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CONTENTS
CHAPTER PARTICULARS PAGE NO
TITLE
PROJECT COMPLETION CERTIFICATE
CERTIFICATE
DECLARATION
ACKNOWLEDGEMENT
LIST OF TABLES 2
LIST OF CHARTS 5
1 INTRODUCTION 7
2 ORGANIZATION PROFILE 11
3 REVIEW OF LITERATURE 25
4 RESEARCH METHODOLOGY 23
5 ANALYSIS AND INTERPRETATION 27
6 FINDINGS & SUGGESTIONS 69
7 CONCLUSION 71
BIBLIOGRAPHY 72
ANNEXURE 74
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Sino Title Page no
1
Table showing the gender of the sample respondents28
2 Table showing the age of the sample respondents 30
3Table showing the marital status of the sample
respondents 32
4 Table showing the length of service of the sample
respondents 34
5 Table showing the work shift of the sample respondents 36
6
Table showing the sample respondents opinion on the
adaptation of latest management tools and technique by
the organization 38
7Table showing the employee attitude on the recognition
of good work by the management 39
8
Table showing the employees opinion towards
consideration of education and skills in determining
salary grades 40
9Table showing the attitude of employees towards
appreciation for good work 41
10Table showing the attitude of employer towards the
customer interest 42
11Table showing the attitude of employer towards rewards
given towards the employees suggestion 43
12Table showing the attitude of employee regards rewards
on suggestions 44
13Table showing the opinion of the employee towards team
work with supervisors 45
14Table showing the opinion of the employee towards team
work with peers 46
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15Table showing the opinion of the employee towards team
work with subordinates 47
16 Table showing the number of labors in the organization 48
17Table showing the opinion of the employee to existenceof friendly work place 49
18Table showing the sample respondents attitude towards
socialization outside the office 50
19Table showing the opinion of the employee on
relationship with the former colleagues 51
20Table showing the opinion of the employee towards the
organizations social responsibility 52
21Table showing the opinion of the employee towards the
organizations social responsibility 53
22Table showing the opinion of the sample respondents
about the performance appraisal system 54
23Table showing the opinion of sample respondents on
regular career development 55
24
Table showing the sample respondents comment on
adequate welfare facilities and amenities provided 56
25Table showing the sample respondents attitude onfair
recruitment and exit policy 57
26Table showing the opinion of the employee on grievance
regresal 58
27Table showing the opinion of the employee towards
collective decisions making 59
28Table showing the opinion of the employee towards
employee employer relationships 60
29Table showing the sample respondents attitude towards
the collective win 61
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30Table showing the sample respondents opinion on
sharing the strategic goals 62
31Table showing the opinion of the employee on prevailing
open communication 63
32Table showing the sample respondents opinion on
solving the day to day problems 64
33Table showing the opinion of the employee on vision and
mission of the company 65
34Table showing the opinion of the employee towards
recommending their organization to their friends 66
35
Table showing the sample respondents opinion on
putting more effort for success of the organization 67
36Table showing the opinion of the employee towards
loyalty 68
37Table showing the opinion of the employee towards job
assignment 69
38Table showing the opinion of the employee towards
shared values 70
39Table showing the opinion of the employee towardsbelonging to this organization 71
40Table showing the sample respondents attitude towards
the organization inspiring the very best in them 72
41Table showing the sample respondents comment on
choosing the organization to work 73
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S.no Title Page no
1 Chart showing the gender of the sample respondents 29
2 Chart showing the age of the sample respondents 31
3
Chart showing the marital status of the sample
respondents 33
4
Chart showing the length of service of the sample
respondents 35
5
Chart showing the length of service of the sample
respondents 37
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CHAPTER 1
INTRODUCTION
1.0 EMPLOYEE COMMITMENT :Understanding employee commitment as an employee attitude is important
because, it has an important effect on organizational performance and productivity and
this attitude can be influenced by human resources policies and practices. (RAYTON,
2006: 139)
The last decade particular research interest in high commitment model of
human resources management depicted that a bundle of human resources practices
focusing on employee commitment to the organization ultimately would contribute to
organizational effectiveness. (DOREN BOSCH, 2006:275). Despite the focus on
commitment executives find it difficult to understand the concept of employee
commitment and how it can be influenced, measured and managed. (CROSBY, 2000:2)
MATTESON (2005:224) found that Research evidence indicates that the absence of
commitment can reduce organizational effectiveness. People who are committed are less
likely to quit jobs.
It is evident from theories that strong commitment is often correlated with
high productivity. (BENNETT and MINTY 2005:16-17). Various studies have indicated
that promoting employee commitment increases employee retention and in addition,
makes a positive contribution to organizational performance.
Commitment can be influenced by variety of psychological and work related
variables such as individual behavioral influence, work related attitude and human
resource management practices.
ASHKANASY describe drivers of commitment as intervening variable that
channel the occurrence and strength of commitment.
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GREENBERG and BARREN (2003:146) argue that work related attitude
include lasting belief, feeling and behavioral tendency towards various aspect of the job
itself, the setting in which the work is conducted and the people involved. Work related
attitude reflects in tendencies to respond.
According to MATTESON (2005:96) individual variables combined with
organizational variables will shape productive, non productive and counterproductive
work behavior. It is important to understand individual behavior to shape and influence
commitment.
People in organizations encounter thousands of events, practices and
procedure and they perceive them in related set. Therefore as proposed by SCHNEIDER
and REICHERS (1983) work settings have numerous climates. Since climate is a
multidimensional construct it is meaningless to speak without a referent.
SHARMA (1987) reviewed a fairly large number of studies of organizational
climate and concluded that despite general agreement over the definition there is yet no
agreement over a common set of dimension of climate. The concept organizational
climate has three components (Affective, Continuance, and Normative). The drivers of
commitment also belong to three sources as Personal attributes, Job characteristics andOrganizational climate.
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1.1
Organizational climate, sometimes known as corporate climate is the process of
quantifying the culture of an organization. Organizational climate is a psychological
dynamism Organizational climate is a set of properties of the work environment,
perceived directly or indirectly by employees, that is assumed to be a major force in
influencing employee behavior. The concept of organizational climate has been assessed
by various authors, of which many of them published their own definition of
organizational climate. For those interested in understanding organizational climate, it is
important to make some distinctions. Climate is often defined as the recurring patterns of
behavior, attitudes and feelings that characterize life in the organization (Isaksen &
Ekvall, 2007). Organizational climate, however, proves to be hard to define.
Organizational Climate surveying enables the impact of 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.
Organizational Climate is hard to define. Because, it is important to define
Climate and other is how to measure it effectively. There are two approaches to the
concept of Climate, one being cognitive schema and the other the shared perception
approach.
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1.2 ORGANIZATIONAL COMMITMENT:
Commitment refers to the attachment and loyalty. It is associated with the feelings
of individuals about their organization. As defined by PORTER et al (1974),
commitment is the real strength of individuals identification with, and involvement in, a
particular organization. It isthe employee's psychological attachment to the organization.
It can be contrasted with other work-related attitudes, such as Job Satisfaction, defined as
an employee's feelings about their job, and Organizational identification, defined as the
degree to which an employee experiences a 'sense of oneness' with their organization.
The three characteristics of commitment identified by MODWAY et al (1982) are:
1. A strong desire to remain a member of the organization.2. A strong belief in and acceptance of, the values and goals of the organization.3. A readiness to exert considerable effort on behalf of the organization.
BATEMAN and STRASSER state that organizational commitment has been
operationally defined as multidimensional in nature, involving an employees loyalty to
the organization, willingness to exert effort on behalf of the organization, degree of goal
and value congruency with the organization, and desire to maintain membership (p.95).
MOWDAYSTEERS and PORTER(1979) identified commitment-related attitudes and
commitment-related behaviors.
SHELDON (1971) defines commitments as being a positive evaluation of the
organization and the organizations goals. According to BUCHANAN (1974) most
scholars define commitment as being a bond between an individual (the employee) and
the organization (the employer), though his own definition of commitment
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CHAPTER 2
ORGANIZATIONAL PROFILE
2.1 Roots industries ltd:
ROOTS Industries Ltd. is a leading manufacturer of horns in India and the 11th
largest Horn Manufacturing Company in the world. Headquartered in Coimbatore - India,
ROOTS has been a dominant player in the manufacture of Horns and other products like
Castings and Industrial Cleaning Machines.
ROOTS Industries Ltd. is managed by an excellent team of path-breakers, chief
among them being the Chairman, Mr. K. RAMASAMY, a Master's Degree Holder in
Automobile Engineering from Lincoln Technical Institute, USA. He is supported by
technical and administrative people, experts in their own field, who together strive to
maintain the highest quality quotient in all of ROOTS' products.
Since its establishment in 1970, ROOTS has had a vision and commitment to
produce and deliver quality products adhering to International Standards. With a strong
innovative base and commitment to Quality, Roots Industries Limited has occupied a key
position in both international and domestic market as suppliers to leading OEMs (original
equipment manufacturers) and after market. Similar to products, Roots has leading edge
over competitors on strong quality system base. Now, Roots Industries Limited is the first
Indian Company and first horn manufacturing company in the world to get ISO/TS 16949
certification based on effective implementation of QS 9000 and VDA 6.1 system
requirement earlier. Roots' vision is to become a world class company
manufacturing world class product, excelling in human relation.
Roots is a leading Original Equipment supplier to major vehicle manufacturers
like Mercedes Benz, Mitsubishi, Mahindra & Mahindra, Toyota, Fiat, TELCO, TVS,
Kinetic, etc. The ever demanding requirements of Customer Satisfaction has strengthened
R &D activities and increased Roots technical competence to international standards.
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The Engineering Research Centre (ERC) is involved in the continuous
improvement and enhancement of design to increase performance and reliability. The
ERC functioning fewer than three distinct heads cater to the needs of Roots Industries,
Roots Multiclean and Roots Auto Products. Though there is a three-pronged operational
ethos, the ERC is integrated and meshed seamlessly with one single objective: that of
design research and performance monitoring. Through extensive product engineering, the
ERC cell of ROOTS achieves the following:
y Designing and developing new products with customer focus.y Conducting required tests to ensure product reliability.y Initiating necessary corrective and preventive action for ensuring peak
performancey Fine-tuning products with available components to satisfy customer requirements
Roots Multiclean Ltd. (RMCL) is a joint venture with Hako Werke GmbH &
Co., Germany, one of the largest cleaning machine manufacturers with global operations.
RMCL is the sole representative in India and SAARC countries for Hako Werke's entire
range of cleaning equipment. The quality of RMCL products is so well established that
Hako buys back a major portion for their global market. RMCL also represents several
global manufacturers of cleaning products and is gearing itself up to provide customized,
total cleaning solutions.
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2.2 VISION OF ROOTS GROUP:
We will stand technologically ahead of others to deliver world-class innovative
products useful to our customers. We will rather lose our business than our customers'
satisfaction. It is our aim that the customer should get the best value for his money.
Every member of Roots Company will have decent living standards. We care
deeply for our families, for our environment and our society. We promise to pay back in
full measure to the society by way of selfless and unstinted service.
2.3 MILESTONES OF THE GROUP:
1970
Promotes American Auto Service for manufacture of Electric
Horns.
1972 First to manufacture Servo Brakes for Light Motor Vehicles.
1984
Roots Auto Products Private Limited was established tomanufacture Air Horns. Die Casting Unit commences commercial
operations.
1988 Polycraft, a unit for Plastic Injection Moulding was established.
1990 Roots Industries Private Limited takes over Electric Horn business.
1992
RMCL enters into Techno-Financial collaboration with M/s. HakoWerke GmbH, Germany.
1992Roots Industries Private Limited obtains the National Certification -ISI mark of quality.
1994
Production of floor cleaning equipment commences. RootsIndustries Private Limited wins American International Quality
Award.
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1999 Becomes the first horn manufacturer in Asia to obtain QS 9000
2000
Becomes the first horn manufacturer in Asia to obtain VDA 6.1 andthe first in the world to win ISO / TS 16949
2000
The first to introduce digitally controlled air horns and lowfrequency, low decibel irritation free Jumbo Air Horns.
2003
Roots Industries Ltd., Horn Division is accredited with ISO 14001 :1996
2003
Roots Industries Ltd., upgraded its ISO / TS 16949 from 1999
version to 2002 version
2004
Roots Industries Limited (RIL) opens its 100% exclusive ExportOriented Unit at their Horn Division, Thoppampatti, Coimbatore to
cater the needs of Ford North America.
2004 RIL's EOU commences its supplies to Ford, North America
2004
Roots Multiclean Limited (RMCL) inaugurates its 100% EOU Plantat Kovilpalayam, Coimbatore
2004
Roots Cast Private Limited (RCPL) inaugurates its Unit II atArugampalayam, Coimbatore
2004
Roots Auto Products Pvt Ltd (RAPPL) expands with its MachiningDivision at Arugampalayam, Coimbatore
2004 RIL successfully launches its Malaysian Plant
2004
The group company American Auto Service is accredited with ISO9001 : 2000
2005
Roots Industries Ltd. is certified with MS 9000, a pre-requisite forQ1 award for Ford Automotive Operations Suppliers. Focus on
Systems and Processes
2005
Roots Metrology & Testing Laboratory has been accredited by
National Accreditation Board for testing & calibration in the field ofMechanical Linear & Angular
2005 Roots Industries Ltd., is awarded Q1 by Ford Motor Company
2005
Roots Horn Division upgraded its ISO : 14001 from 1996 version to2004 version
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CHAPTER 3
REVIEW OF LITERATURE
3.1 ORGANIZATIONAL COMMITMENT
Aviad Bar Haim et al (2009) in their article Essence and techniques in
redefinition of the concept of Organizational commitmenthas shown that organizationalcommitment has its core personal or organizational resources, which enable commitment
choices. These commitment choices, either personal or organizational stem from or aredependent on this core. The authors have concluded that for a non negligible number of
working people, commitment is a raison dtre no less powerful than a contractual
obligation to the employer.
Dave Arnott et al (2000) in their article Organizational Commitment and
Corporate Cults examined the commitment of workers to their organization via three
constructs that are derived from the definition of a cult. They further analyzed the three
constructs in terms on their effects on Christian lifestyle and expectations. The authors
concluded the literature as displaying the attributes of a culted organization, and one that
has been found to be less culted.
Dinah J Kipkebut (2009) in his article Organizational commitment in a non
western context: the Kenyan case has shown that organizational commitment in Kenyanuniversities was a multidimensional construct variables consisting of affective, normative
and continuance commitment and was found to be bi-dimensional consisting of low
perceived alternatives and high personal sacrifice. The researchers concluded that since
all the three components interact with each other positively they are all important in their
own respect, and cannot be ignored.
Isaiah O. Ugboro (2006) in his article Organizational Commitment, Job Redesign,
Employee Empowerment and Intent to Quit among Survivors of Restructuring and
Downsizingshown the relationship between job redesign, employee empowerment and
intent to quit measured by affective organizational commitment among survivors of
organizational restructuring and downsizing. The authors have concluded that highly
competent survivors have a high propensity to leave an organization subsequent to
restructuring and downsizing.
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Jennifer C. Cullen (2005) In her article Performance Differences Among Four
Organizational Commitment Profiles Robert R. Sinclair, Jennifer S. Tucker, and Chris
Wright attempted research on organizational commitment and from configure
organizational theory to propose a framework of affective and continuance commitment
profiles. The authors have concluded about distinguishing profiles reflecting moderate
attachments from those reflecting more intense positive or negative attachments.
Jesalina A. Tabuso in her article Organizational commitment of the faculty of the
divine word college of Viganhas attempted at teacher commitment is closely connected
to teachers work performance and their ability to innovate and integrate new ideas into
their own practice, as well as having an important influence on students. The authors
have concluded that the faculty of DWCV (DIVINE WORD COLLEGE OF VIGAN. ) is
female-dominated in their prime years, with majority of them married. And the entire
faculty has remained in DWCV because they find in the school a sense of economic
security.
Mahmoud AL-Hussami (2008) in his article A Study of Nurses' Job Satisfaction:
The Relationship to Organizational Commitment, Perceived Organizational Support,
Transactional Leadership, Transformational Leadership, and Level of Education has
determined the predicting strength among job satisfaction of the nurses. And concluded
that the Relationship to Organizational Commitment, Perceived Organizational Support
Another implication is that nurse managers should stay abreast of the current trends and
factors that contribute to job satisfaction. Issues related to organizational commitment
and organizational support, such as unfair work conditions, salary inequities, lack of
employee support should be addressed promptly and justly.
Naser Shirbagi (2007) in her article Exploring Organizational Commitment and
Leadership Frames within Indian and Iranian Higher Education Institutions has
investigated relationship between faculty members organizational commitment and
leadership frames of chairpersons has proved significant differences between Punjab
University and Tabriz University in case of affective commitment. The authors have
concluded that there exists significant correlation between organizational commitment
and symbolic frame; there exists significant correlation between affective commitment
with symbolic frame; continuance commitment with structural frame; as well as
normative commitment with symbolic frame. The result of this investigation exhibit, that
Indian faculty members tend to be more committed to their organization as compared to
their Iranian counterpart.
OOI KENG BOON et al (2006) in their article The influence of corporate culture
on organizational commitment: case of semiconductor organizations has investigated
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the influence of four dimensions of corporate culture (teamwork, communication, reward
and recognition, and training and development) on employees organizational
commitment within six major Malaysian semiconductor packaging organizations and also
revealed that communication, training and development, reward and recognition, and
teamwork are positively associated with employees commitment. The authors have
concluded that age, gender, marital status, education, and organizational tenure may
influence organizational commitment.
Kuldeep kumar et al (2009) in their article Organizational justice perceptions as
predictor of job satisfaction and organizational commitmentattempted at linking
perceived organizational justice with job satisfaction and organizational commitment.
Distributive justice was found to be positively related to both job satisfaction and
organizational commitment. Procedural justice was a more important predictor of the
organizational outcomes (organizational commitment and subordinates evaluation and
supervisor). Procedural justice was not found to be related to job satisfaction but it wassignificantly related to Organizational commitment.
Rajendran Muthuveloo et al (2005) in their journal Antecedents and outcomes
of organizational commitment among Malaysian engineershas received much empirical
study, both as consequences and antecedents, of other work-related variables of interest.
The authors have concluded that the antecedents and outcomes of organizational
commitment amongst engineers are unique, or different from other professions. The
dynamism of organisational commitment, due to its continuance commitment element, is
strongly influenced by macro-economics. The impact of organisational commitment and
personal characteristics on organisational outcome was emphasized by the authors.
Sajid Bashir et al (2008) in their article Determinants of Organizational
Commitment A Study of Information Technology Professionals in Pakistan has been
extensively researched and different researchers have identified its antecedents and
outcomes. They have related to commitment with turnover Steers (1977) conducted a
comprehensive study developing a model to find out antecedents and outcomes of
organizational commitment. They have concluded that job characteristics do not
determine organizational commitment of IT professionals in Pakistan and majority of
organizations follow a centralized authority structure. Jobs are designed with least
autonomy, significance and feedback. Similarly use of personal initiative and autonomyat jobs is also discouraged in most of Pakistani organizations. Hence employees and
professionals in Pakistani organizations prefer jobs with high formalization.
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Sumaira Hamid et al (2009) in their article Modeling causative factors of
organizational commitment in consumer banks employeesstudied intended to stay and
the extent to which an employee feels loyal and attached to an organization. The authors
have concluded that it was evident that timely and fair promotion method, pay and
rewards within banks augmented the organizational commitment level among employees.
And further organizational repute and age of employees also showed a significant linkage
with organizational commitment.
Dr. Yogesh Upadhyay et al (2010) in their article Job satisfaction &
organizational commitment: A study of mediating role of perceived organisational
support organizational commitment has attempted to find out impact of Job
Satisfaction on Organizational Commitment and investigate mediating. The researchers
outcome indicates that job satisfaction creates a feeling in employees concerning the
contribution of organization towards their well-being. The direction of impact further
reinforces merits of job satisfaction. Third relationship that has been examined in the
present study is the significance of impact of Perceived Organisational Support (POS) on
Organisational Commitment. The study concludes this impact to be significant.
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3.2 ORGANIZATIONAL CLIMATE:
Anita Gupta, (2008) the data provided a description of a relatively young, welleducated and trained work force which received moderate levels of financial
remuneration. The general picture emerging out of these findings indicate that overall a
favorable climate exists in the organization. The organization has a pool of professionals
which are working for a larger cause and meeting their professional satisfaction.
However due to the rising prices there is a need to revise the financial policy relating to
perdiem and accommodation on a regular basis. The organization shows great deal of
transparency in decision making and shares information across levels. The management
believes in having a participative approach to decision making. There is enough
autonomy to perform ones job. Also the organization offers enough scope for personal
and professional growth. The leadership of the origination is approachable and is
sensitive to the needs of the employees. At the same time there are roles and
responsibilities to be performed and each one is held accountable for work. There is a
great emphasis on capacity building and skill enhancement of the employees. As the
organization is in its expansion phase, it promises its employees enhanced roles and
responsibilities. The organization needs to plan its manpower requirement in the teams so
as to optimize the productivity. In case of employees having multiple reporting, job
description should be decided jointly by the team leaders and made known to the
employee. The organizational climate can become conducive to develop potential and
competencies of the employees and provide opportunities for fulfillment. There is a need
for an enhanced role of regional managers who should feel responsible for building a
positive, motivating work culture which would ensure optimum utilization of the
capabilities of the team members leading to self and organizational effectiveness.
Avinash Kumar Srivastav, (2007) Organizational climate depends on the
perception of organizational members about different organizational dimensions. Age
influences the individual perception. Depending on the age group, individuals in an
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organization may have differing perceptions about the organization. It can therefore be
hypothesized that organizational climate is differently perceived across the age groups
within the same organization. Climate was measured across age groups (lower, middle
and higher), using MAO-C instrument, involving 453 randomly selected executives in a
public sector industry. Statistical analysis reveals significant differences in the perception
of climate across the age groups in the organization. "Dependency-Control"
climate prevails in the lower and middle age groups but "Dependency-Affiliation"
climate prevails in the higher age group. "Expert Influence" and "Extension" are weaker
in the middle age group as compared to the higher age group, whereas "Control" and
"Dependency" are stronger in the middle age group as compared to the higher age group.
Thus, organizational climate is less functional in the middle age group as compared to the
higher age group.
Dastmalchian and Ali (1986) conducted a study primarily concerned with
exploring the relationships between organizational climate and characteristics of
organizational environments. Environmental characteristics include dependencies,
competition and uncertainty. In addition, the relationship of climate and environments
with dimensions of organizational structure and size are examined. Using data from 15
industrial organizations in Britain, the results have shown that different environmental
characteristics have different associations with organizational climate. Also, the
relationships between environments and climate are not similar to those found between
environments and structure. The researcher suggested that the creation of appropriate
climates and structural design as responses to environmental pressures may be considered
as complementary strategies in an attempt to maintain administrative control. The results,
therefore, provide support for the suggestion that, in order to improve our understanding
of the dynamics of organizational climate, characteristics of organizational environments
should be incorporated into future research designs.
James, Lawrence R.; Jones, Allan P., (1974) conducted a study on
organizational climate research, definitions, and measurement approaches are reviewed
and differentiated into 3 categories: a multiple measurement-organizational attribute
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approach, a perceptual measurement-organizational attribute approach, and a perceptual
measurement-individual attribute approach. Similarities and differences between these
approaches are discussed in an attempt to address a number of theoretical and
psychometric concerns. A major focus is the extent to which organizational climate
duplicates other organizational and individual domains. Recommendations for future
research include a rationale for differentiating between organizational climate and
psychological or individual climate, and an emphasis upon the distinction between level
of measurement and level of explanation as related to future definitions of climate.
Richard M Burton et al., (1999) Climate is the atmosphere of the organization, a
relatively enduring quality of the internal environment of an organization, which is
experienced by its members and influences their behavior. The organizational climate
can be measured in terms of trust, morale, conflict, equity in rewards, leader credibility,
resistance to change and scapegoating. Using a factor analysis, we found that the
organizational climate can be described in two dimensions: tension and the resistance
to change for a group of 245 Danish companies. High tension involves strained
relationships, stress and a balance of the combined factors. High resistance to change is a
preference for tomorrow to be like today. Change management has a long history and
rests fundamentally upon Lewins three phases: unfreeze, change and re-freeze. More
recently, change management is seen as sense making and the creation of an
organizational reality in which change is more usual and continuous. Using the
competing values framework, four organizational climates emerge: internal process,
which is high on tension and resistance to change, rational goal, which is high on tension
and low on resistance to change, developmental, which is low on tension and low on
resistance to change, and group, which is low on tension and high on resistance to
change. The managerial implications are complex for a fast paced world; the resistance to
change must be low. Lewinian episodic change is difficult, slow and costly. Continuous
change can be managed, where change becomes the norm of the organization. However,
tension does not have to be low. Individuals may prefer a low tension organization, but it
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may not be necessary for a fast paced world. Further, since the two dimensions are
independent, managers cannot reduce tension as a means to reduce the resistance to
change.
Victor and Cullen, (1987, 1988) although organizational commitment continues
to interest researchers because of its positive effects on organizations, we know relatively
little about the effects of the ethical context on organizational commitment. As such, we
contribute to the organizational commitment field by assessing the effects of ethical
climates on organizational commitment. We hypothesized that an ethical climate of
benevolence has a positive relationship with organizational commitment while egoistic
climate is negatively related to commitment. Results supported our propositions for both
a benevolent climate and an egoistic climate. We also hypothesized that a principled
climate is positively related to organizational commitment for professional workers but
has no relationships for nonprofessional workers. Results supported this hypothesis.
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CHAPTER 4
RESEARCH METHODOLOGY
4.1
PROBLEM STATEMENTWhile research has shown that empirical commitment can be influenced by
human resources strategies executives find it difficult to measure and manage. Measuring
employee attitude towards human resources strategies will enable an organization to
direct specific actions resulting in committed workforce contributing to organizational
effectiveness. It is important to understand the concept of employee commitment and the
drivers that channel the occurrence and strength of commitment. Executives need to be
aware of these drivers to understand how commitment can be influenced and sustained.The measurement is possible by measuring employee attitude about job.
4.2 PURPOSE OF THE STUDYThe purpose of the study is to provide theoretical and empirical findings on
employee commitment and measure significant drivers of commitment. Employee
commitment is multidimensional. The study aims to identify the drivers of organizationalcommitment taking in two commitments affective commitment and normative
commitment. Organizational commitment is treated as dependent variable while
dimensions of organizational climate will be used as independent variable. The study
aims to test whether there exists any relationship between organizational climate and
organizational commitment. Understanding this relationship will enable effective
management of the drivers with a hope of increasing commitment.
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4.3 OBJECTIVE OF STUDY:
Primary objective-
y To examine the level of organizational commitment among the employees ofRoots industries ltd.,
y To identify factors influencing organizational commitment among employees ofRoots industries ltd.,
Secondary objective-
y To provide suggestions for enhancement and sustainability of organizationalcommitment.
4.3 RESEARCH METHODOLOGYResearch design: Descriptive study
Research method: Survey method
Research instrument: Structured questionnaire
Sample area: Roots industries ltd, Coimbatore
Sample population: 105 respondents
Pilot survey: 10 employees
Survey instrument: Questionnaire
Data sources: Primary sources and secondary sources
Statistical tools: Percentage analysis.
4.4 RESEARCH DESIGNResearch design refers to the conceptual structure within which research would be
conducted. A research design indicates a plan of action to be carried out in
connection with a proposed research work. The research design used for the study is
of descriptive type. A descriptive study collects data for a definite purpose.
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4.5 SAMPLING PROCEDURE
4.5.1 ResearchQuantitative research is the systematic scientific investigation of quantitative
properties and phenomena and their relationships. It is based on the measurement of
quantity and amount. The objective of the quantitative research is to develop and employ
mathematical models, theories, hypothesis, pertaining to natural phenomena.
4.5.2 Sampling designThe study has used in non probability sampling design. Non- probability
sampling involves deliberate selection of a particular unit of the population forconstituting sample.
4.5.3 Sample size: 105
4.6 SAMPLING TECHNIQUES:
The samples were collected by the researcher through convenience sampling and
the sampling technique applied by the researcher was non probability sampling.
4.7 SOURCES OF DATA
Type of data:
Types of data used in this study are
Primary data
Secondary data
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Primary data
Primary data was collected directly from the field. In this study, data was obtained from
the employees of Roots industries. Primary data was collected to know the opinion of the
employees about organizational commitment and the some demographic factors such as
age, gender etc.
Secondary data
The data which have already been collected and analyzed by someone else is called
secondary data in this study; secondary data was collected from the company profiles,
book, and websites.
Findings of the data:
The data needed for this study was found in the company profile and company website
for the details about the company. The data about the employees opinion was obtained
by schedule method.
4.8 DATA COLLECTION TECHNIQUE
Questionnaire
Structured and unstructured questionnaire is framed to get the responses from the
respondents. The questionnaire consists of dichotomous and rating questions.
4.9 PILOT STUDY
A pilot study also called a pilot experiment is a small scale preliminary study
conducted before the main research in order to check the feasibility or to improve the
design of the research. Pilot studies are therefore not appropriate for case studies. They
are frequently carried out before large scale quantitative research in an attempt to avoid
time and money being wasted on an inadequately designed project. A pilot study is
usually carried out on members of the relevant population, but not on those who will
form part of the final sample. This is because it may influence the later behavior of
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research subjects if they have already been involved in the research. A pilot survey was
conducted before finalizing the questionnaire with 10 employees to check if there
prevailed any discrepancies.
4.9 FINDINGS:
The major findings were to be recorded and the suggestion or conclusions concerning the
study were orderly formed through these phases of study.
4.10 CONCLUSIONS:
Following the major findings and suggestions appropriate conclusion was framed and
given.
4.11 CHAPTER SUMMARY:
CHAPTER 1 This chapter presents the introduction of the concept of
organizational climate.
CHAPTER 2 This chapter elaborates the history of the organization.
CHAPTER 3 This chapter presents the review of the literature done.
CHAPTER 4 This chapter explains the research methodology adopted for the
research.
CHAPTER 5 This chapter presents the analysis and interpretation done.
CHAPTER 6 This chapter shows the findings and suggestions.
CHAPTER 7 This chapter briefs the conclusion for the research.
BIBLIOGRAPHY
ANNEXURE
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CHAPTER 5
Data Analysis & Interpretation
TABLE 5.1: Table showing the classification of the sample respondents on the basis
of gender
Gender
No of sample
respondents
Percentage
(%)
Male 90 86
Female 16 14
Total 105 100
Source: Primary Data
Interpretation : From the above table it is observed that among 105 sample respondents
as high as 86% of the sample respondents are male and remaining 14% are female.
Inference : Thus from the analysis it can be concluded that majority of the sample
respondents are male.
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CHART 5.1: Chart showing the gender of the sample respondents
86%
14%
Gender
Male
Female
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TABLE 5.2: Table showing the classification of the sample respondents on the basis
of age
Source: Primary Data
Interpretation : From the above table it is clearly depicted that among 105 sample
respondents as high as (43%) of the sample respondents are between the age group 20
30 and 30 40and as less as (2%) of the sample respondents are aged 50 and above.
Inference : Thus from the analysis it can be concluded that a majority of the sample
respondents are in the age group of 20 30 and 30 40.
Age
No of sample
respondents
Percentage
(%)
20 30 46 43
30 40 46 43
40 50 11 12
50 and above 2 2
Total 105 100
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CHART 5.2: Chart showing the age of the sample respondents
43%
43%
12%
2%
Age
20 - 30
30 - 40
40 - 50
50 andabove
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TABLE 5.3: Table showing the marital status of the sample respondents
Marital status
No of sample
respondents
Percentage
(%)
Single 33 31
Married 72 69
Total 105 100Source: Primary Data
Interpretation : From the above table it is understood that 31% are unmarried and theremaining 69% of the sample respondents are married.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents are married.
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TABLE 5.4: Table showing the classification of respondents on the basis of service
Length of
service
No of sample
respondents Percentage (%)
1 year 0 0
1 - 2 years 3 3
3 - 5 years 25 24
5 > years 77 73
Total 105 100
Source: Primary Data
Interpretation : From the above table it is clearly depicted that among 105 sample
respondents as high as (73%) of the sample respondents have an experience of more than
5 years while 24% of the sample respondents have 3 5 years of experience and as low
as (3%) of the sample respondents have an experience of 1 2 years,.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents have an experience of more than 5 years.
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CHART 5.4: Chart showing the length of service of the sample respondents
3%
24%
73%
Service of employees
1 - 2 years
3 - 5 years
5 > years
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TABLE 5.5: Table showing the work shift of the sample respondents
Work shift
No of sample
respondents Percentage (%)
Day 92 88
Night 2 2
Rotation 11 10
Total 105 100
Source: Primary Data
Interpretation : From the above table it is observed that among 105 sample respondents
as high as (88%) of the sample respondents are working in day shift, 2% of the sample
respondents are night shift and as low as (10%) of the sample respondents are rotation
shift.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents are working in day shift.
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CHART 5.5: Chart showing the length of service of the sample respondents
88%
2%10%
Work shift
Day
Night
Rotation
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Dimensions of Employee commitment
TABLE 5.6: Table showing the sample respondents opinion on the adaptation of
latest management tools and technique by the organization
Factors
No of sample
respondents
Percentage
(%)
Strongly agree 23 22
Agree 68 65
Neutral 14 13
Disagree 0 0Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(65%) of the sample respondents agree that the organization has a adaptation of latestmanagement tools, and 22% strongly agree it, and as low as (13%) of the respondents
stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization has a adaptation of latest management tools.
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TABLE 5.7: Table showing the employee attitude on the recognition of good work
by the management
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(66%) of the sample respondents agree that the management recognises good work,
while 25% of the sample respondents strongly agree it, and as low as ( 2%) disagree it
and strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the management recognises good work.
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 27 25
Agree 69 66
Neutral 5 5
Disagree 2 2
Strongly disagree 2 2
Total 105 100
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TABLE 5.10: Table showing the attitude of employer towards the customer interest
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 36 35
Agree 57 54
Neutral 12 11
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(54%) of the sample respondents agree that the customers interest comes ahead of
owners interest,while 35% strongly agree it, as low as (11%) of the respondents stays
neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the customers interest comes ahead of owners interest.
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TABLE 5.11: Table showing the attitude of employer towards rewards given
towards the employees suggestion
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 27 26
Agree 57 54
Neutral 19 18
Disagree 0 0
Strongly disagree 2 2
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(54%) of the sample respondents agree that the rewards given towards the employees
suggestion, while 18% of the respondents stays neutral, and 2% strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the rewards given towards the employees suggestion.
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TABLE 5.12: Table showing the attitude of employee regards rewards on
suggestions
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 24 23
Agree 59 57
Neutral 16 15
Disagree 4 3
Strongly disagree 2 2
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(57%) of the sample respondents agree that the sample respondents are encouraged to
think upside down, while 23% of the sample respondents strongly agree it, and as low as
(2%) strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the sample respondents are encouraged to think upside down and
give conventional suggestions.
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TABLE 5.13: Table showing the opinion of the employee towards team work with
supervisors
Factors
No of sample
respondents
Percentage
(%)
Strongly agree 13 12
Agree 70 68
Neutral 20 18
Disagree 0 0Strongly disagree 2 2
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(68%) of the sample respondents agree they have a team work with supervisors, 12%
strongly agree it, while 18% stays neutral, and as low as (2%) strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they get necessary help and cooperation in carrying out their
duties from supervisors.
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TABLE 5.14: Table showing the opinion of the employee towards team work with
peers
Factors
No of sample
respondents
Percentage
(%)
Strongly agree 13 12
Agree 63 60
Neutral 29 28
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(60%) of the sample respondents agree that they get necessary help and cooperation in
carrying out their duties from peers, while 28% stays neutral, and as low as (12%)
strongly agree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they get necessary help and cooperation in carrying out their
duties from peers.
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TABLE 5.15: Table showing the opinion of the employee towards team work with
subordinates
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 18 16
Agree 76 74
Neutral 11 10
Disagree 0 0
Strongly disagree 0 0
Total 105 100Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(74%) of the sample respondents agree that they get necessary help and cooperation in
carrying out their duties from subordinates, while 16% strongly agree it, and as low as
(10%) stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they get necessary help and cooperation in carrying out their
duties from subordinates.
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TABLE 5.16: Table showing the attitude of the sample respondents about the scope
and responsibility of their role in the organization
Factors
No of sample
respondents
Percentage
(%)
Strongly agree 24 23
Agree 71 68
Neutral 8 7
Disagree 0 0
Strongly disagree 2 2
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(68%) of the sample respondents agree that they are clear about the scope and
responsibility of their role in the organization, while 23% strongly agree it, and as low as
( 2%) strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they are clear about the scope and responsibility of their role in the
organization.
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TABLE 5.17: Table showing the opinion of the employee to existence of friendly
work place
Factors
No of
samplerespondents
Percentage(%)
Strongly agree 27 26
Agree 70 68
Neutral 8 6
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(68%) of the sample respondents agree that there is a friendly work place, while 26%
strongly agree it, and as low as (6%) stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that that there is a friendly work place.
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TABLE 5.18: Table showing the sample respondents attitude towards socialization
outside the office
Factors
No of sample
respondents
Percentage
(%)
Strongly agree 17 16
Agree 59 57
Neutral 26 25
Disagree 3 2
Strongly disagree 0 0
Total 105 100Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(57%) of the sample respondents agree that they socialize outside the office often, while
16% strongly agree it, and as low as (2%) of the respondents disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they socialize outside the office often.
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TABLE 5.19: Table showing the opinion of the employee on relationship with the
former colleagues
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 5 5
Agree 64 63
Neutral 32 32
Disagree 0 0
Strongly disagree 0 0
Total 101 100Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(63%) of the sample respondents agree that they have relationship with former
colleagues, while 32% stays neutral, and as low as (5%) of the respondents strongly
agree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they have relationship with former colleagues.
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TABLE 5.20: Table showing the opinion of the employee towards the organizations
social responsibility
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 23 22
Agree 57 54
Neutral 25 24
Disagree 0 0
Strongly disagree 0 0
Total 105 100Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(54%) of the sample respondents agree that the organization strongly carries out its social
responsibility, while 24% stays neutral and as low as (22%) of the respondents strongly
agree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization strongly carries out its social responsibility.
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TABLE 5.21: Table showing the opinion of the employee towards ethical standards
and practices
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 25 24
Agree 73 70
Neutral 7 6
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(70%) of the sample respondents agree that the organization follows high ethical
standards and practices in the business, while 24% strongly agree it, and as low as ( 6%)
of the respondents stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization follows high ethical standards and practices.
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TABLE 5.22: Table showing the opinion of the sample respondents about the
performance appraisal system
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 8 7
Agree 45 44
Neutral 35 34
Disagree 11 10
Strongly disagree 6 5
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(44%) of the sample respondents agree that there is a transparent performance appraisal
system, while 34% stays neutral, and as low as (5%) of the respondents strongly disagree
it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that there is a transparent performance appraisal system.
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TABLE 5.23: Table showing the opinion of sample respondents on regular career
development
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 9 8
Agree 66 64
Neutral 23 22
Disagree 5 4
Strongly disagree 2 2
Total 105 100Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(64%) of the sample respondents agree that the organization has a regular plan in the
career developments, while 4% disagree it, and as low as (2%) of the respondents
strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization has a regular plan in the career developments.
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TABLE 5.24: Table showing the sample respondents comment on adequate welfare
facilities and amenities provided
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 9 8
Agree 71 68
Neutral 21 20
Disagree 2 2
Strongly disagree 2 2
Total 105 100Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(68%) of the sample respondents agree that the organization has a adequate welfare
facilities and provides amenities, while 20% stays neutral, and as low as (2%) of the
respondents disagree it and strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization has a adequate welfare facilities and provides
amenities.
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TABLE 5.25: Table showing the sample respondents attitude onfair recruitment
and exit policy
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 14 13
Agree 63 61
Neutral 28 26
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(61%) agree that the organization has a fair recruitment and exit policy, while 26% stays
neutral, and as low as (13%) of the respondents strongly agree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization has a fair recruitment and exit policy.
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TABLE 5.26: Table showing the opinion of the employee on grievance regresal
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 17 16
Agree 60 58
Neutral 24 23
Disagree 0 0
Strongly disagree 4 3
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(58%) of the sample respondents agree that the organization is sympathetic in solving
employee problems, while 23% stays neutral, and as low as (3%) of the respondents
strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization is sympathetic in solving employee problems.
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TABLE 5.27: Table showing the opinion of the employee towards collective
decisions making
Factors
No of sample
respondents
Percentage
(%)
Strongly agree 10 16
Agree 60 58
Neutral 24 23
Disagree 0 0
Strongly disagree 4 3
Total 98 100
Source: Primary Data
From the above table it is observed that among 94 sample sample respondents as high as
(58%) of the sample respondents agree that there is a collective descicion making, while
23% stays neutral, and as low as (3%) of the respondents strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that there is a collective decision making in the organization.
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TABLE 5.28: Table showing the opinion of the employee towards employee
employer relationships
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 8 7
Agree 62 60
Neutral 30 28
Disagree 3 3
Strongly disagree 2 2
Total 105 100Source: Primary Data
From the above table it is clearly depictedthat among 105 sample respondents as high as
(60%) of the sample respondents agree that there is a employer employee relationship,
while 28% says neutral, and as low as (2%) of the respondents strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the samplerespondents agree that there is an employer employee relationship
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Organizational commitment
TABLE 5.29: Table showing the sample respondents attitude towards the collective
win
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 22 21
Agree 67 64
Neutral 16 15
Disagree 0 0Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as
(64%) agree of the sample respondents agree that their collective win to win is high,
while 21% strongly agrees it, and as low as (15%) of the respondents stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that their collective win to win is high.
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TABLE 5.30: Table showing the sample respondents opinion on sharing the
strategic goals
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 13 12
Agree 79 76
Neutral 13 12
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(76%) agree that they share the same strategic goals, and as low as (12%) of therespondents strongly agree and stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they share the same strategic goals.
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TABLE 5.31: Table showing the opinion of the employee on prevailing open
communication
Factors
No of
samplerespondents
Percentage(%)
Strongly agree 13 12
Agree 69 66
Neutral 20 19
Disagree 1 1
Strongly disagree 2 2
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as (66%)
of the sample respondents agree that there is a open communication system, while 19%
stays neutral, and as low as (1%) of the respondents disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that there is a open communication system.
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TABLE 5.32: Table showing the sample respondents opinion on solving the day to
day problems
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 22 21
Agree 69 66
Neutral 12 11
Disagree 2 2
Strongly disagree 0 0
Total 105 100Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(66%) of the sample respondents agree that they solve the day to day problems, while
21% agree it, and as low as (2%) of the respondents disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they solve the day to day problems.
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TABLE 5.33: Table showing the opinion of the employee on vision and mission of
the company
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 41 40
Agree 54 51
Neutral 10 9
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as (51)%
of the sample respondents agree that they are aware of vision and mission of the
organization, while 40% strongly agree it, and as low as (9%) of the respondents stays
neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they are aware of vision and mission of the organization.
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TABLE 5.34: Table showing the opinion of the employee towards recommending
their organization to their friends
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 32 31
Agree 59 56
Neutral 12 11
Disagree 2 2
Strongly disagree 0 0
Total 105 100Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as (56%)
of the sample respondents agree that they recommend their organization to their friends,
while 31% strongly agree it, and as low as (2%) of the respondents disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the samplerespondents agree that they talk about the organization to their friends.
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TABLE 5.35: Table showing the sample respondents opinion on putting more effort
for success of the organization
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 30 29
Agree 64 61
Neutral 9 8
Disagree 0 0
Strongly
disagree 2 2
Total 105 100
Source: Primary data
From the above table it is clearly depicted that among 105 sample respondents as high as
(61%) agree that they are willing to put more efforts for organizations success, while
29% strongly agree it, and as low as (2%) of the sample respondents strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they are willing to put more efforts for organizations success.
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TABLE 5.36: Table showing the opinion of the employee towards loyalty
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 29 28
Agree 61 58
Neutral 15 14
Disagree 0 0
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(58%) agree that they are loyal to the organization, while 28% strongly agree it, and as
low as 14% of the sample respondents stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they are loyal to the organization.
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TABLE 5.37: Table showing the opinion of the employee towards job assignment
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 25 24
Agree 57 54
Neutral 23 22
Disagree 0 0
Strongly disagree 0 0
Total 105 100Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as (54%)
agree that they accept job assignment, while 24% strongly agree it, and as low as (22%)
of the sample respondents stays neutral.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they accept job assignment.
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TABLE 5.38: Table showing the opinion of the employee towards shared values
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 21 20
Agree 60 58
Neutral 20 19
Disagree 4 3
Strongly disagree 0 0
Total 105 100
Source: Primary Data
From the above table it is clearly depicted that among 105 sample respondents as high as
(58%) agree the shared values, while 20% strongly agree it, and as low as (3%) of the
sample respondents disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that their value and organizations value are similar.
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TABLE 5.39: Table showing the opinion of the employee towards belonging to this
organization
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as (55%)
agree that the they talk to others as being a part of the organization, while 31% strongly
agree it, and as low as (2%) of the sample respondents strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the they talk to others as being a part of the organization.
Factors
No ofsamplerespondents
Percentage(%)
Strongly agree 32 31
Agree 58 55
Neutral 13 12
Disagree 0 0
Strongly disagree 2 2
Total 105 100
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TABLE 5.40: Table showing the sample respondents attitude towards the
organization inspiring the very best in them
Factors
No ofsample
respondents
Percentage
(%)
Strongly agree 21 20
Agree 68 65
Neutral 14 13
Disagree 0 0
Strongly disagree 2 2
Total 105 100Source: Primary Data
From the above table it is clearly depictedd that among 105 sample respondents (65%)
agree that the organization inspires the very best in them, while 20% strongly agree it,
and as low as (2%) of the sample respondents strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that the organization inspires the very best in them.
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TABLE 5.41: Table showing the sample respondents comment on choosing the
organization to work
Factors
No of
sample
respondents
Percentage
(%)
Strongly agree 32 31
Agree 58 55
Neutral 13 12
Disagree 0 0
Strongly disagree 2 2
Total 105 100
Source: Primary Data
From the above table it is observed that among 105 sample respondents as high as (55%)
agree that they have chosen good organization to work, while 31% strongly agree it, and
as low as ( 2%) of the sample respondents strongly disagree it.
Inference: Thus from the analysis it can be concluded that a majority of the sample
respondents agree that they have chosen good organization to work.
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CHAPTER 6
FINDINGS
DEMOGRAPHIC PROFILE
y Majority(87%) of the sample respondents are male.y Majority(45%) of the sample respondents are in the age group of 20 30.y Majority(68%) of the sample respondents are married.y Majority(75%) of the sample respondents have an experience of more than 5
years.
y Majority(84%) of the sample respondents are working in day shift.EMPLOYEE COMMITMENT
y Majority(65%) of the sample respondents agree that the organization has aadaptation of latest management tools.
y Majority(67%) of the sample respondents agree that the management recognisesgood work.
y Majority(56%) of the sample respondents agree that the organization appreciatesthe employees good work.
y Majority(57%) of the sample respondents agree that the sample respondents areencouraged to think upside down and give conventional suggestions.
y Majority(64%) of the sample respondents agree that that there is a friendly workplace.
ORGANIZATIONAL COMMITMENT
y Majority(57%) of the sample respondents agree that they are loyal to theorganization.
y Majority(56%) of the sample respondents agree that they accept job assignment.y Majority(57%) of the sample respondents agree that their value and
organizations value are similar.
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SUGGESTION
y Since it is a highly techno focused industry specific training programmes toeliminate techno stress can be provided.
y Modern tested organizational development interventions can be implemented like360 degree appraisal, Mentoring etc.,
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CHAPTER 7
CONCLUSION
In todays dynamic global business environment, organizational commitment
place critical role in building a competitive advantage in the organization. The available
literature on employee commitment has generally accorded more attention to exploring
crucial factors such as Progressive management, Participative management, Interpersonal
harmony, Ethical practices and benevolent management as vital factors contributing to
organizational commitment.
The major study of the present indicates the existence of the positive and
satisfactory level of commitment. It can be concluded that organization with higher level
of employee commitment, will lead guide to lower level of turn over intention through
the effect of job satisfaction. Therefore the study represents the guide to help mangers to
understand the impact of employee commitment.
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BIBLIOGRAPHY
y Anita Gupta (2008), Organizational Climate Study, Institute of rural management.y Aviad Bar Haim and Hanna Ornoy. (2009) Essence and techniques in redefinition of
the concept of Organizational commitment Effective executive 2009.
y Avinash Kumar Srivastav (April 2007), Differential climate in the Organization: AnEmpirical Study Across Age Groups, The Icfai Journal of Organizational Behavior,
Vol. VI, No. 2, pp. 7-13.
y Dastmalchian and Ali (1986), Environmental characteristics and organizationalclimate: an exploratory study,Blackwell Publishers Ltd.
y Dave Arnott, Rusty Juban. (2000) Organizational Commitment and Corporate Cults.Dallas Baptist University. 2000 Annual Meeting
y Dinah J Kipkebut. (2009)Organizational commitment in a non western context: theKenyan case. The ICFAI university journal of organizational behavior. Vol viii, Nos.
3 & 4, 2009.
y Isaiah O. Ugboro. (2006) Organizational Commitment, Job Redesign, EmployeeEmpowerment and Intent to Quit Among Survivors of Restructuring and Downsizing.
North Carolina A&T State University
y James, Lawrence R, Allan P. Jones (Dec 1974), Organizational climate: A review oftheory and Research Psychological Bulletin. Vol 81(12), 1096-1112.
y Jennifer C. Cullen. (2005) Performance Differences Among Four OrganizationalCommitment Profiles Robert R. Sinclair, Jennifer S. Tucker, and Chris Wright.
Journal of Applied Psychology. 2005, Vol. 90, No. 6, 1280 1287
y Jesalina A. Tabuso. Organizational commitment of the faculty of the divine word college ofviganhttp://docs.google.com/viewer?a=v&q=cache:wVdZH9yDYwJ:www.eisrjc.com/journals
/journal_1/dwcv08096.pdf+organizational+commitment.pdf&hl=en&gl=in&sig=AHIEtbResr
8NQW3xON9UZR1IQt0iSP6UlA
y R. Marie Garcia (2008), Individual and Institutional Demographic and OrganizationalClimate Correlates of Perceived Danger among Federal Correctional Officers,Temple
University.
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y Mahmoud AL-Hussami (2008) A Study of Nurses' Job Satisfaction: The Relationshipto Organizational Commitment, Perceived Organizational Support, Transactional
Leadership, Transformational Leadership, and Level of Education European Journal
of Scientific Research ISSN 1450-216X Vol.22 No.2 (2008), pp.286-295
y Naser Shirbagi (2007) Exploring Organizational Commitment and Leadership Frameswithin Indian and Iranian Higher Education Institutions. June 2007, Vol. 29, No. 1,
pp. 17-32
y Ooi keng boon, veeri arumugam.(2006) The influence of corporate culture onorganizational commitment: case study of semiconductor organizations in Malaysia
Sunway Academic Journal3,99115 (2006)
y Kuldeep kumar, Arti Bakshi, Ekta Rani. (2009) Organizational justice perceptions as predictor of job satisfaction and organizational commitment The IUP journal ofManagement research, Vol viii, no 10, 2009.
y Rajendran Muthuveloo, Raduan Che Rose. (2005) Antecedents and outcomes oforganisational commitment among Malaysian engineers American Journal of Applied
Sciences, June, 2005.
y Sajid Bashir and Mohammad Ismail Ramay. (2008) Determinants of OrganizationalCommitment A Study of Information Technology Professionals in Pakistan
http://docs.google.com/viewer?a=v&q=cache:LRtQQtG25pEJ:www.ibam.com/pubs/j
bam/articles/Vol9/no2/JBAM_9_2_7.pdf+organizational+commitment&hl=en&gl=in
&sig=AHIEtbRoCg5h5b5UfYb3UJSaxRnTnL358Q
y Sumaira Hamid, Samia Murad. (2009) Modeling causative factors of organizationalcommitment in consumer banks employees 2009 Oxford Business & Economics
Conference Program. ISBN : 978-0-9742114-1-9
y Dr. Yogesh Upadhyay, Dr. Shiv Kumar Singh and Ms. Shilpy Singh. (2010). Jobsatisfaction & organizational commitment: a study of mediating role of perceived
organisational support.Article No: 185 ISSN 0974 9497 February 2010 Volume 4,
Issue 1/4
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Websites:
y www.citehr.comy www.wikipedia.com
Books:
y Marketing management Philip kotlery Human resource management Dessler & Varkeyy Managerial economics Francis cherunilam
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ANNEXURE
A study on drivers of organizational commitment among the employees of Roots
industries limited, Coimbatore
Demographic profile
Gender a) Male b) Female
Age: a) 20-30 b) 30-40 c) 40-50 d) 50&above
Marital status: a) Single b) Married
Educational qualification: __________
Length of service with the present employers
a) < 1 year b) 1 2 years c) 3 5 years d) > 5 years
Department designation: ___________
Type of work shift a) Day b) Night c) Rotation shift
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DIMENSIONS OF EMPLOYEE COMMITMENT
I. Progressive managementStrongly
agree
Agree
Neutral
Disagree
Strongly
disagree
1. Our organization is quick to adopt latest managementtools and technique for performance improvement.
2. Good work is always recognized by the management.3. Education and skills are an important factor in
determining salary grades.
4. Employees who contribute to companys productivity andefficiency are invariably appreciated.
5. .Customers interest always comes first, ahead of theowners.
II. Participative management
1. Employee suggestions are acted upon expeditiously andcontributions rewarded promptly.
2. Employees are encourages to think upside down and comeup with conventional suggestions / viewpoints.
3. Members get necessary help and cooperation in carryingout their duties from supervisors.
4. Members get necessary help and cooperation in carryingout their duties from peers.
5. Members get necessary help and cooperation in carryingout their duties from subordinates
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III. Interpersonal harmony
1. Members are clear about the scope and responsibility oftheir role in the organization.
2. People try to make friends and to keep their relationshipstrong.
3. People often socialize outside the office.4. People stay in touch even with those persons who left the
group.
IV. Ethical practices
1. The company eagerly carries out its social responsibility.2. Our organization follows high ethical standards and
practices in the conduct of its business.
3. Performance appraisal system is transparent.4. Career developments of employees are on a regular
plan.
5. Adequate welfare facilities and amenities are providedto employees.
6. The company has fair recruitment and exit policy.V. Benevolent management
1. Management always sympathetic in dealing with employeeproblems
2. Management always consults the employee before takingany important decisions.
3. Management treats employees belonging to differentcategories and departments impartially.
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VI. Organizational commitment
1. Our collective will to win is high.2. We share the same strategic goals.3. There is an open communication system that the employees
agree in transparent.
4. Employees are actively involved in solving day to dayproblems through regular meetings and joint forums
5. I am aware of the vision and mission of the company
6. I talk about this organization to my friends as a great placeto work for.
7. I am willing to put in a great deal of effort beyond thatnormally expected in order to help this organization be
successful
8. I feel loyal to this organization.9. I would accept any type of job assignment in order to keep
working for this company.
10. I find that my values and the organizations value are verysimilar.
11. I am proud to talk other that I am a part of this organization.12.This organization inspires the very best in me in the way of
j b f