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CHAPTER 1

INTRODUCTION

1.1 COMPANY PROFILE

CIBI International was established in the year 1988 in Perundurai, as

a Fashion house for the manufacture & export of Textile garments. Today it is afully integrated unit with machines to match global standards.

The company is located in Perundurai which is about 20 kms from

Erode railway station and about 80 kms from the Coimbatore airport. The factory

area covers about 10,000 sq.ft and it has a processing capacity of 10,000 ps/day.

The present project cost is Rs.75 Crores. It has an yearly turnover of aboutRs.120Crs.

To produce quality goods on time, a good production facility capable

of taking up any challenge is needed. In this regard, CIBI International possesses

a good infrastructure that has the ability and potential to give quality products.

All the machines are the latest available in the market, and whenever

required, the company has never shied away from purchasing the most modern

equipment. All their divisions are equipped with the latest equipment to maintain

the quality and timeliness of the output.

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The manufacturing process has been vertically integrated to facilitate

all the processes involved in garment manufacture under one roof. This enables

the company to reduce the time spent in completing the order.

The company started with the sole export of knitted garments to USA

and later extended its reach to Europe, Australia, New Zealand and Canada.

The company primarily exports Knitwears and woven wears.

Knitwears include T-shirts, Polos, Pyjamas etc., Woven wears comprise of

Bermudas, Shirts, Work wears etc. The export capability of the company is ably

supported by its progressive attitude that has made it posible to have a vertical

set-up of its own Spinning Mill with over 25000 spindles, Knitting Factories,

Processing Division and Garment Manufacturing Division.

The plant has the capability to meet any level of demand from their

buyers thus creating a high degree of credibility to the company in theinternational market.

With the in-house production capacity of over 10000 pieces per day,

the company has been on top of the garments export market consistently.

Besides this, the companys garment production is supplemented by various

companies which can turn out around 15000 pieces per day. It may be

worthwhile to note here that all these products are subjected to thorough

checking by the companys Quality Assurance Department Personnel.

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CHART 1.1.1 ORGANISATION STRUCTURE

3

G.M.

(QUALITY CONTROL)

MANAGING

DIRECTOR

G.M.

(FINANCE)

MANAGER

(ADMIN.)

MANAGER

(ACCOUNTS)

MANAGER

(PRODUCTION)MANAGER

(Q.C.)

PERSONNEL

OFFICER

ACCOUNTS

OFFICERSUPERVISOR

Q.C.

INSPECTOR

PERSONNEL

ASSISTANTSCLERK

LINE

SUPERVISOR

LINE

INSPECTOR

G.M.

(PRODUCTION)

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CHART 1.1.2 PRODUCTION CHART

Merchandising

Pattern Making

Cutting

Tailoring

Checking

Trimming

Ironing

Packing

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1.2 ABOUT THE STUDY

1.2.1 CONCEPT OF ORGANISATION CLIMATE

Climate, in natural sense, is referred to as the average course of condition

of the weather at a place over a period of year as exhibited by temperature, wind

velocity, and precipitation. However, it is quite difficult to define organisation

climate incorporating the characteristics of natural climate. This is so because

the most frustrating feature of an attempt to deal with situational variables in a

model of a management performance has enormous complexity of the

environment itself. It makes the definition and measurement of situational

variables very difficult. One way to conceptualize the organisation climate is to

consider its potential properties.

Definition

Forehand and Glimmer feel that climate consists of a set of characteristics

that describe an organisation, distinguish it from other organisations, and are

relatively enduring over time, and influence the behaviour of people in it.

Based on these characteristics, Campbell et al define organisation climate

as:

A set of attributes specific to a particular organisation that may be

induced from the way that organisation deals with its members and its

environment. For the individual members within the organisation, climate takes

the form of a set of attitudes and expectancies which describe the organisation in

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terms of both static characteristics (such as degree of autonomy) and behaviour

outcome and outcome-outcome contingencies.

When organisation climate is defined in this way, many kinds of

organisational factors are relevant contributors to it. The crucial elements are the

individuals perceptions of the relevant stimuli, constraints, and reinforcement

contingencies that govern human behaviour. Thus, the perception of people

regarding the functioning of these factors is important.

1.2.2 FACTORS IN ORGANISATION CLIMATE

Researchers in organisation climate have used data relating to

individual perception of organisational properties in identifying organisation

climate. Even in this context, there is a great amount of diversity. For example

Litwin and Stringer have included six factors, which affect organisation climate.

These are:

Organisational structure perception of the extent of organisational

constraints, rules, regulations;

Individual responsibility feelings of autonomy of being ones own boss;

Rewards feelings related to being confident of adequate and appropriate

rewards;

Risk and risk-taking-perception the degree of challenge and risk in the

work situation;

Warmth and Support feelings of general good fellowship and helpfulness

prevailing in the work settings, and

Tolerance and conflict degree of confidence that the climate can tolerate

differing opinions.

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A broader and more systematic study of climate dimensions described

by Schneider and Bartlett includes six items that should be included in

determining organisation climate. These are managerial support, managerial

structure, concern for new employees, inter-agency conflict, agent dependence,

and general satisfaction.

Taguiri has identified five factors in organisation climate on the basis of

information provided by managers. They are

Practices relating to providing a sense of direction or purpose to their jobs

setting of objectives, planning and feedback;

Opportunities for exercising individual initiative;

Working with a superior who is highly competitive and competent;

Working with co-operative and pleasant people; and

Being with a profit-minded and sales oriented company.

The results of these studies show that it is very difficult to generalize

the basic contents of organisation climate based on these studies. Other studies

in this respect do not elicit different result and present the vastly different

orientations or sets. However, some broad generalization can be drawn and it

can be concluded that four basic factors are somewhat common to the findings of

most studies. They are individual autonomy, the degree of structure imposed

upon the people, reward orientation, and consideration, warmth and support.

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1.2.3 IMPACT OF ORGANISATION CLIMATE

Organisation climate has a major influence on human performance

through its impact on individual motivation and job satisfaction. It does this by

creating certain kinds of expectancies about what consequences will follow from

different actions. Individuals in the organisation have certain expectations which

depend upon their perception as to how the organisation climate suits to the

satisfaction of their needs. Thus, organisation climate provides type of work

environment in which individual feels satisfied or dissatisfied. Since satisfaction

of individual goes a long way in determining his efficiency, organisation climate

can be said to be directly related with this performance in the organisation.There are four mechanisms by which organisation climate affects performance,

satisfaction, and attitudes of people in the organisation.

Organisational variables can operate as constraints system in both a positive

and negative sense by providing knowledge of what kind of behaviour are

rewarded, punished or ignored. The organisation can influence behaviours. This

assignment of different values to behavioural outcomes would then influence the

behaviour of these people most interested in those specific values.

Organisational variables may affect behaviour through evaluation of the self

and others. There are both physiological and psychological variables associated

with evaluation process.

Organisational factors work as stimuli. They influence an individuals arousal

level, which is motivational variable directing behaviour. The level of arousal will

directly affect the level of activation and high performance.

Organisational variables influence behaviour. They influence the individual to

form a perception of the organisation. This perception in turn influences

behaviour.

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1.2.4 DEVELOPING A SOUND ORGANISATION CLIMATE

A sound organisation climate is a long-term proposition. The climate of

each organisation is set through an organisational behaviour system. However,

what should be an organisational behaviour model for a given organisation is not

a universal phenomenon. Organisation behaviour philosophy derived from both

fact and value premises represent the view of the desirability of certain goals.

Thus, organisation climate should represent the philosophy and goals of those

who join together to create the organisation, meaning that the type of climate thatan organisation seeks is contingent upon the type of people it has, the type of

technology, level of education and expectations of people in it.

The organisation climate is contingent on the assumptions of the

nature of people in general. In dealing with people, the total mass concept

should be taken which is essentially a combination of three different concepts

about the nature of human beings economic, social and self-fulfilling. Such a

classification is different from an earlier classification of men into three categories

that derives from the fact that each class of men has different set of thinking,

motivation, and hence requires different organisation climate. The economic

man is basically motivated by money and long-range economic security, and

hence the reliance on economic factors to attract, to keep, and to motivate them.

For social man, positive social relations and interactions are a must within his

work environment. A social man seeks an affinity with fellow employees. The self

fulfilling man seeks achievement, accomplishment and meaning in what he does.

The organisation climate with premium on certain degree of

freedom is appropriate for him. Thus, each type of man requires a particular

climate. In order to build up a sound organisation climate, managers must

understand their people in the organisation. The importance must be given to

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what motivates job performance in general and builds an overall climate

conducive to motivation, a keen insight into the individual in particular, and

tailoring a personal approach to leadership and job design to which the man will

respond with commitment. The individual differences suggest that there cannot

be any all-purpose organisation climate. Though there are variations in

practices, following prescriptions can be taken as features of a sound

organisation climate.

Absence of political maneuvering for organisational positions and other

personal gains;

Linking rewards with performance rather than linking with other

considerations such as blood relationship, friendship, and social background;

High standards of excellence in every area of operation and evaluation;

Encouragement for participation and group decision and its implementation;

Encouragement for innovation and freedom to act upon ideas;

High value assigned to interpersonal amity and tolerance of individual

differences;

High standards of moral integrity in dealing with both internal and external

matters.

These prescriptions can be achieved on a long-term basis and more by

practice and not by prescriptions alone.

1.3 REVIEW OF LITERATURE

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A study on organisation climate was done by KIWI HOST, New

Zealands largest provider of customer management programmes. From their

research they developed a new system namely Needs Analysis System to

develop a better climate.

Such a study was also carried out by Graphite Technologies which

makes use of an employee survey tool which works from a validated model for

understanding and improving organisation climate. This employee survey tool

measures organisation climate under three distinct criteria Morale, Motivation,

and Punishment/Reward.

Organisation climate is studied in CIBI International for the first time.

This study is aimed at finding out the factors contributing to the organisation

climate and the level of satisfaction of the climate. This study also aims at finding

out the relationship between the demographic factors and the factors contributing

to the organisation climate.

CHAPTER 2

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OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY

2.1 OBJECTIVES OF THE STUDY

To study the overall organisation climate of CIBI International, Perundurai.

To study the factors influencing the organisation climate of CIBI International,

Perundurai.

To study the significance of the factors influencing the organisation climate of

CIBI International, Perundurai

To rank the factors influencing the organisation climate of CIBI International,

Perundurai.

To study the level of satisfaction of the factors influencing the organisation

climate of CIBI International, Perundurai.

To study the relationship between the demographic factors and the level of

satisfaction of overall organisation climate and the factors influencing it.

To suggest some measures to improve the organisation climate of CIBI

International, Perundurai.

2.2 SCOPE OF THE STUDY

The study has been under taken :-

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To assess the real opinion and mindset of employees and

aids to meet out their expectations in future which in turn will increase the

volume and quality of output?

To understand the employee psychology on organisation

climate so that the organisation can take appropriate measures.

To throw light on the effectiveness of the organisation

climate provided to the employees, so that it can create the root for further

improvement.

2.3 LIMITATIONS OF THE STUDY

The study on organisation climate is very wide and vast, so all the facts and

features regarding the study could not be analyzed and taken into

account.

The sample of respondents belongs to a single organisation i.e. CIBI

International. Therefore, the result of the study cannot be generalized to

other organisations.

The attitude of the workers change from time to time. Hence, the result

of the project may not be applicable in the long run.

It is difficult to measure the attitude of the workers exactly. Therefore the

result of the study cannot be considered precise.

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CHAPTER 3

RESEARCH METHODOLOGY

3.1 AREA OF THE STUDY

CIBI International is a textile mill, which has been selected to study

the factors influencing the organisation climate and to determine the level of

satisfaction of the employees with the organisation climate and the factors

influencing it.

3.2 RESEARCH DESIGN

The study adopts descriptive research method. The major purpose of

descriptive research is description of the state of affairs as it exists at present.

The methods of research utilized in descriptive research are survey methods.

The facts and information collected are analysed to make a critical evaluation of

the material.

3.3 SAMPLING DESIGN

i. Population

The total population of the study is about 570 employees of CIBI

international, Perundurai.

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ii. Sampling technique & Sample Size

Out of the total population of 570 employees a sample of 200

respondents are selected for the study. The stratified random sampling method is

used for the study. The strata division and the sample were calculated as follows:

Strata Population Sample

Pattern Making & Cutting 50 18

Stitching 210 74

Checking 135 47

Ironing & Packing 175 61

Total 570 200

iii. Sample unit

Sample unit goes ahead with who is to be surveyed. Here each

individual employee is the sampling unit.

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3.4 SOURCES OF DATA

The sources are both primary and secondary sources. Primary data

were collected by means of administered questionnaire. The questionnaire

consists of particulars like Relationship with the management and peer

employees, safety and welfare measures, work environment, job satisfaction and

other organisation climate factors.

The secondary sources of information regarding details of

organisation climate were gathered from various books and websites.

3.5 DATA COLLECTION METHOD

Fieldwork is actual data collection operation. Data are collected

through administered questionnaire. The questions are of closed ended type with

multiple choices. The respondents were asked to reveal their opinion regarding

the factors influencing the organisation climate and the satisfaction level of

organisation climate in the company. The questionnaire includes scaling

techniques like rating and ranking scales.

SCALING TECHNIQUE

i. Rating Scale

The most commonly used method for study on effectiveness is rating

scale. Under it, a printed form, one for each person is to be rated. The traits are

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analysed and evaluated on a continuous scale. A ready comparison of scores

among the employees is possible. When ratings are objectively given, they can

provide useful feedback.

ii. Ranking Scale

Rank-order scaling technique has been used to rank the factors of

organisation climate. It helps to make direct comparisons among the factors of

organisation climate.

3.6 TOOLS OF THE STUDY

The statistical tools used for the analysis are:

Simple percentage calculation

Simple ranking method

Chi-square analysis

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CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 ANALYSIS OF DATA

Table 4.1.2 SOCIO-DEMOGRAPHIC CHARACTERISTICSOF THE RESPONDENTS

S.No.Socio Demographic

CharacteristicsNo. of Respondents

Percentage

1. AgeBelow 25 Yrs 87 43.526 to 30 yrs 61 30.5Above 30 yrs 52 26.0

2 Marital StatusMarried 99 49.5Single 101 50.5

3 GenderMale 92 46.0Female 108 54.0

4 Educational QualificationNo formal qualification 49 24.5

Primary Level 52 26.0High School Level 57 28.5College level 42 21.0

5 Work ExperienceBelow 1 year 54 27.01 2 years 53 26.52 3 years 57 28.5Above 3 years 36 18.0

6 Monthly IncomeBelow Rs. 1000 35 17.5Rs.1001-Rs.1500 64 32.0Rs.1500-Rs.2000 67 33.5Above Rs.2000 34 17.0

7 No. of DependantsUpto 3 members 63 31.54 members 60 30.0Above 4 members 77 38.5

Source : Primary Data

INFERENCE

The socio-demographic characteristics of the respondents are selfexplanatory from the table.

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TABLE NO. 4.1.2

OPINION ABOUT THE ORGANISATION CLIMATE FACTORS

S.No.

ParameterSignificant Insignificant

Number ofRespondents

% Number of Respondents

%

1 Relationship with the management 116 58.0 84 42.0

2 Relationship with peers 104 52.0 96 48.0

3 Safety measures 109 54.5 91 45.5

4 Welfare measures 107 53.5 93 46.5

5 Work environment 102 51.0 98 49.0

6 Job satisfaction 96 48.0 104 52.0

7 Holidays 76 38.0 124 62.0

8 Pay 159 79.5 41 20.5

9 Bonus 125 62.5 75 37.510 Punctuality and disciplinary rules 96 48.0 104 52.0

11 Communication 89 44.5 111 55.5

12 Organisation structure 96 48.0 104 52.0

13 Individual responsibilities 75 37.5 125 62.5

14 Warmth & support 128 64.0 72 36.0

INFERENCE

It is found from the above table that:

58.0% of the respondents feel that the Relationship with the

management is a significant factor.

52.0% of the respondents feel that the relationship with peers is

a significant factor.

54.5% of the respondents feel that the safety measure is a

significant factor.

53.5% of the respondents feel that the welfare measure is a

significant factor.

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51.0% of the respondents feel that the work environment is a

significant factor.

52.0% of the respondents feel that the job satisfaction is not a

significant factor.

62.0% of the respondents feel that the holiday is not a

significant factor.

79.5% of the respondents feel that pay is a significant factor.

62.5% of the respondents feel that bonus is a significant factor.

52.0% of the respondents feel that the punctuality and

disciplinary rules are not significant factors.

55.5% of the respondents feel that the Communication is not a

significant factor.

52.0% of the respondents feel that the Organisation structure is

not a significant factor.

62.5% of the respondents feel that the individual responsibilities

are not a significant factor.

36.0% of the respondents feel that the warmth & support are a

significant factor

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TABLE NO. 4.1.3

RANK THE ORGANISATION CLIMATE FACTORS

S.No.

Parameter WeightageScore

Rank

1 Relationship with the management 2353 II

2 Relationship with peers 1976 IV

3 Safety measures 2112 III

4 Welfare measures 1738 V

5 Work environment 1585 VI

6 Job satisfaction 1514 VIII

7 Holidays 1329 X

8 Pay 2719 I

9 Bonus 1485 IX

10 Punctuality and disciplinary rules 821 XI11 Communication 703 XII

12 Organisation structure 495 XIV

13 Individual responsibilities 616 XIII

14 Warmth & support 1554 VII

INFERENCE

The organisation climate factors which influence the respondents are

ranked as follows:

Pay occupies I rank with a score of 2719 points.

Relationship with the management occupies II rank with a score of 2353

points.

Safety measures occupies III rank with a score of 2112 points.

Relationship with peers occupies IV rank with a score of 1976 points.

Welfare measures occupies V rank with a score of 1738 points.

Work environment occupies VI rank with a score of 1585 points.

Warmth & support occupies VII rank with a score of 1554 points.

Job satisfaction occupies VIII rank with a score of 1514points.

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Bonus occupies IX rank with a score of 1485 points.

Holidays occupies X rank with a score of 1329 points.

Punctuality and disciplinary rules occupies XI rank with a score of 821

points. Communication occupies XII rank with a score of 703 points.

Individual responsibilities occupies XIII rank with a score of 616 points.

Organisation structure occupies XIV rank with a score of 495 points.

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14 Warmth & support

81(40.5

)

77(38.5

)

15(7.5)

15(7.5)

12(6.0)

Note : Values in the parenthesis indicates percentage

INFERENCE

The level of satisfaction with the various factors of organisation climate are

observed to be satisfactory.

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TABLE NO. 4.1.5

OPINION ABOUT THE SIGNIFICANCE OF PAY AND LEVEL OFSATISFACTION WITH PAY

(TWO-WAY TABLE)

S.No.Level of

satisfaction withpay

Opinion

Significant Insignificant

1 Highly Satisfied44

(40.7)43

(46.7)

2 Satisfied34

(31.5)34

(37.0)

3 Neutral13

(12.0)5

(5.4)

4 Dissatisfied 8(7.4)

6(6.5)

5 Highly Dissatisfied9

(8.3)4

(4.3)

Total 108 92 Note : Values in the parenthesis indicates percentage

INTERPRETATION

It is found from the above table that 40.7% of the respondents who felt

that pay is a significant factor were highly satisfied and 46.7% of the respondents

who felt that pay is an insignificant factor were also highly satisfied.

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TABLE NO. 4.1.6

OPINION ABOUT THE SIGNIFICANCE OF RELATIONSHIP WITH THEMANAGEMENT AND LEVEL OF SATISFACTION OF RELATIONSHIP WITH

THE MANAGEMENT ( TWO-WAY TABLE )

S.No.Level of

Satisfaction

Opinion



(38.5)41

(39.4)

2 Satisfied31

(32.3)41

(39.4)

3 Neutral11

(11.5)10

(9.6)

4 Dissatisfied 12(12.5) 6(5.8)


(5.2)6

(5.8)


INTERPRETATION

It is found from the above table that 38.5% of the respondents who feltthat Relationship with the management is a significant factor were highly satisfied

and 39.4% of the respondents who felt that Relationship with the management is

an insignificant factor were also highly satisfied.

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TABLE NO. 4.1.7

OPINION ABOUT THE SIGNIFICANCE OF SAFETY MEASURES ANDLEVEL OF SATISFACTION WITH SAFETY MEASURES

( TWO-WAY TABLE )

S.No.Level of

Satisfaction

Opinion



(30.1)27

(25.2)

2 Satisfied34

(36.6)42

(39.3)

3 Neutral18

(19.4)19

(17.8)



(5.4)6

(5.6)


INTERPRETATION

It is found from the above table that 36.6% of the respondents who felt

that the company safety measures is a significant factor were satisfied and

39.3% of the respondents who felt that the company safety measures is an

insignificant factor were also satisfied.

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TABLE NO. 4.1.8

OPINION ABOUT THE SIGNIFICANCE OF RELATIONSHIP WITH PEERSAND LEVEL OF SATISFACTION OF RELATIONSHIP WITH PEERS

( TWO-WAY TABLE )

S.No.Level of

Satisfaction

Opinion



(18.4)22

(21.6)

2 Satisfied40

(40.8)42

(41.2)

3 Neutral25

(25.5)24

(23.5)



(8.2)3

(2.9)


INTERPRETATION

It is identified from the above table that 40.8% of the respondents who

felt that the relationship with peers is a significant factor were satisfied and 41.2%

of the respondents who felt that the relationship with peers is an insignificant

factor were also satisfied.

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TABLE NO. 4.1.9

OPINION ABOUT THE SIGNIFICANCE OF WELFARE MEASURES ANDLEVEL OF SATISFACTION WITH WELFARE MEASURES

( TWO-WAY TABLE )

S.No.Level of

Satisfaction

Opinion



(34.1)39

(35.8)

2 Satisfied37

(40.7)44

(40.4)

3 Neutral15

(16.5)12

(11.0)



(3.3)7

(6.4)


INTERPRETATION

It is identified from the above table that 40.7% of the respondents whofelt that the company welfare measures is a significant factor were satisfied and

40.4% of the respondents who felt that the company welfare measures is an

insignificant factor were also satisfied.

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4.2 HYPOTHESIS TESTING

CHI SQUARE ANALYSIS

TABLE NO. 4.2.1

AGE AND LEVEL OF SATISFACTION WITHORGANISATION CLIMATE ( TWO-WAY TABLE )

Null Hypothesis (H0) - The Level of satisfaction with

organisation climate is independent of

the age of the respondent.

Alternative Hypothesis (H1) - The Level of satisfaction with

organisation climate is dependent on theage of the respondent.

S.No. AgeLevel of Satisfaction

TotalLow Medium High

1 Below 25 Yrs16

(22.19)24

(22.6)47

(42.2) 87

2 26 to 30 yrs23

(15.56)17

(15.9)21

(29.6) 61

3 Above 30 yrs12

(13.26)

11

(13.5)

29

(25.2) 52Total 51 52 97 200

Note : Values in the parenthesis indicates expected frequency.

CHI-SQUARE ( 2) CALCULATION :Level of Significance = 5%Degrees of freedom = (R-1)(C-1) = (3-1) (3-1) = 4Table value = 9.488

Calculated 2 value = 9.648

INFERENCE

It is found from the above analysis that calculated chi-square value is

greater than the table value at 4 degree of freedom. So, Null Hypothesis (H0) is

rejected. Hence, we conclude that the Level of satisfaction with organisation

climate is dependent on the age of the respondent.

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TABLE NO. 4.2.2

MARITAL STATUS AND LEVEL OF SATISFACTION WITHORGANISATION CLIMATE ( TWO-WAY TABLE )



the marital status of the respondent.


organisation climate is dependent on the

marital status of the respondent.

S.No. Marital Status Level of satisfaction TotalLow Medium High

1 Married25

(25.3)28

(25.7)46

(48.0)99

2 Single26

(25.8)24

(25.3)51

(49.0)101

Total 51 52 97 200

CHI-SQUARE ( 2) CALCULATION :

Level of Significance = 5%

Degrees of freedom = (R-1)(C-1) = (2-1) (3-1) = 2

Table value = 5.991


INFERENCE

It is clear from the above analysis that calculated chi-square value is

lesser than the table value at 2 degree of freedom. So, Null Hypothesis (H0) is

accepted. Hence, we conclude that the Level of satisfaction with organisation

climate is independent on the marital status of the respondent.

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TABLE NO. 4.2.3

GENDER AND LEVEL OF SATISFACTION WITH ORGANISATION CLIMATE( TWO-WAY TABLE )



the gender of the respondent.


organisation climate is dependent on the

gender of the respondent.

S.No. Gender Level of satisfaction TotalLow Medium High

1 Male16

(32.5)25

(23.9)51

(44.6) 92

2 Female35

(27.5)27

(28.1)46

(52.4) 108

Total 51 52 97 200


Level of Significance = 5%Degrees of freedom = (R-1)(C-1) = (2-1) (3-1) = 2

Table value = 5.991


INFERENCE

It is obvious from the above analysis that calculated chi-square value is



climate is dependent on the gender of the respondent.

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TABLE NO. 4.2.5

WORK EXPERIENCE AND LEVEL OF SATISFACTION WITHORGANISATION CLIMATE ( TWO-WAY TABLE )

Null Hypothesis (H0) - The Level of satisfaction with organisation

climate is independent of the working

experience of the respondent.

Alternative Hypothesis (H1)- The Level of satisfaction with organisation

climate is dependent on the working

experience of the respondent.

S.No. Work ExperienceLevel of satisfaction

TotalLow Medium High

1 Below 1 year 18

(13.8)14

(14.0)22

(26.2) 54

2 1 2 years10

(13.5)15

(13.8)28

(25.7) 53

3 2 3 years10

(14.5)11

(14.8)36

(27.7) 57

4 Above 3 years13

(9.2)12

(9.3)11

(17.5) 36

Total 51 52 97 200

CHI-SQUARE ( 2) CALCULATION :Level of Significance = 5%


Table value = 12.592


INFERENCE

It is seen from the above analysis that calculated chi-square value is



climate is dependent on the working experience of the respondent.

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TABLE NO. 4.2.6

INCOME LEVEL AND LEVEL OF SATISFACTION WITHORGANISATION CLIMATE ( TWO-WAY TABLE )


climate is independent of the income level of

the respondent.


climate is dependent on the income level of the

respondent.

S.No. Income Level Level of satisfaction TotalLow Medium High

1 Below Rs. 100014

(8.9)11

(9.1)10

(17.0) 35

2 Rs.1001-Rs.150011

(16.3)16

(16.6)37

(31.0) 64

3 Rs.1500-Rs.200014

(17.1)15

(17.4)38

(32.5) 67

4 Above Rs.200012

(8.7)10

(8.8)12

(16.5) 34

Total 51 52 97 200

CHI-SQUARE ( 2) CALCULATION :Level of significance = 5%




INFERENCE

It is concluded from the above analysis that calculated chi-square

value is greater than the table value at 6 degree of freedom. So, Null Hypothesis

(H0) is rejected. Hence, we conclude that the Level of satisfaction with

organisation climate is dependent on the income level of the respondent.

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TABLE NO. 4.2.7

NUMBER OF DEPENDANTS AND LEVEL OF SATISFACTION WITHORGANISATION CLIMATE ( TWO-WAY TABLE )


climate is independent of the number of

dependants of the respondent.


climate is dependent on the number of

dependants of the respondent.

S.No.Number of

Dependants

Level of satisfactionTotal

Low Medium High

1 Upto 3 members12

(16.1)13

(16.4)38

(30.6) 63

2 4 members18

(15.3)22

(15.6)20

(29.1) 60

3 Above 4 members21

(19.6)17

(20.0)39

(37.4) 77

Total 51 52 97 200


Degrees of freedom = 4

Table value = 9.488


INFERENCE

It is seen from the above analysis that calculated chi-square value is

greater than the table value at 4 degrees of freedom. So, Null Hypothesis (H0) is


climate is dependent on the number of dependants of the respondent.

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TABLE NO. 4.2.9

AGE AND LEVEL OF SATISFACTION OFRELATIONSHIP WITH THE MANAGEMENT ( TWO-WAY TABLE )

Null Hypothesis (H0) - The Level of satisfaction of Relationship

with the management is independent of


Alternative Hypothesis (H1) - The Level of satisfaction of Relationship

with the management is dependent on


S.No. Age

Level of Satisfaction of Relationshipwith the management Total

Dissatisfied Moderate Satisfied

1 Below 25 Yrs8

(13.5)9

(10.9)70

(62.6) 87

2 26 to 30 yrs16

(9.5)7

(7.6)38

(43.9) 61

3 Above 30 yrs7

(8.1)9

(6.5)36

(37.4) 52

Total 31 25 144 200Note : Values in the parenthesis indicates expected frequency.



Table value = 9.488


INFERENCE



rejected. Hence, we conclude that the level of satisfaction of employees

Relationship with the management is dependent on the age of the respondent.

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TABLE NO. 4.2.10

AGE AND LEVEL OF SATISFACTION WITHSAFETY MEASURES ( TWO-WAY TABLE )

Null Hypothesis (H0) - The Level of satisfaction with safety

measures is independent of the age of

the respondent.

Alternative Hypothesis (H1) - The Level of satisfaction with safety

measures is dependent on the age of

the respondent.

S.No. Age

Level of Satisfaction withsafety measures Total


1 Below 25 Yrs6

(10.9)22

(16.1)59

(60.0)87

2 26 to 30 yrs13

(7.6)7

(11.3)41

(42.1)61

3 Above 30 yrs6

(6.5)8

(9.6)38

(35.9)52




Table value = 9.488


INFERENCE

The above analysis shows that the calculated chi-square value is


rejected. Hence, we conclude that the level of satisfaction with safety measures

is dependent on the age of the respondent.

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TABLE NO. 4.2.11

MARITAL STATUS AND LEVEL OF SATISFACTION WITH PAY( TWO-WAY TABLE )

Null Hypothesis (H0) - The Level of satisfaction with pay is

independent of the marital status of the

respondent.

Alternative Hypothesis (H1) - The Level of satisfaction with pay is

dependent on the marital status of the

respondent.

S.No. Marital StatusLevel of satisfaction with pay

TotalDissatisfied Moderate Satisfied

1 Married24

(15.8)11

(13.4)64

(69.8)99

2 Single8

(16.2)16

(13.6)77

(71.2)101


CHI-SQUARE (2

) CALCULATION :



Table value = 5.991


INFERENCE

From the above analysis it is evident that the calculated chi-square

value is greater than the table value at 2 degree of freedom. So, Null Hypothesis

(H0) is rejected. Hence, we conclude that the level of satisfaction with pay is

dependent of the marital status of the respondent.

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TABLE NO. 4.2.12

MARITAL STATUS AND LEVEL OF SATISFACTION OFRELATIONSHIP WITH THE MANAGEMENT ( TWO-WAY TABLE )







S.No. Marital Status



1 Married22

(15.3)12

(12.4)65

(71.3)99

2 Single9

(15.7)13

(12.6)79

(72.7)101





Table value = 5.991


INFERENCE




Relationship with the management is dependent on the marital status of the

respondent.

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TABLE NO. 4.2.13

MARITAL STATUS AND LEVEL OF SATISFACTION WITHSAFETY MEASURES ( TWO-WAY TABLE )


measures is independent of the marital

status of the respondent.


measures is dependent on the marital

status of the respondent.

S.No. Marital Status



1 Married12

(12.4)22

(18.3)65

(68.3)99

2 Single13

(12.6)15

(18.7)73

(69.7)101





Table value = 5.991


INFERENCE

It is found from the above analysis that calculated chi-square value islesser than the table value at 2 degree of freedom. So, Null Hypothesis (H0) is

accepted. Hence, we conclude that the Level of satisfaction with safety

measures is independent on the marital status of the respondent.

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TABLE NO. 4.2.14

GENDER AND LEVEL OF SATISFACTION WITH PAY( TWO-WAY TABLE )


independent of the Gender of the

respondent.


dependent on the Gender of the

respondent.

S.No. Gender Level of satisfaction with pay


1 Male10

(14.7)18

(12.4)64

(64.9)99

2 Female22

(17.3)9

(14.6)77

(76.1)101




Table value = 5.991


INFERENCE



rejected. Hence, we conclude that the Level of satisfaction with pay is dependent

on the gender of the respondent.

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TABLE NO. 4.2.15

GENDER AND LEVEL OF SATISFACTION OFRELATIONSHIP WITH THE MANAGEMENT ( TWO-WAY TABLE )







S.No. Gender



1 Male8

(14.3)13

(11.5)71

(66.2)92

2 Female23

(16.7)12

(13.5)73

(77.8)108





Table value = 5.991


INFERENCE

It is evident from the above analysis that calculated chi-square value is


rejected. Hence, we conclude that the Level of satisfaction of employees

Relationship with the management is dependent on the gender of the

respondent.

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TABLE NO. 4.2.16

GENDER AND LEVEL OF SATISFACTION WITHSAFETY MEASURES ( TWO-WAY TABLE )


measures is independent of the gender

of the respondent.


measures is dependent on the gender of

the respondent.

S.No. Gender



1 Male17

(11.5)13

(17.0)62

(63.5)92

2 Female8

(13.5)24

(20.0)76

(74.5)108





Table value = 5.991


INFERENCE

It is obvious from the above analysis that calculated chi-square value isgreater than the table value at 2 degree of freedom. So, Null Hypothesis (H0) is

rejected. Hence, we conclude that the Level of satisfaction with safety measures

is dependent on the gender of the respondent.

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TABLE NO. 4.2.17

EDUCATIONAL QUALIFICATION AND LEVEL OFSATISFACTION WITH PAY

( TWO-WAY TABLE )

Null Hypothesis (H0) - The Level of satisfaction with pay isindependent of the educationalqualification of the respondent.

Alternative Hypothesis (H1) - The Level of satisfaction with pay isdependent on the educationalqualification of the respondent.

S.No.EducationalQualification

Level of satisfaction with payTotal


1 No formalqualification 11(7.8) 5(6.6) 33(34.5) 49

2Primary Level 7

(8.3)6

(7.0)39

(36.7)52

3High School Level 8

(9.1)6

(7.7)43

(40.2)57

4College level 6

(6.7)10

(5.7)26

(29.6)42


CHI-SQUARE (2

) CALCULATION :





INFERENCE

It is found from the above analysis that calculated chi-square value islesser than the table value at 6 degree of freedom. So, Null Hypothesis (H0) is

accepted. Hence, we conclude that the level of satisfaction with pay is

independent of the educational qualification of the respondent.

TABLE NO. 4.2.18

EDUCATIONAL QUALIFICATION AND LEVEL OF SATISFACTION OFRELATIONSHIP WITH THE MANAGEMENT ( TWO-WAY TABLE )

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Null Hypothesis (H0) - The Level of satisfaction with safetymeasures is independent of theeducational qualification of therespondent.

Alternative Hypothesis (H1) - The Level of satisfaction with safetymeasures is dependent on theeducational qualification of therespondent.

S.No.EducationalQualification



1No formal qualification 7

(6.1)6

(9.1)36

(33.8)49

2 Primary Level 5(6.5)

11(9.6)

36(35.9)

52

3High School Level 6

(7.1)14

(10.5)37

(39.3)57

4College level 7

(5.3)6

(7.8)29

(29.0)42



Level of Significance = 5%Degrees of freedom = (R-1)(C-1) = (4-1) (3-1) = 6



INFERENCE



accepted. Hence, we conclude that the level of satisfaction with safety measures

is independent on the educational qualification of the respondent.

TABLE NO. 4.2.20

EXPERIENCE AND LEVEL OF SATISFACTION WITH PAY( TWO-WAY TABLE )

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independent of the experience of the

respondent.


dependent on the experience of the

respondent.

S.No. ExperienceLevel of satisfaction with pay


1 Below 1 year 10

(8.6)7

(7.3)37

(38.1)54

2 1 2 years 9(8.5)

7(7.2)

37(37.4)

53

3 2 3 years7

(9.1)6

(7.7)44

(40.2)57

4 Above 3 years6

(5.8)7

(4.9)23

(25.4)36



Level of Significance = 5%Degrees of freedom = (R-1) (C-1) = (4-1) (3-1) = 6Table value = 12.592


INFERENCE



accepted. Hence, we conclude that the level of satisfaction with pay is

independent of the working experience of the respondent.

TABLE NO. 4.2.21

EXPERIENCE AND LEVEL OF SATISFACTION OFRELATIONSHIP WITH THE MANAGEMENT ( TWO-WAY TABLE )

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the experience of the respondent.



the experience of the respondent.

S.No. Experience



1 Below 1 year 11

(8.4)6

(6.8)37

(38.9)49

2 1 2 years

6

(8.2)

5

(6.6)

42

(38.2) 52

3 2 3 years7

(8.8)8

(7.1)42

(41.0)57

4 Above 3 years7

(5.6)6

(4.5)23

(25.9)42



Degrees of freedom = (R-1)(C-1) = (4-1) (3-1) = 6Table value = 12.592


INFERENCE



accepted. Hence, we conclude that the level of satisfaction of employees

Relationship with the management is independent on the experience of the

respondent.

TABLE NO. 4.2.23

EXPERIENCE AND LEVEL OF SATISFACTION WITHSAFETY MEASURES ( TWO-WAY TABLE )

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Null Hypothesis (H0) - The Level of satisfaction with safetymeasures is independent of theexperience of the respondent.


measures is dependent on theexperience of the respondent.

S.No. Experience



1 Below 1 year 6

(6.8)6

(10.0)42

(37.3)49

2 1 2 years6

(6.6)10

(9.8)37

(36.6)52

3 2 3 years

6

(7.1)

15

(10.5)

36

(39.3) 57

4 Above 3 years7

(4.5)6

(6.7)23

(24.8)42




Table value = 12.592Calculated 2 value = 6.280

INFERENCE

It is evident from the above analysis that calculated chi-square value is



is independent on the experience of the respondent.

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TABLE NO. 4.2.25

INCOME LEVEL AND LEVEL OF SATISFACTION OFRELATIONSHIP WITH THE MANAGEMENT ( TWO-WAY TABLE )



the income level of the respondent.



the income level of the respondent.

S.No. Income Level



1 Below Rs. 10006

(5.4)8

(4.4)21

(25.2)35

2 Rs.1001-Rs.15007

(9.9)5

(8.0)52

(46.1)64

3 Rs.1500-Rs.20008

(10.4)6

(8.4)53

(48.2)67

4 Above Rs.200010

(5.3)6

(4.3)18

(24.5)34

Total 31 25 144 200

Note : Values in the parenthesis indicates expected frequency.CHI-SQUARE ( 2) CALCULATION :Level of Significance = 5%Degrees of freedom = (R-1)(C-1) = (4-1) (3-1) = 6Table value = 12.592


INFERENCE




Relationship with the management is dependent on the income level of the

respondent.

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TABLE NO. 4.2.26

INCOME LEVEL AND LEVEL OF SATISFACTION WITHSAFETY MEASURES (TWO-WAY TABLE)

Null Hypothesis (H0) - The Level of satisfaction with safetymeasures is independent of the incomelevel of the respondent.

Alternative Hypothesis (H1) - The Level of satisfaction with safetymeasures is dependent on the incomelevel of the respondent.

S.No. Income level



1 Below Rs. 10006

(4.4)5

(6.5)24

(24.2) 35

2 Rs.1001-Rs.15006

(8.0)15

(11.8)43

(44.2)64

3 Rs.1500-Rs.20007

(8.4)11

(12.4)49

(46.2)67

4 Above Rs.20006

(4.3)6

(6.3)22

(23.5)34






INFERENCE

It is obvious from the above analysis that calculated chi-square value is



is independent on the income level of the respondent.

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CHAPTER 5

FINDINGS

The following are the findings that throw light on the CIBI International

workers satisfaction level on organisation climate

The overall organisation climate is found to be very good.

When the respondents were asked to rank the various organisationclimate factors the following results are obtained.

o Pay

o Relationship with the management

o Safety measures

o Relationship with peers

o Welfare measures

The following factors were considered to be significant by the

employees of CIBI International (In the order of preferences).

o Pay (79.5%)

o Warmth & Support (64%)

o Bonus (62.5%)

o

Relationship with the management (58%)o Safety measures (54.5%)

Individual responsibilities, holidays and job satisfaction are

considered to be the least significant factors.

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The employees were satisfied with the relationship with the

management (75%), Relationship with peers (61%), Safety measures

(65.5%), Pay (77.5%), Bonus (73.5%), Warmth and support (79%).

From the hypothesis testing, it is found that the level of satisfaction of

overall organisation climate is dependent on the factors like age,

gender, educational qualification, work experience, income level and

number of dependants and is independent with respect to the marital

status.

From the hypothesis testing, it is found that the level of satisfaction

with pay is dependent on the factors like marital status, gender andincome level and is independent with respect to the factors like age,

educational qualification and work experience.

From the hypothesis testing, it is found that the level of satisfaction of

the Relationship with the management is dependent on the factors

like age, marital status, gender, educational qualification and income

level and is independent of work experience.

From the hypothesis testing, it is found that the level of satisfaction

with safety measures is dependent on the factors like age and gender

and is independent with respect to the factors like marital status,

educational qualification, work experience and income level.

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CHAPTER 6

SUGGESTIONS AND RECOMMENDATIONS

Making a comparison between the rank and the significance of the various

organisation climate factors, pay, relationship with the management, safety

measures were the most important. Hence they need to be continuously

monitored and the loop holes be plugged.

Since pay is found to be the most important influencing factor of

organisation climate the piece rate can be increased.

On interacting with various employees of CIBI International the

following welfare measure suggestions were revealed.

1. Regarding canteen facilities, free tea can be provided for the

workers. Proper hygiene can be maintained by providing boiled

utensils to the employees every time.

2. Latrines and urinal facilities can be increased. A frequent inspection

will be helpful to maintain the cleanliness all over the organisation.

3. Water purifiers can be provided for each and every department so

that the satisfactory level can be increased. Further Uniforms and

shoes can be provided for the workers.

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4. Transportation facilities can be increased by providing bus facilities

for the employees coming from the area of Kangayam.

Some suggestions for improving relationship with the management

are:

5. The management can give proper care towards grievance handling

system.

6. Emphasis can be placed on counseling programs and training and

development programmes.

7. Individual performance can be recognized for better functioning of

the organisation.

.

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CHAPTER 7

CONCLUSION

Climate is the atmosphere that employees perceive and it is created in

their organisation by practices, procedures and rewards. A sound climate is a

long-term proposition. Organisation climate is an important key to employeessatisfaction, motivation and performance.

The existing organisation climate has been decided on the basis of

observation, conversation with workers and analysis of questionnaire collected

from the company. Out of total population of 570 workers, a sample of 200 was

selected for the study. Most of the workers under the study have rated the

organisation climate as good.

If the suggestions are implemented it would create a further conductive

climate for the organisation to achieve its objectives effectively.

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