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A
PROJECT REPORT
ON
HUMAN RESOURCE CLIMATE.
OF
AARTI INDUSTRIES LTD.
AS PARTIAL FULFILLMENT OF MBA.
YEAR 2012
INTERNAL GUIDE. EXTERNAL GUIDE.
MR. MAULESH RATHOD. Mr.KIRIT SHASHTRI.
SUBMITTED BY.
KAUSAR MANSURI.
MBA 2nd SEM.
ROFEL INSTITUTE OF MANAGEMENT STUDIES.
[AFFILIATED TO GTU (GUJARAT TECHNOLOGICAL UNIVERSITY)]
1
DECLARATION
We Ms. KAUSAR MANSURI student of MBA sem.2nd ,Year 2011-12 of GIDC RAJJU
SHROFF ROFEL INSTITUTE OF MANAGEMENT STUDIES ,VAPI, affiliated to Gujarat
Technological University, Ahmadabad hereby declare that the report for comprehensive Project
entitled “HUMAN RESOURCE CLIMATE” is a result of our work and sincere efforts.
I also declare that all the information collected from various secondary sources has been duly
acknowledged in this Project report.
Student signature
_____________
2
CERTIFICATECertified that this comprehensive Project Report Titled” HUMAN RESOURCE CLIMATE “ Is
the bona fide work of Ms.KAUSAR MANSURI( 117160592049) who carried out the research
under my supervision. I also certify further, that to the best of my knowledge the work reported
here in does not from part of any other project Report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or any other candidate.
Place:
Date : (LECT. MAULESH RATHOD)
Director
(Dr. PANKAJ PATEL)
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4
5
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PREFACE
“The smallest seed of faith is better than the largest fruit of happiness”
Henry David.
Human Resource Development is a frame work for the improvement of human capital in an
organization. Human resource development is a combination of Training and Education that
ensures the continual improvement and growth of both the individual and the organization.
Human Resource Development is not defined object, but a series of organized processes, “with
a specific learning objective.”
Human Resource Development is the structure that allows for individual development,
potentially satisfying the organization’s goals. The development of the individual will benefit
both the individual and the organization.
The term climate is used to designate the quality of the internal environment which conditions
in turn the quality of cooperation, the development of the individual, the extent of member’s
dedication or commitment to organizational purpose becomes translated into results. Climate is
the atmosphere in which individuals help, judge, and reward, constrain and find out about each
others.
HRD climate contributes to the organizations overall health and self-renewing capabilities
which in turn increase the enabling capabilities of individual, dyads, team and the entire
organization. It is the human environment within organization’s employees performs their job.
It may refer to the environment within department, a major company unit such as a branch,
plant or an entire organization.
7
ACKNOWLEDGEMENT.
“As we express our gratitude, we must never forget that the highest appreciation is not to
utter words, but to live by them.”
-John Kennedy
Completion of any task small or big isn’t feasible without the support and wishes of many
people, who are of important in one’s life. Throughout the completion of this study, there are
many people who have guided, helped, supported and have also encouraged to give my best to
the study. I would like to express my in depth gratitude towards them.
First I would like to express my salutation to God, My parents, My Brother & My Sisters for
giving me the strength, confidence and moral boost to successful complete my entire project.
And also I would like to acknowledge the continuous encouragement and help extended to me
by Mr. Maulesh Rathod, for the guidance & support in preparing the project.
I am very much thankful to entire team of AARTI INDUS. LTD. Especially I like to thanks
Mr. Kirit Shashtri (H.R.Manager), I am equally grateful to all the Staff members of AARTI
INDUS LTD., they have also provided admirable support for completion of this training
programmed.
I express my deep sense of gratitude to Dr. Pankaj Patel-Director GRIMS, Vapi for his
admirable support & sheer commitment in boosting my morals.
THANKS
8
INDEX
SR NO. PARTICULARS PAGE
NO.
1. PREFACE 6.
2. ACKNOWLEDGEMENT 7.
3. LIST OF TABLES 9.
4. INTRODUCTION OF COMPANY 12.
5. CORPORATE INFORMATION 15.
6. PRODUCTION DEPARTMENT 26.
7. FINANCE DEPARTMENT 30.
8. MARKETING DEPARTMENT 32.
9. QUALITY ASSURANCE & QUALITY CONTROL DEPARTMENT 35.
10. RESEARCH & DEVELOPMENT DEPARTMENT 38.
11. HUMAN RESOURCE DEPARTMENT 40.
12. INTRODUCTION OF RESEARCH TOPIC 57.
13. RESEARCH METHODOLOGY 67.
14. REVIEW OF LITERATURE 72.
15. DATA ANALYSIS & INTERPRETATION 76.
16. FINDINGS,CONCLUSION & SUGGESTION 122.
17. ANNEXURE 125.
18. APPENDIX 131.
9
LIST OF TABLES
TABLE
NO
TITLE PAGE NO.
01 Table Showing sex-wise distribution of the respondents.77
02 Table Showing age wised distribution of the respondents.78
03 Table Showing educational wised distribution of the respondents.79
04 Table Showing Department wise distribution of the respondents.80
05 Table Showing Department wised distribution of employees. 81
06 Table Showing of the respondents according to working experience in Aarti industries Ltd. 82
07 Table Showing perception of respondents regarding top management ways to make sure that employees enjoy their work. 83
08 Table Showing perceptions of the respondents regarding employees are invited for participation in decision making by top management. 84
09 Table Showing the perception of the respondents regarding employees are very flexible and discuss their personal problems with their supervisor.
85
10 Table Showing the perception of the respondents regarding there is tactfulness, smartness and even a little manipulation in employees to get things done.
86
11 Table showing the perception of the respondents regarding employees take points to find out their supervising officer and colleagues. 87
12 Table showing the opinion of the respondents regarding team spirit is of high order in the organization. 88
13 Table showing perception of the respondents about Manager’s belief that employee’s behavior can be changed and can be developed at any stage of their life.
89
14 Table showing perception of the respondents regarding the psychological climate helps employee in developing themselves by acquiring new knowledge & skills.
90
15 Table showing perception of the respondents regarding Supervisor treats their subordinates with understanding and help them when they make any mistake.
91
16 Table showing perception of the respondents regarding the mission of organization makes me feel that I am Important. 92
17 Table showing perceptions of the respondents regarding employees in this organization are helpful to each to other. 93
18Table showing perception of the respondents regarding management is flexible and understand the importance of balancing professional life & personal life. 94
10
19 Table showing perceptions of the respondents regarding employees in this organization trust each other. 95
20 Table showing perception of the respondents regarding employee offer moral support and help to other employees & colleagues in crisis 96
21 Table showing perception of the respondents regarding management use to consider both positive and negative aspects before taking action. 97
22 Table showing perception of the respondents regarding leaders follow-up on employees suggestion. 98
23 Table showing perception of the respondents regarding the management ensures employee’s welfare so that the employees can save their mental energy for work.
99
24 Table showing perception of the respondents regarding the mechanism which are there to reward any good work made by employees. 100
25 Table showing perception of the respondents regarding performance appraisal reports is filled- in based on objective assessment and not on favoritism.
101
26 Table showing perception of the respondents regarding promotion is based on the suitability of the promote rather than on favoritism. 102
27 Table showing perception of the respondents regarding performance appraisal helps them in identifying the strength and weaknesses. 103
28 Table showing perception of the respondents regarding senior officers take active interest in their juniors and help them to learn their job. 104
29 Table showing perception of the respondents regarding delegation of authority to encourage junior to develop handling higher responsibilities 105
30 Table showing perception of the respondents regarding this company makes continuous improvement in all areas. 106
31 Table showing perception of the respondents regarding job rotation facilitates development of employee in organization. 107
32 Table showing perception of the respondents regarding when employees are sponsored for training, they take it seriously and try to learn from the programs they attend.
108
33 Table showing perception of the respondents regarding employees returning from training programmes are given opportunities to try what they have learnt.
109
34 Table showing perception of the respondents regarding development of subordinates is seen as an important part of their job by the managers. 110
35 Table showing perception of the respondents regarding the top management is willing to invest a considerable part of their time and other resource to ensure the development of employees.
111
36 Table showing perception of the respondents regarding the organization future plans are made known to the managerial staff & help them develop their junior and prepare them for future.
112
37 Table showing perception of the respondents regarding career opportunities are pointed out to junior by senior officer in the organization.
113
38 Table showing perception of the respondents regarding employees make attempts to change behavior on the basis feedback received. 114
39 Table showing perception of the respondents regarding the employee in the organization does not have any fixed mental impression about each 115
11
other. 40 Table showing perception of the respondents regarding employees are
encouraged to experiment with new methods and try out creative ideas. 116
41 Table showing perceptions of the respondents regarding employees are not afraid to express or discuss their feelings to the supervisor. 117
42 Table showing perception of the respondents regarding employees are encouraged to take initiative and do things on their own without to wait to interactions from supervisor.
118
43 Table showing perception of the respondents regarding telling polite lie is preferable than telling the unpleasant truth. 119
44 Table showing perception of the respondents regarding you have free interaction amongst other employees, each respecting others feelings, competence and sense of judgment
120
45 Table showing perception of the respondents regarding people discus problems openly and try to solve it rather than keep accusing each other behind the back.
121
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INTRODUCTIONAarti has started its operations in the year 1975 in the name of
alchemies labs in a small of way with a single product namely
Dimentyl sulphate.
Today Aarti is one of the leading suppliers to global manufacturers of Dyes, Pigments,
Agrochemicals, Pharmaceuticals & rubber chemicals. Aarti has acquired world-class expertise
in the development & manufacture of these chemicals. Aarti is amongst the largest producers
of Benzene based basic and intermediate chemicals in India. It has corporate office in Mumbai
& representatives in U.S.A & Europe.
Aarti has 16 manufacturing units spread across Gujarat & Maharashtra and a strong
Research & Development with sophisticated instruments & pool of scientists.
Aarti has strong Research & Development center with sophisticated instruments & pool
of scientists.
Aarti has customers spread across the globe in 60 countries with major presence in
USA, Europe, Japan & India.
AARTI has attained a group turnover of US $ 515 million in the year April 2009 –
March 2010.
AARTI group is strategically placed to exploit growth opportunities in the Chemical
Industry. In view of its technical expertise and broad base satisfied clientele in India and
abroad, AARTI is looking for global partners and strategic alliances in areas of mutual
interest viz.
Development of International markets for AARTI's products.
Toll manufacturing.
Transfer of Technology / Technical know-how.
14
AARTI INDUSTRIES LIMITED (AIL) & AARTI DRUGS LIMITED (ADL) are listed on
Stock Exchanges. AARTI has a Subsidiary AARTI HEALTHCARE LIMITED (AHCL),
which is engaged in manufacturing of Active pharma ingredients ranging from Ace Inhibitors,
Bronchodilators to Steroids.
HISTORY OF AARTI INDUSTRIES LTD.
Aarti industries ltd (AIL) was established in 1984 as a small venture by a group of technocrats.
It is a public limited company. The promoter was Mr. Chandrakant over the last more than 20
years it has evolved to it presents status crossing several milestones. In the initial stage the
company was producing DMS products. In 1992, they expanded their company and started
producing pharmacy products. During this evolution period the AARTI Industries LTD had set
up a member of expansion and diversification project funded by a public issue in 1992,
institutional assistance and from when the company had started in 1984 and now the period of
2006 it had undergone the vast changes many new machines had been recently built,
innovation and expansion is done to create the demand and maintain the quality. So we can see
that this company is at stage where it can find many company lagging behind.
15
CORPORATE INFORMATION
NAME OF THE COMPANY : AARTI INDUSTRIES LIMITED.
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TYPE OF COMPANY: Public Limited
ESTABLISHEDYEAR : 1984
SIZE OF COMPANY : Large Scale
PLANTS: 1.Plot no.801,801/23
802,803/1-2-3, GIDC,
Phase 3,VAPI-396195
2.Plot no. 902, GIDC ESTATE
Phase 2, VAPI-396195
DIST: VALSAD, GUJARAT
3. Plot No. 752-753-754
SARIGAM, TA: UMARGOAN
DIST: VALSAD, GUJARAT
4. Plot No. 758/1,758/2,
GIDC ESTATE JHAGADIA
DI: BHARUCH,GUJARAT
5. Plot No K-18,MIDC
TARAPUR,
DI: THANE,MAHARASHTRA
6. Plot no. E-50, MIDC
TARAPUR
DI: THANE
REGISTERED OFFICE: CITI BANK N.A
Plot no. 801,801/23
GIDC ESTATE, PHASE-3
17
VAPI-396195,VALSAD.
CORPORATE OFFICE: Dog Kosher,
2nd floor, L.B.S Marg,
Mulund-Goregoan Link Road,
Mulund (w), Mumbai-400 080
BOARD OF DIRECTORS: Chandrakant. V. Gogri (chairman)
Rajendra.V.Gogri (vice chairman & Managing
Director).
Shantilal .T. Shah (vice chairman)
INDEPENDENT DIRECTORS: Ramdas .M.Gandhi
Laxmichand .k. Jain
Vijay .H. Patil
Haresh .k.Chheda
WHOLE TIME DIRECTORS: Parimal .H. Desai
Manoj .M. Chheda
Rashesh Chheda
Hetal Gogri Gala
Kirit .R.Mehta
COMPANY SECRETARY : Mona Patel
AUDITORS: M/S Parikh Joshi & Kothare
18
49/2341,M.H.B.COLONY
Gandhi Nagar, Bandra (EAST)
Mumbai-400051
REGISTRAR & TRANSFER AGENT Sharepro Services (INDIA) PVT.LTD.
Satam Estate, 3rd floor, Above bank of Baroda, Cardinal Gracious road, Chakala, Andheri (E), Mumbai-400099 Phone no: 677300351/352/353
I. Registered
office:
Plotno.801,801/23
802,803/1-2-3,GIDC,
Phase3,VAPI-396195
DIST: VALSAD, GUJARAT
II. Corporate office: Udyog Kshetra,
2nd floor, L.B.S Marg,
Mulund-Goregoan Link Road,
Mulund (w), Mumbai-400 080
BANKERS: Bank of Baroda
Union Bank of India
State Bank of India
ANB Amora Bank
Standard Chartered Bank
HDFC Bank Ltd.
Export- Import Bank of India
IDBI Bank N.A.
UTI/AXIS Bank Ltd.
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Mr. Chandrakant Gogri – Chairman
A Chemical Engineer from UDCT, is the founder of Aarti group
starting from a small unit to path breaking enterprise. A pioneering
entrepreneur, has varied experience and expertise covering Projects,
Operations, Process Development and Marketing.
Mr. Rajendra Gogri – Vice Chairman &
Managing Director
A Brilliant Chemical Engineer from UDCT, Mumbai, has also
completed his Masters in Chemical Engineering from IOWA
University of USA. He has many years of expertise in the areas of
Operations, Marketing & Financial Management.
Mr. Shantilal Shah – Vice Chairman
He is the founder, director of the Aarti Group. Heads the banking and
financial operations of Aarti Group.
Mr. Parimal Desai – Director
Chemical Engineering graduate from UDCT, Mumbai, is a Chemical
Engineer to the core. Our founder director, he has been in-charge of
Technical and Research & Development. He has more than 30 years of
experience in Chemical and Pharma field.
20
Mr. Manoj Chheda - Director
Graduate in Commerce from Mumbai University. He has Over 20
years of experience in local and International Marketing. Currently
takes care of International Marketing.
Mr. Rashesh Gogri - Director
A graduate in Production Engineering from Mumbai. He is head of
Commercial and Marketing Functions with the special focus on
Pharma products.
Ms. Hetal Gala Gogri – Director
An Engineer in Electronics and has done MDP from IIM –
Ahmedabad. She has varied experience in Operations, Purchase &
Marketing. Currently she heads purchase and Supply Chain
Management.
Mr. Kirit Mehta - Director
A graduate in commerce. Has more than 30 years of experience in
Chemical Industry.
21
MANAGEMENT OF AARTI INDUSTRIES LTD.
22
MANAGEMENT OF AARTI INDUSTRIES LTD.
TOP LEVEL BOTTOM LEVELMIDDLE LEVEL
GM ASST GM
DEPUTY GM
SENIOR MANGER
MANAGER
ASSISTANT
OPERATORS
TECHNICIANS
SUPERVISORS
HELPERS
SENIOR DEP. MGR
ASST. DEP. MGR
SENIOR ENGINEER
JUNIOR ENGINEER
SENIOR ENGINEER OFFICER
JUNIOR EXECUTIVE.
SENIOR EXECUTIVE
Mission & Vision statement.
Vision
To retain leadership in domestic market.
To attain significant presence in global market.
To become supplier of choice to leading customers.
To be always committed to the employees, shareholders and the society at large.
Mission
To constantly strive to set up and maintain global size plant facilities.
To become customer-driven company by providing customized solutions and service to
meet changing customer requirements.
To maintain consistent quality and timely delivery at competitive prices.
To use best cost effective manufacturing methods supported by proven, eco-friendly
and safe technologies.
Commitment to growth by Research & new product development & progressive
increase in Exports.
Continuous focus on people to encourage and nurture winning organizational culture.
To meet the challenges of competition by dynamic management drive.
To set up facilities with USFDA and other overseas approvals.
23
GOAL.
AARTI group is strategically placed to exploit growth opportunities in the chemical industry.
In the view of its technical and broad base satisfied clientele in India and abroad. AARTI is
looking for global partners and strategic alliances in areas of mutual interest viz.
Development of international markets for AARTI’S products.
Toll manufacturing.
Transfer of technology/ technical know-how.
SWOT ANALYSIS.
Strengths
Promoters first generation technocrats with proven track record
Global size plants & most cost efficient manufacturing process
World class Research & Development unit with sophisticated instruments. Recognized
by dept of DSIR.
Ranked amongst the top 5 global manufacturers for our key products
Highly integrated plants / processes.
24
Diversified customer base with over 150 export customers and 500 domestic customers
Multi product and multi manufacturing locations, ideally placed to serve global
customers
Strong & cost effective logistic system.
ISO 9002 certified and GMP approved.
It had strong technical base with the core whole time director being technocrats with
sound entrepreneur skills.
The company being a multi location, multi product entity has manufacturing abilities
for a large number of products which enables them to change of product mix as per
market demands.
In house research and development centers recognized by the department of scientific
and industrial research continuous research for new products process improvements,
energy consumption reduction.
The company has a large customer both local and international. The company has
strived to serve them with loyalty since inception. It is the support of these customers as
well as that its supplier that has enabled the company to sustain growth.
The company has always given priority to environment, health and safety. It had
technologically upgraded efficient treatment facilities at all its units.
WEAKNESS
Housekeeping is not up to the mark.
Centralized decision making which many a times hinders the functioning of different departments.
OPPURTUNTIES
The company is stream lining its new units at Vapi and Tarapur for custom synthesis
and USDFA approved pharmaceutical manufacturing.
The company is also working out marketing tie-ups with multinational for its existing
and new range product.
25
The company has a large customer base comprising multinational and global majors.
This fact coupled with the in house, competent R&D team gives opportunities to
increase volume in existing products and to introduce new products.
THREATS:-
The company’s threats perception is the shifting of some its end usage products to
China. Accordingly the company is making continuous efforts to increase its presence
in China.
The company’s ability to change its product mix quickly, its vast range of products
numbering about 75% and its foray into specialty chemical and pharmaceuticals also
makes the company confident of countering this threat effectively.
26
27
PRODUCTION DEPARTMENT
Objectives:-
To ensure economic utilization of available floor space.
To ensure efficient control over the various processes of production
To minimize cost of production
To maximize convenience and safety of the workers
To maximize handling and transportation of material.
Raw Material:-
The company manufacture is products from the basic raw material- benzene and sulphric. The
other major raw material is chlorine, nitric acid, ammonia, caustic soda and methanol. All these
raw material are available freely in sufficient quantity in the local and international markets.
The major suppliers of this raw material are:
Reliance industries Ltd
Bharat petroleum corporation Ltd.
National organic Chemical Industries Ltd.
Grasim Industries
Deepak Nitrate Ltd
Transport Ltd Dubai
Helm Chemicals Germany
Universal Chemical Bahrain.
Product of the AIL:-
28
Para Nitro Chloral Benzene (PNCB)
Ortho Nitro Chloral Benzene (ONCB)
2:4 Dinitro Chlora Benzene (DNCB)
Para Dichlora Benzene (PDCB)
Ortho Dichlora Benzene (ODCB)
Nitro Benzene
Alkylated Anilines & Toluidness
Chlora Phenols
Fluoro Compounds
Agrochemicals
Other Major Products
Bulk Drug Intermediates/specialty Chemicals
Bulk Pharmaceuticals
Bulk Drugs under R& D
Dyes
29
There are the above chemical products which are exported by the AIL to the different countries
these countries are as follows:
1. United State Of America
2. Germany
3. Italy
4. Belgium
5. Japan
6. United kingdom
7. Spain
8. Switzerland
9. Korea
Product Uses
Manufacturing of fertilizer, heavy chemical, coal , tar product, dyes, plastic, paints and
pigment.
Explosive , textile, inorganic fertilizer like super phosphate , sulphates, etc.
In metal processing use for pickling of steel, in purification of petroleum product
Pharmaceuticals, making of alcohols, detergent, insecticides and herbicides.
In food industry in manufacturing of starch syrups and other products.
In transfer of lead accumulators or batteries are used.
Raw water:
This utility is used mainly for the purpose of being made into steam. This largest supplier of
this is the Gujarat Board.
30
FINANCE DEPARTMENT
Finance plays a major role in determining the position of a company. A person not trained in
finance management of a company has face N numbers of problems which may affect the day
31
to day functioning of his company. A person not knowledge of finance may not be able to the
exact suitable return on his investment, account and finance walk parallel but as compare to
account finance is a waste subject
Financial Functions:-
Find the cheapest source of finance
Effective utilization of money
‘Capital is raised through issue of shares, debentures, interoperate deposits,
financial,institutions, commercial papers, etc.
Negotiations with suppliers.
Responsibility of Finance Manager:
1) He keeps all the data related to finance and sees that the funds organization is utilized in
the most efficient manner.
2) He is the most important person in the shaping the future of the company and has a vital
role in decisions of the allocation of capital.
3) Now a day’s finance manager solves important management problem and his role is
becoming pervasive and significant.
32
MARKETING DEPARTMENT
What is marketing?
“It is social and managerial process by which individual and group obtain what they need and
want through creating, offering and exchanging products of value each other”.
The same in the case of AILS. The AIL tries its best to satisfy their customers by providing
with the best quality products. AIL considers quality of its products as the company’s strength.
33
The AIL by giving the proper amount of pricing of its products is able to cater a good amount
of customers for the company.
1. 50% of the manufacturing of AIL’s products is exported to the foreign countries.
2. 30% of the AIL’s products is used by the sister concern of the AIL.
3. 20% of the manufacturing of AIL is being sent to the Indian market.
The competitor of Aarti Industries Ltd.
Alankar Industries
Anami Organics
Apurva Chemical
Chirag Organics Pvt Ltd.
Kamala Intermediaries
Nascent Chemical Ind. Ltd.
Micro Fine.
Shanti Intermediaries Pvt. Ltd.
Vapi Acid & chemicals
Vapi organic Chemical Pvt. Ltd
Panoli Intermediate
Deepak Fertilizer Ltd.
Industrial Solvent and chemical Ltd.
Marketing Objectives of AIL
To make awareness of their product
To become the leader of the manufacturing products
To earn profit
To have maximum sales of their product with maximum customers
Enhancing economic growth.
Strengthening social responsibility
Intensifying environmental commitment
Ensuring a better tomorrow
Quality:-
Quality is one of the important and basic aspects of marketing. Being a chemical company,
consumers may not be directly using AIL’s products and it may be difficult to see how the
chemicals they produce enrich the lives of people
34
Design and feature:-
As the product is chemical the design and the features is not possible. The e-products in the
AIL are either in the powdered form or in the liquid form.
35
QUALITY CONTROL & QUALITY
ASSURANCE DEPARTMENT
It is the sum of the attributes that describes that product. According to the Aarti industry, the
objectives of quality are given below.
Objectives of Quality
Aarti industry is expert in producing a product with a world class quality. Its objectives are as
follows
To satisfy the consumer
To reduce the cost
To improve the income
To increase the productivity.
36
Aarti has expertise in developing new products & processes that have world class quality. Aarti
is doing research in various areas with special emphasis on pharmaceutical intermediates ,
Agro intermediate , pharmaceuticals, Agrochemicals & specialty chemicals.
Quality management systems:-
Aarti Industries Ltd is an ISO 9001-2000
Aarti’s pharmaceutical plants are GMP (good manufacturing practices) approved and
some of the plants have got ISO 9002 Certification.
Quality Assurance
The AIL is a company which is an able to provide a mass goods of uniform quality. AIL also
follows the quality. AIL also follows the quality policy according to which it had obtained ISO-
9001, 2000 version certificate (obtained from TUV)
Objectives of the safety Department:
1. Providing training to the workers for running complicated machines.
2. Apply many rules and regulation as per the Govt requirements.
3. Safety department declare some information safety policy.
4. Purchase of safety equipment
5. To make awareness
6. Maintenance of safety equipment
7. Periodically maintain of safety inspection.
Safety equipment:
1) Medical Oxygen
2) Canister Mask
3) Ayer Supply (organic)
4) Canister mask (in organic)
5) Dust mask
6) Helmet
7) Eye plugs
8) Eye mask
9) Face seal
10) Safety goggles
11) P.V.C suit
12) Hand gloves
37
13) Apron
14) Welding shoes
15) Safety shoes
16) Safety belt
38
RESEARCH &DEVELOPMENT DEPARTMENT
AARTI has expertise in developing new products and processes that have world-class quality.
AARTI is doing Research in various areas with special emphasis on Pharmaceutical
Intermediates, Agro Intermediates, Pharmaceuticals, Agrochemicals and Specialty
Chemicals
Aarti has Research & Development facility which is approved by DSIR. Aarti has dedicated
pool of engineers & scientists who continuously work on new products processes &
innovations.
AARTI has fully equipped laboratory with high-tech advanced instruments and highly
qualified technical personnel at its R & D centers. Its advanced Analytical Instruments
include:
Gas Chromatograph & HPLC Digital Polari meter
Auto Titrator Digital Melting Point Instrument
UV Visible Spectrophotometer FTIR Spectrophotometer
39
AARTI at its Pilot Plant facility has R & D Process Equipments like:
Glass Reaction Equipment Glass Lined Reactors
High Pressure Autoclave SS 316 Reactors
Distillation Equipment Centrifuges
Sparkler Filter Air Handling Systems
AARTI's pharmaceutical plants are GMP approved and some of the plants have got ISO
9002 Certification.
Aarti has fully equipped laboratory with high-tech advanced instruments & highly qualified
technical personnel as its R &D centers.
Its advanced analytical instrument includes:
Gas chromatograph & HPLC
Auto Titrator
Uv visible spectrophotometer
4Digital polarimeter
FTIR spectrophotometer
Glass Reaction equipment
High pressure Auticlave
Distillation equipment
Sparkler filter
Glass lined reactors
Centrifuges
40
41
HUMAN RESOURCE DEPARTMENT.
Human resource department is that of the management which is related with management of
planning, organizing, directing, and controlling of the procurement, development,
compensation, integration, maintenance and separation of human resources to the end that
individual, organization and sociality objectives are accomplished, its objective is the
maintenance of those relationship on the basis of which organization can get maximum
personal contribution from employees.
The human resource is important to any labor intensive or capital intensive industries. So they
should place an important position to an industry. The Aarti industry Limited regular
undertakes the training activities and HR initiatives. The company has also continued its
scheme for assistance to employees with a view to ensure that their basic housing needs are
fulfilled. The company has been continuously focusing. On people and processes those to
encourage and realize their full potential through continuous on job learning and through other
HRD initiatives coordinal and harmonious relation with employees continued to prevail
through the year under review.
FUNCTIONS OF HUMAN RESOURCE DEPATMENT
The following are main functions of human resource manager:
Application and control of company rules and organization policy.
Recruitment of man power intended by HOD and approved by management and top
head.
Employees and trainees induction programmed arrangement.
Development of trainees by training and approvals.
42
Transport arrangement for required by employees, quests & customers.
Booking and reservation as required by employees/quests.
Safety of company material and employees.
Maintenance of first aid material.
Canteen administration.
Assistance of meeting and conference.
Company occasions arrangement like annual day, picnic.
Labor welfare activities as decided by management
Arrangement of uniform, shoes, seasonal wear, safety equipment.
Housekeeping of company premises.
Casual labor arrangement.
Building maintenance and office maintenance.
Public relation activities.
Salary wages and perk administration works and record keeping.
Telecom related activities.
Appraisal assistant of employees for increments, training, promotions.
Factory act related activities.
Stationary planning and arrangement.
MAJOR FUNCTIONS OF HUMAN RESOURCE DEPARTMENT.
Recruitment
Selection
Remuneration
Promotion and transfer
Leave structure
Recruitment
Man power recruitment is one of the most important and difficult part of the organization. If
any mistake is done in the recruitment process than it will be directly affects the result of the
organization. If any mistake is done in the recruitment process than it will be directly affects
the result of the organization. Aarti is producing some of hazardous chemical as for them man
power recruitment process is through job.
Recruitment is the generating of the application of specific position through three common
resources i.e. advertisement, stage employees exchange agencies or a private employment.
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Source of recruitment
1) Internal sources:-
a) Retired or retrenched employees who want to return back to company may be rehired.
b) Dependents and relative of deceased or disabled employees.
2) External sources:-
a) Advertisement
b) Educational institution
c) Labor contractors
d) Recruitment agencies
e)
Recruitment Process Chemist & engineers
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Newspaper Application
Finalize
Receiving application
Sorting out Application
Interview
Offer letter
Appointment Letter
Joining the organization
II Interview
Written Test
Sort Test
Interview
Offer letter
Joining the Organization
Appointment Letter
Selection
Selection is a process of choosing the most suitable persons out of all the application. It is a
process of matching the qualification with that of job requirements. It is a process of weeding
out of the unsuitable candidates and finally identifying the most suitable candidates. The last
step of recruitment involves identifying the sources of manpower and simulating them to apply
for jobs whereas selection is process of selection the best out of the available alternatives.
Selection process
Remuneration
The remuneration that the AARTI INDUSTRIES LTD. provides to each of the employees is as
follows
1) Salary:-
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Application Forms
Employment
Final Approval
Reference
Physical Examination
Interview
The board of director is to be provided with the salary of Rs. 85,000/- per month with power to
make an annual increment area under discussion to a maximum amount of Rs. 1, 50,000/- per
month in respect of salary a privilege up to 100% of salary.
2) Commission:-
In accumulation to the salary, the whole time Directors of AARTI INDUSTRIES LTD shall
also be entitled to be paid share in comprehensive commission calculated at the rate of 1% of
net profit of company computed under section 349 of the companies act, 1956 payable to all
company share of such commission shall be payable after the annual accounts are adopted by
the shareholders.
3) Perquisites:-
Apart from the salary and commission regularly paid, the whole time Directors shall be
permitted with allowances:
House rent allowance of Rs.15000/- per month
Bonus/ex-gratis Rs 85000/- per annum
Compensation of Medical Expenses and/or Medical Insurance premiums for self and
family members as company’s policy
Personal Accident Insurance as per company’s policy.
4) The salary payments:-
Salary is usually paid in the first week of every month. Salary officer prepares covers with the
name and personal code no., of employees and the pay slip along with cash or cheque as per
guide.
Mode of payments in cash or Bank Transfer
Staff -- cash option or bank transfer
Officer – usually bank transfer
The structure of the wages and the salaries
The human resource department also deals with wages and salary system. For the AIL the
happiness and contentment of the employees’ is the main concern, which is reflected by the
health wage and salary structure design in the company. The AIL pursues the minimum wage
rate policy that fixed by the government.
The salary Diminution :-
The time office keeps the documentation of staff employees reporting at duty i.e. the time of
entering and leaving. If employees report late on job, in that case the company cuts the salary
of that particular employees
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If late by 16 min to 35 min -- pay of half hrs
If late by 35 min to 45 min -- pay of 45 min
If late by 46 min to 60 min – pay of 1 hrs
If late by 2 hrs to 3 hrs ---- pay of half days
Enlightenment :-
For the purpose of this agreement, “family” means the spouse, the dependent children
and development parents, if any, of the whole time Director.
No time fee shall be payable to him for attending the meeting of the Board of the
Director or committee thereof.
The other terms and condition of the agreement are such as are customarily contained in
agreement of similar nature.
The compensation package :-
Basic + Dearness allowance + other financial pays like cash canteen subsidies, ‘washing
allowance , shift allowance , contribution of provident fund gratuity, medical charges , personal
pays, inconvenience, chemical, and hazardous allowance, Etc.
Shift and working Hours :-
Timing at AIL are as follows
1) General shift 8.00 am to 5.00 pm on all working days
2) Lunch time is from 12.00 to 1.00 pm & 1.00 pm to 2.00
3) There are total 3 shifts in the company i.e. morning, evening and night.
Wage and salary structure
This department also manages wages and salary system. The employee’s satisfaction is the
priority of the company, which is reflected by the health wage and salary structure design over
here. The company follows the minimum wage rate policy, fixed the Govt.
Salary determination :-
As per the minimum wage rate policy fixed by the government.
Reduction on salary:-
The time office keeps the whole record of staff employees reporting to and from duty. If
employees come late on duty, company cut the salary
Compensation salary:-
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Basic + Dearness allowance + other financial pays like cash canteen subsidies, ‘washing
allowance , shift allowance , contribution of provident fund gratuity, medical charges , personal
pays, inconvenience, chemical, and hazardous allowance, Etc.
Salary payment:-
Salary is usually paid in the first week of every month. Salary officer prepare covers with the
name and personal code no., of employees and the pay slip along with cash or cheque as per
grade.
Mode of payments in cash or Bank Transfer
Staff -- cash option or bank transfer
Officer – usually bank transfer
Industrial Act. Applicable by human resource in AIL.
1) Factory’s Act, 1948
2) Industrial dispute act, 1947
3) Minimum wages act, 1948
4) Employees provident funds and miscellaneous act, 1942
5) Payment of Bonus act,1965
6) Payment wages act, 1936
7) Payment of gratuity act, 1972
8) The worker men’s compensation Act, 1923
9) Apprentice Act,
10) The employee state insurance Act, 1948
11) Contract labor Act
12) Payment of Gujarat Labor welfare fund
Promotion and Transfer
Promotion:-
AIL gives an up advancements to its employees with better pay, position and work
responsibility.
Promotion policy :-
AIL has adopted seniority as well as merit basis promotion policy. The seniority of employee is
regarded grade wise as per character residence period on the particular grade. Also the various
other merits are considered.
Promotion Criteria:-
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Company gives promotion on the basis of seniority. Company has decided to give promotion
by the way of seniority 40% and out of 60%, 20% by the way of personal interview and 40%
by performance appraisal.AIL has decided to give promotion after every 2 years of period of
time. If one not get satisfaction, at that post, he back to his position during the promotion
period.
Transfer
A transfer is a lateral shift causing movement of an employee from one job, section,
department shift, plan or position to another at some or another at some or another place with
on charge of salary status and responsibility, etc
Internal transfer:-
AIL internal transfer or department transfers are avoided as far as possible.
Period Transfer :-
This type of transfer mainly carries in the marketing department. Whose regional areas and
sales department are located throughout the country?
According to policy marketing personal is transfer every four years, so they can come back to
the native state. Frequent transfer are avoided in company, they care of its adverse effect.
Leave Structure
Weekly off:-
If an employee is working in factory, i.e. different branch, the weekly off is on Sunday. If an
employee is working at office (Mumbai), the weekly off is on Saturday and Sunday.
Paid holiday:-
The employees are entitled to take right holidays in a year, which is declared by management
in the month of Jan.
Sick leave
9 days of sick leave are available per annum and credited on 1st Jan every year during the first
year of employment, however this leave benefit will be available on pro-rate basis
accumulated. Sick leave can be incase at the time of retirement and death only which can be up
to a maximum 72 days.
Casual leave:-
9 days casual leave is available per annum and directed however this leave benefit will be
available on pro-rate basis, since casual leave benefit merit. The applicability of the scheme is
that the scheme will be applicable to all employees of the company and their studying in STD
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5th to 12th. The approximate budget amount already set and given to the child will be Rs.
32000/-P.A. (eight students every year x4000/- fees of each)
Voluntary Retirement Scheme:-
The Human Resource Department has also implemented a special type of policy for the
employees named as Voluntary Retirement scheme. Under this scheme, if an employee is
above 40 years of age and retire voluntary. He will be entitled to get the minimum 4 month
salary excluding the benefit for the remaining years. And not many but only two employees
have gone for this scheme.
Milk scheme:-
At present AIL is giving milk coupons to all of its employees expect some service department
that are excluded from the scheme. Along with the milk coupons, AIL is giving tea allowances
to all of its @ Rs. 4/- per attend.
Funeral scheme:-
The scheme is such that Rs. 2500/- to be given to all the employees on behalf of the society and
AIL on expiry of any of the dependent family member. Company will compensate the amount
to society. This is a small way to show the gratitude and company’s concern towards the
employee and their family.
Welfare scheme for employees
The AIL also provides some welfare schemes for their employees so that they can help their
employees in some or other ways.
Med claim of employees
Personal accident
Employees D-link insurance scheme.
Group gratuity scheme
School admission
Housing admission
Cycle/ car loans
L.I.C through salary
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51
INTRODUCTION OF HUMAN RESOURCE CLIMATE.
The history and origin of Human Resource Development is not very old. The term came into
use only in the early seventies. The term HRD was first applied in 1968 in the George
Washington University. In 1969, it was used in Miami at the American Society or Training and
Development Conference. But by the middle of 1970s it was gaining more acceptances, but
was being used by many as merely as more attractive term than Training and Development. In
the opinion of some management thinkers Japan is the first country to stress and use HRD
practices. “Better people”, not merely better technology the surest way to a “better society” is
the most popular belief in Japan.
According to Prof.Udai Pareekh, as far as India is concerned, the term HRD was introduced for
the first time in the State Bank of India in 1972. It is philosophical value concept developed by
Dr. Udai Pareekh and Dr. T.V.Rao at the Indian Institute of Management,Ahemdabad. By the
late seventies, this professional outlook on HRD spread to a few public and introduced the
concept with an objective and facilitating growth of employees, especially people introduced at
lower levels. In BHEL, this concept was introduced in 1980. Similarly in SAIL, Maruti Udyog
Ltd., Indian Airlines and TISCO.
Even while introducing HRD, many organizations were under the impression that it was
nothing but Training and Development concept. Certain companies start renaming their
Training and Development Departments and some have created new departments. Later some
other personnel management functions like performance Appraisal, career Planning and
Development, Feedback and counseling, organizational Development and Data Storage system
were included as sub-systems of HRD.
CONCEPT HRD.
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HRD is concerned with the development of Human Resource in an organization. Development
means improving the existing capacities to the Human Resource in the organization and
helping them to acquire new capabilities required for the achievement of the corporate as well
as individual goals.
HRD is mainly concerned with developing the skill, knowledge and competencies of people
and it is people-oriented concept. When we call it as a people-oriented concept the question of
people being developed in the larger or national context origin the smaller organizational
context? Is it different at the macro and micro level? HRD can be applied both for the national
level and organizational level. But many personal mangers and organization view HRD as
synonymous to training and development. Many organizations in the country renamed their
training departments as HRD departments. Some educational, institutions started awarding
degrees and diplomas in HRD even though the concept is not yet crystal-clear. HRD from
organizational point view is a process in which the employees of an organization are
helped/motivated to acquire and develop technical, managerial and behavioral knowledge,
skills and abilities, and mould the values, beliefs, attitude necessary to perform present and
future roles by realizing highest human potential with a view to contribute positively to the
organizational, group, individual and social goals. A comparative analysis of these definitions
shows that third definition seems to be comprehensive and elaborate as it deals with the
development aspects of all the components of human resources. Further, it deals with all types
of skills, the present and future organizational needs and aspect of contribution to not only
organizational also other goals. The analysis of the third definition further shows that there are
three aspects.viz.
1. Employees of an organization are helped/motivated;
2. Acquire, develop and mould various aspects of human resources; and
3. Contribute to the organizational, group, individual and social goals.
The first aspect deals with helping and motivating factors for HRD. These factors may be
called Enabling factors which include: organization structure, organizational climate, HRD
climate, HRD knowledge and skills to managers, human resource planning, recruitment and
selection. The second aspect deals with the techniques or methods which are the means to
acquire develop and mould the various human resources. These techniques include:
Performance, appraisal, potential appraisal, career planning and development, Training,
Management development, Organizational development, Social cultural programs, and
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Workers participation in management and quality circles. The third category includes the
outcomes contribution of the HRD process to the goals of the organization, group, individuals
and the society.
HRD believes that individual in an organization have unlimited potential for growth and
development and that their potential can be developed and multiplied through appropriate and
systematic efforts. Given the opportunities and by providing the right type of climate in the
organization, individuals can be helped to give full expression of their potential, contributing to
the achievement of goals of the organization and thereby ensuring optimization of human
resources. Investment in human beings is another underlying concept of the human resource
system. The organization accepts that development of human resources involves investment of
time and concern for growth. Everyone in the organization will have to take self-responsibility
for growth and optimization of performance.
HRD is the process of increasing knowledge will and capacities of all the people in a given
society. In the national context, HRD is a process by which the people in various groups are
helped to acquire new competence continuously so as to make them more and more self-reliant
and simultaneously develop a sense of pride in their country.
HRD is the process of increasing knowledge, skills, capabilities and positive work attitude and
values of all people working at all levels in a business undertaking. It is very narrow concept of
HRD which by itself is not an end but a means to achieve certain objectives and making
advancement of individual and organizational goals. HRD is a development-oriented planning
effort in the personnel area which is basically concerned with the development of human
resource in the organization for improving the existing capabilities and acquiring new
capabilities for achievement of the corporate and individual goals.
DEFINITIONS OF HRD
Nadler (1970) defined as a series of organized activities, conducted within a specified period
of time, and designed to produce behavioral change. Some of the common activities he
identified within HRD are training, education and development. He identified training as those
activities intended to improve performance on the job, education as those activities intended to
develop competencies not specific to any one job, and development is preparation to help the
employee move with the organization as it develops.
In a revised definition Nadler (1984) defined it as organized learning experiences in a definite
time period to increase the possibility of job performance and growth.
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A recent review of the definition of HRD by McLean and Mc Lean (2001) provides a lot of
insights into field. The following are some of the highlights of this article:
While there have been many efforts to define HRD, no consensus seem to have
emerged
The US definition of HRD seems to have influenced the definitions many other
countries.
It appears that definitions of HRD may vary from one country to another, and the
national differences are a crucial factor in determining the way HRD professionals work
There appears to be difference in the perception and practice of HRD in local
companies as compared to Multinational companies.
In several countries HRD is not distinguished from HR but is seen systematically as a
part of HR.
Professional organizations and academic seem to contribute to the definition of HRD
The following is a sample of definition cited in McLean and McLean (2001):
CHINA: “A planned organized education and learning process provided by organizations to
improve employees’ knowledge and skills as well as change their job attitudes and behaviors.
The process helps unleash the employees’ expertise for the purpose of enhancing the individual
performance and achieving effective organizational functioning.” (The china Training center
for senior civil servants). McLean observes that in China there is no difference between HR,
HRD and personnel.
FRANCE : HRD covers all practices that contribute to enhance the contribution of people to
the organizational objectives: competence development, satisfaction to the human requirements
of organization development training, internal career paths etc. The term ‘development social’
is often used synonymous with HRD.
GERMANY: There is no flied defined as HRD. Personnel specialist in Management schools
does some research.
JAPAN: The concept of HRD can be defined by three terms: Noryukyu kathatu (development
of individual abilities); Jinzai keisei (formulation of a mastery level of human resources
through the work system and training), and Jinzai ikusei (fostering of development of human
resources through management of human resource process. Individual development, career
development and organization development are the three major components of HRD in Japan.
KOREA: Most Korean staff treats it as equivalent to Training and Development. OD, CD and
T&D are included sometimes.
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UNITED KINGDOM: HRD is relatively a new concept which has yet to become fully
established and accepted, whether within professional practice or as a focus of academic
inquiry. Key element include: Activities and processes which are intended to have impact on
organizational and processes which are intended to have impact on organizational and
individual learning; planned interventions in individual and organizational learning;
interventions that are intended to change organizational behavior; strategic, long term, cultural
and organizational changes.
SINGAPORE: In Singapore public agencies describe HRD as the activities related to
knowledge and skills development through organizational and community development
through education, training and re-training in a lifelong learning process for improving
productivity at the personal, organizational and community levels.
Development of Men
Higher productivity
Good Return on investment
As the Soul of Personnel Development
Its strong Superior Subordinate Relationship
To Cope with Changes
As a Pre-Condition of Economic Growth.
All business and industrial organizations are dynamics. In fact, liberalization, privatization and
globalization made the business, products/services. Organizational strength and like. The
changes invariably demand for development of human resources.
Changes in economic policies: Almost all the government across the global have changed
their economic policies from communistic/socialistic pattern no capitalization pattern.
Liberalization, privatization and globalization posed threat to the weak firms created
opportunities large and small firms even India.
Changing job requirements: Organizational dynamism brings changes and job design. The
change in job design brings changes in job description and job section. These changes
demand for the HRD.
Organizational viability and transformation process: Organizational viabilities are
continuously influenced by the environment threats. If the organization does not accept itself
to the changing environment factor, it will lose its market share. If the organization desires
to adopt these changes first it has developed the human resources.
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Technological Advances: Organizations in order to survive and develop should adopt the
latest technology will not be complete until developed employees operate them. Employee
development is possible through human resources development. These are the days of
information technology and high-level production and survive technology. Therefore, HRD
is essential in new millennium.
Organization Complexity: With the emergence of increased mechanization and
automation, manufacturing of multiple products rendering of survivals, organization become
complex. Management organizational complexity is possible through HRD.
Human relation: Most of the organization intends to adopt human relation approach. This
in turns needs HRD.
CLIMATE
Perception about organization goals and about decisions that managers should take to achieve
these goals come not only from formal control systems but also through informal organizations.
Both the formal and informal structure combine to create what is called organizational climate.
The term climate is used to designate the quality of the internal environment which conditions
in turn the quality of cooperation, the development of the individual, the extent of member’s
dedication or commitment to organizational purpose, and efficiency with which that purpose
becomes translated into results. Climate is the atmosphere in which individuals help, judge, and
reward, constrain and find out about each others. It influences moral and the attitudes of the
individual towards his work and his environment.
Hellriegel and Slocum (1974) define organization as a “ set off attributes which can be
perceived about a particular organization and/or its subsystems, and that may be induced in the
way that organization and/or its sub-system deal with their members and environment” this
definition implied that in the measurement of organizational climate.
Perceptual responses sought are primarily descriptive rather than evaluative.
The level of inclusive of the items, scales and constructs and macro rather than micro.
The units of analysis tend to be attributes of the organization or specific sub system rather
than individual and
The perceptions have potential behavioral consequences.
Schneider (1975) has prepared a working definition of climate:
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“Climate perceptions are psychologically meaningful molar descriptions that people can
agree characterized a system’s practices and procedures. By its practices and procedures a
system may create many climates. People perceived climates because the molar perceptions
function as frames of reference for the attainment of some congruity between behavior and the
system’s practices and procedures however, if the climate is one which reward and support
individual differences, people in the same system will not behave similarly further, because
satisfaction is a personal evaluation of a system’s practices and procedures, people in the
systems tend to agree less on their satisfaction than on their description of the system’s
climate”. By its very nature, ‘climate’ cannot be described correctly. Some alternative
characteristics are as follows:
Focus on results versus focus on following work
Individual accomplishment versus being a member of a team.
Initiative and risk-taking versus not rocking the boat.
Individual gains versus enhancement of organization objectives
Tough mindedness versus dealing with people versus avoidance of unpleasant actions.
The relative importance of participating management versus authoritarian.
HRD CLIMATE
DEFINITION:-
Harbison and Myers (1964), “the process of increasing the knowledge, the skills and the
capacities of all the people in a society. In economic terms, it could be described as the
accumulation of human capital and its effective investment in the development of an economy.
In political terms, HRD prepares people for adult participation in the political process,
particularly as citizens in a democracy. From the social and cultural points of view, the
development of human resources help people lead fuller and richer lives, less bound to
tradition. In short, the processes of HRD unlock the door to modernization.
Nadler and Nadler (1970), “defined HRD as,” a series of organized activities conducted
within a specified time and designed to produce behavioral change.”
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Armstrong and Baron (2002) Human Resource Development (HRD) is concerned with the
provision of learning and development opportunities that support the achievement of business
strategies and improvement of organizational, team and individual performance.
Climate, this is an overall feeling that is conveyed by the physical layout, the way employees
interact and the way members of the organization conduct themselves with outside. (it is
provided by an organization).
Rao and Abrsham,(1986) HRD climate is an integral part of organizational climate. It can be
defined as perceptions the employee can have on the developmental environment of an
organization. The development climate will have the following characteristics
A tendency at all level starting from top management to the lowest level to treat the people
as the most important resource.
A perception that developing the competencies in the employees is the j0ob of every
manager/supervisor
Faith in the capabilities of employees to change and acquire new competencies at any stage
of life.
A tendency to be open in communications and discussions rather than being secretive (fairly
free expression of feelings.)
Encouraging risk-taking and experimentation.
Making efforts to help employees recognize their strengths and weakness through feedback.
A general climate of trust.
A tendency on the part of employees to be generally helpful to each other and collaborate
with each other.
Team spirit
Tendency to discourage stereotypes and favoritism.
Supportive personal policies.
Supportive HRD practices including performance appraisal, training, reward, management,
potential development, job-rotations, carrier planning, etc.
Organization climate contributes to the organization overall health and self renewing
capabilities which in turn, increase the enabling capabilities of individual, dyads, team, and the
entire organization.
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DEVELOPMENT OF HRD CLIMATE
An HRD climate or culture is essential for developing human resources. The HRD climate can
be characterized as consisting of the following:
Openness or freedom to express one’s ideas and opinions;
Collaboration attitudes or team spirit;
Trust;
Authenticity or correlation between words and action;
Proaction or encouraging some degree of initiative and risk-taking by employees;
Autonomy or certain degree of freedom of action for each individual; and
An interest in confronting issues and solving them rather than hiding them.
Such climate can be developed through various HRD instruments mentioned earlier. Chief
executive should facilitate the development of an HRD climate and effectiveness of the HRD
instrument will help greatly the implementation of HRD systems. Short questionnaire like the
XLRI HRD Climate survey are available.
It may be worthwhile conducing such survey periodically (say once in a year or two) and
examine changes occurring in the HRD climate. Feedback from such surveys could be used to
plan out HRD activities for the subsequent years.
IMPORTANT OF HRD CLIMATE
The importance of HRD climate in an organization is as under-:
1. Environment factors of HR are prime influencing elements of change in HR strategy.
2. It gives professional time to anticipate opportunities in HR area and time to plan optional
responses to these opportunities.
3. It helps HR professionals to develop an early warning system to prevent threats
emerging out from HR scenario, or to develop strategies, which can turn a threat.
4.It forms a basis of aligning the organization strengths to the changes in the environment.
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5.It enables the entry of the latest national/international HR developments.
SCOPE OF HRD CLIMATE
Motivator role of Manager & Supervisor: - To prepare Human resource Development Climate,
Manager and supervisor’s responsibilities are more or we can say that they are the key players.
Manager and Supervisors have to help the employees to develop the competencies in the
employees, to help the employees at lower level they need to updated properly and they need to
share their expertise and experience with employees.
Faith upon employees: - in the process of developing HRD Climate employer should have
faith on its employee’s capabilities. Means whatever amount is invested that should be based
on development of employees. Top management should trust the employees that after making
huge effort to develop employees, employees will work for the well being of organization and
for human being also.
Free expression of feelings:- Whatever Top management feels about employees they have to
express to employees and whatever employees think about top management it must be express
in other words we can say that there should not be anything hidden while communication
process. Clear communication process will help to establish the HRD climate.
Feedback: - Feedback should be taken regularly to know the drawbacks in system. This will
help to gain confidence in employees mind. Employee will trust on management and he can
express opinion freely which is very good for HRD climate. Feedback will help to remove the
weakness.
Helpful nature of employees: - Whenever we talk about 100% effort then we have to talk
about employee’s effort too. Nature of employees should be helping for management and for
its colleagues. They should be always read to help to customers too.
Supportive personnel management: - Personnel policies of organization should motivate
employees to contribute more from their part. Top management’s philosophy should be clear
towards Human Resource and its well being to encourage the employees.
Encouraging and risk taking experimentation: - Employees should be motivated by giving
them authority to take decision. This concept is risky but gradually it will bring expertise in
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employees to handle similar situation in future. It will help to develop confidence in employees
mind. Organization can utilize and develop employees more by assigning risky task.
Discouraging stereotypes and favoritism: - Management need to avoid those practices which
lead to favoritism. Management and Managers need to give equal importance. Those people
who are performing good they need to appreciate and those who are not performing well they
need to be guided. Any kind of partial behavior should be avoided.
Team spirit: - There must be feeling of belongingness among the employees, and also
willingness to work as a team.
ELEMENTS OF HRD CLIMATE
The elements of HRD climate can be grounded into three broad categories- general climate,
OCTAPAC culture and HRD mechanisms.
The general climate items deal with the importance given to human resources development in
general by the top management and line managers. The OCTAPAC items deal with extent to
which openness, Confrontation, Trust, Autonomy, Proactively, Authenticity and Collaboration
are valued, and promoted in the organization. The items dealing with HRD mechanism
measure the extent to which HRD mechanisms are implemented seriously. These are three
groups were taken with the following assumptions:
A general supportive climate is important for HRD if it has to be implemented effectively.
Such supportive climate consists of not only top management, line management’s commitment
but good personnel policies and positive attitudes towards development.
Successful implementation of HRD involves an integrate look at HRD and efforts to use a
many HRD mechanisms as possible. These mechanisms as possible. These mechanisms
include: performance appraisal, potential appraisal, career planning, performance rewards,
feedback and counseling, training, employee welfare for quality work life, job satisfaction,
etc.
OCTAPAS culture is essential for facilitating HRD. Openness is there when employees feel
free to discuss their ideas, activities and feelings with each other. Confrontation is bringing
out problems and issues into the open with a view to solving them rather than them for fear
of hurting or getting hurt. Trust is taking people at their face value and believing what they
say. Autonomy is giving freedom to let people work independently with responsibility.
Productivity is encouraging employees to take initiative and risk. Authenticity is the
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tendency on the part of people to do what they say. Collaboration is to accept
interdependencies, to helpful to each other and work as teams.
The conventional connotation with which the team ‘climate’ has been used in literature is
‘organization Climate’. The concept of climate with specific reference to HRD context, i.e.
HRD climate, has been recently introduced by Rao and Abraham (1986). Perhaps it could be
due to this reason that there is hardly any research work available in published literature.
FACTORS AFFECTING HRD CLIMATE
The following factors may be considered as contributing to HRD Climate:
1. Top management style &philosophy:-A developmental style, a belief in the
capability of people, a participative approach, openness and receptivity to suggestions from
the subordinates are some of the dimensions that contribute to the creation of a positive HRD
climate.
2. Personnel Policies:-Personnel policies that show high concern for employees, that
emphasis equity and objectivity in appraisals, policies that emphasize sufficient resource
allocation for welfare and developmental activities, policies that emphasize a collaborative
attitude and trust among the people go a long way in creating the HRD climate.
3. HRD Instruments and Systems:-
A number of HRD instruments have been found to generate a good HRD climate. Particularly
open system of appraisal with emphasis of counseling, career development systems, informal
training mechanisms; potential development systems, etc. contribute to HRD climate.
4. Self-renewal mechanisms:-
Organizations that have built in self-renewal mechanisms are likely to generate a positive HRD
climate.
5. Attitude of a personal and HRD Staff:-
A helpful and supportive attitude on the part of HRD and personnel people plays a very vital
role in generating the HRD climate.
COMPONENTS OF HRD CLIMATE
63
The organizational climate consists of:-
1. Organizational Structure:-
An organization’s structure is actually a ‘snapshot’ of a work process, frozen in time so that it
can be viewed. The structure enables the people’s energy to be focused towards process
achievement and goal achievement. Employee must have a clear definition of not only the
work structure but also the role used to organize the work. If the structure and the role is not
clear, people will not know what the work process is, who responsible for what, whom to go
for help and decision, and who can assist in solving problems that may arise.
2. Organizational Culture:-
Organizational culture is the pattern of beliefs knowledge, attitudes, and custom that exists
within an organization. Organizational culture may result in part from senior management
beliefs. Or from the beliefs of employees. Organizational culture can be supportive or
unsupportive, positive or negative. It can be affect the ability or willingness of employees to
adapt or perform well within the organization.
The most effective work culture is one that supports the organizations HR strategies by
aligning behaviors, processes and methods with the desired results. It not just achieving results
but the methods through which they are achieved that are critical to long-term success. Before
any HR strategy is designed there must be a clear understanding of the organization, its current
values, its structure, its people as well as its goals and vision forth future.
3. HR Processors:-
The HR system of an organization should be comprehensive enough to take care of employees
from the time they join till the time they leave HR. Their demands must not be ignored, but a
feelings of belongingness be created. Process should be very clear and impartial, so that
employee’s faith in organization. From the recruitment to retirement whole process should be
according to employee’s expectation and ability of employer.
MEASURING HRD CLIMATE:
1. Economic condition:-
64
An organization’s economic condition influences its culture in several ways. The more
prosperous an organization is the more it can afford to spend on research and the more it can
afford to risk and be adventurous.
2. Leadership Style:-
An organization leadership style plays a profound role in determining several aspects of its
culture. An authoritarian style may make the organization’s culture characterized by high
position structure, low individual autonomy, low reward orientation, low warmth and support
and so on, or it may be opposite, like goal directed leadership.
3. Managerial assumption about human nature:-
Every act on the part of the management that involves human being is predicated upon
assumptions, generalizations and hypotheses relating to human behavior. There are two
theories of behavior (Theory X and Theory Y).
4. Managerial values and ethos:-
The feeling of mangers about norms and values what is good and what is poor as
management practice. There are few dimensions on which it can be checked. They are self-
awareness, risk taking, participation, bureaucracy, equity, employee’s security and growth.
5. Organization size:-
Small organizations are few levels of management; these are generally more amendable to
democratic and participative functioning than big organizations. More open communication
system in small organizations. Hence these organizations have a different type of climate
than what are in big organizations.
HRD PROCESS AND HRD CLIMATE VARIABLES
Human Resource Development mechanism or sub-system or instrument leads to development
of desired human resource development climate or process. Human Resource Development
cultures are an essential part of the organization climate. HRD culture in the organization.
In the words of T.V.Rao, “Human Resource Development climate is the perception of the
employee about the human resource development culture in the organization,” Human
Resource Development experts use the term “OCTAPACE” to express the important features
of human resource, development climate.
O C T A P A C E
= = = = = = = =
65
Openness Confrontatio
n
Trust Au
to
no
m
y
Pro-
actio
n
Authentici
ty
Collaboratio
n.
Experimentati
on.
Experimentation Human resource development climate in an Organization is reflected by its
role, clarity, openness, trust, team work, proactive, orientation, planning of development of
every employee etc. HRD departments are a subsystem in instrument to initiate HRD culture
and achieve objectives of HRD.
Human resource development climate and processes are dependent on personnel policies, top
management styles, investments on HRD, top management, commitment, line managers,
interest, previous culture etc. to sum up the relationship between human resource developments
Mechanism and HRD processes and climate can be explained as under:
a)HRD mechanism is most useful instruments/interventions to develop a healthy HRD
climate.b)HRD instruments are used to develop desired HRD processes. For instance performance and
potential appraisal help to Arsey and determine the competence required for job
performance. Review, discussion feedback, counseling session help in building trust and
better senior subordinate relations. Role analysis exercises result in role clarity in the
organization. Training and potential development exercise has proactive orientation. Job
enrichment is a deliverable of upgrading of risk and responsibility in work group. OD
exercise help to manage change and problems in the organization. It promotes openness,
effective communication; inter departmental collaboration in the organization. It aims at
providing the climate for growth and development.c)HRD climate is dependent on human resource development mechanism as well as personnel
policies, top management styles.d)HRD mechanism and personnel policies should be periodically reviewed to create develop
desired human resource development climate.
66
67
RESEARCH METHOLODY
TITLE
“A study on Human Resource Climate”of 66 top and middle level employees at Aarti
Industries Ltd, Vapi.
SIGNIFICANCE OF STUDY
A study on HRD climate is extremely important for the ultimate achievement of the business
goals. In the Indian context, type of organization influences the culture prevent in the
organization. It’s an outcome of the favorable on unfavorable with which the HR practices
followed by the organization are perceived. This in turn affects employee’s behavior and work
attitudes like organizational commitment.
HR means employees in organization, who work to increase the profit for organization.
Development, it is acquisition of capabilities that are needed to do the present job, or the future
expected job. The process of enhancing an employee’s present and future effectiveness is
called development.
After analyzing Human resource and Development we can simply stated that, HRD is the
process of helping people to acquire competencies.
Climate, this is an overall feeling that is conveyed by the physical layout, the way employees
interact and the way members of the organization conduct themselves with outsiders.
In the era of liberalization, privatization and globalization climate of an organization has a
great impact on the functioning of organization and its development.
Due to staff competition from private and public sectors various problems have to be faced.
Hence, in such time a climate and its various parameters like innovations, developmental
climate, positive attitude, top management’s commitment to HRD etc plays a major role both
for employees and for the organization.
OBJECTIVES OF THE STUDY
68
PRIMARY OBJECTIVE:-
To Study the perception of employees regarding HRD climate in Aarti Industries Ltd.
SECONDARY OBJECTIVE:-
To identify nature of work of employees in Aarti Industries Ltd.
To study existing working environment of employees in Aarti Industries Ltd.
To identify existing welfare measure and PMS of employees in Aarti Industries Ltd.
To study various training programs and career planning & development in Aarti Industries
Ltd.
To identify transparency among employees.
OPERATIONAL DEFINITION:-
HRD
Human resource development is a frame work for the expansion human capital within an
organization. Human Resource Development is a combination of Training and Education that
ensures that continual improvement and growth of both individual and the organization. HRD
is the structure that allows for individual development, potentially satisfying the organization’s
goals. The development of the individual will benefit both the individual and the organization.
CLIMATE
The term climate is used to designate the quality of the internal environment which conditions
in turn the quality of cooperation, the development of the individual, the extent of member’s
dedication or commitment to organizational purpose, and efficiency with which that purpose
becomes translated into results. Climate is the atmosphere in which individuals help, judge, and
reward, constrain and find out about each others. It influences moral and the attitudes of the
individual towards his work and his environment.
HRD CLIMATE
HRD Climate is an integral part of organization climate. It is the perception the employees can
have on the developmental environment of an organization. HRD climate is the human
environment in which the employees work in an organization. It is an outcome of the
favorableness or unfavorableness with which the HRD practices followed by the organization
69
are perceived. This in turn affects employee behavior and work attitude like organizational
commitment.
RESEARCH DESIGN
The research design for this study is Descriptive and Explorative nature.
DESCRIPTIVE RESEARCH
The main goal of this type of research is to describe the data and characteristics about what is
being studied. The idea behind this type of research is to study frequencies, averages, to portray
accurately the characteristics of particular individual, situation or group, and other statistical
calculations. It is quantitative and uses surveys and panels and also the use of probability
sampling. The study will describe about the various factors which affects the organization to
retain talented workforce in Aarti Industries Ltd, Vapi.
EXPLORATIVE RESEARCH
Exploratory research is a type of research conducted for a problem that has not been clearly
defined. It helps determine the best research design, data collection method and selection of
subjects. It should draw definitive conclusions only with extreme caution. Exploratory research
often relies on secondary research such as reviewing available literature and/or data, or
qualitative approaches such as informal discussions with consumers, employees, management
or competitors, and more formal approaches through in-depth interviews, focus groups,
projective methods, case studies.
UNIVERSE:
The universe for the study includes all top and middle level employees of Aarti Industries Ltd.
SAMPLE AND SAMPLING:
SAMPLE: Sample size consist of 66 top and middle level employees working at Aarti
Industries Ltd.
SAMPLING METHOD: Simple random sampling method was used to select the respondents
from different departments of the industry.
VARIABLES:
70
Dependent variables:
Dependent variable includes nature of work, working environment, welfare measure,
performance management system, training, career planning & development and transparency
organization.
Independent variables:
Independent variable includes all personal information like age, marital status, monthly
income, educational qualification, and experience.
TOOLS OF DATA COLLECTION:
The tool used for data collection was structured questionnaire prepared by researcher. It
consists of few open ended questions and close ended questions. The close ended questions
were to be accessed on a 5 point scale by encircling the numbers which the respondents
consider most appropriate.
(1-Strongly agree, 2-Agree, 3-Neutral, 4-Strongly Disagree, 5-Disagree)
REFERANCE PERIOD:
The data was collected in the Month of June-July 2012.
LIMITATIONS OF THE STUDY
1) The first and foremost limitations are regarding the source of information. The information
contained has been obtained from the sources believed to be reliable and good in faith, but
which may not verified independently.
2) Since the sample size was limited and at the same time HRD climate being a broad topic, the
size could not suffice the needs of the study.
3) The time constrain was one of the factors to be kept in mind while carrying out the study.
71
REVIEW OF LITERATURE
Lyon & Lvancevich (1974) in their study of a Hospital have found that different climate
dimensions influence facts of individual job satisfaction for nurses and administrators.
72
Jain, Singhal & Singh (1996) studied on HRD Climate in Indian Industry, in two public sector
organization i.e.BHEL and NFL and concluded that the HRD climate is mainly a function of
the effectiveness variables including individual efficiency, organizational efficiency and
productivity and the HRD variables including management policy on HRD, organization
development, role analysis and training.
Ishwar Dayal (1996) carried out a study of HRD climate in Indian Oil Corporation. It was
found that HRD climate was positive for learning.
Gani &Rainyee(1996) conducted study in HRD Climate in Large Public Sector Organization
in Kashmir and concluded that climate existing in the organization for employees development
was picking up and it was further observed that compared to managerial personnel, workers
were less sanguine.
Krishna & Rao (1997) carried out a comprehensive empirical study in BHEL, Hyderabad and
found that HRD climate in the organization encouraged middle and seniors managers to
experiment with new methods and try out creative ideas.
Venkateswaran (1997) studied on human Resource development Climate, made a study based
on the responses of 132 executives of a large PSU and concludes that early identification of
human resources potential development. This can be achieved only when a conducive HRD
Climate prevails. The study found the existence of favorable HRD Climate in the organization.
Varimax (1998) study focused on the relevance of congenial and competitive HRD Climate
for public sector commercial banks in India in the light of numerous challenges arising from
multinational and new generation private sector banks on account of liberalization and
globalization of the Indian economy. The study was confined to 5 selected public sector
commercial banks within Indian context for analyzing the HRD climate dimensions. To assess
the HRD climate, a survey instrument of 40 variables was used. The sample size was 1427
which included senior HRD managers, branch managers, clerks and other supporting staff
drawn by simple random sampling. Respondents were asked to rate these 40 variables which
are rooted on seven point Likert scale of 1-7. The data was subjected to PCA (Principal
Components Analysis) followed by Varimax rotation with Kaiser Normalization to get
percentage of variances for all the 40 variables to extract the relevant factors reflecting the
HRD climate dimension. In this research, 7 factors were extracted with reflected the HRD
climate of public sector commercial banks and one way analysis of variance test was performed
73
to find whether there was a significant differenc3e between these factors with respect to HRD
climate.
Mishra, Prashant, Dhar, Upinder, Dhar, Santosh (1999) conducted a study on job
satisfaction as co-relate of HRD climate. The opening of the Indian economy in the early in
1990s and the consequent changes in the environment have forced Indian organizations to look
for better avenues of performance improvement, resulting in a changed perspective for Human
resource Development (HRD) activities in organizations. The emphasis now is more on a
wholesale development, which means a more integrated approach towards HRD. This has led
to the introduction of organized activities designed to foster increased knowledge, skills,
competencies and better behaviors. It is said that the factors of satisfactions are real
contributors in the motivation of employees and, in turn, may contribute in reducing employee
turnover. In this context, HRD aims at developing the motivation of employees to the extent
possible, to make them contribute to organizational goals. Since job satisfaction is a correlate
of the organizational climate, a healthy climate is required for utilizing and enhancing the
employee’s competencies and skills. The present study is an attempt to explore the HRD
climate level in Manufacturing (Pharmaceutical Industry) and Service (Banking industry)
industries and the relationship with job satisfaction.
Naresh K. Goyal (1999) conducted a survey on HRD climate of Government Aided Senior
Secondary schools in Uttar Pradesh. They are able to determine the climate of a place through
parameters developed by modern sciences we can similarly determine the climate of an
organization through parameters developed by behavioral scientist. Today the modern
management cannot ignore the Human Resource Development Organizational climate. It is
now accepted fact that congenial HRD climate is extremely important for the ultimate
achievement of organizational objectives. It can be said that organizational climate is
manifestation of the attitudes of organization itself. Organization climate or HRD climate is the
human environment within which employees of the organization perform their tasks. It may
refer to the environment of a department, unit or branch of an enterprise or the entire
organization.
Alphonsa (2000) conducted a survey to examine the HRD climate of Private Hospital. The
responses were collected from different departments in the hospital. The researcher found that
the perception of the supervisors about the HRD Climate is satisfactory and reasonably good
climate was prevailing in the hospital.
74
75
DATA ANALYSIS &INTERPRETATION
Data analysis and interpretation.
Table 1 showing sex-wise distribution of Respondents.
Gender Frequency PercentageMale 66 100%
Female 0 0%Total 66 100.00%
From the above table it can be interpreted that,
All respondents were Male.
76
Not single respondent was female.
Not single respondents was women because it risky for the women.
Table 2 showing age wised distribution of the respondents.
Age Frequency Percentage20-25 4 6.1%25-30 23 34.8%
30 & above 39 59.1%Total 60 100.00%
77
From the above table it
can be interpreted that,
59.1% the
respondents
belong to the age
group of 30
years &
above.
34.8% the
respondents belong to the age group of 25-30 years.
6.1% the respondents belong to the age group of 20-30 year.
Thus, majority of the respondent’s i.e.59.1% belongs to the age group of the 30 years &
above, it shows that company is working with experience employees.
Table 3 showing educational wised distribution of the respondents.
Education Frequency PercentageUnder Graduate 12 18.2%
Graduate 27 40.9%Post Graduate 27 40.9%
Total 66 100.00%
78
6%
35%
59%
Age wise Respondents20-25 25-30 30 & above
18%
41%
41%
EducationUnder Graduate Graduate Post Graduate
From the above table it can be interpreted that,
40.9% of the respondents were graduate.
40.9% of the respondents were post-graduate.
18.2% of the respondents were under graduate.
Thus, majority of the respondents i.e. 40.9 % were graduate and post graduate because
in managerial profession highly qualified persons are required who can take initiatives
and can handle the pressure well.
Table 4 showing Department wise distribution of the respondents.
Department Frequency PercentageHR 07 11%
Finance 05 07%Marketing 07 11%
R & D 13 19%
79
Production 25 37%Store 09 15%Total 66 100.00%
11% 8%
11%
19%
38%
14%
Department wise RespondentHR Finance Marketing R & D Production Store
From the above table it can be interpreted that,
37.00% of the respondents were from Production Department.
19.00% of the respondents were from R & D Department.
14.00% of the respondents were from store Department.
11.00% of the respondents were from Marketing Department.
11.00% of the respondents were from HR Department.
07.00% of the respondents were from Finance Department.
Thus, majority of the respondents i.e. 37% were from Production Department because it has
plant of manufacturing product .
Table 5 showing Designation wised distribution of employees.
Designation Frequency PercentageTechnician 10 14.7%
Assistant Manager 05 8%Executive 09 15%
Supervisors 22 34.08%
80
Operators 11 16.04%Officers 07 11.01%Total 66 100.00%
16%
8%
14%
34%
17%
11%
Designation Technician Assistant Manager Executive Supervisors Operators Officers
From the above table it can be interpreted that,
34.8% of the respondents were supervisors.
16.4% of the respondents were Operators.
15.00% of the respondents were Executive.
14.7% of the respondents were Technician.
11.1% of the respondents were Officers.
8.00 % of the respondents were Assistant Manager.
Thus, majority of the respondents were i.e. 34.8% supervisor because company having
more than one product line of which operation requires continuous monitoring.
Table 6 showing distribution of the respondents according to working experience in Aarti Industries Ltd.
Total years of experience in this organization
Frequency Percentage
Less than 1 year 06 9.1%
81
1 to 5 years 27 40.9%5 to 10 years 20 30.3%10 to 15 years 11 16.7%15 to 20 years 02 3.0%
Total 66 100.00%
9%
41%30%
17%3%
Total years of experience in Aarti Industries Less than 1 year 1 to 5 years 5 to 10 years 10 to 15 years 15 to 20 years
From the above table it can be interpreted that,
40.9% of the respondents were having 1 to 5 years experience in this organization.
30.3 %of the respondents were having 5 to 10 years experience in this organization.
16.7 %of the respondents were having 10 to 15 years experience in this organization.
9.1% of the respondents were having less than 1 year experience in this organization.
3.0 % of the respondents were having 15 to 20 years experience in this organization.
Thus, majority of the respondents i.e. 40.9% were having 1 to 5 years of experience in
Aarti Industries Ltd because employees choose other company as their get more
opportunity from AIL.
Table 7 showing perception of respondents regarding Top management make sure that
employees enjoy their work.
Particulars Frequency PercentageAgree 46 69.7%
Strongly agree 12 18.2%
82
Neutral 2 3.0%Disagree 5 7.6%
Strongly disagree 1 1.5%Total 66 100.00%
70%
18%3%
8%2%
Top Management say that employees enjoy thier work
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
69.7% of the respondents were agree that top management’s way to make sure that employees enjoy their work.
8.2% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
3.0% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 69.7%were agree that top management’s make sure that employees enjoy their work because if they don’t take care then employees feel burden and start leaving the organization.
Table 8 showing perceptions of the respondents regarding employees are invited for participation in decision making by top management.
Particulars Frequency PercentageAgree 3 4.5%
Strongly agree 25 37.9%Neutral 6 9.1%
83
Disagree 30 45.5%Strongly disagree 2 3.0%
Total 66 100.00%
From the above table it can be interpreted that,
45.5% of the respondents were disagree that career opportunities are pointed out to junior by senior officer.
37.9% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
4.5% of the respondents were agree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were disagree that top management goes out its way to make sure that employees are invited for participation in decision making as many decision are taken by the top management only.
Table 9 showing the perception of the respondents regarding employees are very
flexible& discuss their personal problems with their supervisor.
Particulars Frequency PercentageAgree 3 4.5%
Strongly agree 5 7.6%Neutral 0 0.0%
Disagree 32 48.5%
84
5%
38%
9%
45%
3%
Participation in Decision Making
Agree Strongly agree Neutral Disagree Strongly disagree
Strongly disagree 26 39.45Total 66 100.00%
From the above table it can be interpreted that,
48.5% of the respondents were disagree that employees are very flexible &discuss their
personal problems with their supervisor.
9.4% of the respondents were strongly disagree with above statement.
7.6% of the respondents were strongly agree with above statement.
4.5% of the respondents were agree with above statement
Not single respondents were neutral with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly disagree that employees are very
flexible & discuss their personal problems with their supervisor because of behavior.
Table 10 Showing the perception of the respondents regarding there is tactfulness,
smartness and even a little manipulation in employees to get thing done.
Particulars Frequency PercentageAgree 26 30.4%
Strongly agree 27 40.9%Neutral 8 12.1%
Disagree 4 6.1%Strongly disagree 0 0.0%
85
5%8%
48%
39%
Employees discuss thier personal problems with their supervisor
Agree Strongly agree Neutral Disagree Strongly disagree
Total 66 100.00%
40%
42%
12% 6%
Manipulation in employees
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
40.9% of the respondents were strongly agree that there is tactfulness, smartness and even a little manipulation in employees to get thing done.
39.4% of the respondents were agree with above statement.
12.1% of the respondents were neutral with above statement.
6.1% of the respondents were disagree neutral with above statement
Not single respondents were strongly agree with the above statement.
Thus, majority of the respondents i.e. 40.9%were agree there is tactfulness, smartness and even a little manipulation in employees to get thing done because it want employees their work as early as possible.
Table 11 Showing the perception of the respondents regarding employee take point to find out their supervising officer and colleagues.
Particulars Frequency PercentageAgree 26 39.4%
Strongly agree 31 47.0%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
86
39%
47%
8%
5%2%
Points to find out thier supervising officer and colleagues
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
47.0% of the respondents were strongly agree that employee take point to find out their supervising officer and colleagues.
39.4% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 47.0%were strongly agree employee take point to find out their supervising officer and colleagues because as any problem came in work either they may understand from the supervising officer or from colleagues.
Table 12 showing the opinion of respondents regarding team spirits is of high order in the organization.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 25 37.9%Neutral 4 6.1%
Disagree 2 3.0%Strongly disagree 3 4.5%
Total 66 100.00%
87
48%
38%
6%
3%5%
Team Spirit in Organization.Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were agree that team spirits is of high order in the organization.
7.9% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
4.5% of the respondents were strongly disagree with above statement
3.0% of the respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree that team spirits there must be feeling of belongingness among the employees and also willingness to work.
Table 13 showing perception of the respondents about Managers belief that employee’s behavior can be changed and can be developed at any stage of their life.
Particulars Frequency PercentageAgree 30 45.5%
Strongly agree 29 43.9%Neutral 4 6.1%
Disagree 1 1.5%Strongly disagree 2 3.0%
Total 66 100.00%
88
45%
44%
6%2%3%
Employee's behavior can change at any stage of thier life.
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
45.5% of the respondents were agree that Managers belief that employee’s behavior can be changed and can be developed at any stage of their life.
3.9% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
3.0% of the respondents were strongly disagree with above statement
1.5% of the respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were agree Managers belief that employee’s behavior can be changed and can be developed at any stage of their life organization activities conducted within a specified time are designed to produce behavioral change.
Table 14 showing perception of the respondents regarding the psychological climate helps employees in developing themselves acquiring the knowledge skills.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 25 37.9%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
89
48%
38%
8% 5%2%
Climate helps employees in aquiring new knowledge and skills
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were agree that the psychological climate helps employees in developing themselves acquiring e knowledge skills.
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree the psychological climate helps employees in developing themselves acquiring the knowledge skills because it ability and willingness are adapt to perform well within the organisation.
Table 15 showing perception of the respondents regarding Supervisor treats their subordinates with understanding and helps them when they make any mistake.
Particulars Frequency PercentageAgree 37 56.1%
Strongly agree 20 30.3%Neutral 6 9.1%
Disagree 2 3.0%Strongly disagree 1 1.5%
Total 66 100.00%
90
56%30%
9%3%2%
Supervisor treat thier subordinates with understanding and help them when their
make mistakeAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
56.1% of the respondents were agree Supervisor treat their subordinates with understanding and help them when they make any mistake.
30.3% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
3.0% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 56.1% were agree Supervisor treat their subordinates with understanding and help them so that it may help other employees also which are facing the problem .
Table 16 showing perception respondents regarding the mission of organization makes me feel that I am important
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 20 30.3%Neutral 5 7.6%
Disagree 11 16.7%Strongly disagree 2 3.0%
Total 66 100.00%
91
42%
30%
8%
17%
3%
Importance in OrganizationAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
42.4% of the respondents were agree that the mission of organization makes me feel that I am important
30.3% of the respondents were strongly agree with above statement.
16.7% of the respondents were disagree with above statement.
7.6% of the respondents were neutral with above statement.
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 42.4%were agree the mission of organization makes me feel that I am important it mission gives the more importance to employees and to society.
Table 17 showing perception of the respondents regarding employees in this organization are helpful to each other.
Particulars Frequency PercentageAgree 27 40.9%
Strongly agree 29 43.9%Neutral 4 6.1%
Disagree 5 7.6%Strongly disagree 1 1.5%
Total 66 100.00%
92
41%
44%
6%
8% 2%
Employees help each other in organizationAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
43.9% of the respondents were strongly agree that employees in this organization are help to each other.
40.9% of the respondents were agree with above statement.
7.6% of the respondents were disagree with above statement.
6.1% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 43.9%were strongly agree that in this organization employees are helpful to each other. It shows company have developed co-operative environment at their premises.
Table 18 showing perception of the respondents regarding management is flexible and understand the importance of balancing professional life & personal life.
Particulars Frequency PercentageAgree 40 60.6%
Strongly agree 20 30.3%Neutral 4 6.1%
Disagree 1 1.5%Strongly disagree 1 1.5%
Total 66 100.00%
93
61%
30%
6%
2%
2%
Importance of balancing the personal & professional Life
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
60.6% of the respondents were agree that management is flexible and understand the importance of balancing professional life & personal life.
30.3% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 60.6%were agree that management is flexible and understand the importance of balancing professional life & personal life because of it openness among the employees. It shows that management is taking care of human resources and also motivating them.
Table 19 showing perception of the respondents regarding employees in this organization trust each other.
Particulars Frequency PercentageAgree 27 40.9%
Strongly agree 31 47.0%Neutral 3 4.5%
Disagree 3 4.5%Strongly disagree 2 3.0%
Total 66 100.00%
94
41%
47%
5% 5%3%
Employees trust each otherAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
47.0% of the respondents were strongly agree that employees in this organization trust each other.
40.9% of the respondents were agree with above statement.
4.5% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 47.0%were strongly agree that in this organization they are having trustful environment and all the collegues have trust on each other.
Table 20 showing perception of the respondents regarding employee offer moral support and help to other employees & colleagues in crisis.
Particulars Frequency PercentageAgree 37 56.1%
Strongly agree 21 31.8%Neutral 3 4.5%
Disagree 4 6.1%Strongly disagree 1 1.5%
Total 66 100.00%
95
56%32%
5%
6%2%
Employees gives moral support & help to other employees & colleaguis in crisis
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
56.1% of the respondents were agree that employee offer moral support and help to other employees & colleagues in crisis.
31.8% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
4.5% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 56.1%were agree that employee offer moral support and help to other employees & colleagues in crisis. It shows that company having supportive environment at their premises that makes each employees feel better.
Table 21 showing perception of the respondents regarding management use to consider both positive and negative aspects.
Particulars Frequency PercentageAgree 24 36.4%
Strongly agree 29 43.9%Neutral 7 10.6%
Disagree 4 6.1%Strongly disagree 2 3.0%
Total 66 100.00%
96
36%
44%
11%6% 3%
Management use to consider both positive & negative aspects
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
43.9% of the respondents were strongly agree that management use to consider both positive and negative aspects.
36.4% of the respondents were agree with above statement.
10.6% of the respondents were neutral with above statement.
6.1% of the respondents were disagree
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 43.9%were strongly agree that management use to consider both positive and negative aspects so that employee adjust their self when there is change in policies and job rotation.
Table 22 showing perception of the respondents regarding leaders follow-up on employees suggestion.
Particulars Frequency PercentageAgree 23 34.8%
Strongly agree 32 48.5%Neutral 5 7.6%
Disagree 5 7.6%Strongly disagree 1 1.5%
Total 66 100.00%
97
35%
48%
8%8%
1%
Leaders follow-up on employee's suggestionAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were strongly agree that leaders follow-up on employees suggestion.
34.8% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
7.6% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly agree that leaders follow-up on employees suggestion. Many times employee’s suggestion helps organization to get new creative ideas. It also shows the absence of autocratic environment in the company which helps employees in increasing their morale.
Table 23 showing perception of the respondents regarding the management ensures employees welfare so that the employees can save their mental energy for work.
Particulars Frequency PercentageAgree 35 53%
Strongly agree 25 37.9%Neutral 2 3.0%
Disagree 2 3.0%Strongly disagree 2 3.0%
Total 66 100.00%
98
53%38%
3% 3%3%
Employee's welfareAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
53.00% of the respondents were agree that management ensures employees welfare so that the employees can save their mental energy for work.
37.9% of the respondents were strongly agree with above statement.
3.0% of the respondents were neutral with above statement.
3.0% of the respondents were disagree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 53.0 %were agree that management ensures employees welfare so that the employees can save their mental energy for work because it encourage and motivate employees.
Table 24 showing perception of the respondents regarding mechanism which are there to reward any good work.
Particulars Frequency PercentageAgree 34 51.5%
Strongly agree 25 37.9%Neutral 1 1.5%
Disagree 5 7.6%Strongly disagree 1 1.5%
99
Total 66 100.00%
52%
38%
2%8%
2%
Reward when employees do good workAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
51.5% of the respondents were agree those mechanisms which are there to reward any good work.
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
1.5% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 51.5%were agree those mechanisms which are there to reward any good work. through the information technology it may measure easily.
Table 25 showing perception of the respondents regarding performance appraisal reports is filled- in based on objective assessment and not on favoritism.
Particulars Frequency PercentageAgree 30 45.5%
Strongly agree 26 39.4%Neutral 6 9.1%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
100
45%
39%
9%
5% 2%
Performance appraisal reportsAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
45.5% of the respondents were agree that performance appraisal reports is filled- in based on objective assessment and not on favoritism.
39.4% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were agree that performance appraisal reports is filled- in based on objective assessment and not on favoritism. No employees feel that top management has done partial to reward us.
Table 26 showing perception of the respondents regarding promotion is based on the suitability of the promotee rather than on favoritism.
Particulars Frequency PercentageAgree 26 39.4%
Strongly agree 32 48.5%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 0 0.0%
Total 66 100.00%
101
39%
48%
8%5%
Promotion is based on suitabilityAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were strongly agree that promotion is based on the suitability of the promote rather than on favoritism.
39.5% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
Not single respondent were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly agree that promotion is based on the suitability of the promotee rather than on favoritism. Employee can work enthusiastically.
Table 27 showing perception of the respondents regarding performance appraisal helps them in identifying their strength and weaknesses.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 2 3.0%Neutral 0 0.0%
Disagree 29 43.9%Strongly disagree 32 4.5%
Total 66 100.00%
102
From the above table it can be interpreted that,
48.5% of the respondents were strongly agree that performance appraisal helps them in
identifying their strength and weaknesses .
3.9% of the respondents were disagree with above statement.
4.5% of the respondents were agree with above statement.
3.0% of the respondents were strongly disagree with above statement
Not a single the respondents were neutral with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly disagree that performance appraisal helps them in identifying their strength and weaknesses. Through performance of their work in the organization it may help to know the employees.
Tables 28 showing perception of the respondents regarding seniors officers takes active interest in their junior and help them to learn their job.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 30 45.5%Neutral 5 7.6%
Disagree 2 3.0%Strongly disagree 1 1.5%
Total 66 100.00%
103
42%
45%
8%
3%2%
Seniors takes active interest in thier juniors to learn thier job
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
45.5% of the respondents were strongly agree that seniors officers takes active interest in their junior and help them to learn their job.
42.4% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
3.0% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were strongly agree seniors officers takes active interest in their junior and help them to learn their job. They may develop the knowledge, skills and ability according to the organization environment.
Table 29 showing perception of the respondents regarding delegation of authority to encourage junior to develop handling higher responsibilities.
Particulars Frequency PercentageAgree 33 51.5%
Strongly agree 24 36.4%Neutral 2 3.0%
Disagree 5 7.6%Strongly disagree 1 1.5%
Total 66 100.00%
104
51%
37%
3%
8%2%
Delegation of authority to encourage JuniorAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
51.5% of the respondents were agree that delegation of authority to encourage junior to develop handling higher responsibilities.
36.4% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
3.0% of the respondents were neutral with above statement
1.5% of the respondents were agree with the above statement.
Thus, majority of the respondents i.e. 51.5%were agree that delegation of authority to encourage junior to develop handling higher responsibilities. Employees fear of doing the work so by delegating authorities it can improved.
Table 30 showing perception of the respondents regarding company makes continuous improvement in all areas.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 32 48.5%Neutral 5 7.6%
Disagree 1 1.5%Strongly disagree 0 0.0%
Total 66 100.00%
105
42%
48%
8%2%
Company makes continuous improvement in all areas
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were strongly agree that company makes continuous improvement in all areas.
42.4% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
Not single respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly agree that company makes continuous improvement in all areas. In this competitive world change is needed in each and every steps.
Table 31 showing perception of the respondents regarding job-rotation facilities are done for the employees development.
Particulars Frequency PercentageAgree 38 57.6%
Strongly agree 19 28.8%Neutral 2 3.0%
Disagree 5 7.6%Strongly disagree 2 3.0%
Total 66 100.00%
106
58%29%
3%
8%3%
Job rotation facilities for the employees de-velopment
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
57.6% of the respondents were agree that job-rotation facilities are done for the employees development.
28.8% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
3.0% of the respondents were neutral with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 57.6%were agree that job-rotation facilities are done for the employees development so that employees develop their knowledge and skills in all areas
Table 32 showing perception of the respondents regarding training is sponsored by employees and tries to learn from the programs they attended.
Particulars Frequency PercentageAgree 32 48.5%Strongly agree 28 42.4%Neutral 4 6.1%Disagree 1 1.5%Strongly disagree 1 1.5%Total 66 100.00%
107
48%
42%
6%
2% 2%
Training sponsered by employees to learn from the programs
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were agree that training is sponsored by employees and try to learn from the programs they attended.
42.4% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree that training is sponsored by employees and try to learn from the programs they attended. Employees want themselves want to work enthusiastically in the organization.
Table 33 showing perception of the respondents regarding after training, employees are given opportunities to try out what they have learnt.
Particulars Frequency PercentageAgree 3 4.5%
Strongly agree 25 37.9%Neutral 6 9.1%
Disagree 32 48.5%Strongly disagree 0 0.0%
Total 66 100.00%
108
From the above table it can be interpreted that,
48.5% of the respondents were disagree that after training, employees are given opportunities to try out what they have learnt.
37.9% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
4.5% of the respondents were agree with above statement
Not single respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were disagree that after training, employees are given opportunities to try out what they have learnt. As need in the organization they may tackle the employees. By job rotation of employees they get opportunity to learn.
Table 34 showing perception of the respondents regarding development of subordinates is seen as important by managers.
Particulars Frequency PercentageAgree 37 56.1%
Strongly agree 25 37.9%Neutral 3 4.5%
Disagree 1 1.5%Strongly disagree 0 0.0%
Total 66 100.00%
109
5%
38%
9%
48%
Employees given Oppurtunities to try out What they have Learnt
Agree Strongly agree Neutral Disagree Strongly disagree
56%
38%
5%
2%
Development of subordinates is seen as im-portant
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
56.1% of the respondents were agree that development of subordinates is seen as important by managers.
37.9% of the respondents were strongly agree with above statement.
4.5% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
Not single respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 56.1%were agree that development of subordinates is seen as important by managers. Participative approach, openness and receptivity suggestions from the subordinates can contribute the positive climate for Human resource climate.
Table 35 showing perception of the respondents regarding top management is willing to invest their time & other resources to ensure the development of employees.
Particulars Frequency PercentageAgree 34 51.5%
Strongly agree 29 43.9%Neutral 1 1.5%
Disagree 0 0.0%Strongly disagree 2 3.0%
Total 66 100.00%
110
52%44%
2%
3%
Authority Willing to invest the time for de-velopment of employees
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
51.5% of the respondents were agree that top management is willing to invest their time & other resources to ensure the development of employees.
43.9% of the respondents were strongly agree with above statement.
3.0% of the respondents were strongly disagree with above statement.
1.5% of the respondents were neutral with above statement
Not single respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 51.5%were agree that top management is willing to invest their time & other resources to ensure the development of employees. it may create positive attitude towards the employees.
Table36 showing perception of the respondents regarding managerial staff is aware about future plan which is useful in developing their junior and for future also.
Particulars Frequency PercentageAgree 5 7.6%
Strongly agree 26 39.4%Neutral 2 3%
Disagree 32 48.5%Strongly disagree 1 1.5%
Total 66 100.00%
111
8%
39%
3%
48%
2%
Future plan is useful develop junior in futureAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were disagree that managerial staff is aware about future plan which is useful in developing their junior and for future also.
39.4% of the respondents were strongly agree with above statement.
7.6% of the respondents were agree with above statement.
3.0% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were disagree that managerial staff are aware about future also. which is useful in developing their junior and for future also due to informal communication.
Table 37 showing perceptions of the respondents regarding career opportunities are pointed out to junior by senior officer.
Particulars Frequency PercentageAgree 1 1.5%
Strongly agree 5 7.6%Neutral 3 4.5%
Disagree 27 40.9%Strongly disagree 30 45.5%
Total 66 100.00%
112
2%8%
5%
41%
45%
Career opportunities are pointed out to JuniorAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
45.5% of the respondents were strongly disagree that career opportunities are pointed out to junior by senior officer.
40.9% of the respondents were disagree with above statement.
7.6% of the respondents were strongly agree with above statement.
4.5% of the respondents were neutral with above statement
1.5% of the respondents were agree with the above statement.
Thus, majority of the respondents i.e. 45.5%were strongly disagree that career opportunities are pointed out to junior by senior officer. Junior don’t approach senior that what are the oppurtunities.
Table 38 showing perception of the respondent regarding employees make efforts to change behavior on the basis of feedback received.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 25 37.9%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
113
48%
38%
8%
5%
2%
Efforts to change Behavior on the basis of feedback recieved
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were agree that employees make efforts to change behavior on the basis of feedback received.
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree that employees make efforts to change behavior on the basis of feedback received. Employees want to work enthusiastically and develop their self.
Table 39 showing perception of the respondents regarding employee don’t have fixed mental impression about each other.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 27 40.9%Neutral 4 6.1%
Disagree 4 6.1%Strongly disagree 3 4.5%
Total 66 100.00%
114
42%
41%
6%
6%5%
Employee don't have fixed mental impression about each other.
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
42.4% of the respondents were agree employee don’t have fixed mental impression about each other.
40.9% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
6.1% of the respondents were disagree with above statement
4.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 42.4%were agree that employee don’t have fixed mental impression about each other. This is the reason that employees are working with mutual understanding and delivering harmonies efforts.
Table 40 showing perception of the respondents regarding employees are encourage to experiment with new methods and creative ideas.
Particulars Frequency PercentageAgree 33 50.0%
Strongly agree 23 34.8%Neutral 4 6.1%
Disagree 3 4.5%Strongly disagree 3 4.5%
Total 66 100.00%
115
50%
35%
6%5%
5%
encouraged for experiment with new methods and creative ideas
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
50.0% of the respondents were agree that employees are encouraged to experiment with new methods and creative ideas.
34.8% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
4.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 50.0% were agree that employees are encourage to experiment with new methods and creative ideas. It may expertise employees to handle similar situation in near future.
Table 41 showing perception of the respondents regarding employees are not afraid to express their feelings to the supervisor.
Particulars Frequency PercentageAgree 4 6.1%
Strongly agree 20 30.3%Neutral 3 4.5%
Disagree 35 53.0%Strongly disagree 4 6.1%
Total 66 100.00%
116
6%
30%
5%53%
6%
Employees not afraid to Express their Feelings to the supervisor
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
53.0% of the respondents were disagree that employee are not afraid to express their
feelings to the supervisor because of fear and behavior.
30.3% of the respondents were strongly agree with above statement.
6.1% of the respondents were agree with above statement.
6.1% of the respondents were strongly disagree with above statement
4.5% of the respondents were neutral with the above statement.
Thus, majority of the respondents i.e. 53.0% were disagree that employees are not afraid to express their feelings to the supervisor. This shows that though company is trying to create free and open environment in the company, employees still have a fear in exploring themselves.
Table 42 showing perception of the respondents regarding employees are encouraged to take initiative and do things on their own without wait for interactions from supervisors.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 29 43.9%Neutral 4 6.1%
Disagree 2 3.0%Strongly disagree 3 4.5%
Total 66 100.00%
117
42%
44%
6%3%
5%
Employees are encouraged to take intaitive and do things on their own without wait for interac-
tions from supervisorsAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
43.9% of the respondents were strongly agree that employees are encouraged to take
initiative and do things on their own without wait for interactions from supervisors.
42.4% of the respondents were agree with above statement.
6.1% of the respondents were neutral with above statement.
4.5% of the respondents were strongly disagree with above statement
3.0% of the respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 43.9% were agree that employees are encouraged to take initiative and do things on their own without wait for interactions from supervisors. It may risky but from this they may develop their self.
Table 43 showing perception of the respondents regarding telling polite lie is preferable than telling the unpleasant truth.
Particulars Frequency PercentageAgree 31 47.0%
Strongly agree 21 31.8%Neutral 6 9.1%
Disagree 6 9.1%Strongly disagree 2 3.0%
Total 66 100.00%
118
47%
32%
9%9%
3%
Telling polite lie is preferable than telling the unpleasant truth
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
47.0% of the respondents were agree that telling polite lie is preferable than telling the
unpleasant truth
31.8% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
9.1% of the respondents were disagree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e.47% were agree that telling polite lie is preferable than telling the unpleasant truth. It shows that company is not too strict for the employees and encouraging informal behavior with limited scope.
Table 44 showing perception of the respondents regarding employee have free interactions, respecting other feelings, competence and sense of judgment.
Particulars Frequency PercentageAgree 29 43.9%
Strongly agree 25 37.9%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 4 6.1%
Total 66 100.00%
119
44%
38%
8%5%
6%
Employee have free interactions, respecting other feelings, competence and sense of
judgment.Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
43.9 % of the respondents were agree that employee have free interactions, respecting
other feelings, competence and sense of judgment
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were neutral with above statement.
6.1% of the respondents were disagree that people accept each other without any
prejudice.
4.5% of the respondents were neutral with the above statement.
Thus, majority of the respondents i.e.43.9% were agree that employee have free interactions, respecting other feelings, competence and sense of judgment. Through this we can understand that in the company management is very much focused for employee’s development.
Table 45 showing perception of the respondents regarding problems are discussed openly and try to solve it rather than keep causing each other.
Particulars Frequency PercentageAgree 6 9.1%
Strongly agree 2 3.0%Neutral 2 3.0%
Disagree 24 36.4%Strongly disagree 32 48.5%
120
Total 66 100.00%
9%3%3%
36%
48%
Problems are Discussed Openly and Try to solve it
Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5 % of the respondents were strongly disagree that problems are discussed openly
and try to solve it rather than keep causing each other.
36.4% of the respondents were disagree with above statement.
9.1% of the respondents were agree with above statement.
3.0% of the respondents were strongly agree with above statement.
3.0% of the respondents were neutral with the above statement.
Thus, majority of the respondents i.e.48.5% were strongly disagree that problems are discussed openly and try to solve it . Due to lack of interaction they don’t come to know the employees problem.
121
FINDINGS, CONCLUSION & SUGGESTION
PERSONAL INFORMATION:-
122
All respondents were Male.
59.1 % belongs to the age group of the 30 years & above.
40.9% of the respondents were graduate and post graduate.
43 % of the respondents were from Production Department.
34.8% of the respondents were Supervisors.
40.9% of the respondents were having 1 to 5 years experience in Aarti Industries Ltd.
NATURE OF WORK.
69.7% of the respondents believed that top management’s ways to make sure those
employees their work.
45.5% of the respondents perceived that top management does not go out of its way to
make sure that employees are invited for participation in decision making.
48.5% of the respondents very flexible and discuss their personal problems with their
supervisor.
40.9% of the respondents were tactful, smart and even a little manipulated to get things
done.
47% of the respondents took points out to find their supervising officer and colleagues.
48.4%of the respondents perceived that team spirit was of high order in the
organization.
WORKING ENVIRONMENT.
45.5% of the respondents agree on Mangers belief that employees behavior can be
changed and can be developed at any stage of their life.
48.5% of the respondents felt that the psychological climate helped employees in
developing themselves by acquiring new knowledge and skills.
56.1% of the respondents were treated with understanding and helps them to learn from
mistakes rather than punishing by supervisor.
42.4% of the respondents felt that the mission of their organization makes them feel that
they are important.
43.95 of the respondents were helping each other in Aarti Industries Ltd.
60.6% of the respondents believed that management was flexible and understand the
importance of balancing professional life & personal life.
47% of the respondents believed that employees trust each other.
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56.1% of the respondents were offerings moral support and help to other employees &
colleagues.
43.9% of the respondents perceived that magnet were used to consider both positive and
negative aspects before taking action.
WELFARE MEASURE.
48.5% of the respondents perceived that suggestions were followed by leaders.
53% of the respondents believed that the management ensures employees welfare so
that the employees can save their mental energy work.
PERFORMANCE MANGEMENT SYSTEM.
51% of the respondents were felt that people lacking competence in doing their jobs
were helped to acquire competence rather than being left unattended.
51.5% of the respondents perceived that mechanism to reward any good work were
made by employees.
45.5% of the respondents believe that performance appraisal reports was filled in based
on objective assessment and adequate information and not on favoritism.
48.5% of the respondents believe that promotion was based on the suitability of the
promote rather than on favoritism.
48.5% of the respondents were feeling that performance appraisal does not help them in
identifying their strength and weakness.
47% of the respondents are believed that reward was not given on the basis of good
performance.
TRAINING
42.4% of the respondents believed that seniors officer takes active interest in their
junior and help them to learn their job.
51.5% of the respondents believed that there was delegation of authority to encourage
junior to develop handling higher responsibilities.
48.5% of the respondents felt that company makes continuous improvement in all areas.
57.6% of the respondents responded that a job-rotation facility was done for the
employee’s development.
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48.5% of the respondents believed that training was sponsored by employees and try to
learn from the program they attended.
48.5% of the respondents were not believe that after training program, employees were
not given opportunities to try out what they have learnt.
CAREER PLANNING & DEVELOPMENT
56.1% of the respondents depict that development of the subordinates was seen as
important by managers.
53% of the respondents believed that their development was not facilitated by
personnel policy.
51.5% of the respondents believes that top management was willing to invest their
times & other resources to ensure the development of employees.
54.5% of the respondents believes that top management makes efforts to identify and
utilize potential of the employees.
53% of the respondents believes that when senior delegate authority to junior, the
junior use it an opportunity for development.
53% of the respondents believes that seniors guide their juniors and prepare them for
future responsibilities.
48.5% of the respondents believed that future plans were not make to known the
managerial staff and help them to develop their juniors and prepare them for future.
48.5% of the respondents believes that when behavior feedback was given to
employees they take it seriously and use it for development.
45.5% of the respondents were believed that career opportunities were not too pointed
out to junior by senior officers.
48.5% of the respondents makes efforts to change behavior on the basis of feedback
received.
TRANSPARENT ORGANISATION
42.4% of the respondents felt that people don’t have any fixes mental impression about
each other.
50% of the respondents were encouraged to experiment with new methods and try out
creative ideas.
43.9% of the respondents were believed that weakness were not communicated to them
on non-threatening way.
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53% of the respondents were afraid to express their feelings to the Supervisor.
43.9% of the respondents were encouraged to take initiative and do things on their own
without wait for interactions.
47% of the respondents believes that telling polite lie was preferable than telling the
unpleasant truth.
43.9% of the respondents have free interactions, respecting others feelings, competence
and sense of judgment.
48.5% of the respondents were perceived that problems are not discussed openly and try
to solve it rather than keep causing each other.
From the study it can concluded that Aarti Industries Ltd. have a favorable and popular image
among all the chemical companies in Vapi. Still wide scope and opportunities are available for
its market share rise. It has good reputation in a market. It maintain good relationship with
Bank, Debtors, creditors and other financial institutions.
From the study it can be concluded that there is favourable climate for the employees in the
organization that encourage and motivate employees to work in the company. Nature of work,
working environment, welfare measure, performance management system, training, career
development & transparent organization all are appropriate in the company and from these I
can conclude that climate of company is really supportive that attracts employees to work
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whole-heartedly. . Employees don’t feel any burden in the organization and they enjoy to do
the work with their interest. This will result in development of new skills on the part of
employees and removing the possibilities of labour turnover and absenteeism.
The suggestions are the points to be improve which is observed and found during the
study. This area of the improvements may bring some fruitful changes in the favor of the
organization.
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To identify the strengths and weakness of the individual it is one of the techniques to
appraise their efforts. On the basis of this tool, it is suggested to use performance
appraisal as tool to identify the strengths and weakness.
A personnel policy also plays important part in the development of the employees.
So it is suggested to formulated the policies which help in employee’s development.
Future plans should be communicated to the higher authorities to design the growth
patent of the organization and the existing human capital. So, it is suggested that
future plans should be communicated to the mangers for the development of the
junior staff and prepare them for future.
The pointing opportunities can be the source for the development sometime. So the
top management should point out the career opportunities to the juniors.
The path of the development is also the communication of weakness by the
superiors. On the bases of this fact, it is suggested to the managers to communicate
the weakness of the employees on non-threatening way.
Openness may bring unexpected result instead of the desired one. So, suggestion
leads to discuss the problems openly and try to solve it.
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BIBILOGRAPHY
N.B.Rao, HRD Climate in India by, Volume1, Global Researcher Publications.
C.R.Kothari, Research Methodology (Methods and Techniques), Second Revised Edition,
New Age International Publishers..
T.V.Rai, integrated Human Resource Development system” in Goodstein D. Leonard and
Pfeiffer J. William Ed. The 1985 Annual developing Human Resource, San Deigo,
CA:University associates, 227.
Akinyemi Benjamin (2012)” the International Business Research, volume5,
Alphonsa, V.K, Sr., (2000)” Indian Journal for Training & Development Vol.XXX (4).”
Arif Hassan, Junaidah Hashim, Ahmad Hj Ismail (2006)” The journal of European
industrial training, vol.30 Iss: 1, (pp.4-18)
Bhardwaj; Gopa and Mishra, Padmakali, (2002) Indian Journals for Industrial relation, July
Vol.38 (1)”
129
Hyde M Anukool & Pethe Sanjyot (2005), ICFAI Journal of Organizational Behavior,
Vol.IV, No.3, pp 45-50
Jain V K, SINGHAL K C and Singh V C (1997), HRD climate in Indian Industry, 37)
(4):628-639
K P Sai Venkateswaran, (1997) A note on Human Resource Development Climate, Vikalpa,
vol.22 Issue 1 pp.51-53
Rodrigues Lewlyn L R, (2004)” South Asian Journal of Management,” Vol.11, No. 2, pp 81-
91”.
Sharma, A and Purang, p., (2000)” The journal of Business Perspective, Vol.4, pp 11-17.”
WEBILIOGRAPHY
www.aartigroup.com
130
QUESTIONAIRRE
“A STUDY ON PERCEPTION OF EMPLOYEES REGARDING HRD CLIMATE”
A number of statements are given below describing the HRD climate of an organization. Please
give your statement of the HRD climate in your organization by rating your organization on
each statement and it is only for academic purpose and confidentially will be maintain.
Personal information
Name of the respondents
(optional):__________________________________________________
1) Sex:
a) Male
b) Female
2) Age:
Between 20 & 25 years Between 25 & 30Years Above 30 years
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3) Education: ___________________________
4) Department: __________________________
i. Production
ii. H.R. Dept.
iii. Finance
iv. Marketing
v. If other than specified.
5) Designation: __________
6) Years of job experience (with former job):
Less
than 1
year
Between
1 & 5
years
Between
5 & 10
years
Between
10 & 15
years
Between
15 & 20
years
Between
20 & 25
years
Between
25 & 30
years
Above
30
years
BASED ON AGREE & DISAGREE
1. AGREE
2. STRONGLY AGREE
3. NEUTRAL
4. DISAGREE
5. STRONGLY AGREE
No. QUESTIONS 1. 2. 3. 4. 5.
HRD INSTRUMENT
NATURE OF WORK
7. The top management of this organization goes out its way
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to make sure that employees enjoy their work.
8. The top management’s ways to make sure that employee
are invited for participation in decision making.
9. Employees are very flexible and discuss their personal
problems with their supervisor.
10. There is tactfulness. Smartness and even a little
manipulation in employee to get things done
11. Employees in this organization take points to find out their
supervising officer colleagues.
12. Team spirit is high order in the organization.
WORKING ENVIRONMENT
13. Manager in this organization believes that employee’s
behavior can be changed and people can be developed at any
stage of their life.
14. The psychological climate in this organization is very
conducive to any employees interested in developing
himself by acquiring new knowledge & skills.
15. Supervisors treat their subordinates with understanding and
help them when they make any mistake.
16. The mission of my organization makes me feel that I am
important.
17. The people in this organization are helpful to each other.
18. Management is flexible and understands the importance of
balancing my work & personal life.
19. People in this organization trust each other.
20. The employee offer moral support and help to other
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employees & colleagues in crisis.
21. Management use to consider both positive & negative
aspects before taking action.
WELFARE MEASURE
22. Leaders/Managers follow up on employee’s suggestion
23. This organization ensures employee’s welfare to such an
extent that the employees can save a lot of their mental
energy.
24. There are mechanism in this organization to reward any
good work done or any contribution made by employeres.
PERFORMANCE MANAGEMENT SYSTEM
25. Performance appraisal reports in this organization is filled-in
based on objective assessment and adequate information and
not on favoritism.
26. Promotion decisions are based on the suitability of the
promotee rather than on favoritism.
27. Performance appraisal helps me in identifying my strengths
and weakness.
TRAINING
28. Delegation of authority to encourage junior to develop
handling higher responsibilities
29. Senior officer/ executives in this organization take active
interest in their juniors and help them to learn their job.
30. This company makes continuous improvement in all areas.
31. Job rotation facilitates development of employee in
organization.
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32. When employees are sponsored for training, they take it
seriously and try to learn from the programs they attend.
33. Employees returning from training programmes are given
opportunities to try what they have learnt.
CAREER PLANNING & DEVELOPMENT
34. Development of subordinates is seen as an important part of
their job by the managers.
35. The top management is willing to invest a considerable part
of their time and other resource to ensure the development of
employees.
36. When behavior feedback is given to employees they take it
seriously and use it for development.
37. Career opportunities are pointed out to junior by senior
officer in the organization.
38. Employees make attempts to change behavior on the basis
feedback received.
TRANSPARENT ORGANISATION
39. The employee in the organization does not have any fixed
mental impression about each other.
40. Employees are encouraged to experiment with new methods
and try out creative ideas.
41. Employees are not afraid to express or discuss their feelings
to the supervisor.
42. Employees are encouraged to take initiative and do things on
their own without to wait for interactions from supervisor.
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43. Telling polite lie is preferable than telling the unpleasant
truth.
44. You have free interaction amongst other employees, each
respecting others feelings, competence and sense of
judgment
45. People discus problems openly and try to solve it rather than
keep accusing each other behind the back.
136