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1.1 EXECUTIVE SUMMARY

For any organization to perpetuate itself, through growth, there is a need for

developing its manpower resources. It is one thing to possess knowledge but yet

another thing to put it to effective use. The purpose of this research was to

investigate the relationship between Psychological climate and organizational

commitment. The first is what is psychological climate? The second question is,

what does it look like? Within the climate literature there has been much debate

and discussion, over a series of decades, on the climate concept. The intentionof this study is to contribute to this discussion through; first, using the existing

literature to establish a clear definition of psychological climate, and the factors

that is related with psychological climate, the second part of the study is about

organizational commitment and the factors which are related with that and the

primary objective of the study is to find whether any relationship between

psychological climate and organizational commitment. And the result showed a

positive correlation between the two variables psychological climate and

organizational commitment. Different questionnaires are assigned to study about

the employee psychological climate with in the organization and commitment

towards the organization. The participants of this study is 100 employees from

HLL Lifecare Ltd Peroorkada. The employees are from different functional

departments such as HR, Finance, Production.

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1.2 INDUSTRY PROFILE

India is second largest populated country in the world, the first being China has

adopted many measures to control the increasing population rate. India is

developing country and is striving hard to prevent the population growth. It will be

very difficult for the country to develop economically and available resources will

be unproductive and viable to contribute fully to the growth if no population

prevention control measures are taken.

Because of the rise in population index it leads to unemployment and adversely

affects the savings and capital formation. It is the time to take a solid action to

come to these situations as a result the government has been introduced certain

measures which has considerably helped on the reduction of the population

index. On of the measure is the family planning programme, with the help of this

programme they educate the mass and provide essential backup services

through easy availability of popular spacing aids like condoms, contraceptive

pills, sterilization etc

Contraception is the use of any of various methods to prevent pregnancy. family

planning, in contract, involves the use of contraception or other measures to limit

the number of children and plan the timing and spacing of births. India is one of

the fastest growing countries in the world, but the main problem faced by India is

the population. after the independence, India was still tottering with an enormous

population of 540 million and more than 25000 of babies were adding everyday.

Private organizations and the international bodies like WHO are helping the

countries to setup birth control programs. India being second largest country in

the world having highest population. There growths of population will the entire

nation, making the situation worst by increasing the rate of unemployment and

increasing the level of poverty

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The government of India adopted the policy of family planning as for back in

1952, initially it was taken up in the modest way. Family planning programme has

been described as the king pin of the population policy it has been given high

priority and has been made time bound and targets oriented.

Development in the field of science and technology and in the field of medicine

helped to make more scientifically approved contraceptives. The use of condoms

for birth control have greater significance. The consumption of the condoms is

the most popular method of birth control. Easy reversibility is one of the main

significance of this method of family planning. In addition to its use as method for

prevention of pregnancy, the spreading of deadly diseases including AIDS can

be minimized by the use of condoms. Thus the marketability of this product

possess greater significance in the recent years.

India is a nation where birth control techniques have a greater significance in

population control. The condom industry in India makes a significant role and

vested in the hands of HLL Lifecare Ltd, TTK PHARMA, JK CHEMICALS and

POLAR LATEX LTD

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1.3 COMPANY PROFILE AND PRODUCT PROFILE

The journey of HLL Lifecare Ltd started with its incorporation as a corporate

entity under the Ministry of Health and Family Welfare of the Government of India

on March 1, 1966. HLL Lifecare Ltd was set up in the natural rubber rich state of

Kerala for the production of male contraceptive sheaths for the National Family

Planning Programme. The company commenced its commercial operations on

5th April 1969. The Plant was established in technical collaboration with M/s

Okamoto Industries Inc. Japan and had a production capacity of 144 millionpieces. This was doubled to 288 million pieces in 1976.

The second stage expansion in 1985 saw the introduction of the latest condom

technology from Okamoto Industries. Two most modern Plants were added, one

at Thiruvananthapuram and the other at Belgaum. These Units had a production

capacity of 144 million pieces each. The total production thus rouses to 800

million pieces. With this, HLL Lifecare Ltd also took up the modernization of its

older Plants, to raise their production capacities and to also incorporate the latest

technical advances, in these Plants too.

This effort was undertaken indigenously with minimal imports, effecting

considerable savings in foreign exchange. It is today a multi-product, multi unit

organization addressing various public health challenges facing humanity.

HLL Lifecare Ltd is the only company in the world manufacturing and marketing

the widest range of Contraceptives. It is unique in that it provides a range of

Condoms, including Female Condoms, Intra Uterine Devices, Oral Contraceptive

Pills steroidal, non-steroidal and emergency contraceptive pills; Contraceptive

Cream, and Tubal Rings. Its Health care product range include: Blood Collection

Bags, Surgical Sutures, Auto Disable Syringes, Hydrocephalus Shunt, Tissue

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Expanders, Needle Destroyers, Blood Bank equipment, Iron and Folic Acid

Tablets, Medicated Plasters, Sanitary Napkins, and Oral Dehydration Salts.

Over the past fifteen years HLL Lifecare Ltd has steadily set up a strong and

sound infrastructure for direct marketing. HLL Lifecare Ltd has put in place a vast

distribution network covering the length and breadth of the country. HLL Lifecare

Ltd HLL Lifecare Ltd today reaches out to over half a million-retail outlets,

including over a lakh villages, in the remotest corners of India. HLL Lifecare Ltds

products are today exported to over 70 countries.

The Company set up a decade back, the not-for-profit organization, the HLL

Lifecare Ltd Family Planning Promotion Trust (HLFPPT), for the purpose ofdesigning and implementing social sector intervention projects, particularly in the

area of Reproductive Health, Women Empowerment and HIV prevention and

control activities, with the objective of creating planned social change. HLFPPT is

today Indias top social marketing organization.

HLL Lifecare Ltds association with world leaders includes those with Okamoto of

Japan; Finishing Enterprises, USA; Female Health Company, UK; Becton and

Dickinson, USA; and Beijing Zizhu Pharma of China.

HLL Lifecare Ltd has three state of the art manufacturing facilities with ISO 9001,

ISO 14001 quality and environmental management system certification

respectively. HLL Lifecare Ltds Peroorkada Plant was also awarded the OHSAS

18001 Certification for its efficient Occupational Health and Safety Management

System. Products manufactured at its Plants also have the CE marking.

HLL Lifecare Ltd is today a leading provider of Contraceptives and Health CareProducts to various global public health programmes managed by international

agencies like UNFPA, UNOPS, UNHCR, WHO, PSI and IDA.

With nearly 1900 highly skilled and learned manpower, and several world leaders

as partners, HLL Lifecare Ltd has over the past four decades stood to uphold its

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mission to achieve and sustain a high growth path, and focus on five key thrust

areas to achieve its vision. These are - customers, employees, business,

industry, and social initiatives.

HLL Lifecare Ltd in its future through technical collaborations, marketing alliances

and joint ventures, wishes to keep alive the dream of all humanity of a healthier

world. With a vast array of innovative products and social programmes HLL

Lifecare Ltd is day after day taking a step closer to Innovating for Healthy

Generations.

1.3.1 Objectives of HLL Lifecare Ltd

1. To maximize capacity utilization of the existing plants.

2. To increase the profitability of the company and to maximize generation of

surpluses to enable HLL to finance its diversification projects.

3. To take up social marketing projects.

4. To maintain and improve the existing cordial relationship between

employees and management and to further improve efficiency of

executives.

5. To make continuous effort for up gradation of technology and quality to be

inter naturally competitive.

6. To improve substantially direct market for all products.

7. To maximize cost reduction.

8. To explore possibilities for strategies for diversification.

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9. To be an active player in realization of the objectives set forth in the

National Population Policy (NPP) 2000.

10.To strengthen information, education and communication aimed at

enhancing the out reach of contraceptives in remote areas.

1.3.2 MOTTO, VISION AND MISSION OF HLL

Motto:

Innovating for healthy generations

Vision:

HLL Lifecare Ltd will establish itself as the leader in its core activities, through a

process of continuous innovation and participatory approach in order to-

Provide best value to the customer

Be an employer of choice

Promote the cause of family health in general and womens health in

particular.

Mission:

To accomplish the corporate vision, HLL Lifecare Ltd has outlined a mission to

be world class health care company by the year 2010, with focus on five key

areas, namely

Business leadership

Customer focus

employee satisfaction

social initiatives

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2.1 REVIEW OF LITERATURE

2.1.1 THE FORMATION OF CLIMATE

Climate research has a long history in the fields of industrial and organisational

psychology and was first used in the industrial context by Lewin, Lippitt and White

in the late 1930s (Ashkanasy, Wilderom, & Peterson, 2000; Reichers &

Schneider, 1990). Climate represents a relatively homogenous set of beliefs and

perceptions toward the organisation, while climate theory is primarily focused on

the process through which such homogeneity occurs (Moran & Volkwein, 1992;Reichers & Schneider, 1990).

Climate theory has evolved considerably over the past twenty-five years,

stemming from the structural approach where organisational dimensions (e.g.

hierarchy and size) were theorized to be the dominant contributors to climate

(Moran & Volkwein, 1992; Rentsch, 1990).

From these origins, climate theory and the focus of climate research shifted to a

perceptual approach in which the individual was perceived to be the core factor in

climate formation. These two approaches, as will be discussed in the following

sections, were widely criticized. Such criticisms provided the impetus for the

development of the interactive approach to climate formation (Moran & Volkwein,

1992; Rentsch, 1990; Zohar, 1980).

As discussed previously, two of the earliest and most criticized approaches toclimate formation are the structural and perceptual approaches. The structural

approach was initially proposed by Payne and Pugh (1976), who argued that

climate is an attribute of organisational characteristics such as size, structure,

leadership style and systems complexity (Moran & Volkwein, 1992; Zohar, 1980).

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Whilst it is acknowledged in the structural approach that individual personality will

play a role in the development of homogenous attitudes and perceptions (i.e. the

climate), it is argued that exposure to similar organisational characteristics and

experiences that plays the dominant role (Schneider & Reichers, 1983). Theperceptual or selection-attraction-attrition approach to climate formation proposes

that climate originates from within the individual. In this approach, the individual is

the source of the climate, imposing meaning on the organisation and its

components (Moran & Volkwein, 1992; Schneider, 1983).

The structural and perceptual approaches have both been criticized (Moran &

Volkwein, 1992; Schneider, 1983) for each considering only one side of what is a

relatively complex process (i.e. the creation of homogenous beliefs and

perceptions). Organisations and individuals are complex and dynamic, changing

and evolving over time to reflect the interaction that occurs between the two

(Moran & Volkwein, 1992). Considering only one side of this process is too

simplistic.

A more appropriate approach is that of the interactive approach. The interactive

approach to climate formation is a considerable advancement from the structuraland perceptual approaches because it addresses many of the primary criticisms

made of each of the previous approaches (Moran & Volkwein, 1992). This

approach argues that through the interaction between the individual and their

environment, a shared set of perceptions or climate is generated. In the

interactive approach, climate is defined as the aggregated effect of the interaction

between the characteristics of the person and the organisation.

Climate is created through the interaction between members of the organisation

and the exchange of information through communication (Moran & Volkwein,

1992). Therefore, through various common experiences and conversations, a

shared set of meanings are created.

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2.2 PSYCHOLOGICAL CLIMATE

Definitions

The psychological climate concept is defined as being a multidimensional

construct representing shared individual perceptions (Koys & De Cotiis, 1991) that

are relatively homogenous, persistent and stable over time (Moran & Volkwein,

1992; Schneider, 1983; Schneider & Reichers, 1983).

Psychological climate guides behaviors with the aim of meeting organizational

objectives (L.A. James & Jones, 1974; L.R. James & McIntyre, 1996; Jones &

James, 1979; Schneider & Reichers, 1983), and is a set of perceptions that

describe experiences as opposed to being an affective reaction, as is the case

with job satisfaction (Koys & De Cotiis, 1991). The discussion and debate

surrounding the distinction between the terms psychological climate and

organizational climate has considerable longevity but does not appear to have

reached consensus (C.P. Parker et al., 2003).

The key issues surrounding the distinction between psychological climate and

organizational climate concern either a focus on conceptual distinctions or

through employing different data treatment techniques. The conceptual

distinctions are based on the argument that there is a conceptual difference

between psychological climate and organizational climate (Glick, 1985; Koys & De

Cotiis, 1991). Such conceptual distinctions have not been sufficiently supported

within the literature to be applied here; however, these issues will be reviewed in

the following section. The data treatment issues that are drawn from todistinguish between psychological climate and organizational climate are

associated with the unit of analysis and aggregation or composition theory (Glick,

1985; L.R. James, 1982).

Additionally, whilst psychological climate is a multidimensional construct there is

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an argument that the dimensions can be converted into a higher order factor.

These differences and issues will be discussed in turn, as will the specific

application of the psychological climate construct in this research.

Reflecting on the research conducted by Wilderom et al. (2000), Patterson et al.

(2005, p. 383) stated that this diffuse pattern of result is likely to be due, in part,

to the variety of methods of assessment of climate the inability to draw clear

research conclusions [is a result a lack of theory and subsequent inconsistent

operationalisation.

In the process of conducting a meta-analytic review of the psychological climate

literature, Parker et al. (2003) commented that there are a staggering number of

dimensions employed with psychological climate research. The authors

commented that the range of psychological climate dimensions covered most

aspects of the individuals work environment, including characteristics of their job,

leadership style, the physical environment, and relationships with co-workers and

supervisors.

Parker et al. (2003) did, however, comment on the usefulness of the measuredeveloped by Jones and James (1979 because of its use of situational

characteristics as referents and because it has remained aligned with the notion

of tapping into the individuals cognitive representation of their work environment.

The Jones and James (1979) measure has been employed in this research.

Researchers have assessed an array of psychological climate dimension, for

example work structure, role clarity, supportive management, team work, anddecision centralization and leader goal facilitation (Brown and Leigh, 1996, James

and James, 1989, Kozlowski and Dohery, 1989, Prithard and Karasick, 1073).

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Difference between psychological climate and organizational climate

The aim of many researchers employing the psychological climate concept is to

carefully define the term and differentiate it from organizational climate

conceptually, as was suggested by Glick (1985). In the literature, there are twokey points made about the conceptual distinction between organisational and

psychological climate.

First, psychological climate is conceptually different from organisational climate

because it emphasizes a value laden perspective of the organization that

encompasses issues or characteristics the individual considers as psychologically

meaningful. The perceptions also relate to the extent that the characteristics

contribute to the individuals sense of well being and psychological safety.

Therefore, the psychological climate variable will impact the extent to which the

individual engages or disengages with their workplace (L.A. James & James,

1989; Kahn, 1990).

The second distinction is in accordance with one of Koys and De Cotiis (1991)

criteria that psychological climate should not include any aspect of organisational

task or structure.

Koys and DeCotiis (1991) identified three defining criteria of psychological climate

as being: (a) that the concept is perceptual, (b) that it must describe, as opposed

to evaluate issues, and (c) that it cannot encompass any aspect of organisational

task or structure. Therefore, the purpose of the climate construct is not to

measure organisational characteristics such as technology, size, and span of

control or hierarchy.

Rather, climate is aimed at measuring how these factors and other organisational

characteristics are interpreted and assigned meaning by the individual (L.R.

James, 1982). A definition of climate provided by James, Hater, Gent and Bruni

(1978) emphasizes the importance of the psychological meaning and significance

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of situations to the individual. The way in which the individual understands or

knows their environment is a cognitive construction subject to filtering,

abstraction, generalization and interpretation. Therefore, climate is important to

the development of higher-order schemata or beliefs about situations. Therepresentations generated by the individual are generally more meaningful than

the objective situation in the prediction of many important dependent variables (L.

James et al., 1978; L.R. James & Sells, 1981).

Glick (1985) argued that it was important for researchers to begin to make clear

distinctions between organisational climate and psychological climate based on

conceptual differences. To this point, a clear conceptual difference remains

missing from the literature with the bulk of the contemporary climate literature.

The point was also made by Patterson et al. (2005) that the bulk of climate theory

in contemporary research focuses on organisational climate, as opposed to

psychological climate. This shift is a reflection of the prevailing interest in

understanding organisational performance, making the organization the

appropriate unit of analysis.

The psychological climate domains and dimensions reflect the definitions of

climate that focus on psychological meaningfulness and the importance of

situations to the individual as recommended by a range of authors in the field

(Glisson & James, 2002; L.A. James & James, 1989; Jones & James, 1979;

Joyce & Slocum, 1984; Koys & De Cotiis, 1991; Patterson et al., 2005). The

argument presented in the literature, that there is a conceptual difference between

organisational climate and psychological climate, is not sufficiently established orsupported for it to be argued that difference can be argued to be conceptual.

Another of the key conceptual problems with the climate literature is a lack of

consensus on the domains and dimensions that are encompassed within the

climate construct. Wilderom, Glunk, and Maslowski (2000) conducted a review of

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the climate literature and were not able to reach a clear conclusion on which of

the dimensions employed in research could be considered core.

The approach taken in the study is based on the research of koys and Decottis(1991) in which psychological climate is conceptualized as a multidimensional

construct consisting of self determination with respect to work procedures, goals

and priorities. It is based of certain factors such as Cohesion, Trust, Pressure,

Fairness, Innovation, and Recognition.

2.2.1 Major factors affecting psychological climate

The major factors affecting psychological climate are Cohesion, Trust, Pressure,

Fairness, Innovation, Recognition.

Cohesion: the perception of togetherness of sharing with in the organization

setting, including the willingness of members of provides material aid.

Trust: the perception of freedom to communicate openly with members at higher

organizational levels about sensitive personal issues with the expectation that theintegrity of such communication will not be violated.

Pressure: the perception of time demands with respect to task completion and

performance standards.

Recognition: Support including the willingness to let members learn form their

mistakes without fear of reprisal reorganization is acknowledged.

Fairness: the perception that organizational practices are equitable and no

arbitrary or capricious.

Innovation: the perception that change and creativity are encouraged, including

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risk taking into new areas or areas where the members have little or no prior

experience.

2.3 ORGANISATIONAL COMMITMENT

Although job satisfaction has received the most attention of all work related

attitudes organizational commitment has become increasingly recognized in the

organizational behavior literature. Where as satisfaction is mainly concerned with

employees attitude toward the job and commitment is at the level of

organization.

Over the past three decades, impressive research efforts have been devoted to

understanding the antecedent of organizational commitment. Organizational

commitment means employees, loyalty and willingness to contribute to the

organization. Employee commitment is of great importance; because high levels

of commitment lead to several favorable organizational outcomes. Met analyses

of commitment studies indicate that commitment is related negatively to turnover

(Cooper-Hakim and Viswasvaarn, 2005), absenteeism (Farrel and Stam, 1988)

and counterproductive behaviors (Dalal, 2005) and positively to job satisfaction

(Cooper-Hakim and Viswesvaran, 2005), motivation (Mathieu and Zajac, 1990)

and organizational citizenship behaviors (Riketta, 2002). This literature has also

dealt with effects of commitment on performance (Meyer et al., 1989). The low

level of commitment is associated with low levels of morals (Decotiis and

Summers, 1987) and altruism and compliance (Schappe, 1998). The low level of

commitment from employees to their employers may harm reputation of the

organization and affect the organizations ability to recruit high-equalityemployees (Mowday et al., 1982). Most of these research efforts have been

focused on industrial, organizational or occupational commitment (Mueller et al.,

1992). In the literature of which we are aware, only little research on

organizational commitment in relation to educational organizations has been

conducted. Mottaz (1986) investigated the relationship between education and

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organizational commitment. In this study the relationship between education and

organizational commitment in a variety of occupational groups has been

analyzed. Results indicated that education has an indirect positive effect on

organizational commitment by increasing work rewards, but a direct negativeeffect when work rewards are held constant.

2.3.1 DEFINITIONS

Herscovitch and Meyers definition states that the degree to which an

employee identifies with the goals and values of the organization and is

willing to exert effort to help it succeed. Loyalty is argued to be an important

intervening variable between the structural conditions of work, and the

values, and expectations, of employees, and their decision to stay, or leave

Commitment has recently been defined as a force that binds an individual

towards a course of action (Meyer and Herscovitch, 2001, p. 301). The study of

commitment is relevant because commitment influences behavior independently

of other motives and attitudes and, in fact, can lead to persistence in a course of

action even in the face of conflicting motives or attitudes.

Commitment, for instance, can lead individuals to behave in ways that, from the

perspective of neutral observers, might seem contrary to their self-interest.

Affective commitment, in particular, develops when an individual becomes

involved in, recognizes the value-relevance of, and/or derives his or her identity

from, association with an entity or pursuit of a course of action such as, in the

case of organizational commitment, ones employer.

In one view, commitment is the total capacity to act in ways that meet the

organization's goals and interests. Although a simple enough definition, it is

inadequate. The problem is that commitment has now been defined in a number

of widely varying ways.

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The sociologist Etzioni argues that commitment and the authority that

organizations have over members is rooted in the nature of involvement in

organization.

Involvement takes one of three forms, ranging from total commitment to no

commitment at all. Moral involvement, based on positive and intense orientation

to the organization, results from internalization of the organization's values,

goals, and norms. Calculative involvement is less intense and rests on an

exchange relationship between the individual and the organization. People

become committed to an organization to the extent that they perceive some

beneficial or equitable exchange relationship. Alternative involvement is a lack of

commitment, occurring when members feel constrained by circumstances to

belong to the organization but do not belong with it

The management guru Kanter takes a different view of commitment, arguing that

different types of commitment result from different behavioral requirements

placed on members by the organization. Again, involvement takes three forms,

but here the forms may be interrelated.

Continuance commitment has to do with a member's dedication to the survival of

the organization and results from having people make sacrifices for and

investments in the organization. Cohesion commitment is attachment to social

relations in an organization; it can be enhanced by having employees publicly

renounce previous social ties or engage in ceremonies that enhance group

cohesion. Control commitment is a member's attachment to the norms of anorganization that shape behavior in desired ways. It exists when employees

believe that the organization's norms and values are

Important guides to their behavior.

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Organizational researchers and social psychologists view commitment quite

differently. Organizational researchers study attitudinal commitment, focusing on

how employees identify with the goals and values of the organization. This is

commitment viewed primarily from the standpoint of the organization. Socialpsychologists study behavioral commitment, focusing on how a person's

behavior serves to bind him to the organization. Once behavior shows

commitment, people must adjust their attitudes accordingly, which then influence

their subsequent behavior. Thus a cycle begins: behavior shapes attitudes and

the shaped attitudes in turn shape behavior.

Organizational commitment has an important place in the study of organizational

behavior. This is in part due to the vast number of works that have found

relationships between organizational commitment and attitudes and behaviors in

the workplace (Porter et al., 1974, 1976; Koch and Steers, 1978; Angle and

Perry, 1981).

Batemen and Strasser (1984) state that the reasons for studying organizational

commitment are related to (a) employee behaviors and performance

effectiveness, (b) attitudinal, affective, and cognitive constructs such as jobsatisfaction, (c) characteristics of the employees job and role, such as

responsibility and (d) personal characteristics of the employee such as age, job

tenure. Organizational commitment has been studied in the public, private, and

non-profit sector, and more recently internationally.

Early research focused on defining the concept and current research continues

to examine organizational commitment through two popular approaches,commitment-related attitudes and commitment-related behaviors. A variety of

antecedents and outcomes have been identified in the past thirty years (Angle

and Perry, 1981; Mowday et al (1979; Hall, 1977).

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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, anddesire to maintain membership (p.95).

Mowday, Steers, and Porter (1979) identified commitment-related attitudes and

commitment-related behaviors. Porter et al . discuss three major components of

organizational commitment as being a strong belief in and acceptance of the

organizations goals, a willingness to exert considerable effort on behalf of the

organization, and a definite desire to maintain organizational membership.

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

Meyer and Allen (1991) and Dunham et al (1994) identified three types of

commitment; affective commitment, continuance commitment, and normative

commitment. Normative commitment is a relatively new aspect of organizational

commitment having been defined by Bolon in 1993.

Affective commitment is defined as the emotional attachment, identification, and

involvement that an employee has with its organization and goals (Mowday et al,1997, Meyer& Allen, 1993; OReily & Chatman).

Porter et al (1974) further characterize affective commitment by three factors (1)

belief in and acceptance of the organizations goals and values, (2) a willingness

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to focus effort on helping the organization achieve its goals, and (3) a desire to

maintain organizational membership.

Mowday et al (1979) further state that affective communication is when theemployee identifies with a particular organization and its goals in order to

maintain membership to facilitate the goal (p.225). Meyer and Allen (1997)

continue to say that employees retain membership out of choice and this is their

commitment to the organization.

Continuance commitment is the willingness to remain in an organization because

of the investment that the employee has with nontransferable investments.

Nontransferable investments include things such as retirement, relationships with

other employees, or things that are special to the organization (Reichers, 1985).

Continuance commitment also includes factors such as years of employment or

benefits that the employee may receive that are unique to the organization

(Reichers, 1985).

Meyer and Allen (1997) further explain that employees who share continuancecommitment with their employer often make it very difficult for an employee to

leave the organization.

Normative commitment (Bolon, 1993) is the commitment that a person believes

that they have to the organization or their feeling of obligation to their workplace.

In 1982, Weiner discusses normative commitment as being a generalized value

of loyalty and duty.

Meyer and Allen (1991) supported this type of commitment prior to Bolons

definition, with their definition of normative commitment being a feeling of

obligation. It is argues that normative commitment is only natural due to the way

we are raised in society. Normative commitment can be explained by other

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commitments such as marriage, family, religion, etc. therefore when it comes to

ones commitment to their place of employment they often feel like they have a

moral obligation to the organization (Wiener, 1982).

Meyer, Allen, & Smith (1993) say that the three types of commitment are a

psychological state that either characterizes the employees relationship with the

organization or has the implications to affect whether the employee will continue

with the organization.

write

Meyer et al (1993) continue to say that generally the research shows that those

employees with a strong affective commitment will remain with an organization

because they want to, those with a strong continuance commitment remain

because they have to, and those with a normative commitment remain because

they fell that they have to. Meyer & Allen (1997) define a committed employee as

being one stays with an organization, attends work regularly, puts in a full day

and more, protects corporate assets, and believes in the organizational goals.

This employee positively contributes to the organization because of its


There are two significant variables that are studied in terms of commitment-

related attitudes and commitment-related behaviors, the variables being

antecedents and outcomes. There are numerous studies on both the

antecedents and the outcomes of organizational commitment and both of these

variables offer highly desired information to managers, and others studying

organizational behavior. Often research examines one or two types of

commitment. Affective and communicative commitment has been studied muchmore then normative commitment. All three types of commitment have been

studied in both the public, private, and nonprofit sector, though there is much

more research completed on employees in the private and public sector.

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DeCotis and Summers, 1987, argued that a commitment profile does not exist

therefore there can be no connection between ones personal characteristics and

their commitment to an organization. However though, Mowday et al (1992),

Steers (1977), all investigated the role of personal characteristics and found that

the characteristics and experiences that a person brings to an organization can

predict their commitment to the organization.

Continuance commitment studies two antecedents: investments and alternatives.

These studies often look at investments such as time, money, or effort. Florkowsi

and Schuster, 1992, found a positive relationship between profit sharing and job

satisfaction and commitment. Meyer and Allen (1997) recognize that in order for

there to be continuance commitment between the employee and organization,

the employee must be able identify alternatives.

Studies examining different types of work sectors have found that government

employees have higher levels of continuance commitment then other sectors

(Perry, 1997; Meyer & Allen, 1997). This is due to the antecedents of public

service motivation. Because public sector employees in the past have high levelsof commitment to the organization and its goals because it is argued hat they are

a different type of employee, with strong ethics as well as job security (Perry,

1997).

Lio (1995) states facing todays difficult times, many public employees

appreciate the relatively secure job situation associated with public employment

and consider it a major reason for their organizational commitment. Normativecommitment because it is the more recently defined type of commitment does not

have a lot of research identified.

Meyer & Allen (1997) began to examine normative commitment in their most

recent research. They look to understand the development of the psychological

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contract between the employee and the organization. Psychological contracts are

the beliefs that a person has about what will be exchanged between them, the

employee and the organization, therefore influencing their obligation to the

organization (Meyer & Allen, 1997).

Research on commitment outcomes examines whether the different components

of commitment have certain consequences. Employee retention, attendance,

organizational citizenship, and job performance are commitment outcomes that

are widely studied.

Reichers (1985) says that though the literature is fairly clear with respect to the

outcomes of commitment, the antecedents of commitment seem to be much

more varied and inconsistent due to the several different ways in which

commitment has been defined and operationalized. Various research studies

take place examining the outcomes of employee commitment.

Retention of employee appears to be one of the most studied outcomes of

organizational commitment. This is due to the numerous studies which have

found a correlation between turnover and commitment (Porter et al, 1974; Meyer& Allen, 1997). Porter et al (1974) found that employees with lower levels of

commitment were more likely to leave then their counterparts. Meyer and Allen

(1997) argue that the different components of commitment relate to different

types of outcomes, therefore continuance commitment may or may not relate to

employee performance.

Meyer et. Al (1993) and Baugh & Roberts, (1994) both find that committedemployees had high expectations of their performance and therefore performed

better. However, Meyer & Allen (1997), continue to describe reasons why

performance and commitment may not be related. Some of the factors include

the seriousness with which supervisors value the appraisal process, the value of

job performance by an organization and the amount of employee control over

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outcomes. Research has also found that those employees who are committed to

their profession also have higher levels of commitment to the organization.

Citizen behavior, or extra-role behavior, has also been studied in regards toorganizational commitment. Management styles can influence the commitment

level of employees. Koopman (1991) studied how leadership styles affected

employees and found those employees who favored their managers style also

favored the organization more. Though there was no direct connect between

commitment, it could be argued that this would then affect their levels of


Nierhoff et al (1990) found that the overall management culture and style driven

by the top management actions are strongly related to the degree of employee

commitment (p. 344). These correlations bring to light the importance of having

strong managers and their roles in the overall organization.

Eisenberger et al (1990) discuss that those employees who feel that they are

cared for by their organization and managers also have not only higher levels of

commitment, but that they are more conscious about their responsibilities, havegreater involvement in the organization, and are more innovative. Managers and

organizations must reward and support their employees for the work that they do

because this perceived support allows for more trust in the organization.

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2.3.2 THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT

AND DIFFERENT VARIABLES.

Overall, there have been numerous studies of organizational commitment. From

the early stages of definition to now, identifying antecedents and outcomes. This

topic does not lack in the amount of literature.

In general, organizational commitment is considered a useful measure of

organizational effectiveness (Steers, 1975). In particular, organizational

commitment is a multidimensional construct (Morrow, 1993) that has the

potential to predict organizational outcomes such as performance, turnover,

absenteeism, tenure, and organizational goals (Meyer & Allen, 1997, p.12).

For example, in a study involving 109 workers, Loui (1995) examined the

relationship between the broad construct of organizational commitment and the

outcome measures of supervisory trust, job involvement, and job satisfaction. In

all three areas, Loui (1995) reported positive relationships with organizationalcommitment. More specifically, perceived trust in the supervisor, an ability to be

involved with the job, and feelings of job satisfaction were major determinants of

organizational commitment.

Lio (1995) concluded that workers organizational commitment is significantly

correlated to their perceived job security.

Meyer et al (1993) found a positive relationship between commitment and extra

role behavior, while Van Dyne & Ang, (1998) found no significance between the

relationships. Other studies have found that there was a negative relationship

between commitment and citizen behavior (Shore and Wayne, 1993).

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Throughout the workplace employees must be given numerous opportunities to

feel committed to the organization. Meyer & Allen, (1997), found that employees

that have a good relationship with their immediate work group have higher levels

of commitment. They discuss they idea that if employees are directly committedto their group, their commitment to the overall organization will be higher

Angle & Perry (1991) undertook a study to determine the effect that

organizational commitment had on turnover. The participants included 1,244 bus

drivers. Findings revealed a negative relationship between turnover and

organizational commitment. In short, employees who intended to leave the job

were not committed to the organization.

Wiener & Vardi (1980) looked at the effect that organizational commitment had

on commitment to the job and career commitment. Their participants included 56

insurance agents and 85 staff professionals. The researchers reported positive

relationships between organizational commitment and the two other types of

commitment.

Employee attendance is the most positively related outcome to affective

commitment. Steers (1997) found that employee commitment was highly relatedto the attendance of workers.

Gellatlly (1995) found that continuance commitment was related with the how

often an employee was absent. In a study examining a group of nurses Somers

(1995) found those nurses with lower levels of commitment had higher levels of

absences.

Jermier & Berkes (1979) collected data on organizational commitment from over

800 police officers. The researchers were investigating the relationship between

job satisfaction and organizational commitment. Findings revealed that

employees who were more satisfied with their job had higher levels of


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Baugh and Roberts (1994) found that those employees who were committed to

both their organization and their profession had high levels of job performance.

Allen & Meyer, 1993,: Buchanan, 1974, and Hall et al. (1977) have found there to

be a positive relationship to between an employees age and time with the

organization and their level of commitment. Studies have also found that

employee traits such as leadership and communication styles have an affect on

organizational commitment (Decottis & Summers, 1987).

DeCotiis & Summers (1987) undertook a study of 367 managers and their

employees. The researchers examined the relationship between organizational

commitment and the outcome measures of individual motivation, desire to leave,

turnover, and job performance.

Blau and Boal (1987) studied a group of insurance workers and found also found

that those employees who had higher levels of commitment had lower levels of

absenteeism and turnover

A study on relationship between organizational commitment and organizational

climate conducted in Australian automotive component manufacturing companies

with 1,413 employees from forty-two countries of origin. A 97.8 percent response

rate yielded 1,382 usable questionnaires. A significant correlation (.66) between

organizational commitment and organizational climate was discovered.

It was observed that there were not that much studies conducted by relating thetwo variables psychological climate and organisational commitment.

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3.1 OBJECTIVES OF THE STUDY

The present study is to investigate the relationship between 2 variables in orderto understand the role of perceived Psychological climate in affecting the

organizational commitment among the workers of HLL Lifecare Ltd and it is

expected that the findings of this study may have practical implications for

organizational development

To be specific, the present study bears the following objectives

2.1.1 Primary objective:

1 To study the relationship between psychological climate and organizational

commitment among the employees of HLL Lifecare Ltd.

2.1. 2 Secondary objectives:

1. To find whether there is any relation between gender and organizational

commitment among the employees of HLL Lifecare Ltd

2. To find whether there is any relation between age and organizational

commitment among the employees of HLL Lifecare Ltd

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3. To find whether there is any relation between year of experience and

organizational commitment among the employees of HLL Lifecare Ltd

4. To find the factors related with psychological climate among the employees ofHLL Lifecare Ltd

5. To find the factors related with organizational commitment among the

employees of HLL Lifecare Ltd.

3.2 SCOPE OF THE STUDY

The term psychological climate refers to the prevailing psychological atmosphere

along with all that it encompasses such as mindset, behaviors and core values.

In organizational psychology the term psychological climate is usually used to

refer to work environment perceptions. Social psychology on the other hand

refers to the study of the way in which attitudes, personality, behavior andmotivations of an individual both influence and in turn are influenced by social

groups. Organizational commitment is the Psychological attachment of an

employee towards and organization. It can be measured by the following factors.

1. Identification with the goals and values of the organization, 2. The desire to

belong the organization, 3. The willingness to display effort on behalf of the

organization. The scope of the study is confined to HLL Lifecare Ltd. The study

helped to understand the relationship between psychological climate and


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3.3 METHODOLOGY

1.Definition of the problem

The study is entitled on Relationship between psychological climate and

organizational commitment among employees of HLL Lifecare Ltd

2. Sources of data

There are mainly two sources of data they are,

Sources of primary data.

The data was collected from the employee with the help of a questionnaire,

observations and discussions with the respondents.

Sources of secondary data.

Secondary data was collected from annual reports, company manuals, official

website and journals provide by the company.

3. Sample design

Population

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The population of the study includes all the employees of HLL Lifecare Ltd,

Peroorkada.

Sample size

A total number of 100 employees were selected from HLL Lifecare Ltd.

Sampling scheme:

Sampling scheme employed was random sampling. This type of sampling is

also known as chance sampling or probability sampling where each and every

item in the population has an equal chance of inclusion in the sample and each

one of the possible samples, in case of finite universe, has the same probabilityof being selected.

4. Tools for data collection

The main tool for data collection was a structured questionnaire (included in

appendix). The questionnaire consists of 30 questions. Questionnaire for

psychological climate is taken from Gema cissoids working paper Aug 2006,

Department of management, Monash University and organizational commitmentis taken from the journal of vocational behavior by R.T Mowday and R.M. steers,

L.W Porter.

5. Tools for analysis of data

The tool used was percentage analysis, correlation, chi square test. Data were

reduced in the standard form with equal base to 100 which helps in relative

comparison.

Percentage analysis:

Percentage refers to a special kind of ratio. It is used in making comparison

between two or more series of data.

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Chi- square:

Chi-square test is a non-parametric test. It is used most frequently in marketing

researches to test hypothesis. This test is employed for testing hypothesis whendistribution of population is not known and when nominal data is analyzed.

(2) = [(O E) 2/E]

Correlation test

Correlation is a statistical technique that can show whether and how strongly

pairs of variables are related.

R= nxy-(xy)/ nx2-(x) 2 ny2-(y) 2

6. Tools for projections of findings

Tools like pie diagrams, graphs and histogram were used to express the

relationship between variables and to project findings.

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3.4 LIMITATION OF THE STUDY

1. Sample size is less compared to the population hence the result cannot

be generalized.

2. The main limitation of the study was the respondents were biased.

3. Unwillingness of the employees to give their true opinions

4. The period of the study was limited to 45 days. Therefore the time was

not sufficient for a thorough study.

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4.1 ANALYSIS & INTERPRETATIONS

The study is structured in a way to analyze the relationship between

psychological climate and organizational commitment among the employees of

HLL Lifecare Ltd.

4.1 PERCENTAGE ANALYSIS

4.1.1 Gender details of the respondents

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Gender No: of Respondents Percentage

female 28 28

male 72 72


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Table no:1

male

female

Chart no:1

Out of the 100 respondents 28% of them are female and 72% are male

4.1.2 Age details of the respondents

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Age No: of respondents percentage


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Table no:2

0

5

10

15

20

25

30

No: of respondents


37/126

Table no:3

Page 37 of 126

Year of experience No: of respondents percentage


38/126

0

5

10

15

2025

30

35

40

No: of respondents


39/126

4.1.4 Some times I am not sure how to complete all tasks I have been

assigned

Table No:4

Page 39 of 126

Employee Response No: of

Respondents

Percentage

Strongly agree 2 2

Slightly agree 4 4Moderately agree 26 26Neither agree nor disagree 14 14Slightly disagree 32 32Moderately disagree 22 22Strongly disagree 0 0Total 100 100


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0

5

10

15

20

25

30

35

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly

disagree

Chart No:4

From the survey it was found that among the 100 respondents 32% of them

slightly disagree and 22% moderately disagree and 14% of then neither agree

nor disagree to it. On the other hand 6% of respondents moderately agree, 4%

slightly agree and 2 % strongly agree with the opinion that they are not sure

about how to complete their task. This analysis reveals that majority of the

respondents are sure about completing their tasks.

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4.1.5 At times I feel quality of my work suffers in order to meet work

quantity demands

Page 41 of 126


Respondents

Percentage

Strongly agree 0 0Slightly agree 2 2Moderately agree 6 6Neither agree nor disagree 12 12Slightly disagree 34 34Moderately disagree 22 22

Strongly disagree 24 24Total 100 100


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Table No: 5

0

5

10

15

20

25

30

35

No: of Respondents

Strongly agree

Slightly agree

Moderately

agree

Neither agree

nor disagree

Slightly disagree

Moderately

disagree

Strongly

Chart No:5

The above chart shows the analysis on if quality of work suffers in order to meet

work quantity demands. Out of the 100 respondents none of them strongly

agree, 34% of them slightly disagree, 2% slightly agree, 22% moderately

disagree, 24% strongly disagree, 12% neither agree nor disagree and 6%

moderately agree with this.

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4.1.6. I understand how my job contributes to the achievement of

workplace objectives

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Respondents

Percentage

Strongly agree 27 27Slightly agree 13 13Moderately agree 44 44Neither agree nor disagree 16 16Slightly disagree 0 0Moderately disagree 0 0Strongly disagree 0 0Total 100 100


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Table No: 6

Chart No: 6

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0

5

10

15

20

25

30

35

40

45

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree


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As per the table, it was analyzed that out of the 100 respondents 44% of them

moderately agree with the opinion that they are understand about how much their

job contributes towards the achievement of the organizational objectives. 27% of

them strongly agree, 13% slightly agree and the remaining 16% of them neitheragree nor disagree to this opinion. It means majority of them know the

importance of their job for the fulfillment of the work place objectives.

4.1.7 I understand the standard of performance expected of my position

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Respondents

Percentage

Strongly agree 19 19Slightly agree 38 38Moderately agree 18 18Neither agree nor disagree 25 25Slightly disagree 0 0

Moderately disagree 0 0Strongly disagree 0 0Total 100 100


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Table No:7

0

5

10

15

20

25

30

35

40

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly

disagree

Chart no:7

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According to the survey it was observed 38% of respondents are slightly agreed

that they know thoroughly about the standard of performance which is expected

form their position. 25% neither agree nor disagree, 19% strongly agree and

18% of them moderately agree with this argument.

4.1.8 I regularly receive feedback on how well Im doing my job

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Respondents

Percentage

Strongly agree 10 10Slightly agree 22 22Moderately agree 48 48Neither agree nor disagree 20 20

Slightly disagree 0 0Moderately disagree 0 0Strongly disagree 0 0Total 100 100


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Table No:8

0

5

10

15

20

25

30

3540

45

50

No: of Respondents

Strongly agree

Slightly agree

Moderately

agree

Neither agree

nor disagree

Slightly

disagree

Moderately

disagree

Strongly

disagree

Chart No: 8

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Table No: 9

0

10

20

30

40

50

60

70

No: of Respondents

Strongly agree

Slightly agree

Moderately

agree

Neither agree

nor disagree

Slightly disagree

Moderately

disagree

Strongly

disagree

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Chart No: 9

As per the survey the workers have to use full range of skills for doing their job.

68% of respondents strongly agree, 14% slightly agree, 10% moderately agree

and 8% of them neither agree nor disagree. This conveys to us that most of the

respondents are doing their job by utilizing full range of skills.

4.1.10 At times I feel overloaded with the amount of work I am required to

do.

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Respondents

Percentage



52/126

Table No:10

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0

5

10

15

20

2530

35

40

45

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart No:10

While analyzing the response of the workers about their overload work, among

the 100 respondents 45% moderately agree, 2 % slightly agree, 16% neither

agree nor disagree and the rest 15% of them shows slightly disagrees that theyrequired to do overload amount of work. It denote that majority of them required

to do overload work

4.1.11 My workmates and I discuss work problems and expectations freely

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Table no:11

Page 54 of 126


Respondents

Percentage



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0

10

20

30

40

50

60

70

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly

disagree

Chart No:11

Based on the above chart it is realized that out of the 100 respondents 62% of

them strongly agree, 12% of them slightly agree, 26% moderately agree that they

discuss their work problems and expectation freely with their work mates.

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4.1.12 Often I am not informed about changes to policies and procedures

until after they have been implemented

Table no:12

Page 56 of 126


Respondents

Percentage

Strongly agree 0 0Slightly agree 0 0Moderately agree 10 10Neither agree nor disagree 20 20Slightly disagree 28 28Moderately disagree 32 32Strongly disagree 10 10

Total 100 100


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0

5

10

15

20

25

30

35

No: of Respondents

Strongly agree

Slightly agree

Moderatelyagree

Neither agree

nor disagree

Slightly disagree

Moderately

disagree

Strongly

disa ree

Chart No:12

From the above table it was found that 32% of respondents moderately disagree,

28% slightly disagree, 20% neither agree nor disagree and 10 % of them each

moderately agree and strongly agree that they are not informed about the

changes to policies and procedure until after the have been implemented. From

the evaluation it is obtained that majority of them try to inform the changes to

policies and procedures before they have been implemented.

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4.1.13 I feel that the organizational hierarchy or chain of authority is clearly

defined

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Respondents

Percentage



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Table no:13

0

5

1015

20

25

30

35

40

45

No: of Respondents

Strongly agree

Slightly agree

Moderatelyagree

Neither agree

nor disagree

Slightly

disagree

Moderately

disagree

Strongly

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Chart no:13

On the basis of the above data it was analyzed that among 100 respondents

42% of them slightly agree, 38% strongly agree and 12% of them moderately

agree that the chain of authority is clearly defined in their organization.

4.1.14 I feel that all organizational policies are applied fairly to all

organization members

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Respondents

Percentage

Strongly agree 24 24



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Table no:14

0

5

1015

20

25

30

35

40

45

No: of Respondents

Strongly agree

Slightly agree

Moderately

agree

Neither agree

nor disagreeSlightly

disagree

Moderately

disagree

Chart no:14

According to the table it was observed that 42% of the respondents moderately

agree that all organizational policies are applied fairly to all the members, 22% of

them neither agree nor disagree, 24% strongly agree and 12% of respondents

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slightly agree. From this analysis it is clear that most of the respondents agreed

that the organizational policies are applied fairly to all the members in the

organization.

4.1.15 My workplace provides me with opportunity to further develop my

skills and abilities

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Table no:15

Page 63 of 126

Employee Response No: of Respondents

Percentage



64/126

0

5

10

15

20

25

30

35

40

No: of Respondents

Strongly agree

Slightly agree

Moderatelyagree

Neither agree

nor disagree

Slightly disagree

Moderately

disagree

Strongly

disagree

Chart no:15

Above table reveals that 36% of the respondents moderately agree, 23% of them

slightly agree, 21% strongly agree, 13% neither agree nor disagree and the 17%

of them slightly disagree with the opinion that they get opportunities for further

development of their skills. Here it shows that majority of the respondents are

agreed with the agreement that they get opportunity to develop their skills and

ability.

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4.1.16 I feel that my supervisor cares about the problems I have with my job

Table no:16

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Respondents

Percentage



66/126


67/126

4.1.17 My supervisor plans work to ensure that it is complete with the

highest possible standard?

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Respondents

Percentage


Total 100 100


68/126

Table no:17

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0

10

20

30

40

5060

70

80

90

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nordisagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:17

Among the 100 respondents 83% of hem strongly agree, 43% moderately agree

and 4% slightly agree that the supervisor plans work to ensure that it complete

with highest standard.

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4.1.18 I trust my supervisor to effectively represent my views in meetings

with other managers

Table no:18

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Respondents

Percentage




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0

5

10

15

20

2530

35

40

45

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nordisagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:18

From the chart it was analyzed that 44% of the workers moderately agree, 27%

neither agree nor disagree, 14% slightly agree and 6% strongly agree that the

supervisors effectively represents the workers view in meeting other managers.

Here it shows view in meeting with other managers. Here it shows that towards

this argument majority of respondents agreed to it.

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4.1.19 My supervisor shows trust in my ability to perform my job

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Respondents

Percentage



73/126

Table no:19

0

10

20

30

40

50

60

70

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:19

As per the survey the report shows the supervisor trust in workers ability to

perform their job. 64% of respondents slightly agree, 16% strongly agree, 8%

moderately agree and 10% neither agree nor disagree and 2% slightly disagreewith this. It denote that majority of workers agree with argument that majority of

worker agree with the argument that supervisor have trust in their ability to

perform job.

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4.1.20 When I communicate my ideas to members of my work team they

listen and are supportive.

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Respondents

Percentage



75/126

Table no:20

0

10

20

30

40

50

60

70

80

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

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Chart no:20

According to this survey, it was realized that 22% of respondents moderatelyagree and 14% slightly agree that the ideas communicated by the workers are

carefully listen by the other members of work team. On the other hand 8%

neither agree nor disagree and 6% slightly disagree towards this.

4.1.21 I am willing to put in a great deal of effort beyond what is normally

expected in order to help this organization be successful

Page 76 of 126


Respondents

Percentage


Total 100 100


77/126

Table no: 21

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4.1.22 I talk up this organization to my friends as a great organization to

work for

Table no:22

Page 79 of 126


Respondents

Percentage



80/126

0

5

10

15

20

25

30

35

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:22

From the table it was found that most of the respondents say that this is a better

organization to work. 34% strongly agree, 28% moderately agree, 20% neither

agree nor disagree and 18% slightly agree with this view of workers

4.1.23 I feel very little loyalty to this organization

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Respondents

Percentage



81/126

Table no:23

0

5

10

15

20

25

30

35

40

45

50

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:23

Based on the survey among 100 respondents 46% of them moderately disagree,

32% strongly disagree and 22% of them slightly disagree with the. This shows

that all the respondents are always loyal to the organization.

4.1.24 I find that my values and the organization values are very similar

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Respondents

Percentage



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Table no:24

0

5

10

15

20

25

30

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagreeSlightly disagree

Moderately

disagree

Strongly disagree

Chart no:24

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Above chart reveal that out of the 100 respondents 30% of them neither agree

nor disagree, 22% slightly agree, 18% moderately agree, 16% strongly agree

and 4 % slightly disagree. With the respondents findings the organizational

values and their values are similar. It means that majority of them viewed thatheir values and organizational values are similar.

4.1.25 I am proud to tell others that I am a part of this organization

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Table no:25

0

10

20

30

40

50

60

70

80

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderatelydisagree

Strongly disagree

Chart no:25

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Respondents

Percentage

Strongly agree 72 72



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From the survey it is clear that out of the 100 respondents 72% of them stronglyagree, 12% slightly agree and 16% of them moderately agree that they are very

proud to say that they are part of the organization.

4.1.26 I will be ready to work in a different organization if the type of work is

similar

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Respondents

Percentage



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Table no:26

05

10

15

20

25

30

35

40

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:26

According to the table it shows that 40% of respondents neither agree nor

disagree, 24 % slightly disagree, 8% moderately disagree, 16% slightly agree

and 12% moderately agree with this opinion it shows that they are not willing to

work in different organization. It denotes that most of the workers are not willing

to work in different organization even if the work is similar.

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4.1.27 This organization really inspires the very best in me in the way of jobperformance

Table no:27

Page 87 of 126


Respondents

Percentage




88/126

0

10

20

30

40

50

60

70

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly disagree

Chart no:27

The table shows that out of the 100 respondents 64% of them strongly agree,

25% slightly agree and 11% moderately agree with that the organization inspires

the workers in the way of job performance.

4.1.28 I am extremely glad that I chose this organization to work for over

others I was considering at the time I joined

Page 88 of 126


Respondents

Percentage

Strongly agree 0 0Slightly agree 18 18Moderately agree 22 22

Neither agree nor disagree 25 25Slightly disagree 8 8Moderately disagree 17 17Strongly disagree 0 0Total 100 100


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Table no:28

0

5

10

15

20

25

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderatelydisagree

Strongly

disa ree

Chart no:28

As per the survey it was analyzed that 25% of respondents neither agree nor

disagree, 22% moderately agree and 18% strong agree that they are happy to

choose this organization to work. On the other hand 8% of respondents slightly

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Table no:29

Page 91 of 126


Respondents

Percentage



92/126

0

5

10

15

20

25

30

35

40

No: of Respondents

Strongly agree

Slightly agree

Moderatelyagree

Neither agreenor disagree

Slightly

disagree

Moderatelydisagree

Stronglydisagree

Chart no: 29

Above table reveals that 36% of respondents moderately disagree with the

opinion that they gained too much by sticking with the organization. 26% of them

slightly disagree, 18% strongly disagree, 14% neither agree nor disagree and

only 6% slightly agree with this. Therefore majority of them responds that they

are fairly gained by sticking with this origination.

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94/126

0

5

10

15

20

2530

35

40

45

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly

disagree

Chart no:30

From the table it was found that among the 100 respondents 44% of them neither

agree nor disagree, 19% strongly disagree, 16% moderately agree, 13%

moderately disagree and 8% slightly disagree with the organizations policies on

important matters relating to its employees. It means that majority of

respondents agree with the organization policies on matters relating to its

employees.

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4.1.31 I really care about the fate of this organization

Page 95 of 126


Respondents

Percentage

Strongly agree 78 78Slightly agree 13 13Moderately agree 9 9

Neither agree nor disagree 0 0Slightly disagree 0 0Moderately disagree 0 0Strongly disagree 0 0Total 100 100


96/126


97/126

Chart no:31

As per the survey it was defined that 78% respondents strongly agree that the

care about the fate of the organization. 13% of them slightly agree and 9%

moderately agree to it. It denotes that almost all the workers are very careful

about the fate of the organization.

4.1.32 For me this is the best of all possible organization for which to work

Page 97 of 126


Respondents

Percentage

Strongly agree 88 88Slightly agree 2 2Moderately agree 10 10Neither agree nor disagree 0 0Slightly disagree 0 0Moderately disagree 0 0

Strongly disagree 0 0Total 100 100


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Table no:32

0

10

20

30

40

50

6070

80

90

No: of Respondents

Strongly agree

Slightly agree

Moderately agree

Neither agree nor

disagree

Slightly disagree

Moderately

disagree

Strongly

hll project2 (1)

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