10 9
50% 32% 18%

0
Highly satisfied Satisfied Dissatisfied
INTERPRETATION:
From the above graph it can be analysed that 50% of the respondents are highly satisfied. 32% of respondents are
satisfied. 18% of respondents are dissatisfied.
4.14 HAVE YOU BEEN TRAINED REGARDING SAFETY AND WELFARE IN THE
ORGANIZATION IF SO TO WHAT EXTENT

0-1 Months 5 10%
2-3 Months 17 34%
3 and above 28 56%
TOTAL 50 100%
82
LTD. DABSAPETE.”
ANALYSIS:
From the above table it can be analysed that 5 of the respondents are 0-1 Months. 17 of respondents are 2-3
Months. 28 of respondents are 3 and above.
83
LTD. DABSAPETE.”
4.14 HAVE YOU BEEN TRAINED REGARDING SAFETY AND WELFARE IN THE
ORGANIZATION IF SO TO WHAT EXTENT
RESPONDENTS
10%
0-1 Months
2-3 Months
34%
56% 3 and above
INTERPRETATION:
From the above graph it can be analysed that 5 of the respondents are 0-1 Months. 17 of respondents are 2-3
Months. 28 of respondents are 3 and above.
4.15 ARE YOU SATISFIED WITH YOUR ADDITIONAL FACILITIES I YOUR
ORGANIZATION
Yes 40 80%
No 5 10%
Sometimes 5 10%
84
LTD. DABSAPETE.”
TOTAL 50 100%
ANALYSIS: From the above table it can be analysed that 40 of the respondents are YES. 5 of respondents are NO.
5 of respondents are Sometimes.
4.15 ARE YOU SATISFIED WITH YOUR ADDITIONAL FACILITIES I YOUR

ORGANIZATION
TOTAL
2% RESPONDENTS 0
5000% 0
PERCENTAGE 0%
100% 0%
98%
INTERPRETATION:
From the above graph it can be analysed that 98% of the respondents are YES. 2% of respondents are NO and
Sometimes.
85
LTD. DABSAPETE.”
4.16 DOES YOUR COMPANY PROVIDES MATERNITY LEAVE FOR FEMALE EMPLOYEES
OPTIO RESPONDEN PERCENTA

NS TS GE
Yes 50 100%
No 0 0%
TOTAL 50 100%
86
LTD. DABSAPETE.”
4.16 DOES YOUR COMPANY PROVIDES MATERNITY LEAVE FOR FEMALE EMPLOYEES
TOTAL
RESPONDENTS 50 0 PERCENTAGE 100% 0%
INTERPRETATION:
4.17 DO YOU THINK THE ORGANIZATION CURRENT MEASURES ARE EFFECTIVE IN

PREVENTING AND RESOLVING CONFLICTS

NS TS GE
Yes 30 60%
No 20 40%
TOTAL 50 100%
87
LTD. DABSAPETE.”
ANALYSIS: From the above table it can be analysed that 30 of the respondents are YES. 20 of respondents are
NO.
GRAPH
4.17 DO YOU THINK THE ORGANIZATION CURRENT MEASURES ARE EFFECTIVE IN
PREVENTING AND RESOLVING CONFLICTS
TOTAL
RESPONDENTS 50 0 PERCENTAGE 100% 0%
INTERPRETATION:
88
LTD. DABSAPETE.”
4.17 IN YOUR ROLE DO YOU HAVE ANY PERSONAL RELATIONSHIPS OR FINANCIAL INTEREST
THAT COULD BE PERCEIVED AS CONFLICTING WITH YOUR DUTIES AT WORK
TABLE:

NS TS GE
Yes 0 0%
No 50 100%
Sometim
0 0%
es
TOTAL 50 100%
ANALYSIS: From the above table it can be analysed that 50 of the respondents are NO. 0 of respondents are Yes
and Sometimes.
GRAPH
89
LTD. DABSAPETE.”
4.17 IN YOUR ROLE DO YOU HAVE ANY PERSONAL RELATIONSHIPS OR FINANCIAL INTEREST
THAT COULD BE PERCEIVED AS CONFLICTING WITH YOUR DUTIES AT WORK
60
50
40
30
20
10
0
Yes No Sometimes TOTAL
RESPONDENTS PERCENTAGE
INTERPRETATION:
From the above graph it can be analysed that 100% of the respondents are NO. 0% of respondents are YES and
SOMETIMES.
4.18 IS THERE ANY POLICIES FRAMED IN YOUR ORGANIZATION REGARDING

WHISTLEBLOWER PROTECTION
90
LTD. DABSAPETE.”
TABLE:

NS TS GE
Yes 50 100%
No 0 0%
TOTAL 50 100%
GRAPH
INTERPRETATION:
91
LTD. DABSAPETE.”
CHAPTER-05
FINDINGS, SUGGESTIONS AND CONCLUSION
92
LTD. DABSAPETE.”
CHAPTER-05
FINDINGS, SUGGESTIONS AND CONCLUSION
 From the above graph as inferred 30% of the respondents are male and 70% are the female of the
respondents.
 From the above graph it can be analysed that 50% of the respondents are between age group of 21-30 years.
26% of respondents are 31-40 years age group. 14% of respondents are 41-50 years age group. 10% of
respondents are 51-60 years.
 From the above graph gives the educational status of the respondents. Accordingly, majority of respondents are
Degree 30%, distantly followed by PUC 26% of respondents, SSLC are 20% of respondents, and Post graduate
are 24% of respondents.
 From the above graph it can be analysed that 40% of the respondents are between <1 years. 32% of respondents
are 2-5 years. 10% of respondents are 5-10 years. 18% of respondents are 10 and above.
 From the above graph it can be analysed that 48% of the respondents are Top level. 24% of respondents are
Middle level. 28% of respondents are Lower level.
 From the above graph it can be analysed that 46% of the respondents are Safe. 40% of respondents are Unsafe.
10% of respondents are somewhat safe. 4% of respondents are somewhat unsafe.
 From the above graph it can be analysed that 4% of the respondents are rated 1 on work life balance. 10% of
respondents are rated 2 on work life balance. 20% of respondents are rated 3 on work life balance. 18% of
respondents are rated 4 on work life balance. 48% of respondents are rated 5 on work life balance.
 From the above graph it can be analysed that 74% of the respondents are YES. 22% of respondents are NO. 4%
of respondents are Sometimes.
 From the above graph it can be analysed that 30% of the respondents are YES. 60% of respondents are NO.
10% of respondents are Sometimes.
 From the above graph it can be analysed that 44% of the respondents Excellent. 28% of respondents are
Average. 20% of respondents are good. 8% of respondents are below average.
 From the above graph it can be analysed that 20% of the respondents are YES. 80% of respondents are NO.
93
LTD. DABSAPETE.”
 From the above graph it can be analysed that 50% of the respondents are highly satisfied. 32% of respondents
are satisfied. 18% of respondents are dissatisfied.
 From the above graph it can be analysed that 5 of the respondents are 0-1 Months. 17 of respondents are 2-3
Months. 28 of respondents are 3 and above.
 From the above graph it can be analysed that 98% 0f the respondents are YES. 2% of respondents are NO and
SOMETIMES.
 From the above graph it can be analysed that 100% 0f the respondents are YES. 0% of respondents are NO.
 From the above graph it can be analysed that 100% 0f the respondents are NO. 0% of respondents are YES and
SOMETIMES.

94
LTD. DABSAPETE.”
SUGGESTIONS
Further research could be done on the studies that relate working environment to how people behave within an
organization.
As was previously mentioned, the fact due to time and resource limitations, there were fewer interviews conducted,
and it's possible that some aspects of working environment were not covered by interview questions.
As a result, future research on environment might focus more on identifying all facets of working environment.
Additionally, future research might also consider other elements like personalities and ethnic working
environment.
Employees' jobs can be stressful and challenging, which can both motivate them and demoralise them. Long-term
orientation is the fifth dimension.
Its effects on motivation, individual learning, and collective decision-making are demonstrated by the research.
Indulgence and moderation, the sixth dimension, describes the employee's attitude towards their well-being.
However, there is no proof that this factor affects employee behaviour.
Overall, the organizational working environment effects can be seen most clearly in the aspects of motivation,
individual learning, communication, and enhancement of organizational values, group decision-making, and
conflict resolution.
Additionally, future research might also consider other elements like personalities and ethnic culture.
Finding out how working environment affects employee behaviour is the goal of this study. The three components
of working environment were symbols, rituals, and values.
It's noteworthy that values were grouped into six categories based on power distance, collective and individual
goals, avoiding uncertainty, gender differences, long-term orientation, indulgence, and restraint.
In the case company, interviews and observation are used to test the hypothesis that symbols, rituals, and the six
dimensions of values influence employee behaviour.
The evaluation of symbols and rituals is based on observation. Simply put, symbols and rituals play a role in
communicating working environment to employees
. Activities or standards that express and strengthen an organization's core values are known as rituals. Symbols,
however, also stand for the mission, inspiration,
95
LTD. DABSAPETE.”
CONCLUSION
There are three levels of working environment behaviour, according to the literature review for this thesis.
Individual behaviour, group behaviour, and organizational system behaviour make up the first, second, and third
levels respectively. The person behaviour encompasses a person's biographical traits, aptitude, values, attitudes,
personality, emotions, perception, ability to make independent decisions, learning, and motivation. Communication,
leadership, trust, group dynamics, conflict, power, and politics are all components of group behaviour. working
environment, human resource policies and practices, and organization structure and design are all part of the
organizational system level.
The case study discovered that not all behaviours were impacted by working environment. However, there is still
some behaviour among employees that strongly relates to working environment.
Symbols, rituals, and values are all part of the three levels of working environment; each Values, symbols, and
rituals all have different effects on behaviour. Symbols can help motivate staff members and communicate a
company's mission and values to them. Rituals establish expectations for behaviour and reinforce the core values
among workers. In the meantime, symbols and rituals serve as a vehicle for environment transmission.
Additionally, the values that form the foundation of the working environment have the biggest influence on how
employees behave. The six dimensions that make up values each stand for a different aspect of working
environment. Power distance makes up the first dimension. The organizational structure and design are reflected in
the power distance in the environment. Additionally, it affects how we communicate, express our attitudes, and
make decisions. The working goals of the individual and the group are impacted by the second-dimension
individualism and collectivism. work, such as personal knowledge, aptitude, and values. It also demonstrates the
effect on resolving disputes. The third dimension, which focuses on masculinity and femininity, shows that the
working objectives are determined by gender traits. These achieved objectives demonstrate how the third dimension
affects motivation. It is important to note that the dimensions of masculinity and femininity have an impact on the
reward system, which is a component of human resources and practises. The fourth dimension, uncertainty
avoidance, demonstrates how this aspect of culture 40 can both challenge and motivate workers while also having
the potential to demoralise them. Long- term orientation is the fifth dimension. Its effects on motivation, individual
learning, and collective decision-making are demonstrated by the research.
Further research could be done on the studies that relate cultures to how people behave within an organization’s
was previously mentioned, the fact due to time and resource limitations, there were fewer interviews conducted,
and it's possible that some aspects of working environment were not covered by interview questions. As a result,
future research on environment might focus more on identifying all facets of working environment. Additionally,
future research might also consider other elements like personalities and ethnic culture.
96
LTD. DABSAPETE.”
BIBLIOGRAPHY
Frances Dark,
Unplanned change - external forces limited control and
Harvey Whiteford,
limited ability for proactive planning, can impact
Neal M. Ashkanasy,
Carol Harvey,
It has been suggested that organizational culture in
Meredith Harris,
mental health services influence work attitudes, staff
David Crompton and
retention and work performance.
Ellie Newman, 2017
Change the way they organize and do business if
they are going to remain profitable.
Includes changes of individual, job or company
structure that impacts on what people do, how they
Andy Brazier, 2014
perform their tasks, their responsibilities and
accountabilities.
The impact can be at an operational level if the changed
organization does not have sufficient operators.
Defined as a set of norms, attitudes, values and
behavior patterns
Key role in determining the working climate, leadership
style, strategy formulation, and organizational behavior
Sylvie Laforet, 2016
and processes of the firm.
Manifested by actions: leaders and managers - primary
role in nurturing and disseminating the culture
To increase operating efficiencies and develop new

income streams through strategic change initiatives.
To become more efficient and effective, major cost
Haydn Bennett, reduction and sales development strategies were
Mark Durkin, 2000 introduced.
New HR policy, voluntary parting scheme was
introduced - costly staff, recruit fresh graduates - 50%
salary of senior staff.
Kay Greasley, Paul Related to the introduction of new initiatives that

Watson, Shilpa require amendments to existing working practices.
Patel, 2009 Impacts on employees and there needs to be a
Psychosocial environment: culture and climate of the
Jian Li, Matthias workplace.
Weigl, Jurgen Glaser, Negative changes: depressive symptoms.
Raluca Petru,
Johannes Siegrist, Reducing non-reciprocity of working life and improving
97
LTD. DABSAPETE.”
Peter Angerer, 2013 rewards at work may have beneficial effects.

Depression causes great impact on economic loss due to
decreased productivity and increased medical
cost.
Downsizing: reduction in force and to improve
company's competitive position.
Positive effects: company's efficiency, reduction in
wastages, and leading to a more productive allocation of
Teresa M. Amabile,
Regina Conti, 1999 resources.
Downsizing: diminish communication, trust & increase
in fear at many levels.
Create chaos due to high level of uncertainty in the
workplace.
Managers to measure environment changes impact on
work productivity.
Productivity: important factor for good organizational
Miikka Palvalin, 2017
performance.
Well-being at workplace is a driver for productivity:
involves job satisfaction, work engagement,
appreciation and work-life balance.
98
WORKING ENVIRONMENT WITH THE REFERENCE OF SATRAC
ENGINEERING PVT. LTD. DABSAPETE.”
Vigour: high level of energy and mental resilience

Li Li, Jian An Zhong, Yuping
during work, willingness to expand effort in one's work
Chen, Yuanta Xie, Sida Mao,
and persistence during difficulties.
2014
Dedication: enthusiasm, inspiration, pride and challenge
and usually considered a further step of involvement.
Absorption: being immersed in work which time passes
quickly and difficult to detach themselves from their

work.
Individual when valued

Intense and respected
competition contributebusiness
impacting positively to business
outcome.
environment. Work environment: culture, style,
Climatehierarchies,
is important.
HRPerceived
policies. as motivation that result in higher productivity,
greater Appraisal
passion for business, deeper engagement
strong process to connectwith customer.
Positivebetween
climate encourage productivity
management and reduce
and employee
turnover.
performance.
Environment and appraisal great influence
Richa N. Agarwal satisfaction, which affects turnover rates.
Positive environment and fair appraisal to
increase satisfaction and reduce turnover rates
Poor: challenging to maintain productive and
satisfying work life - work success drops.
Most important factor to determine whether
an employee will stay or not.
Palash Garg & Deepak

Talwar, 2017
Intense competition impacting business environment. Work environment:
99
culture, style, hierarchies, HR policies.

Appraisal strong process to connect between management and
employee performance.
Environment and appraisal great influence satisfaction, which affects turnover
rates.
Positive environment and fair appraisal to increase satisfaction and reduce
Richa N. Agarwal turnover rates

Poor: challenging to maintain productive and satisfying work life - work
success drops.
Most important factor to determine whether an employee will stay or
not.
WEBSITE:
www.satrac.com
www.hdl.handle.net
ANNEXURES
1. The Age of respondents

• 21-30
• 31-40
• 41-50
100
• 51-60
2. The Gender of respondents

• Male
• Female
• Other
3. The Income of respondents

• SSLC
• PUC
• Degree
• Post graduate
4. How long are you working in your organization
• <1 year
• 2-5 years
• 5-10 years
• 10 and above
5. What is the position in your organization
• Top level
• Middle level
• Lower level
6. How safe is your work environment
• Safe
• Unsafe
101
• Somewhat safe
• Somewhat unsafe
7. How do you rate your work life balance
• 1
• 2
• 3
• 4
• 5
8. Do organization provides cab Facilities for 24/7
• Yes
• No
• Sometimes
9. Is there any discrimination between male and female employees in your organization
• Yes
• No
• Sometimes
10 What is your opinion about job security in the organization
• Excellent
• Average
• Good
• Below average
102
11. Does the organization identify your effort and talent by giving rewards
• Yes
• No
• Sometimes
12. Is there any male domination in your company
• Yes
• No
13. What is your opinion towards the working hours in your organization
• Highly satisfied
• Satisfied
• Dissatisfied
14. Have you been trained regarding safety and welfare in the organization if so to what extent
• Months
• 2-3 Months
• 3 and above
15. Are you satisfied with your additional facilities in your organization
• Yes
• No
• Sometimes
16. Does your company provide maternity leave for female employees
103
• Yes
• No
17 Do you think the organization current measures are effective in

preventing and resolving conflicts
a] yes
b] no
18 In your role do you have any personal relationships or financial interest

that could be perceived as conflicting with your duties at work
a] yes
b] no
c] sometimes
19 Is there any policies framed in your organization regarding

whistleblower protection
a] Yes
b] No
104

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“A STUDY ON IMPACT OF EMPLOYEE BEHAVIOUR IN WORKING

ENVIRONMENT WITH THE REFERENCE OF SATRAC ENGINEERING PVT.

Harsha Institute of Management Studies 1

➢ CLOUD HUMAN RERSOURCE: Cloud HR is a sort of human resource management system

Harsha Institute of Management Studies 3

STRATEGIES USED BY HR IN BUILD GOOD RELATIONSHIP BETWEEN EMPLOYEE AND

Harsha Institute of Management Studies 4

STRATEGIES USED BY HR IN BUILD GOOD RELATIONSHIP BETWEEN EMPLOYEE AND

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performance of the organization. Therefore, decision-making, leadership, motivation, personality,

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Advantages of work environment has on behavior

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Qualities of a great work environment

• In highly dynamic environments where change is constant, resilience is a crucial quality.

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Steps to building a high-performing great work environment

Enable employee voice

Make your leaders work environment advocates

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Forge connections between team members

. Keep work environment in mind from day one

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How company workplace environment can influence on employees working behaviour

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Honest Performance appraisal

Training and development

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A collectively with a recognisable boundary, normative order (rules), levels of authority

Dimensions affecting employee behaviour

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Causes of employee behaviour

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- Starc Engineering Private Limited

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History and Milestone

Mr. Okamoto Chairman

Mr. M C Bantwal Managing Director

Ethics & Compliance

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Corporate Social Responsibility

Design & Manufacturing

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Accreditations & Certifications

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Certainly! Here's a SWOT analysis for Satrac Engineering Private