Orgnization Climate and Employee Health

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CONTENT

1) Introduction of Organization.....2) Organization Structure...3) Financial Performance...4) Personnel: recruitment process, personnel policies,

Training & Development, Welfare activities

5) Production/Operations: products/services offered,Quality control, material planning, future plans...

6) Marketing: areas of operation, competitors,Market share, advertising and sales promotion

7) Strength & Weakness of Organization ..8) Suggestions 9) Board of directors.. 10)Topic11)Methodology of the project12)Data analysis and Interpretation13)Finding14)Limitation15)Suggestion16)Conclusion17)Questionnaire18)Bibliography


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COMPANY PROFILE

A US$ 30 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is

anchored by an extraordinary force of 130,600 employees, belonging to 40 different

nationalities. In the year 2009, the Group was ranked among the top six great places for leaders

in the Asia-Pacific region, in a study conducted by Hewitt Associates, RBL Group

andFortune magazine. In India, the Group has been adjudged the best employer in India and

among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal Study 2007.

Over 60 per cent of the Group's revenues flow from its overseas operations. The Group operates

in 27 countries Australia, Bahrain, Bangladesh, Brazil, Canada, China, Egypt, France,

Germany, Hungary, India, Indonesia, Italy, Korea, Laos, Luxembourg, Malaysia, Myanmar,

Philippines, Singapore, Sri Lanka, Switzerland, Thailand, UAE, UK, USA and Vietnam.

Globally the Aditya Birla Group is:

A metals powerhouse, among the worlds most cost-efficient aluminum and copperproducers. Hindalco-Novelis is the largest aluminum rolling company. It is one of the 3

biggest producers of primary aluminum in Asia, with the largest single location copper

smelter

No. 1 in viscose staple fiber The 4th largest producer of insulators The 4th largest producer of carbon black The 11th largest cement producer Among the worlds top 15 BPO companies and among Indias top 4 Among the best energy efficient fertilizer plants

In India:

A premier branded garments player The 2nd largest player in viscose filament yarn The 2nd largest in the Chlor-alkali sector


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Among the top 5 mobile telephony companies A leading player in Life Insurance and Asset Management Among the top 3 super-market chains in the Retail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not

come in the way of the need to keep learning afresh, to keep experimenting.

Beyond BusinessThe Aditya Birla Group is:

Transcending business for over 50 years now, the Group has been and continues to be involved

in meaningful welfare-driven initiatives that distinctly impact the quality of life of the weaker

sections of society in India, South-East Asia and Egypt.

In India, the Group's social projects span 3,000 villages. It reaches out to seven million people

annually through the Aditya Birla Centre for Community Initiatives and Rural Development,

spearheaded by Mrs. Rajashree Birla. Its focus is healthcare, education, sustainable livelihood,

infrastructure and espousing social causes.

The Group runs 42 schools, which provide quality education to over 45,000 children in India's

interiors. Of these, over 18,000 children receive free education. An additional 8,000 students

receive merit scholarships. Likewise at its 18 hospitals in India, more than a million patients are

given extremely subsidized medical care. To embed corporate social responsibility as a way of

life in organizations, the Group has set up the FICCI Aditya Birla CSR Centre for Excellence,

in Delhi.

The Group transcends the conventional barriers of business and reaches out to the marginalized

because of its conviction of bringing in a more equitable society.

in Working 3700 villages Reaching out to 7 million people annually through the Aditya Birla Centre for

Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
http://www.adityabirla.com/social_projects/overview.htmhttp://www.adityabirla.com/social_projects/overview.htm


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Focusing on : health care, education, sustainable livelihood, infrastructure and espousingsocial causes

Running 41 Schools and 18 Hospitals

Transcending the conventional barriers of business to send out a message that We Care

ABOUT UNIT

VIKRAM WOOLLENS (VW) is a unit of highly diversified industrial conglomerate, Grasim

Industries Limited, which forms part of Asias major commercial & industrial empire - The

Aditya Birla Group.

VW is worsted Spinning Plant set up with a State-of-the-Art Technology in the year 1995 with

the production capacity of 1440 tons/annum. Unit is catering the demand of high end worsted

consumers both internationally as well as in domestic market. Product quality is well accepted in

international market and now unit is expanding its business with the clear vision TO BEAT

THE BEST.

The unit commenced production on November 1995. The unit has modern spinning and dyeing

equipments with an installed capacity of 8832 spindles. The machines are imported from various

countries like France, Germany, Switzerland etc. the unit is manufacturing and marketing

100.00tons yarn per month

Unit is accredited with

DIN EN ISO 9001:2000 (Quality Management System), DIN EN ISO 14001 (Environmental Management System)

OHSAS 18001:1999 (Occupational Health & Safety Management System


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BEST PRACTICES IN VIKRAM WOOLLENSS

Work Environment (5s) JIT (just in Time)/ Supply Chain Management Customer Driven: Internal & External Equipment Effectiveness Waste (MUDA) elimination Liaison Team Force & Skill Development Quality First Six Sigma/ SQM & Best development Information system/ BPR technology & cash flow

MANAGEMENT PHILOSOPHY

VISION

To achieve and sustain the World Class Status in all areas.

MISSION

Establish ourselves as the first choice of our employees, customers and stakeholders.

GOALS

Zero Defects Zero Waste Zero Equipment Losses Zero Accidents Zero Pollution


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MANAGEMENT PROFILE

UNIT HEAD : Mr. Kanval Gandhi

H.R. HEAD : Mr. S.P. Hans

COMMERCIAL HEAD : Mr. P.C. Kesharwani

DYE HOUSE HEAD : Mr. O.P. Ojha

SPINNING HOUSE : Mr. S. Aher

ENGINEERING HEAD : Mr. H.K. Fandot

BANKERS : Central Bank of India

State Bank of India

Axis Bank

REGISTERED OFFICE : Grasim Industries Ltd.

Stable, Fiber, Division

Birla Gram Nagda

(M.P.) 456331


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ORGANISATION STRUCTURE

Mr. Kanval Gandhi

(UNIT HEAD)

Mr. S.P.Hans Mr.Shekhar Aher Mr. O.P.Ojha Mr.H. Fandot

DGM (P&A) G.M (tech) Jt.G.M(Dyeing) Mgr.(ENGG.)

Asst.Mgr.Spinning Asst. Mgr Post Spinning Dyeing Mgr Dyeing Officer

Deputy Mgr Deputy Mgr. Asst. D.M.

Sr. Foreman Foreman

Shift Officer Shift Officer Shift Officer (mech.) (elec.)

Operator Operator Operator Electrician

Fitter D.G Operator Boiler Operator


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FINANCIAL PERFORMANCE

P&L A/C

Particulars schedule 31st march 2010 31st march 2009

INCOME

sales 388,918,575.00 302,618,656.00

Less excise duty 12,39,038.00 387,679,537.00 37,56,103.00 298,862,553.00

Other income 9 42,197,536.00 47,091,007.00

Increase or decrease

in stocks10 65,69,056.00 19,747,129.00

423,308,017.00 365,700,689.00

EXPENDITURE

Raw material

consumed11 231,174,966.00 194,766,261.00

Purchase of finished

goods18,879,638.00

Manufacturingexpenses

12 93,549,406.00 86,315,130.00

Payments provisions

for employees13 40,195,588.00 37,318,138.00

Selling distribution 14 19,854,610.00 19,837,751.00

Administration other

expenses

Interest 15 1,755,415.00 4,916,278.00

Depreciation

(schedule)

11,048,639.00 10,522,013


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397,578,624 372,555,209

Profit before tax 25,729,393.00 6,854,520

fringe benefit tax 192,000.00

Profit/loss (carries to

)25,729,393.00 71,051,520.00

BALANCE SHEET

Particulars Schedule 31st march 2010 31st march2009

SOURCES OF

FUNDS

Head office 1 247,919,728.00 181,623,476.00

Loan funds 2

Secured loan 68,73,559.00 55,037,054.00

Total loans 254,793,287.00 236,660,530.00

APPLICATIONS

OF FUNDS

FIXED ASSETS

Gross block 3 585,473,249.00 582,074,417.00

Depreciation 456,520,487.00 446,113,976.00

Net block 128,952,762.00 135,960,441.00

Add; CWIP 0.00 128,952,762.00 0.00 135,960,441.00

Current assets, loan

and

Inventories 4 93,060,131.00 86,770,380.00

Sundry debtors 5 44,825,509.00 39,771,874.00

6 111,301.00 182,015.00


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Loans and advances 7 18,497,893.00 16.194,938.00

156,494,834.00 142,919,207.00

Less current

liabilities

8 30,654,309.00 125,840,525.00 42,219,118.00 100,700,089.00

Total 254,793,287.00 236,660,530.00

ACC. POLICIES &

NOTES ON

ACCONTS

16


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RECRUITMENT PROCESS

Recruitment refers to the process of attracting, screening, and selecting qualified people for

a job. For some components of the recruitment process, mid- and large-size organizations often

retain professional recruiters or outsource some of the process to recruitment agencies.

The stages in recruitment include sourcing candidates by advertising or other methods, screening

potential candidates using tests and/or interviews, selecting candidates based on the results of the

tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role

effectively.

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the strategic

advantage for the organizations. Recruitment process involves a systematic procedure from

sourcing the candidates to arranging and conducting the interviews and requires many resources

and time.

A general recruitment process is as follows:

1. Identifying the vacancy:The recruitment process begins with the human resource department receiving

requisitions for recruitment from any department of the company. These contain:

Posts to be filled Number of persons

Duties to be performed

Qualifications required

2. Preparing the job description and person specification.3. Locating and developing the sources of required number and type of employees

(Advertising etc).

4. Short-listing and identifying the prospective employee with required characteristics.5. Arranging the interviews with the selected candidates.6. Conducting the interview and decision making
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment


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The recruitment process is immediately followed by the selection process i.e. the final interviews

and the decision making, conveying the decision and the appointment formalities.

RECENT TREND IN RECRUITMENT-

OUTSOURCING-

In India, the HR processes are being outsourced from more than a decade now. A company may

draw required personnel from outsourcing firms. The outsourcing firms help the organization by

the initial screening of the candidates according to the needs of the organization and creating a

suitable pool of talent for the final selection by the organization. Outsourcing firms develop their

human resource pool by employing people for them and make available personnel to various

companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the

organizations for their services.

Advantages of outsourcing are:

1. Company need not plan for human resources much in advance.2. Value creation, operational flexibility and competitive advantage3. Turning the management's focus to strategic level processes of HRM4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates.5. Company can save a lot of its resources and time

Therefore, Vikram Woollens done recruitment and selection through refrences.


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PERSONNEL POLICIES

Personnel policies define the treatment, rights, obligations, and relations of people in an

organization. They are the blueprints by which the organization runs--the rules and procedures

that protect workers (and the organization) from being abused, put them in control of their jobs,

and keep them from making errors that will hurt the organization or one another. A policy then

may-

i. Be specific or general in its institutionii. Deal with one or many, aspect of a problem

iii. Place limits within which action is to be takeniv. Specify the stops to be taken

There are essentially three types of personnel policies that our organization have-

General Policies have to do with the basic structure, philosophy, and rules of theorganization. They deal with issues ranging from equal opportunity in hiring and

advancement to conflicts of interest, sexual harassment, alcohol in the workplace, and

Internet usage.

Hiring and Employment Status Policies involve the worker's employment relationshipwith the organization -- hiring, firing, and everything in between. Here is where pay

scale, title, promotions, and performance reviews are laid out. These policies also cover

benefits, employees' rights, and reasons for termination.

Everyday Procedural Policies deal with issues that affect the everyday life of theworker (or volunteer), and the day to day operation of the organization. They generally

include the hours employees are required to be at work, how workers should dress, when

they get paid, and issues of security, as well as guidelines for how things are done in the

organization.

Personnel policies may include-

Introductory MaterialsPersonnel policies often begin with a welcome, a brief history of the business, a statement

of the company's values and a description of its organizational structure.
http://www.ehow.com/business/http://www.ehow.com/business/


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PoliciesThe policies should include comprehensive information about workplace rules; for

example, hours, attendance, pay, benefits, supervision and discipline.

Legal IssuesPersonnel policies should also include discussion of sensitive legal issues like sexual

harassment and employee safety regulations.

EffectivenessTo be effective, the policies must be distributed to every employee. The policies should be

reviewed during employee orientation and during periodic training sessions.

WarningEmployers should avoid making unconditional promises in their personnel policies.

Implying that an employee who follows the rules will never is fired.

Vikram Woollens follows following policies-

Ensure availability of skilled manpower Continuous harness human resources and develop their potential for organization and self

development

Ensure cordial relation among employees Add value to society. Timely statutory compliance.
http://www.ehow.com/legal/http://www.ehow.com/legal/


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TRAINING & DEVELOPMENT

The quality of employees and their development through training and education are major factors

in determining long-term profitability of a small business. If we hire and keep good employees, it

is good policy to invest in the development of their skills, so they can increase their productivity.

Training often is considered for new employees only. This is a mistake because ongoing training

for current employees helps them adjust to rapidly changing job requirements.

Therefore, Vikram Woollens provide training to their employees every month once or twice as

per needed for their and companys development.

Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who mayleave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of asufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances thecompany's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing

its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.


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TRAINING METHODS-

On-the-job training is delivered to employees while they perform their regular jobs. Inthis way, they do not lose time while they are learning. After a plan is developed for what

should be taught, employees should be informed of the details. A timetable should beestablished with periodic evaluations to inform employees about their progress. On-the-

job techniques include orientations, job instruction training, apprenticeships, internships

and assistantships, job rotation and coaching.

Off-the-jobtechniques include lectures, special study, films, television conferences ordiscussions, case studies, role playing, simulation, programmed instruction and

laboratory training. Most of these techniques can be used by small businesses although,

some may be too costly.

Evaluation of training:

Training is to be evaluated several times during the process. Determine these milestones when

we develop the training. Employees are evaluated by comparing their newly acquired skills with

the skills defined by the goals of the training program. Any discrepancies should be noted and

adjustments made to the training program to enable it to meet specified goals. Many training

programs fall short of their expectations simply because the administrator failed to evaluate its

progress until it was too late. Timely evaluation will prevent the training from straying from its

goals.

If it is found that there no noticeable improvement after a training session in the employees, then

we again conduct the training for there development.


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WELFARE ACTIVITIES

Employee or labour welfare is comprehensive term including various services, benefits and

facilities offered to employee by the employer. Through such fringe benefits the employer

makes life worth living for employees. The welfare amenities are extended in addition to

normal wages and other economic rewards available to employees as per the legal provisions.

CANTEEN-A canteen has contracted for the convenience of the employees. Its the common canteen

for all the employees (at subsidized rates). It works in all the three shifts as per the timings.

The canteen services are available for those employees who need to take meals on

staggered basis due to continuous run of some departments/equipments.

VIKRAM STAFF CLUB-In order to have a recreation time to time, they have formed a Vikram Woollens staff club

which organizes number of activities on different number of occasions. The activities

include both cultural and sports and a picnic is arranged once in a year.

CONVEYANCE-A staff bus is provided for all the employees and workers as this unit are far away from

the city, this facility is available for all the shifts.


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PRODUCTION / OPERATIONS

PRODUCTS AND SERVICES OFFERED IN VIKRAM WOOLLENS

VIKRAM WOOLLENS offer wide variety of Dyed Spun Yarn in pure Wool and its Blends with

Polyester, Angora, Kid Mohair, Camel Hair and other specialty Fiber

A) BLENDS

Wool 100% Wool / Polyester Wool / Silk Wool / Alpaca Wool 100% Alpaca Wool / Cashmere Wool / Fine Animal Hairs Wool Nylon Wool Viscose

B) RANGE

Conventional Dyed solids, Mlange & Vigro Printed Single and Multifold Crepe (High Twist) Siro Spun

C) COUNT RANGE

Conventional Spun Yarn : NM 16 to 120 Siro Spun: NM 2/48 to 2/76 Siro Lycra: NM 2/40 to 2/76


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Wool Nylon: NM 2/28 to 2/48 Wool Silk: NM 2/30 to 2/120

D) APPLICATIONS

Apparel Furnishing Socks Shawls, Stoles & Scarves

QUALITY CONTROL

To produce globally Competitive Quality Yarn.

Total Customer Satisfaction, both Internal and External. Create and Maintain Clean, Safe and Pleasant Working Environment. Follow a System leading to continuous Improvement in Technology and Human

Potential.

MATERIAL PLANNING

To produce a wide variety of dyed spun yarn in pure wool.

To produce more range of siro spun and siro lycra

FUTURE PLANS

To enhance the plant capacity To increase the production To produce wide range of variety To serve the best to the customers To adopt the new technology


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MARKETING

Marketing is the process whereby society, to supply its consumption needs, evolves distributive

systems composed of participants, who, interacting under constraints - technical (economic) and

ethical (social) - create the transactions or flows which resolve market separations and result in

exchange and consumption.

AREA OF OPERATION

Apparel Furnishing Socks Shawls, stoles & scarfs Knitting

This product range is well known for its branded suiting. Its brand has differentiated itself as a

power of fashion with several innovative fabrics.

COMPETITORS OF VIKRAM WOOLLENS

Jindal woollens industries K.D.R woollens industries Brahma woollens industries Imperial woollens industries Rajasthan woollens industries Asian woollens industries

MARKET SHARE OF VIKRAM WOOLLENS

Grasim, which enjoyed second largest share of the over the counter (OTC) segment with a nearly20 per cent market share, targeted a 20 per cent growth in the coming years. Grasim earned 30

per cent from export and 70 per cent from retail sales.


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ADVERTISING & SALES PROMOTION

Advertising is the dissemination of information by non-personal means through paid media

where the source is the sponsoring organization.

Sales promotion is the dissemination of information through a wide variety of activities other

than personal selling, advertising and publicity which stimulate consumer purchasing and dealer

effectiveness.

Vikram Woollens advertise through following-

Newspapers and magazines; Television broadcasts; Through press releases; Novelties bearing advertising messages and Signature of the advertiser. Circular of all kinds, (whether distributed by mail, by person, thorough tradesmen, or by

inserts in packages);

Vikram Woollens supplies in

Bhilwada Chilwada( M.P.) Mumbai Gujarat Kanpur Ludhiana Chandigarh Mysore


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STRENGTH AND WEAKNESSES OF VIKRAM WOOLLENS

STRENGTH-

Medical facility as & when required. Scholarships to meritorious children of employees. Internal and external customer survey through standard formats. Organizational health study. Best attendance award annual basis. Innovation activity. Performance appraisal of staff and workers.

WEAKNESS-

Workers are less educated. Limited production.

SUGGESTIONS-

There should be weekly sessions on employees education. Unit should be expanding in order to increase the production capacity.

SPECIAL POINTS-

Staff is very co-operative. Training module provided to workers. Provide various Welfare schemes for workers.


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Board of Di rectors

Mr. Kumar Mangalam Birla, Chairman Mrs. Rajashree Birla Mr. M. L. Apte Mr. B. V. Bhargava Mr. R. C. Bhargava Mr. A. K. Dasgupta Mr. Shailendra K. Jain Mr. D. D. Rathi Mr. Cyril Shroff Dr. Thomas M. Connelly Mr. Adesh Gupta (Whole-Time Director) Mr. K. K. Maheshwari (Whole-Time Director)

Business Heads-

Mr. K. K. Maheshwari, Viscose Staple Fibre Mr. O. P. Puranmalka, Cement Mr. Lalit Naik, Chemicals

Mr. Pranab Barua, TextilesManager & Chief Financial Officer-

Mr. Adesh GuptaCompany Secretary-

Mr. Ashok Malu


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DEPARTMENT HEAD-

Mr. Satya Pal Hans (DGM, P&A, HR at VIKRAM WOOLLENS, MALANPUR Unit Grasim

Inds Ltd)

E-Mail [email protected]

CONTACT DETAILS-

Address : Plot GH - I to IV Ghironghi, Malanpur

Telephone No. : 91-1681-3602

Fax No. : 91-1681-3339

OBJECTIVES

To study and analyze the Orgnization climate and Employee Health at Vikram Woollens Limited.

To trace the causes of accident in the work place.

To study to which extent employees are practicing safety and health in the real work situation.

To assess the management commitment towards employees safety and health.

To suggest suitable measures for improving employees safety and health.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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INTRODUCTION OF THE TOPIC

Organizational climate (sometimes known as Corporate Climate) is the process of

quantifying the culture of anorganization, it precedes the notion oforganizational

culture. It is a set of properties of the work environment, perceived directly or indirectly by

the employees, that is assumed to be a major force in influencing employee behavior.

Climate and culture are both important aspects of the overall context, environment or situation.

Organizational culture

Organizational culture tends to be shared by all or most members of somesocial group; is

something that older members usually try to pass on to younger members; shapes behavior

and structures perceptions of the world. Cultures are often studied and understood at a

national level, such as theAmericanorFrenchculture. Culture includes deeply held values,

beliefs and assumptions,symbols, heroes, and rituals. Culture can be examined at an

organizational level as well. The main distinction between organizational and national

culture is that people can choose to join a place of work, but are usually born into a

national culture.

Organizational climate, on the other hand, is often defined as the recurring patterns of

behavior, attitudes and feelings that characterize life in the organization,[2]

while an

organization culture tends to be deep and stable. Although culture and climate are related,

climate often proves easier to assess and change. At an individual level of analysis the

concept is called individual psychological climate. These individual perceptions are often

aggregated or collected for analysis and understanding at the team or group level, or the

divisional, functional, or overall organizational level.

Approaches

There are two difficulties in defining organization climate: how to define climate, and how

to measure it effectively on different levels of analysis. Furthermore, there are several

approaches to the concept of climate. Two in particular have received substantial

patronage: thecognitiveschemaapproach and theshared perceptionapproach.
http://en.wikipedia.org/wiki/Culturehttp://en.wikipedia.org/wiki/Culturehttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Social_grouphttp://en.wikipedia.org/wiki/Social_grouphttp://en.wikipedia.org/wiki/Social_grouphttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/French_peoplehttp://en.wikipedia.org/wiki/French_peoplehttp://en.wikipedia.org/wiki/French_peoplehttp://en.wikipedia.org/wiki/Symbolshttp://en.wikipedia.org/wiki/Symbolshttp://en.wikipedia.org/wiki/Symbolshttp://en.wikipedia.org/wiki/Organisation_climate#cite_note-2http://en.wikipedia.org/wiki/Organisation_climate#cite_note-2http://en.wikipedia.org/wiki/Organisation_climate#cite_note-2http://en.wikipedia.org/wiki/Cognitivehttp://en.wikipedia.org/wiki/Cognitivehttp://en.wikipedia.org/wiki/Schema_(psychology)http://en.wikipedia.org/wiki/Schema_(psychology)http://en.wikipedia.org/wiki/Schema_(psychology)http://en.wikipedia.org/w/index.php?title=Shared_perception&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Shared_perception&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Shared_perception&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Shared_perception&action=edit&redlink=1http://en.wikipedia.org/wiki/Schema_(psychology)http://en.wikipedia.org/wiki/Cognitivehttp://en.wikipedia.org/wiki/Organisation_climate#cite_note-2http://en.wikipedia.org/wiki/Symbolshttp://en.wikipedia.org/wiki/French_peoplehttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Social_grouphttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizational_culturehttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Culture


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The cognitive schema approach regards the concept of climate as an individual perception

and cognitive representation of the work environment. From this perspective climate

assessments should be conducted at an individual level.

The shared perception approach emphasizes the importance of shared perceptions as

underpinning the notion of climate. Organisational climate has also been defined as "the shared

perception of the way things are around here".There is great deal of overlap in the two

approaches..

Cognitive schema approach

Cognitive representations of social objects are referred to as schemas. These schemas are a

mental structure that represents some aspect of the world. They are organized in memory

in an associative network. In these associative networks, similar schemas are clustered

together. When a particular schema is activated related schemas may be activated as well.

Schema activation may also increase the accessibility of related schemas in the associative

network. When a schema is more accessible this means it can more quickly be activated

and used in a particular situation. When related schemas are activated, inferences beyond

the information given in a particular social situation may influence thinking and social

behavior, regardless of whether those inferences are accurate or not. Lastly, when a

schema is activated a person may or may not be aware of it.

Two processes that increase the accessibility of schemas are salience and priming. Salience

is the degree to which a particular social object stands out relative to other social objects in

a situation. The higher the salience of an object the more likely that schemas for that object

will be made accessible. For example, if there is one female in a group of seven males,

female gender schemas may be more accessible and influence the groups thinking and

behavior toward the female group member. Priming refers to any experiences immediately

prior to a situation that caused a schema to be more accessible.

Shared perception approach


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Some researchers have pursued the shared perception model of organizational climate.

Their model identifies the variables which moderate an organisations ability to mobilise its

workforce in order to achieve business goals and maximise performance.

One of the major users of this model are departments of the QueenslandState

GovernmentAustralia. These departments use this model of climate to survey staff in order to

identify and measure those aspects of a workplace which impact on: stress,morale, quality of

worklife, wellbeing,employee engagement,absenteeism/presenteeism, turnover and

performance.

While an organisation and its leaders cannot remove every stressor in the daily life of its

employees, Organisational Climate studies have identified a number of behaviours of leaders

which have a significant impact on stress and morale. For instance, one Queensland stategovernment employer,Queensland Transport, has found that increasing managers awareness of

these behaviours has improved quality of work life employees and the ability of QTs to deliver

its organisational goals.

Climate surveys

Theories ofCognitiveandNeuropsychologyand Emotional Intelligence provide additional

scientific rationale for why leaders should improve stress and morale in the workplace to achieve

maximum performance. Climate surveys can provide concrete evidence of how this works in

action.

Organisational climate surveying enables the impact ofHuman Resource(HR) strategies to be

evaluated to create HR Return on Investment (HRROI) calculations. This data has been found to

be highly effective in changing the perspective of people-based initiatives as being an

investment rather than a cost and transforming HR into a mission-critical strategic partner

from its perception of personnel administration.

A number of studies by Dr Dennis Rose and colleagues between 2001-2004 have found a very

strong link between Organisational Climate and employee reactions such as stress levels,

absenteeism and commitment and participation.
http://en.wikipedia.org/wiki/Queenslandhttp://en.wikipedia.org/wiki/Queenslandhttp://en.wikipedia.org/wiki/Queenslandhttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Queensland


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A study has found that Hart, Griffin et al.s (1996) Organisational Climate model accounts for at

least 16% single-day sick leave and 10% separation rates in one organisation.[10][11]Other studies

support the links between organizational climate and many other factors such as employee

retention, job satisfaction, well-being, and readiness for creativity, innovation and change.

Hunter, Bedell and Mumford have reviewed numerous approaches to climate assessment for

creativity. They found that those climate studies that were based on well-developed, standardized

instruments produced far higher effect sizes than did studies that were based on locally

developed measures.
http://en.wikipedia.org/wiki/Organisation_climate#cite_note-10http://en.wikipedia.org/wiki/Organisation_climate#cite_note-10http://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Organisation_climate#cite_note-10http://en.wikipedia.org/wiki/Organisation_climate#cite_note-10


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RESEARCH METHODOLOGY

RESEARCH

Research is a process in which the researcher wishes to find out the end result for a given problem

and thus the solution helps in future course of action. The research has been defined as A careful

investigation or enquiry especially through search for new fact in any branch of knowledge.

RESEARCH METHODOLOGY

The procedure using, which researchers go about their work of describing, explaining and

predicting phenomena, is called Methodology. Methods compromise the procedures used for generating,

collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing

explanation.

TYPES OF RESEARCH

The type of research used in this project is descriptive in nature. Descriptive research is

essentially a fact finding related largely to the present, abstracting generations by cross sectional study of

the current situation .The descriptive methods are extensively used in the physical and natural science, for

instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its

use in social science is more common, as in socio economic surveys and job and activity analysis.

DESCRIPTIVE RESEARCH AIMS AT

To portray the characteristics of a particular individual situation or group(with or without specificinitial hypothesis about the nature of this characteristics).

To determine the frequency with which something occurs or with which it is associated withsomething else( usually , but not always ,with a specific initial hypothesis).

The descriptive method has certain limitation; one is that the research may make description itself an end

itself.


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Research is essentially creative and demands the discovery of facts on order to lead a solution of

the problem. A second limitation is associated whether the statistical techniques dominate. The desire to

over emphasis central tendencies and to fact in terms of Average, Correlation, Means and dispersion may

not always be either welcome.

This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not

always explain casual relation.

DESIGN OF DESCRIPTIVE STUDIES:

Descriptive studies aim at portraying accurately the characteristics of a particular group or

solution. One may under take a descriptive study about the work in the factory, health and welfare. A

descriptive study may be concerned with the right to strike, capital punishment, prohibition etc.

A descriptive study involves the following steps:

1. Formulating the objectives of the study .2. Defining the population and selecting the sample .3. Designing the method of data collection .4. Analysis of the data .5. Conclusion and recommendation for further improvement in the practices.

RESEARCH DESIGN

Research design is the specification of the method and procedure for acquiring the information

needed to solve the problem.

The research design followed for this research study is descriptive research design where we find a

solution to an existing problem. The problem of this study is to find the effectiveness of Employees

Safety & Health at Vikram Woollens Limited.


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UNIVERSE AND SAMPLING:

This study was restricted to the blue collar employees. Out of the universe of 369 blue collars, a

sample of 100 respondents was selected by simple random sampling method. All the opinions expressed

herein are the contribution by the respondents only.

DATA COLLECTION METHOD

Survey method is considered the best method for data collection and the tool used for data

collection are Questionnaire. Private individuals, research workers, private and public organizations and

even government are adopting it. In this method a questionnaire is collected through personal interview.

A questionnaire consists of a number of question involves both specific and general question related to

Employees Safety & Health.

SOURCES OF DATA

The two sources of data collection are namely primary & secondary.

Primary dataPrimary data are fresh data collected through survey from the employees using questionnaire.

Secondary dataSecondary data are collected from books, internet and various journals, magazines etc.

STATISTICAL TOOLS USED

PERCENTAGE METHODIn this project percentage method test and used. The following are the formula


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Percentage of Respondent = No. of Respondent x 100

Total no. of Respondent

CHI - SQUARE AnalysisIn this project chi- square test was used. This test is used to test significance of

association between two attributes. Chi- square, symbolically written as 2 (pronounce as Ki- square),

is a statistical measure used in the context of sampling analysis for comparing a variance to a

theoretical variance. Formula for finding chi square is

2 = (O-E)2/ E

In this study chi-square is to find the association between respondents gender and

respondents accident proneness, respondents accident proneness and enough training for the

employees & employees work load and the approach of the organization .

CORRELATION ANALYSISCorrelation Analysis is a statistical technique used to measure the magnitude of linear

relationship between two variables. Correlation Analysis is not used in isolation to describe the

relationship between variables. To analyze the relation between two variables, two prominent

correlation coefficient are used the Pearson product correlation coefficient and Spearmans rank

correlation coefficient .

In this study the Pearson product correlation coefficient is used to find the correlation coefficient

between respondents awareness level at the time of joining with employees participation in

suggestion scheme & respondents awareness level at present and the counseling .

This is also known as simple correlation coefficient and is denoted by r.The r value ranges

from -1, through 0, to +1.It is calculated using the formula

r = xy / x2. y2


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CHAPTER: V

DATA ANALYSIS AND INTERPRETATION

DISTRIBUTION OF REPONDENTS BY THEIR DESIGNATION

Table No. : 5.1

S.NO. DESIGNATION No. Of

Respondent

PERCENTAGE

1

2

3

4

5

Apprentice

Temporary 0perating

trainees

Operators

Contract Labour

Executives

11

31

31

15

12

11

31

31

15

12

Total 100 100

INFERENCE

From the above table it is inferred that 11% of the respondents are Apprendice.31% of the

respondents are Temporary operating trainees.31% of the respondents are Operators. 15% of therespondents are Contract labours and 12% of the respondents are Executives.


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CHART No. :5.1

Respondent Designation

Respondent Designation

Executives

Contract labours

Operators

Temporary operating

Apperendice

40

30

20

10

0

DISTRIBUTION OF REPONDENTS BY THEIR GENDER

Table No. : 5.2

S.NO. Gender No. of

Respondents

Percentage (%)

1

2

Male

Female

75

25

75

25

Total 100 100

INFERENCE

From the table it is inferred that 75% of the respondents are Male and 25% of the respondents are

Female.


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CHART No. : 5.2

Respondents Gender

Respondents Gender

FemaleMale

80

60

40

20

0

DISTRIBUTION OF REPONDENTS BY THEIR AGE

Table No. : 5.3

S.NO. Age No. Of

Respondents

Percentage (%)

1.

2

3

4.

5.

40 Years

54

21

22

3

-

54

21

22

3

-

Total 100 100


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INFERENCE

From the above table it was inferred that 54% of the respondents are above 25 years. .22% of the

respondents belong to the age group of 31-35 and the remaining 24% of the respondents belong to the age

group of 26-30 and 36-40.

CHART No.: 5.3

Respondents Age

Respondents Age

36 - 40 Years31 - 35 Years26 - 30 Years< 25 Years

60

50

40

30

20

10

0


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DISTRIBUTION OF REPONDENTS BY THEIR EDUCATIONAL QUALIFICATION

Table No. : 5.4

S.NO. EDUCATIONAL

QUALIFICATION

NO. OF

RESPONDENTS

PERCENTAGE

1.

2.

3.

4.

5.

SSLC/HSC

ITI

Diploma

Graduation

Post-Graduation

47

16

17

17

3

47

16

17

17

3

Total 100 100

INFERENCE

From the above table it is inferred that 47% of the respondents have an educational qualification of

SSLC/HSC. 16% of the respondents have an educational qualification of ITI. 49%of the respondents have

an educational qualification of Diploma and Graduation and the remaining 3% are post graduation.


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CHART No. :5.4

Respondents Educational qualification

Respondents Educational qualification

Post Graduation

Graduation

Diploma

ITI

SSLC/HSC

50

40

30

20

10

0

DISTRIBUTION OF RESPONDENTS BY THEIR ACCIDENT PRONENESS

Table No. : 5.5

S.NO. Accident

proneness

No. of

Respondents

Percentage

1

2.

Yes

No

22

78

22

78

Total 100 100

INFERENCE

From the above table it is inferred that 22% of the respondents have accident proneness and 78%

of the respondents have no accident proneness


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CHART No. : 5.5

.

Respondents Accident Proneness

No

Yes

DISTRIBUTION OF RESPONDENTS BY THEIR MAJOR REASONS FOR THE WORK

PLACE ACCIDENT

Table No. : 5.6

S.NO. Work Place

Accident

No. of Respondents Percentage

1

2

Work based

Worker based

11

89

11

89

Total 100 100

INFERENCE

From the above table it is inferred that 11% of the work place accidents owing to work and the

remaining 89% of work place accidents owing to workers.


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CHART No. : 5.6

Major reasons for the work place accident

Major reasons for the work place accident

Worker BasedWork Based

100

80

60

40

20

0

DISTRIBUTION OF RESPONDENTS BY THEIR MAJOR REASONS FOR THE WORKER

BASED ACCIDENT

Table No. : 5.7

S.NO. Worker Based Accident No. of Respondents Percentage

1

2

3

4

5

Lack of adequate skill

Neglecting safety devices

Unsafe material handling

Disturbed mental condition

Unsafe speed

1

7

78

6

8

1

7

78

6

8

Total 100 100


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INFERENCE

From the above table it is inferred that78% of the worker based accidents due to unsafe material

handling. 8% of the worker based accidents due to unsafe speed and the remaining 14% of the worker

based accidents due to lackof adequate skill, Neglecting safety devices, Disturbed mental condition.

CHART No. : 5.7

Major causes for the worker related accident

Major causes for the worker related accident

Unsafe speed

Disturbed mental con

Unsafe material hand

Neglecting safety de

Lack of adequate ski

100

80

60

40

20

0


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DISTRIBUTION OF RESPONDENTS BASED ON THEIR SIGNIFICANT AWARENESS

LEVEL AT THE TIME OF JOINING

Table No. : 5. 8

S.No. Awareness level at the

time of joining

No. of

Respondents

Percentage

1

2

3

4

5

Very High

High

Low

Very Low

None

1

25

6

51

17

1

25

6

51

17

Total 100 100

INFERENCE

From the above table it is inferred that awareness of 1% of respondents have very high at the time

of joining 25% of respondents have high awareness at the time of joining and the remaining 74% of

respondents have low, very low and no awareness at the time of joining .


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CHART No. : 5.8.

Awareness level at the time of joining

Awareness level at the time of joining

NoneVery lowLowHighVery high

60

50

40

30

20

10

0

DISTRIBUTION OF RESPONDENTS BASED ON THEIR SIGNIFICANT AWARENESS AT

PRESENT

Table No. : 5.9

S.No. Awareness level at

present

No. of

Respondents

Percentage

1

2.

Yes

No

96

4

96

4

Total 100 100

INFERENCE

From the above table it is inferred that96% of the respondents have awareness at present and 4 %

of the respondents have no awareness at present.


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CHART No. : 5.9

Awareness level at present

Awareness level at present

NoYes

120

100

80

60

40

20

0

DISTRIBUTION OF RESPONDENTS BASED ON THEIR SIGNIFICANT AWARENESS

THROUGH

Table No. : 5.10

S.No. Awareness Through No. of

Respondents

Percentage

1

2

3

4

Motion Pictures

Written brouchers

Colleagues

Manager in Person

59

5

9

27

59

5

9

27

Total 100 100


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INFERENCE: From the above table it is inferred that 59% of the respondents acquired the knowledge

through motion pictures, 27% of the respondents through manager in person and the remaining 14% of

the respondents through written brouchers, colleagues.

CHART No. : 5.10

Awareness through

Awareness through

Manager in person

colleagues

Written brouchers

Motion pictures

70

60

50

40

30

20

10

0

DISTRIBUTION OF RESPONDENTS BASED ON THE WORK LOAD IN ORGANISATION

Table No. : 5.11

S.No Acceptable Level Of

Work Load

No. of

Respondents

Percentage

1

2

Yes

No

58

42

58

42

Total 100 100


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INFERENCE: From the above table it is inferred that 58% of the respondents have satisfactory level of

work load in the organization and the remaining 42% have unsatisfactory level of work load.

FINDINGS OF STUDY

It is found that 31% of the respondents are Temporary operatingtrainees.31% of the respondents are Operators.

It is evident that most of the respondents are Male. It is found that 54% of the respondents are above 25 years. It is found that 47% of the respondents have an educational qualification of SSLC/HSC. It is evident that majority of the respondents have no accident proneness. It is found that most of work place accidents owing to workers. It is found that78% of the worker based accidents due to unsafe material handling. It is found that 51% of the respondents have no awareness concerning Employees Safety &

Health at the time of joining.

It is astonished that at present majority of the respondents have awareness concerning EmployeesSafety & Health.

It is evident that 59% of the respondents acquired the knowledge regarding Employees Safety &Health through motion pictures.

It is found that 58% of the respondents have satisfactory level of work load in the organization. It is found that 64% of the respondents have no sufficient training about Employees Safety &

Health.


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SUGGESTIONS AND RECOMMENDATIONS

The major cause for the workplace accidents that occur in the organization is unsafe handling ofmaterial. So the vestibule training method can be included in employee training program.

The frequency of safety training for the employees on safety and health can be altered to monthlyonce instead of yearly twice.

Proper maintaining of adequate First aid facilities should be ensured.

The rest roam should be reconstructed with sufficient space and the sports center facility can alsobe extended to temporary labours.

Ergonomics method should be followed. In an ergonomic workplace tools are designed to fitindividual capabilities and limitation so that people can do their job without being injured.

Work environment causes number of problems, counseling enables to overcome personal andtechnical problems.

A careful Pre employment and Post employment medical check up can also be extended totemporary labours.


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CONCLUSIONS

This analysis will give a clear idea as to the situation of a large number of accidents that occur in

the organization and the steps that an organization should take to reduce these accidents and to prevent

them from occurring in future.

Some of the suggested measures for improving employees safety and health include vestibule

training method, first aid facilities, recreational facilities, counseling program, pre employment and post

employment medical check up for improving the effectiveness of employees safety and health.

The findings of the survey will be utilized to bring about the necessary changes in Employees

Safety & Health procedures in the company.

The above concept could be better envisaged to bring about the better safety and health for the

employees by inculcating the concept ofErgonomics.


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SCOPE FOR THE FURTHER STUDY

The project throws light on the need for learning Employees Safety & Health.

The project was developed based on the employees expectation.

It will be helpful for the management to improve the Employees Safety & Health measures in theorganization.

This study would be a base for the researchers who are carry survey for the same.

The study also helps the concern for the further enhancement for their manufacturing withemployees safety & health by elaborating the current survey.


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ANNEXURE I

BIBLIOGRAPHY

BOOKS

1. Mamoria, C.B., Gankar, s.v., Personnel Management,

Himalaya publishing House, Mumbai.

2. Bolley, J.W., A Guide to Effective Industrial Safety, Gulf Publishing House, Texas, 1977.

3. Kothari, C.R., Research Methodology , New Age International (p) Ltd., Publishers , New Delhi,

1985

4. Human Resource Management, The ICFAI Center for Management Research, Banjara Hills,

Hyderabad.

WEB SITES

1. www.rane.co.in

2. www/Managementhelp.org/

3. www.hrcouncil.co

4. www.zeromillion .com/business/personnel

5. [email protected]
http://www.rane.co.in/http://www.rane.co.in/http://www.rane.co.in/


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6 [email protected]

ANNEXURE II

QUESTIONNAIRE

A Study on Effectiveness of Employees Safety and Health at Rane (Madras) LimitedPuducherry

I. PERSONAL DETAILS

1. Department :

2. Designation :

3. Gender :

4. Age :

a. < 25 yrs b.26-30 yrs c. 31-35 yrs d.36-40 yrs e. > 40yrs

5. Marital status :

a. Married b. Unmarried

6 Educational Qualification

a. SSLC/HSC b. ITI c. Diploma d. Graduation

e. Post Graduation

7. Work Category

a. Technical b. Non- Technical


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8. Total Work Experience

a. < 1 yrs b. 2-4 yrs c.5-7 yrs d. 8-10 yrs e.>10 yrs

II. CAUSES OF ACCIDENT

9. Do you have accident proneness (fear)?

a. Yes b No

10. If Yes, specific reason

a. Personal problems c. Environmental Problems

b. Technical problem

11. The major reasons for the Work place accident

a. Work Based b. Worker Based

12. The major reasons for Work related accident that occur in the organization

a. Improper lighting e. Polluted work place

b. Unsafe & careless house keeping

c. Improper Ventilation f. Inadequate Safety Devices

d. If others mention


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13 what are the worker based causes for the accident that occur in the accident

a. Lack of adequate skill e. Disturbed mental condition

b. Neglecting safety devices f. Unsafe speed

c. Unsafe material handling

d. Others Mention

III. EMPLOYEES COMMITMENT

14. Is Good safety& health measures to work and individual recognition is need

for improving work efficiency

a. Strongly agree d. Disagree

b. Agree e .Strongly disagree

c. Neither agree nor disagree

15. At the time of joining, your awareness level of Employees safety & health measures?

a. Very High b. High c. Low d. Very low e. None

16. At present, do you aware of Employees Safety & Health measures?

a. Yes b. No

17. If Yes, through which

a. Motion Pictures c. colleagues


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b. written brouchers d. Manager in person

18. Is your work load is acceptable in the organization?

a. Yes b. No

19. If No, to what extent

a. Heavy b. very Heavy

20. How would you rate your job?

a. Challenging b. Interesting c. Creative d. poor

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