58097200 project report on hrd climate

7/30/2019 58097200 Project Report on HRD Climate

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jA Project Report

On

HRD Climate Survey

At

The Surat District Co-operative Milk

Union Ltd

Surat

Prepared ByChirag Godhani

PGDBM (MBA)-III

Submitted ToIndian Institute of Management Training

Pune

(2008-10)


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ACKNOWLEDGEMENT

Firstly and Mostly I am thank full to SUMUL for allowing me to do summer project

internship for two month so that I can come in to touch in real corporate world.

I am thankful to Mr. BUPENDRA D.DESAI (Asst. Manager)who gives me permission for

summer training in SUMUL. I would like to give especial thank Mr. RAVINDRASHALI

(Senior Executive - Labour Welfare) for providing me pull of guidance and information

about my topic as well as real organisation condition. It was lifetime unforgettable experience

of working under you, Sir. He also provided me guidance related to my career. I am sure thatit will help me throughout my organizational lifespan. In addition to allowing me to visit all

departments the dairy and study the organization, they provided me with many details, which

were very useful to get ideas of importances of HR section in organization, also helps me out

for preparing this report.

I would like to acknowledge our gratitude and Thank to Prof. VANITAKAUR, Course co-

coordinator, for catering me for the opportunity to have real life experience.

-Chirag Godhani


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Declaration

I Chirag Godhani, hereby declare that all information furnished in this report, is my original

work containing authentic facts. This questionnaire is for study purpose of MBA student.

Data given by respondent will keep confidential. It will solely use for report purpose of

student only. This piece of work is only being submitted to Indian Institute of Management

Training in partial fulfillment for degree of PGDBM.

(Chirag Godhani)

Date: / /2009


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Table of Contents

Serial

No

Chapter Page

No

1 Introduction

1.1 About Organisation1.2 What is HRD Climate Survey1.3 Aims of Organisation Climate Survey

in Organisation

1.4 Objective of Study1.5 Scope of HRD Survey

2 Research Methodology

2.1 Methods of Data Collection

2.2Organisatioan Climate Survey Process

2.3Hypothesis

2.4Brief Idea about Questionnaire

3 Data Analysis & Interpretation

4 Conclusion

5 Suggestions

6 Bibliography

7 Annexure


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Chapter 1: Introduction


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1.1). About Organisation

Welcome to SUMUL

Sumul or Surat Milk Union Limited, which is now renamed as The Surat DistrictCo-operative Milk Union Ltd, is one among the 12 district unions which acts as

manufacturing units of dairy products for Gujarat Co-operative Milk Marketing

Federation Limited, the marketers of Amul and Dhara brand of products.

Introduction

The Sumul district co-operative milk producers union ltd (SUMUL DAIRY) is a

co-operative endeavor committed to help marginal farmers and down trodden tribal

to lead to a healthy life and better standard of living through scientific animalhusbandry practices.

Sumul is holding strong brand equity in Surat district and command more than 70%

of the liquid milk in surat city, to make the distribute system fast and the delivered

milk in time they have as many as 6ilk transportation routes and 1531 agents (1386

regular and 145 full time)

The area of operation of SUMUL is the entire district of SUMUL. The present milk

procurement of 160.929,736 liters of milk annually makes it the third largest union

in the state after the AMUL and Mahesana dairy. The present market of Surat for

liquid milk is around 4.5 lack liters per day. This has necessary active developmentof by product market. Products so far introduced are paneer, ghee, flavored milk,

sweet, shrikhand, lassi, butter milk etc..

Sumul consist of 13 board of directors one each of 13 talukas of Surat district and

they from themselves elect the chairman. The total numbers of employees are about

1100 besides the contract workers.

Hence, the Surat district co-operative milk producers union ltd, SUMULis trade

name and literally meaning sound process, came in to existence on August 22,

1951 The formal commissioning of the pasteurization plant on March 17,

1968 was a turning point for SUMUL.


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History

In the year 1939 Sardar Vallabhbhai Patel went and meet the farmers of Anand and

told them that for the trade of milk the dairy was necessary. At that time a person

named Tribhuvandas Patel came forward to take the leadership. During that time there

was only one dairy POLSUN DAIRYwhich belongs to Britishs and they use to

give very less price for milk to the India Milkmen. In order to support the Indian

farmers AMUL DAIRY was established in the year 1946 DDR. Kurien was

appointed at this dairy. Dr. Kurien along with Tribhuvandas Patel took the leadership.

Indian becomes independent in the year 1947. in the meantime AMUL Dairy got

order from the WHO to produce milk Powder from buffalo milk. Dr. Kurien & Mr.

Dalaya found the technique of producing milk from buffalo milk. After booking at

this Lal Bahadur Shatri took the visit of Ajampur village and promised them to

provide with more money fro the systematic development of the dairy industry. For

the proper development of the dairy industry NDDB was established at Anand.NDDB started operation 1 programmer for all dairies in 1971-72 in the year 1977

operation Flood-2 started. Transportation machinery & pressmen of milk at low cost

and give importance. In the year 1990-operation flood-3 started. Here the farmers

were, made aware about their right & responsibilities high productivity of milk at low

cost & so the co-operatic of development programs started.

In the year 1998-99 two million tone of milk was produced in Indian & Indian

becomes the worlds first milk producing country. Which is more then 68 million of

American. So it was called White revolution

SUMUL has three chilling center at Bajipura, Navi Pardi and Uchchal for ensuring

safe delivery of raw milk to SUMUL where the milk is processed and pack into

various type of liquid milk and by product to improved the nutritional feed given to

the cattle at village level, the co-operative has establishment a cattle feed factory at

chalthan. Sumul also has oil refined oil at the village of DCS level.


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Milestone of Sumul Dairy

^ ^^

1951REGISTRATION OF

SURAT DISTRICT CO-OPERATIVE MILK PRODUCERS UNION LTD.

1968HON.DIVINE PUJYA YOGIJI MAHARAJ OF AKSHAR PURUSHOTTAM

INAUGURATED DAIRY PLANT AND NAMED SUMUL DAIRY.

1979INAUGURATION OF EXTENSION WING OF DAIRY PLANT

WITH POLYETHYLENE POUCH PACKING BY DR. V. KURIEN.

1975 INAUGURATION OF BAJIPURA CHILLING CENTRE WITH 3 LAKH LTPD

1970INAUGURATION OF CATTLE FEED PLANT AT CHALTHAN

HAVING 200 MT CAPACITY PER DAY.

1985 EXPANSION OF DAIRY PLANT FOR 2 LAKH LTPD CAPACITY.

1988 DECENTRALIZATION OF MOBILE VETERINARY SERVICES

1992COMMISSIONING OF OIL PACKAGING STATION AT CHALTHAN

FOR PACKING EDIBLE OIL WITH BRAND NAME DHARA

1999LAUNCHING OF

TOTAL PRODUCTIVE MAINTENANCE PROGRAM.

1982INAUGURATION OF MILK CHILLING PLANT

HAVING 30,000 LPD CAPACITY AT UCHCHHAL

1996 INAUGURATION OF NAVIPARDI CHILLING PLANT WITH 2 LAKH LTPD

1996LAUNCHING OF

TOTAL QUALITY MANAGEMENT PROGRAM.

2000 ISO 9002 & HACCP 9000 CERTIFICATION OF SUMUL DAIRY

1995INAUGURATION OF

12.5 MTD POWDER PLANT

2001 ISO 9002 CERTIFICATION FOR CATTLE FEED PLANT

RAW CHILLED

MILK

2002 ISO 14001 CERTIFICATION OF SUMUL DAIRY

2003 ISO 9001 CERTIFICATION OF SUMUL DAIRY

MILESTONESIN 56 YRS

2006 ETP PLANT MODIFIED

2007-08 RENOVATION OF MILK POUCH COLD STORE

2008 INAUGURATION OF POWDER GO-DOWN AT NPCC(1800 MT)


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Objective ofSUMUL

To provide year round milk market for their surplus milk and to earn reasonablereturns for the milk to improve their quality of life.

To procure milk and process it into good quality milk and milk products to market itat most economically and efficiently to give maximum overall net returns to the

producers and general satisfaction to the consumers.

To provide essential technical inputs and services to the producers at their door stepsin an economic and efficient manner and also in a way most acceptable to them to

increase milk production and to reduce the cost of production.

To provides maximum return to producers.


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SUMUL's Vision Statement

"WE ARE SOCIALLY RESPONSIBLE ORGANISATION WITH COMMITMENT TO

CONSUMER DELIGHT AND RESPECT FOR ALL. WE BELIEVE IN GROWTH AND

CONTINUOUS IMPROVEMENT THROUGH TEAMWORK, TRUST & EXCELLENCE,

WITHOUT COMPROMISING OUR HONESTY AND INTEGRITY"

Strategic focus of SUMUL

Co-operative Focus: Village level development, Clean Milk Production &Veterinary Services.

Customer & market focus: Relationship, Awareness & Product availability as pertheir need and time competitors Watch, Own agents relationship, market research.

Quality Focus: Continuous Improvement in Quality defined according toCustomers.

Organization focus: Think globally and act locally.

Year 2006-07 2009-20

Turnover RS. 607 Crores RS. 4000 Crores

Milk

Procurement6,59,682 kg/day 14,10,000 kg/day

Milk Sale595,595

Liters/Per day

13,00,000

Liters/Per day

QualityISO 9001 &

HACCP

ISO 22000 &

ISO 14001

Production costMinimum

Production Cost

MPC through

100%

automation

Distribution

System

Consumers

oriented,

Quick and

effective

Consumers

oriented, CostEffective

Distribution,

Cost Effective

Vertical &

Horizontal

Distribution


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Work Area Map of SUMUL


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Work Area Table

Unit Place Capacity EmployeesDistance

From Surat

SUMUL DAIRY Surat 5 Lakh LTPD 591 0 km

Navi Pardi

Chilling Centre

Navi Pardi

(N.P.C.C.)2 Lakh LTPD 66 25 km

Uchchhal

Chilling Centre

Uchchhal

(U.C.C).1 Lakh LTPD 49 105 km

Bajipura ChillingCentre

Bajipura(B.C.C.)

3 Lakh LTPD 113 50 km

Sumuldan

Factory

Chalthan

(S.D.F.)200 MT PD 96 18 km

Nasik Plant Nasik --- --- ---

Nizer Chilling

CentreNizer 63.000 LTPD 16 175 km

These 5 chilling center have provided have provided equal opportunities of milk marketing to

the distantly inhabited tribal milk producers, which aids the economy of their milk production

enterprise or else they would have been obliged to dispose of their milk to the middlemen at

very low price. These chilling centers were established with a view to improve the quality of

milk and ease pressure at its headquarters. A large plot of area was bought while establishing

Navi Pardi Chilling Center keeping in mind to shift the dairy plant from city, if the need

arises in future.


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Snapshot on Figures and Graphs


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Product Mix of SUMUL

Products Mix: the set of all products and items that a particular seller

offers for sales to buyer.

Homogenized

Toned Milk

Liquid Milk

Whole Milk

Pasteurized

Standard Milk

Milk Products

Cow Milk

Skimmed

Milk

White Butter

Ghee

Butter Milk

Skimmed Milk

Powder

Butter Milk

Self Developed

Products

Paneer

Flavors Milk

Sweets

Shrikhand

Sumul Sugar

Sumul Tea


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Organisation Structure


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Awards won by SUMUL

Award Title Year Awarded by

National Energy Conservation Award 2007-08 Ministry of EnergyGovernment of India

National Enterprise Honour Award 2007-08Indian Society For Industry

& Intellectual Development

National Productivity Award2007 Ministry of Agriculture

Award for Excellence2007

Federation of Gujarat

Industries, Vadodara

Business Leadership Develoment

Award 2007

Indian Economic

Development and Research

Association, Delhi

"Excellence in Service" Award2007

South Gujarat Hotel And

Restaurant Association

National Energy Conservation Award2007

Ministry of Energy

Government of India

National Dairy Product JudgingContest Certificate

2006 Alumna association andcollege of dairy science

Gram Vikas Award 2006

Federation of Indian

Chambers of Commerce &

Industries

National Energy Conversation Award2006

Ministry of Energy

Government of India

Golden Peacock Award2006

Institute of Director

(International Institute)

Manthan-AIF Award2006

Online Integrated

Computerized Systems

(OICS)

Bajaj Fair Business Award2005-06

Amazing Jamanalal

Bajaj Fair Award

FGI Award2005-06

Federation of Gujarat

Industries, Vadodara
http://sumul.com/about_awards_manthan_aif.htmlhttp://sumul.com/about_awards_manthan_aif.html


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The 18th Annual CIO 100 Award 2005 CIO 100 Award

Commendable efforts and achievementsin the field of 'Industrial Relations'

2004Federation of GujaratIndustries, Vadodara.

Runners up at CSI-TCS Award 2003-04

for Best IT Usage2004 Computer Society of India

Intelligent Enterprise Awards 20042004 Computer Associates

Best Organisation of the District 2003-04Surat Jilla Sahakari Sangh,

Surat

Best Garden of the Company of Surat

City2003-04

Surat Municipal Corporation,

Surat

Enfuse National Award For Energy

Efficiency Excellence2003-04

Energy & Fuel Users

Association of India, Chennai

Management Excellence Award - 2002 2002-03Surat Management

Association, Surat

IMC Ramkrishna Bajaj Award

Merit Certificate 2002 2002-03

Indian Merchant Chamber,

Mumbai

Manager of the year 2001 2001-02Surat Management

Association, Surat

Birla Cellulosic Award for Small Group

Activity2001-02 Birla Cellulose, Kharach

National Productivity Award

(Dairy Development & Production

Sector) - 2nd

2001-02National Productivity

Council, New Delhi

Quality Excellence Award 2000-01Surat Management

Association, Surat

Jamnalal Bajaj Fair Business Practice

Merit certificate2000-01

Council for Fair Business

Practice, Mumbai

National Productivity Award (Dairy

Development & Production Sector) - 2nd

2000-01

National Productivity

Council, New Delhi

Appreciation Award for Total 2000 Quality Circle Forum of


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Productivity maintenance India, Vadodara

Total Productivity maintenance Award 1999-00Ahmedabad Management

Association, Ahmedabad

Appreciation Award for TotalProductivity maintenance

1999Quality Circle Forum ofIndia, Vadodara

Certificate of merit from National

Productivity Council1998-99

National Productivity

Council, New Delhi

Council for Fair Business Practices 1993Council for Fair Business

Practice, Mumbai

Jamnalal Bajaj fair Practice Award 1992-93Council for Fair Business

Practice, Mumbai

National Productivity Award 1990-91National Productivity

Council, New Delhi

Sardar Patel Saksharta Award 1989-90South Gujarat University,

Surat

National Productivity Award 1988-89National Productivity

Council, New Delhi

Departments of SUMUL

1. Co operative Development2. Purchase3. HRD & ER4. Marketing & sales5. Accounts6. Engineering7. Quality Control8. Project9. Dairy Plant10.I.T. Department


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HRD&ER Department at Glance

Human Resource Development is the key department of the any business. Human Resource

Development is the main part behind the companys success or failure. Personnel

management is that part of management, which concerned with people at work and with their

relationship within an enterprise. Its aim is, to bring and develop into an effective

organization. The men and women who make up an enterprise and having regard for the well

being of individual & of working groups to working groups to enable them to make their best

contribution to its success.

The meaning of Human resource management, labor management or staff management

means quite simply the task of dealing with human relationship within an organization.

Human resource Management is a continuous process. It cannot stop. Personnel management

is a never-ending process. It helps in achieving objectives of company. This is done by proper

perform of personnel function like recruitment, selection, training & development, labor

activity, motivation, welfare etc. it also helps to keep a smooth relationship between

employers & employees.

Sumul believes that the most significant resource is its Human Resource and SUMULs

Success in the long run depends very much on the quality of its human resources. Human

resource comprise the aggregate of employee attributes including knowledge, skill,

experience and health, which are presently available to the organization for the achievement

of its goal, objectives and service to the society.

The HRD department in SUMUL is known as the HRD & ER (Human Resource

Management and Employee Relation).Total strength of SUMUL is 1026 Employees till date.

The department is lead by Mr.Bhupendra Desai. The various HRD functions which are

carried out at SUMUL include:

1. Establishment of Employees2. Man power Planning3. Dealing with issues related to Labour laws4. Recruitment and Selection5. Wage & Salary Administration6. Training & Development7. Time Keeping8. House Keeping9. Telephone Operating Section10.Parcel Section


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Chairman

Managing Director

Board of Director

Executive Officer

Senior Executive

Junior Executive

Assistant Manager

Senior Assistant

Junior Assistant

Technician

Workman

Structure of HRD&ER Department


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HR Objectives

To develop and sustain core values.

To develop business leaders for tomorrow.

To provide job contentment through empowerment, accountability andresponsibility.

To build and upgrade competencies through virtual learning, opportunities

for growth and providing challenge in the job.

To foster a climate of creativity, innovation and enthusiasm.

To enhance the quality of life of employees and their family.

Role of HR in SUMUL

Alignment of HR vision with Corporate VisionShift from support group to strategic in business operations

HR as a change agent.

Enhance productivity and performance by developing employee

competency and potential.

Developing professional attitude and approach

Developing Global Managers for tomorrow to ensure the role of global

players.

Human Resources Activities

The main activities of this department are selection, training, recruitment, and welfare

actives.

To diffuse the effect of Global Competition, Sumul has adopted the latest concepts of

management practices and provided appropriate training with the help of leading institute

from time to time for up-gradation & development of its Human Resource. Some of the

efforts of Sumul to achieve this are:

Employee Personality Development (Attitude, skill &knowledge)

1995

Self Development (Self management Leadership, Meditation) 1995

Total Quality Management, QC, SGA, Kaizen, SQC 1996

Total Productive Maintenance 1999

Meditation Hall 2000


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1.2). What is HRD Climate Survey.??

Introduction:

If we need to find a way to develop employees in order to become effective contributors to

the goals of an organization, we need to have a clear view of what an effective contribution

would look like. The use of personal capacities can be very helpful in describing the way in

which an effective employee should operate and behave, but there can be no general

Prescription of an effective employee. Effectiveness will differ with organizational context,

and on whose perspective we are adopting. The matter of what, finally, makes an effective

employee is a combination of personality, natural capabilities, developed skills, experience

and learning. The process of enhancing an employees present and future effectiveness is

called development.

Meaning of HR+D+Climate

HR means employees in organisation, who work to increase the profit for organisation.

Development, it is acquisition of capabilities that are needed to do the present job, or the

future expected job.

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 organisation conduct themselves with outsiders. (It is

provided by an organisation.)

Organizational climate is a set of characteristics of an organisation which are referred in

the descriptions employees make of the policies, practices and conditions which exist in the

working environment.

Abraham

An organisation became dynamic and growth oriented if their people are dynamic and pro-

active. Through proper selection of people and by nurturing their dynamism and other

competencies an organisation can make their people dynamic and pro-active. To survive it is

very essential for an organisation to adopt the change in the environment and also

continuously prepare their employees to meet the challenges; this will have a positive impact

on the organisation.


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1.3). Aims of Organizational Climate survey in

Organisation

Top to Bottom effort: - Organisation is considered to be complete organisation after

including top authority to bottom line of workers. And whenever we talk about development

at organizational level effort is needed from top level to bottom level. Top authority should

not have thinking in their mind that their task is to only take decisions but they should also

emphasized on proper implementation of decision by adopting various controlling technique.

Bottom level workers should have loyal mind-set towards their organisation. Bottom level

workers have to work with dedication. They should have realization that organisation is their

organisation.

Motivator role of Manager and Supervisor : - To prepare Human Resource Development

Climate, Manager and Supervisors responsibilities are more or we can say that they are the

key players. Manager and Supervisors have to help the employees to develop thecompetencies 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 employees 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 organisation 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 beexpress 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 his 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 employees effort too. Nature of employees should be helping for management and forits colleagues. They should be always read to help to customers too.

Supportive personnel management: - Personnel policies of organisation should motivate

employees to contribute more from their part. Top managements 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 employees to handle similar situation in future. It will help to develop confidence

in employees mind. Organisation can utilize and develop employees more by assigning risky

task.


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Discouraging stereotypes and favouritism : - Management need to avoid those practices

which lead to favouritism. Management and Managers need to give equal importance. Those

people who are performing good they need to appreciated and those who are not performing

good they need to be guided. Any kind of partial behaviour should be avoided.

Team Spirit : - There must be feeling of belongingness among the employees, and also

willingness to work as a team.

Organizational Climate Assessment

The Organizational Climate Assessment is a powerful instrument, especially when

provided organization-wide with specific departmental demographic separation and

analysis. Each category has been designed to assess one of the key categories, which

affect employee performance. This assessment should be administered anonymously

company wide, broken out by departments of 6 or more people to protect the identities ofrespondents. Every precaution should be taken to insure confidentiality in order that

respondents will feel comfortable sharing their true opinions and perspectives.

The objective of performing an employee climate assessment is to identify the key areas

which are hindering production, reducing effectiveness and which might generate

unexpected costs in the near future. The idea and approach is for the organization not to

simply perform an academic exercise, simply because they do it at this time every year,

but to critically examine themselves to see where the company and its employees might

be finely tuned to generate higher levels of performance. Once identified, opportunities to

strengthen existing approaches, which are working well, as well as select appropriate

interventions for addressing the weakest areas, should be aggressively pursued for themaximum benefit of everyone.

This assessment is designed with the following assumptions in mind:

Fundamental care of the employee as an asset

Organizations are successful because of the quality of work employees perform. When

employees are cared for, and the right environment is created where there are no barriers

to performance, their true value to the organization can be fully realized.

Respect for the dignity of the employee and the sensitivities of human beings

Humans have fundamental needs for safety and security, affiliation and acceptance,

involvement as well as self-actualization. The extent to which these and other human

needs are fulfilled lead to higher levels of commitment, initiative and performance.

Organizations, who include an emphasis on fulfilling the needs of their employees to some

extent, will enjoy a more productive and stable workforce.


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Full understanding of the realities of business

This assessment is written with full realization of the realities of business, and not an

unrealistic utopian view of an idealized work environment. The factors emphasized andmeasured in this assessment are the important levers to optimizing employee workplace

performance, not just creating an environment where everyone feels better.

Embracing optimization and improvement

An irrefutable trend in business today, continuous improvement and increasing levels of

efficiency are a way of life, and these factors are given appropriate emphasis in this

assessment because they represent an ever present dynamic with which every employee

must deal.

Keys to motivation and commitment

Rather than only identifying potential problem areas to be avoided, this assessment

focuses on areas where human behavior can be leveraged more positively to create

employees with higher levels of motivation and commitment.


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Measuring HRD Climate

Economic condition:-

An organizations economic condition influences its culture in several ways. The moreprosperous an organisation is the more it can afford to spend on research and the more it can

afford to risk and be adventurous.

Leadership Style:-An organisation leadership style plays a profound role in determining several aspects of its

culture. An authoritarian style may make the organizations 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.

Managerial assumption about human nature:-Every act on the part of the management that involves human beings is predicated upon

assumptions, generalizations and hypotheses relating to human behavior. There are two

theories of behavior (Theory X and Theory Y).

Managerial values and ethos:-

The feeling of managers 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 areself-

awareness, risk-taking, participation, bureaucracy, equity, employees security and growth.

Organisation size: -

An small organizations there are few levels of management, these are generally moreamenable to democratic and participative functioning than big organisations. More open

communication system in small organisations. Hence these organisations have a different

type of climate than what are in big organizations.

Measurement of climate seeks to identify the components of both bad and good climate, both in

absolute terms and perceptual terms. While there are commercial instruments that measure climate,

there are powerful arguments for having one tailor-made to the organisation, and that changes as the

organisation changes. Generally, the areas of interect to measure are:

External environment - organisational interface with it Organisational leadership / mission Organisational structure / systems Organisation and you Management practices Working - co-workers / teams / supervisor Self - at work - your role, development, opportunities, motivation, commitment, stress


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Difference between organisation Climate and Culture

We can compare organizational culture and climate to personality and mood. The former is

enduring; the latter is temporary. We acquire our basic personalities early in life, but ourmoods can shift several times in one day.

Organizational culture is not quite as fixed as personality, however, so the analogy is not

perfect. It is hard to change an organization's culture but not as difficult as changing your

personality. Also, organizational climate can last so long it becomes indistinguishable from

culture, like being in a bad mood for months on end. Generally, however, climate is easier to

change. During an economic downturn, people are worried about their jobs, then suddenly a

big order comes in and everyone breathes a sigh of relief, so the climate improves.

Understanding Organizational Climate

Typical climates correspond to human feelings or moods: excitement, depression, anger, fear,

optimism or anxiety. Like human mood, an organization's climate can be caused by internal

and external factors. If the CEO or other prominent leaders are in a certain mood, they can

infect the entire organization. Leaders whose moods are highly variable could lead teams

with wildly fluctuating climates. Just as most people won't be in the same mood all the time,

we can't expect an organization's climate to be unchanging. Shifting emotions are a good

thing as it makes the organization seem more human. It would feel like being part of a

machine if the climate of your workplace never altered. An emotionally variable climate is,

like a similarly expressive person, more open, transparent and understandable. We feel

comfortable when we can read another person's feeling. The same applies to our workplace.It's unhealthy to suppress emotion in organizations or people.

Understanding Organizational Culture

Just as top executives can influence climate, they can also set the tone for the culture. If the

CEO is an entrepreneur, the culture will be one that makes fast decisions, takes risks and likes

to innovate. Apple Computers would be a good example of an entrepreneurial culture.

Insurance companies and banks tend to have very different cultures, dominated by avoidance

of risk. Such processing cultures need elaborate rules to ensure consistency and efficiency.

An engineering culture like aircraft manufacturers or phone companies, value technicalcompetence and high quality. Then there are marketing cultures that are very sales oriented.

They tend to be populated by dynamic, lively, outgoing people. Scientific cultures are

common in medical or drug manufacturing companies where there is an insistence on pure

research to back up new proposals. It is not this simple, of course. Cultures can vary a great

deal within a particular industry. Organizations might have a culture of blame, fun, hard

work, equality, career development, environmental consciousness or any other personality

trait.

Before understanding HRD climate, we should know that organizational climate and culture

is two different concepts. A distance needs to be made between organizational climate and


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organizational culture, organizational culture consists of managerial and employee beliefs

and value that define the way in which the business of an organisation is conducted.

Change in an organization calls for its leaders to recognize and balance both culture and

climate dimensions. Both terms in organisation has difference meaning. Components of both

climate and culture are given below

Organizational Culture Organizational Climate

1. Value2. Beliefs3. Myths4. Traditions5. Norms

1. Leadership2. Communication3. Reward4. Trust5. Commitments6. Vision and Strategies7. Organization Consecutiveness

Bad-Climate Good-Climate

Fear, Crisis, Anxiety, Workplace aggression, Employee and executive burnout, Employee turnover, Politicking, Decay, Hopelessness, Stagnation

Respect, Support. Entrepreneurialism, Innovation, Cooperation, Performance, Profitable management practices, Knowledge management, Organisational learning Employee readiness to change,


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1.4).Objective of Study

An Organizational Climate Survey can provide a fast, easy, and thorough representation of

your company culture. From that benchmark, you can strategize action plans for growth

toward desired culture. Re-administer the survey in twelve months to measure the efficacy of

your development strategy. This continuous cycle of assessment will help ensure the health

of your organization.

1. To analyze the overall work culture of the organization.2. To study the satisfaction level of the employees at personnel, inter personnel

& organizational level.

3. To measure the effectiveness of communication system & other workprocesses.

4. To study employees attitude towards their direct supervisor & seniormanagement.

5. To study employees attitude towards providing services to their externalcustomer.


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1.5). Scope of HRD Climate

The organizational climate consists of:-

Organizational Structure:-An organizations structure is actually a snapshot of a work process, frozen in time so that it

can be viewed. The structure enables the peoples 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 is responsible for what, whom to

go for help and decision, and who can Assist in solving problems that may arise.

Organizational Culture:-Organisational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists

within an organisation. 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 affect

the ability or willingness of employees to adapt or perform well within the organisation.

The most effective work culture is one that supports the organizations HR strategies by

aligning behaviors, processes and methods with the desired results. It is 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 organisation,

its current values, its structure, its people as well as its goals and vision for the future.

HR Processes:-The HR system of an organisation 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 feeling of belongingness be created. Process should be very clear and

impartial, so that employees faith in organisation. From recruitment to retirement whole

process should be according to employees expectation and ability of employer.

Importance of looking at the organisation climate are:

It is essential to work on because directly or indirectly this environment affects the

organization and the employee.

Environmental factors of HR are prime influencing elements of change in HR strategy.

It gives HR professionals time to anticipate opportunities in HR area and time to plan

optional responses to these opportunities.

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.

It forms a basis of aligning the organisation strengths to the changes in the environment.


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Chapter 2 Research Methodology


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2.1) Method of Data Collection

Source of data collected for survey is completely Primary data through questionnaire and

personal interview by me. The data was collected by survey methods using a questionnaire

consisting of 25 questions consisting of different categories like organisation design,

individual jobs characteristics, co-worker relations, culture, senior management, direct

supervisor and work processes communication.

Sample Design

A sample of 56 employees was selected consisting 7 managers, 10executives, 16assistants &

23 work men. The sample was selected by random sampling method.

Categories RespondentsManager

Executives

Assistants

Workmen

Total

7

10

16

23

56

Analysis

The analysis of the data is made using cross tabulation & Frequency chart and use of bar

chart.

Manager

7

Executives

10

Assistants16

Workmen

23


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2.2) Organizational Climate Survey Process:Phase I - Survey DesignStart with our standard survey. Customize utilizing our database of more than 1400 questions.

Or write client-specific questions.

Phase II - Rater Orientation & Project Set-UpIntroduce the process to all of the raters, explaining the who, what, when, where, why, and

how of organizational assessment and action planning.

Phase III - Survey AdministrationEach rater will complete the survey via web interface (or diskette or paper if needed),

providing numerical ratings and written comments for each question.

Phase IV - Report GenerationProvide summary reports of survey outcomes in a variety of categories including by

department and as an organization.

Phase V - Survey Interpretation and Action PlanningAn expert coach meets with senior managers to interpret survey results, identify underlying

trends and develop action plans.


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2.3) Hypothesis

1. Data given by respondents is true, adequate and without any kind of biased factors.2. The survey is been made on the basis of in-plant training of two month so it is assume

that time period for survey is sufficient.

3. Random sampling method is used so that fair chance can be given to entire populationwith justice to each levels of hierarchy.

4. Sample includes all levels of employees so that survey can reflects true picture ofclimate of organisation.

5. For survey, Primary data is given more focused so that it shows true organizationalclimate.


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2.4) Brief idea about Questionnaire

Questionnaire is been made from the book THE HRD MISSIONARY by T.V.Rao and

necessary changes is been made according to instruction by Senior Executive office (HRD &ER) and Vanita Kaurmaam. Questionnaire includes twenty five statements with four scale

rating. Questionnaire is been divided in to five categories so that mostly all important aspect

can be covered in questionnaire. Those categories namely

1.Supervision Aspects2. Inter-personnel Relation3.Working Environment4.Reward and Appreciation Aspects5.Training and Welfare activities

Instructions

Respondents have to give rating to the statements from four options. Statements are having

answers like

1. Almost Always True2. Mostly True3. Rarely True4. Not at all True

Respondents suppose to make tick mark oppose these options according to their views and

thinking about statement itself.


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3.Data Analysis & Interpretation


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Analysis by frequency table & Bar Charts

Category: Supervision Aspects

1) Senior officers/executives in this organisation take active interest in their juniorand help them learn their job.

Scales Denotes Frequency Percentage Cumulative

Percentage3

2

10

Almost always True

Mostly True

Rarely TrueNot at all True

Total

10

32

131

56

18%

57%

23%2%

100

18%

77%

98%100%

Conclusion:-the chart above shows supportive environment between senior and junior for

their respective work.

10

32

13

1

Supervision Aspect

Almost always True

Mostly True

Rarely True

Not at all True


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2) When behavior feedback is given to employees they take it seriously and use itfor development.

Scales Denotes Frequency Percentage CumulativePercentage

3

2

1

0

Almostalways True

Mostly True

Rarely True

Not at all True

Total

13

31

10

2

56

23%

55%

18%

4%

100

23%

78%

96%

100%

Conclusion:-It shows the openness of the sub ordinate for having feedback from their

respective superior.

13

31

10

2

Supervision Aspect

Almost always True

Mostly True

Rarely True

Not at all True


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3) Delegation of authorities to encourage juniors to develop handling higherresponsibilities is quite common in this organisation.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

15

26

12

3

56

27%

46%

21%

6%

100

27%

73%

94%

100%

Conclusion:-In SUMUL, Superior always try to find out potentials of employees by delegating

authorities.

15

26

12

3

Supervision Aspect

Almost always True

Mostly True

Rarely True

Not at all True


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4) Career opportunities are pointed out to juniors by senior officers in theorganisation.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

7

29

18

2

56

13%

52%

32%

3%

100

13%

65%

97%

100%

Conclusion:-In SUMUL. Superior also guide their respective subordinate to show them right

path for making right corporate career.

7

29

18

2

Supervision Aspect

Almost always True

Mostly True

Rarely True

Not at all True


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5) Senior guides their junior and prepares them for future responsibilities/rolesthey are likely to take up.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

8

34

14

0

56

14%

61%

25%

0%

100

14%

75%

100%

100%

Conclusion:-Employees believe that their superior helps them to cop up with new role and

responsibilities.

8

34

14

0

Supervision Aspect

Almost always True

Mostly True

Rarely True

Not at all True


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Designation wise Bar Chart Analysis

Scales Managers Executives Assistants Workmen

Almost Always True 2 2 3 6Mostly True 4 3 9 12

Rarely True 0 3 1 3

Not at All True 1 2 3 2

Total 7 10 16 23

Conclusion: The above bar chart represents the views of different designated employee

about supervision aspects of the organisation. From the above bar chart we can say that the

views of different designated employees are different about supervision aspects.

Category: Inter Personnel Relation

12

3

6

43

9

12

1

3

1

3

12

32

Managers Executives Assistants Workmen

Supervision Aspects

Almost Always True Mostly True Rarely True Not at all True


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6) The top management of the organisation makes efforts of identifying and utilizesthe potential of the employee.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

8

34

11

3

56

14%

61%

20%

5%

100

14%

75%

95%

100%

Conclusion:-The data and Chart above shows that employees believe that top management

always try to find out employee capabilities and KSAs.

8

34

11

3

Inter-personnel Relation

Almost always True

Mostly True

Rarely True

Not at all True


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7) People in this organization do not have any fixed mental impression about eachother.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

11

27

15

3

56

20%

48%

27%

5%

100

20%

68%

95%

100%

Conclusion:- from above Chart we can say that In SUMUL employees do not carry with any

kind of fixed thinking about each other.

11

27

15

3


Almost always True

Mostly True

Rarely True

Not at all True


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8) Weakness of employees is communicated to them in a non-threatening way.


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

12

29

14

1

56

21%

52%

25%

2%

100

21%

73%

98%

100%

Conclusion:-Result above shows that management is also take care that the weakness is not

permanently, by right way of communication they can improve the strength.

12

29

14

1


Almost always True

Mostly True

Rarely True

Not at all True


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9) People trust each other in Organization.


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

17

29

10

0

56

30%

52%

18%

0%

100

30%

82%

100%

100%

Conclusion:-It shows that most of the employees trust each other. It shows that the

employees in SUMUL treat their colleague as family.

17

29

10

0


Almost always True

Mostly True

Rarely True

Not at all True


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10) When senior delegates authority to junior, the juniors use it as an opportunity todevelopment.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

7

39

8

2

56

13%

70%

14%

3%

100

13%

83%

97%

100%

Conclusion:-The chart above shows the dedication of employees towards their work as well

as superior.

11) Team spirit is of high order in this organisation.

7

39

8

2


Almost always True

Mostly True

Rarely True

Not at all True


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Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

20

30

6

0

56

36%

54%

10%

0%

100

36%

90%

100%

100%

Conclusion:-It shows that there is synergy in SUMUL by working as good team and not

individualized environment.


20

30

60


Almost always True

Mostly True

Rarely True

Not at all True


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Scales Managers Executives Assistants WorkmenAlmost Always True 3 3 4 8

Mostly True 3 3 8 12

Rarely True 0 2 1 3


Total 7 10 16 23


about interpersonal aspects of the organisation. Here also the views are different at all level of

hierarchy.

Category: Working Environment

3 34

8

3 3

8

12

0

21

3

12

32


Inter-Personel Relation



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12) The top management goes out of way to make sure that employees enjoy theirwork.


3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

12

28

14

2

56

21%

50%

25%

4%

100

21%

71%

96%

100%

Conclusion:- Employees in SUMUL believe that the top management always try to make

work environment more joy full.

13) The personnel policies in this organisation facilitate employee development.

12

28

14

2

Working Environment

Almost always True

Mostly True

Rarely True

Not at all True


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Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

10

32

14

0

56

18%

57%

25%

0%

100

18%

75%

100%

100%

Conclusion:-It shows that the organizational policies are such that it satisfy the employee

for their work environment.

14) People in this organisation are helpful to each other.

10

32

14

0

WorkingEnvironment

Almost always True

Mostly True

Rarely True

Not at all True


53/74

53


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

18

30

7

1

56

32%

54%

12%

2%

100

32%

86%

98%

100%

Conclusion:-The Rating above shows that people are so helpful to each other so that they

can improve their KSAs wit help of each other.

15) Employees are encouraged to experiment with new methods and try out creativeideas.

18

30

7

1

Working Environment

Almost always True

Mostly True

Rarely True

Not at all True


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54


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

13

30

12

1

56

23%

54%

21%

2%

100

23%

77%

98%

100%

Conclusion:-Employees believe that they are given enough scope to experiment new

innovative ideas and methods for their work.

16) Employees are not afraid to express or discuss their feelings with theirsubordinates.

13

30

12

1

Working Environment

Almost always True

Mostly True

Rarely True

Not at all True


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55


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

16

30

8

2

56

29%

54%

14%

3%

100

29%

83%

97%

100%

Conclusion:-The Above rating shows frankness of employees to express there views in front

of even their sub ordinates


16

30

8

2

Working Environment

Almost always True

Mostly True

Rarely True

Not at all True


56/74

56



Rarely True 1 2 3 2


Total 7 10 16 23


about working environment of the organisation. Here also the views are different at all level

of hierarchy.

Category: Reward and Appreciation Aspects

17) The top management believes that human recourses are an extremely importantand that they have to be treated more humanely.

1 1

344

5

9

16

12

32

12

1 1


Working Environment



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57


Percentage3

21

0

Almost always True

Mostly TrueRarely True

Not at all True

Total

15

337

1

56

27%

59%12%

2%

100

27%

86%98%

100%

Conclusion:-The rating above shows the humanity in organisation in top management whichis one of the very important fundamentals of management.

18) Communication Line between Departments as well as with Top management isopen.


15

33

12

2

Reward and Appreciatoin Aspect

Almost always True

Mostly True

Rarely True

Not at all True


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58

Percentage

3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

13

27

15

1

56

23%

48%

27%

2%

100

23%

71%

98%

100%

Conclusion:-Two way communication is also very important aspect of organizational

climate. In SUMUL Employees believe that they are free to communicate with top

management without any kind of biased.

19) Promotion decisions are based on the suitability of the promotee rather than onfavoritism.

13

27

15

1


Almost always True

Mostly True

Rarely True

Not at all True


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Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

6

37

10

3

56

11%

66%

18%

5%

100

11%

77%

95%

100%

Conclusion:-The rating above shows the fairness in decision of promotion that helps

organisation to avoid from injustice to employee.

20) There are mechanisms in this organisation to reward any good work done or anycontribution made by employee.

6

37

10

3


Almost always True

Mostly True

Rarely True

Not at all True


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Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

17

25

13

1

56

30%

45%

23%

2%

100

30%

75%

98%

100%

Conclusion:- It shows strong mechanism for rewarding employees who have done good job.

21) When an employee does good work his supervising officers take special care toappreciate it.

17

25

13

1


Almost always True

Mostly True

Rarely True

Not at all True


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61


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

14

29

11

2

56

25%

52%

20%

3%

100

25%

77%

97%

100%

Conclusion:-It shows that employees of SUMUL believe that superior always motives them

for betterment of work and take special care.


14

29

11

2


Almost always True

Mostly True

Rarely True

Not at all True


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Mostly True 2 3 7 9

Rarely True 1 2 3 2


Total 7 10 16 23


about Reward and appreciation aspects of the organisation. Here also the views are different

at all level of hierarchy.

Category: Training and Welfare activities

22) When employees are sponsored for training, they take it seriously and try tolearn then from the programs they attained.

3 3

4

8

2

3

7

9

1

2

3

2

1

2 2

4


Reward and Aprreciation Aspects



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Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

14

31

11

0

56

25%

55%

20%

0%

100

25%

80%

100%

100%

Conclusion:- It shows that employees always take the training as a self development

platform and take it seriously.

23) Employees returning from training programmes are given opportunities to tryout what they have learnt.

14

31

11

0

Training & Welfare activities

Almost always True

Mostly True

Rarely True

Not at all True


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64


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

16

30

10

0

56

29%

53%

18%

0%

100

29%

82%

100%

100%

Conclusion:-It shows that employees are always expected to do new things that the learn

from training. Organisation is always ready for CHANGE.

24) Employees are sponsored for training programmes on the basis of genuinetraining needs.

16

30

10

0


Almost always True

Mostly True

Rarely True

Not at all True


65/74

65


Percentage3

2

1

0

Almost always True

Mostly True

Rarely True

Not at all True

Total

11

35

9

1

56

20%

62%

16%

2%

100

20%

82%

98%

100%

Conclusion:-It shows that management always provide platform to develop employee who

are lacking in doing their job.

25) Welfare facilities given by SUMUL to employees are adequate.


Percentage

11

35

9

1


Almost always True

Mostly True

Rarely True

Not at all True


66/74

66

3

2

1

0

Almost always TrueMostly True

Rarely True

Not at all True

Total

8

32

12

3

56

14%

58%

21%

7%

100

14%

72%

93%

100%

Conclusion:-The chart above shows that the welfare facilities by SUMUL are up to mark and

satisfy the basic needs of employees. It leads to healthy working condition of employees.


14

58

21

7


Almost always True

Mostly True

Rarely True

Not at all True


67/74

67



Rarely True 3 2 2 2


Total 7 10 16 23


about training and welfare facilities to the employees from the organisation.

Conclusion

2 2

45

1

4

9

14

32 2 2

12

12


Training & Welfare Facilities



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1. From the chart wise analysis of various statements it seems that there is a good workculture at Sumul. More than 90% of the respondents including workers agree to

various statements

2. 90% of the respondents agree that there input is valued by their peers and 93% consulteach other when they need support so it seems that the satisfaction level of employeesat personnel and inter personnel level is vary good.

3. 90% of the people enjoy being part of this organisation.4. 96% of respondents believes that they are clear on how to perform there jobs

including workers & that they use effective work processes.

5. 96% of the respondents say that they understand specific needs of their job demand &98% believes that their work tasks are delivered on time.

Criteria Level of Satisfaction

6. Supervision Aspects7. Inter-personnel Relation8. Working Environment9. Reward and Appreciation Aspects10.Training and Welfare activities

HighModerate

High

Moderate

High

Suggestions


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1. 12% of the respondents do not agree to the statements that their direct supervisorlistens to their ideas and concerns. So still there is a scope of development on these

aspects of the organisation.

2. 15% ofthe respondents are not clear to the organizational goal and objectives. Theserespondents include executives too. So steps should be taken to communicate goals

more clearly to the employees.

3. Manual work should be reduced, so that executive employees can more concentratein their core job.

4. The Departments should develop constructive towards each other.5. The management should also encourage its employees in taking initiatives in problem

solving on their own.

Keeping an eye on the above mentioned conditions will surely lead to even to a better

organization climate at the company.


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Bibliography

Books:

HRD Missionary by T.V.Rao

Human Resource Management by Ashwathapa.

Journals:

SUMUL SHETU 2009.

Annual Report of SUMUL 2008-09.

Websites:

www.sumul.com

www.citehr.com

www.ask.com

www.wikipedia.com

www.hrgroup.com
http://www.sumul.com/http://www.sumul.com/http://www.citehr.com/http://www.citehr.com/http://www.ask.com/http://www.ask.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.hrgroup.com/http://www.hrgroup.com/http://www.hrgroup.com/http://www.wikipedia.com/http://www.ask.com/http://www.citehr.com/http://www.sumul.com/


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Annexure

Introduction


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Objective: - This questionnaire is for study purpose of MBA student. Data given by

respondent will keep confidential. It will solely use for report purpose of student only.

Name of Student: - Chirag D Godhani

Qualification: - MBA-HR (Sem-III) IIMT, Pune

Subject: - HRD Climate Survey at SUMUL.

QUESTIONNAIRE

Respondent: - Designation:-

Department: -

Rating Scales

= Almost alwaystrue = Mostly True = Rarely true = Not at all

true

A). Supervision Aspects

1). Senior officers/executives in this organisation take active interest in their junior

and help them learn their job.

Scale:-

2). When behavior feedback is given to employees they take it seriously and use it

for development.

Scale:-

3). Delegation of authorities to encourage juniors to develop handling higher

responsibilities is quite common in this organisation.

Scale:-

4). Career opportunities are pointed out to juniors by senior officers in the

organisation.Scale:-

5). Senior guides their junior and prepares them for future responsibilities/roles they

are likely to take up.

Scale:-

B). Inter-personnel Relation


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6). The top management of the organisation makes efforts of identifying and utilizes

the potential of the employee.

Scale:-

7). People in this organization do not have any fixed mental impression about each

other.

Scale:-

8). Weakness of employees is communicated to them in a non-threatening way.

Scale:-

9). People trust each other in Organization.

Scale:-

10). When senior delegates authority to junior, the juniors use it as an opportunity to

development.

Scale:-

11). Team spirit is of high order in this organisation.

Scale:-

C). Working Environment

12). The top management goes out of way to make sure that employees enjoy theirwork.

Scale:-

13). The personnel policies in this organisation facilitate employee development.

Scale:-

14). People in this organisation are helpful to each other.

Scale:-

15). Employees are encouraged to experiment with new methods and try out

creative ideas.

Scale:-

16). Employees are not afraid to express or discuss their feelings with their

subordinates.

Scale:-

D). Reward and Appreciation Aspects


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17). The top management believes that human recourses are an extremely important

and that they have to be treated more humanely.

Scale:-

18). Communication Line between Departments as well as with Top management is

open.

Scale:-

19). Promotion decisions are based on the suitability of the promotee rather than on

favoritism.

Scale:-

20). There are mechanisms in this organisation to reward any good work done or

any contribution made by employee.

Scale:-

21). When an employee does good work his supervising officers take special care to

appreciate it.

Scale:-

E). Training and Welfare activities

22). When employees are sponsored for training, they take it seriously and try to

learn then from the programs they attained.

Scale:-

23). Employees returning from training programmes are given opportunities to try

out what they have learnt.

Scale:-

24). Employees are sponsored for training programmes on the basis of genuine

training needs.

Scale:-

25). Welfare facilities given by SUMUL to employees are adequate.

Scale:-

58097200 project report on hrd climate

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