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A Project Report On “HRD Climate Survey” At The Surat District Co- operative Milk Union Ltd Surat Prepared By Chirag Godhani PGDBM (MBA)-III Submitted To Indian Institute of Management Training 1

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Page 1: Project Report on HRD Climate

A Project Report

On

“HRD Climate Survey”

At

The Surat District Co-operative Milk Union Ltd

Surat

Prepared By

Chirag Godhani

PGDBM (MBA)-III

Submitted To

Indian Institute of Management Training

Pune

(2008-10)

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PREFACE

A Project is a scientific and systematic study of a real situation or problem intended to

resolve the problem with application of management concept and skills. As per the syllabus

of PGDBM(MBA) of IASE University the practical study allows student exposure to the real

business environment. They get to know all the practical aspects of the study, which later will

be very helpful in the professional life as well as the corporate world.

“THEORY WITHOUT NO PRACTICE HAS NO FRUIT

PRACTICE WITHOUT THEORY HAS NO ROOT”

The above proverb is enough to understand the interdependence of theory and practical on

each other. Teaching gives an insight into the theoretical aspect of the management, but

implementation of theory in real situation gives practical knowledge about the management.

A developing country like India needs technically skilled and competent managers having

theoretical and also practical knowledge.

This report is based on my observation and information provided by executive, HR officers

and some subordinates of “The Surat district co-operative milk producer’s union ltd

(SUMUL).”

Here in this human resource report, I try my best to present different aspects and components

regarding organizational Climate of company.

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ACKNOWLEDGEMENT

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

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

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

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

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

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

of working under you, Sir. He also provided me guidance related to my career. I am sure that

it will help me throughout my organizational lifespan. In addition to allowing me to visit all

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

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

for preparing this report.

I would like to acknowledge our gratitude and Thank to Prof. VANITA KAUR, Course co-coordinator, for catering me for the opportunity to have real life experience.

-Chirag Godhani

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Declaration

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

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

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

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

Training in partial fulfillment for degree of PGDBM.

(Chirag Godhani)

Date: / /2009

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Table of Contents

Serial

No

Chapter Page

No

1 Introduction

1.1 About Organisation

1.2 What is HRD Climate Survey

1.3 Aims of Organisation Climate Survey

in Organisation

1.4 Objective of Study

1.5 Scope of HRD Survey

2 Research Methodology

2.1 Methods of Data Collection

2.2Organisatioan Climate Survey Process

2.3Hypothesis

2.4Brief Idea about Questionnaire

3 Data Analysis & Interpretation

4 Conclusion

5 Suggestions

6 Bibliography

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7 Annexure

Chapter 1: Introduction

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1.1). About Organisation

Welcome to SUMUL

Sumul or Surat Milk Union Limited, which is now renamed as The Surat District Co-operative Milk Union Ltd, is one among the 12 district unions which acts as manufacturing units of dairy products for Gujarat Co-operative Milk Marketing Federation Limited, the marketers of Amul and Dhara brand of products.

Introduction

The Sumul district co-operative milk producer’s union ltd (SUMUL DAIRY) is a co-operative endeavor committed to help marginal farmers and down trodden tribal to lead to a healthy life and better standard of living through scientific animal husbandry practices.

Sumul is holding strong brand equity in Surat district and command more than 70% of the liquid milk in surat city, to make the distribute system fast and the delivered milk in time they have as many as 6ilk transportation routes and 1531 agents (1386 regular and 145 full time)

The area of operation of SUMUL is the entire district of SUMUL. The present milk procurement of 160.929,736 liters of milk annually makes it the third largest union in the state after the AMUL and Mahesana dairy. The present market of Surat for liquid milk is around 4.5 lack liters per day. This has necessary active development of “by product” market. Products so far introduced are paneer, ghee, flavored milk, sweet, shrikhand, lassi, butter milk etc..

Sumul consist of 13 board of directors one each of 13 talukas of Surat district and they from themselves elect the chairman. The total numbers of employees are about 1100 besides the contract workers.

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Hence, the Surat district co-operative milk producer’s union ltd, SUMUL is trade name and literally meaning sound process, came in to existence on August 22, 1951… The formal commissioning of the pasteurization plant on March 17, 1968 was a turning point for SUMUL.

History

In the year 1939 Sardar Vallabhbhai Patel went and meet the farmers of Anand and told them that for the trade of milk the dairy was necessary. At that time a person named Tribhuvandas Patel came forward to take the leadership. During that time there was only one dairy “POLSUN DAIRY” which belongs to British’s and they use to give very less price for milk to the India Milkmen. In order to support the Indian farmers “AMUL DAIRY” was established in the year 1946 DDR. Kurien was appointed at this dairy. Dr. Kurien along with Tribhuvandas Patel took the leadership. Indian becomes independent in the year 1947. in the meantime AMUL Dairy got order from the WHO to produce milk Powder from buffalo milk. Dr. Kurien & Mr. Dalaya found the technique of producing milk from buffalo milk. After booking at this Lal Bahadur Shatri took the visit of Ajampur village and promised them to provide with more money fro the systematic development of the dairy industry. For the proper development of the dairy industry NDDB was established at Anand. NDDB started operation – 1 programmer for all dairies in 1971-72 in the year 1977 operation Flood-2 started. Transportation machinery & pressmen of milk at low cost and give importance. In the year 1990-operation flood-3 started. Here the farmers were, made aware about their right & responsibilities high productivity of milk at low cost & so the co-operatic of development programs started.

In the year 1998-99 two million tone of milk was produced in Indian & Indian becomes the world’s first milk producing country. Which is more then 68 million of American. So it was called “White revolution”

SUMUL has three chilling center at Bajipura, Navi Pardi and Uchchal for ensuring safe delivery of raw milk to SUMUL where the milk is processed and pack into various type of liquid milk and by product to improved the nutritional feed given to the cattle at village level, the co-operative has establishment a cattle feed factory at chalthan. Sumul also has oil refined oil at the village of DCS level.

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Milestone of Sumul Dairy

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^ ^ ^^

1951REGISTRATION OF

SURAT DISTRICT CO-OPERATIVE MILK PRODUCERS’ UNION LTD.

1968HON.DIVINE PUJYA YOGIJI MAHARAJ OF ‘AKSHAR PURUSHOTTAM’

INAUGURATED DAIRY PLANT AND NAMED “SUMUL DAIRY”.

1979INAUGURATION OF EXTENSION WING OF DAIRY PLANT

WITH POLYETHYLENE POUCH PACKING BY DR. V. KURIEN.

1975 INAUGURATION OF BAJIPURA CHILLING CENTRE WITH 3 LAKH LTPD

1970INAUGURATION OF CATTLE FEED PLANT AT CHALTHAN

HAVING 200 MT CAPACITY PER DAY.

1985 EXPANSION OF DAIRY PLANT FOR 2 LAKH LTPD CAPACITY.

1988 DECENTRALIZATION OF MOBILE VETERINARY SERVICES

1992COMMISSIONING OF OIL PACKAGING STATION AT CHALTHAN

FOR PACKING EDIBLE OIL WITH BRAND NAME ‘DHARA’

1999LAUNCHING OF

TOTAL PRODUCTIVE MAINTENANCE PROGRAM.

1982INAUGURATION OF MILK CHILLING PLANT

HAVING 30,000 LPD CAPACITY AT UCHCHHAL

1996 INAUGURATION OF NAVIPARDI CHILLING PLANT WITH 2 LAKH LTPD

1996LAUNCHING OF

TOTAL QUALITY MANAGEMENT PROGRAM.

2000 ISO 9002 & HACCP 9000 CERTIFICATION OF SUMUL DAIRY

1995INAUGURATION OF

12.5 MTD POWDER PLANT

2001 ISO 9002 CERTIFICATION FOR CATTLE FEED PLANT

RAW CHILLEDMILK

2002 ISO 14001 CERTIFICATION OF SUMUL DAIRY

2003 ISO 9001 CERTIFICATION OF SUMUL DAIRY

MILESTONESIN 56 YRS

2006 ETP PLANT MODIFIED

2007-08 RENOVATION OF MILK POUCH COLD STORE

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

Objective of SUMUL 10

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

To procure milk and process it into good quality milk and milk products to market it at most economically and efficiently to give maximum overall net returns to the producers and general satisfaction to the consumers.

To provide essential technical inputs and services to the producers at their door steps in an economic and efficient manner and also in a way most acceptable to them to increase milk production and to reduce the cost of production.

To provides maximum return to producers.

SUMUL's Vision Statement

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"WE ARE SOCIALLY RESPONSIBLE ORGANISATION WITH COMMITMENT TO CONSUMER DELIGHT AND RESPECT FOR ALL. WE BELIEVE IN GROWTH AND CONTINUOUS IMPROVEMENT THROUGH TEAMWORK, TRUST & EXCELLENCE, WITHOUT COMPROMISING OUR HONESTY AND INTEGRITY"

Year 2006-07 2009-20

Turnover RS. 607 Crores RS. 4000 Crores

Milk Procurement

6,59,682 kg/day 14,10,000 kg/day

Milk Sale595,595 Liters/Per day

13,00,000 Liters/Per day

QualityISO 9001 & HACCP

ISO 22000 & ISO 14001

Production costMinimum Production Cost

MPC through 100% automation

Distribution System

Consumers oriented, Quick and effective

Consumers oriented, Cost Effective Distribution, Cost Effective Vertical & Horizontal Distribution

Strategic focus of SUMUL

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

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

Quality Focus: Continuous Improvement in Quality defined according to Customers.

Organization focus: Think globally and act locally.

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Work Area Map of SUMUL

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Work Area Table

Unit Place Capacity EmployeesDistance

From Surat

SUMUL DAIRY Surat 5 Lakh LTPD 591 0 km

Navi Pardi Chilling Centre

Navi Pardi (N.P.C.C.)

2 Lakh LTPD 66 25 km

Uchchhal Chilling Centre

Uchchhal (U.C.C).

1 Lakh LTPD 49 105 km

Bajipura Chilling Centre

Bajipura (B.C.C.)

3 Lakh LTPD 113 50 km

Sumuldan Factory

Chalthan (S.D.F.)

200 MT PD 96 18 km

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

Nizer Chilling Centre

Nizer 63.000 LTPD 16 175 km

These 5 chilling center have provided have provided equal opportunities of milk marketing to the distantly inhabited tribal milk producers, which aids the economy of their milk production enterprise or else they would have been obliged to dispose of their milk to the middlemen at very low price. These chilling centers were established with a view to improve the quality of milk and ease pressure at its headquarters. A large plot of area was bought while establishing Navi Pardi Chilling Center keeping in mind to shift the dairy plant from city, if the need arises in future.

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Snapshot on Figures and Graphs

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Product Mix of SUMUL

Products Mix: “the set of all products and items that a particular seller offers for sales to buyer.”

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Homogenized Toned Milk

Homogenized Toned Milk

Liquid MilkLiquid Milk

Whole MilkWhole Milk

Pasteurized Standard Milk

Pasteurized Standard Milk

Milk ProductsMilk Products

Cow MilkCow Milk

Skimmed Milk

Skimmed Milk

White ButterWhite Butter

GheeGhee

Butter MilkButter Milk

Skimmed Milk Powder

Skimmed Milk Powder

Butter MilkButter Milk

Self Developed Products

Self Developed Products

PaneerPaneer

Flavors MilkFlavors Milk

SweetsSweets

ShrikhandShrikhand

Sumul SugarSumul Sugar

Sumul TeaSumul Tea

Milk ProductsMilk Products

Page 17: Project Report on HRD Climate

Organisation Structure

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Awards won by SUMUL

Award Title Year Awarded by

National Energy Conservation Award 2007-08

Ministry of Energy Government of India

National Enterprise Honour Award 2007-08Indian Society For Industry & Intellectual Development

National Productivity Award2007 Ministry of Agriculture

Award for Excellence2007

Federation of Gujarat Industries, Vadodara

Business Leadership Develoment Award 2007

Indian Economic Development and Research Association, Delhi

"Excellence in Service" Award2007

South Gujarat Hotel And Restaurant Association

National Energy Conservation Award2007

Ministry of Energy Government of India

National Dairy Product Judging Contest Certificate

2006Alumna association and college of dairy science

Gram Vikas Award 2006Federation of Indian Chambers of Commerce & Industries

National Energy Conversation Award 2006

Ministry of Energy Government of India

Golden Peacock Award 2006

Institute of Director (International Institute)

Manthan-AIF Award 2006

Online Integrated Computerized Systems (OICS)

Bajaj Fair Business Award 2005-06

Amazing Jamanalal Bajaj Fair Award

FGI Award

2005-06Federation of Gujarat Industries, Vadodara

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The 18th Annual CIO 100 Award 2005 CIO 100 Award

Commendable efforts and achievements in the field of 'Industrial Relations'

2004Federation of Gujarat Industries, Vadodara.

Runners up at CSI-TCS Award 2003-04 for Best IT Usage

2004 Computer Society of India

Intelligent Enterprise Awards 2004 2004 Computer Associates

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

Best Garden of the Company of Surat City

2003-04Surat Municipal Corporation, Surat

Enfuse National Award For Energy Efficiency Excellence

2003-04Energy & Fuel Users Association of India, Chennai

Management Excellence Award - 2002 2002-03Surat Management Association, Surat

IMC Ramkrishna Bajaj Award Merit Certificate 2002

2002-03Indian Merchant Chamber, Mumbai

Manager of the year 2001 2001-02Surat Management Association, Surat

Birla Cellulosic Award for Small Group Activity

2001-02 Birla Cellulose, Kharach

National Productivity Award (Dairy Development & Production Sector) - 2nd

2001-02National Productivity Council, New Delhi

Quality Excellence Award 2000-01Surat Management Association, Surat

Jamnalal Bajaj Fair Business Practice Merit certificate

2000-01Council for Fair Business Practice, Mumbai

National Productivity Award (Dairy Development & Production Sector) - 2nd

2000-01National Productivity Council, New Delhi

Appreciation Award for Total Productivity maintenance

2000Quality Circle Forum of India, Vadodara

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Total Productivity maintenance Award

1999-00Ahmedabad Management Association, Ahmedabad

Appreciation Award for Total Productivity maintenance

1999Quality Circle Forum of India, Vadodara

Certificate of merit from National Productivity Council

1998-99National Productivity Council, New Delhi

Council for Fair Business Practices 1993Council for Fair Business Practice, Mumbai

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

National Productivity Award 1990-91National Productivity Council, New Delhi

Sardar Patel Saksharta Award 1989-90South Gujarat University, Surat

National Productivity Award 1988-89National Productivity Council, New Delhi

Departments of SUMUL

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

HRD&ER Department at Glance

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Human Resource Development is the key department of the any business. Human Resource Development is the main part behind the company’s success or failure. Personnel management is that part of management, which concerned with people at work and with their relationship within an enterprise. Its aim is, to bring and develop into an effective organization. The men and women who make up an enterprise and having regard for the well being of individual & of working groups to working groups to enable them to make their best contribution to its success.

The meaning of Human resource management, labor management or staff management means quite simply the task of dealing with human relationship within an organization.

Human resource Management is a continuous process. It cannot stop. Personnel management is a never-ending process. It helps in achieving objectives of company. This is done by proper perform of personnel function like recruitment, selection, training & development, labor activity, motivation, welfare etc. it also helps to keep a smooth relationship between employers & employees.

Sumul believes that the most significant resource is its Human Resource and SUMUL’s Success in the long run depends very much on the quality of its human resources. Human resource comprise the aggregate of employee attributes including knowledge, skill, experience and health, which are presently available to the organization for the achievement of its goal, objectives and service to the society.

The HRD department in SUMUL is known as the HRD & ER (Human Resource Management and Employee Relation).Total strength of SUMUL is 1026 Employees till date. The department is lead by Mr.Bhupendra Desai. The various HRD functions which are carried out at SUMUL include:

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

Structure of HRD&ER Department

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Chairman

Managing Director

Board of Director

Executive Officer

Senior Executive

Junior Executive

Assistant Manager

Senior Assistant

Junior Assistant

Technician

Workman

HR Objectives

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To develop and sustain core values.To develop business leaders for tomorrow.To provide job contentment through empowerment, accountability and responsibility.To build and upgrade competencies through virtual learning, opportunities for growth and providing challenge in the job.To foster a climate of creativity, innovation and enthusiasm.To enhance the quality of life of employees and their family.

Role of HR in SUMUL

Alignment of HR vision with Corporate VisionShift from support group to strategic in business operationsHR as a change agent.Enhance productivity and performance by developing employee competency and potential.Developing professional attitude and approachDeveloping ‘Global Managers’ for tomorrow to ensure the role of global players.

Human Resources Activities

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

To diffuse the effect of Global Competition, Sumul has adopted the latest concepts of management practices and provided appropriate training with the help of leading institute from time to time for up-gradation & development of its Human Resource. Some of the efforts of Sumul to achieve this are:

1.2). What is HRD Climate Survey….??23

Employee Personality Development (Attitude, skill & knowledge)

1995

Self Development (Self management Leadership, Meditation) 1995

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

Total Productive Maintenance 1999

Meditation Hall 2000

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Introduction:

If we need to find a way to develop employees in order to become effective contributors to the goals of an organization, we need to have a clear view of what an effective contribution would look like. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave, but there can be no general

Prescription of an effective employee. Effectiveness will differ with organizational context, and on whose perspective we are adopting. The matter of what, finally, makes an effective employee is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employee’s present and future effectiveness is called development.

Meaning of HR+D+Climate

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

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

After analyzing Human Resource and Development we can simply stated that, HRD is the process of helping people to acquire competencies.

Climate, this is an overall feeling that is conveyed by the physical layout, the way employees interact and the way members of the organisation conduct themselves with outsiders. (It is provided by an organisation.)

“Organizational climate is a set of characteristics of an organisation which are referred in the descriptions employees make of the policies, practices and conditions which exist in the working environment”.Abraham

An organisation became dynamic and growth oriented if their people are dynamic and pro-active. Through proper selection of people and by nurturing their dynamism and other competencies an organisation can make their people dynamic and pro-active. To survive it is very essential for an organisation to adopt the change in the environment and also continuously prepare their employees to meet the challenges; this will have a positive impact on the organisation.

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1.3). Aims of Organizational Climate survey in Organisation

Top to Bottom effort: - Organisation is considered to be complete organisation after including top authority to bottom line of workers. And whenever we talk about development at organizational level effort is needed from top level to bottom level. Top authority should not have thinking in their mind that their task is to only take decisions but they should also emphasized on proper implementation of decision by adopting various controlling technique. Bottom level workers should have loyal mind-set towards their organisation. Bottom level workers have to work with dedication. They should have realization that organisation is their organisation.

Motivator role of Manager and Supervisor : - To prepare Human Resource Development Climate, Manager and Supervisor’s responsibilities are more or we can say that they are the key players. Manager and Supervisors have to help the employees to develop the competencies in the employees. To help the employees at lower level they need to updated properly and they need to share their expertise and experience with employees.

Faith upon employees : - In the process of developing HRD Climate employer should have faith on its employees capabilities. Means whatever amount is invested that should be based on development of employees. Top management should trust the employees that after making huge effort to develop employees, employees will work for the well being of organisation and for human being also.

Free expression of Feelings : - Whatever Top management feels about employees they have to express to employees and whatever employees think about top management it must be express in other words we can say that there should not be anything hidden while communication process. Clear communication process will help to establish the HRD Climate.

Feedback : - Feedback should be taken regularly to know the drawbacks in system. This will help to gain confidence in employees mind. Employee will trust on management and he can express his opinion freely which is very good for HRD Climate. Feedback will help to remove the weakness.

Helpful nature of employees : - Whenever we talk about 100% effort then we have to talk about employees effort too. Nature of employees should be helping for management and for its colleagues. They should be always read to help to customers too.

Supportive personnel management: - Personnel policies of organisation should motivate employees to contribute more from their part. Top management’s philosophy should be clear towards Human Resource and its well being to encourage the employees.

Encouraging and risk taking experimentation : - Employees should be motivated by giving them authority to take decision. This concept is risky but gradually it will bring expertise in employees to handle similar situation in future. It will help to develop confidence in employees mind. Organisation can utilize and develop employees more by assigning risky task.

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Discouraging stereotypes and favouritism : - Management need to avoid those practices which lead to favouritism. Management and Managers need to give equal importance. Those people who are performing good they need to appreciated and those who are not performing good they need to be guided. Any kind of partial behaviour should be avoided.

Team Spirit : - There must be feeling of belongingness among the employees, and also willingness to work as a team.

Organizational Climate Assessment

The Organizational Climate Assessment is a powerful instrument, especially when provided organization-wide with specific departmental demographic separation and analysis. Each category has been designed to assess one of the key categories, which affect employee performance. This assessment should be administered anonymously company wide, broken out by departments of 6 or more people to protect the identities of respondents. Every precaution should be taken to insure confidentiality in order that respondents will feel comfortable sharing their true opinions and perspectives.

The objective of performing an employee climate assessment is to identify the key areas which are hindering production, reducing effectiveness and which might generate unexpected costs in the near future. The idea and approach is for the organization not to simply perform an academic exercise, simply because they ‘do it at this time every year’, but to critically examine themselves to see where the company and it’s employees might be finely tuned to generate higher levels of performance. Once identified, opportunities to strengthen existing approaches, which are working well, as well as select appropriate interventions for addressing the weakest areas, should be aggressively pursued for the maximum benefit of everyone.

This assessment is designed with the following assumptions in mind:

Fundamental care of the employee as an asset

Organizations are successful because of the quality of work employees perform. When employees are cared for, and the right environment is created where there are no barriers to performance, their true value to the organization can be fully realized.

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

Humans have fundamental needs for safety and security, affiliation and acceptance, involvement as well as self-actualization. The extent to which these and other human needs are fulfilled lead to higher levels of commitment, initiative and performance. Organizations, who include an emphasis on fulfilling the needs of their employees to some extent, will enjoy a more productive and stable workforce.

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Full understanding of the realities of business

This assessment is written with full realization of the realities of business, and not an unrealistic utopian view of an idealized work environment. The factors emphasized and measured in this assessment are the important levers to optimizing employee workplace performance, not just creating an environment where everyone feels better.

Embracing optimization and improvement

An irrefutable trend in business today, continuous improvement and increasing levels of efficiency are a way of life, and these factors are given appropriate emphasis in this assessment because they represent an ever present dynamic with which every employee must deal.

Keys to motivation and commitment

Rather than only identifying potential problem areas to be avoided, this assessment focuses on areas where human behavior can be leveraged more positively to create employees with higher levels of motivation and commitment.

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Measuring HRD Climate

Economic condition:-An organization’s economic condition influences its culture in several ways. The more prosperous an organisation is the more it can afford to spend on research and the more it can afford to risk and be adventurous.

Leadership Style:- An organisation leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organization’s culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership.

Managerial assumption about human nature:- Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behavior. There are two theories of behavior (Theory X and Theory Y).

Managerial values and ethos:-The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are – self-awareness, risk-taking, participation, bureaucracy, equity, employee’s security and growth.

Organisation size: - An small organizations there are few levels of management, these are generally more amenable to democratic and participative functioning than big organisations. More open communication system in small organisations. Hence these organisations have a different type of climate than what are in big organizations.

Measurement of climate seeks to identify the components of both bad and good climate, both in absolute terms and perceptual terms. While there are commercial instruments that measure climate, there are powerful arguments for having one tailor-made to the organisation, and that changes as the organisation changes. Generally, the areas of interect to measure are:

External environment - organisational interface with it

Organisational leadership / mission

Organisational structure / systems

Organisation and you

Management practices

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Working - co-workers / teams / supervisor

Self - at work - your role, development, opportunities, motivation, commitment, stress

Difference between organisation Climate and Culture

We can compare organizational culture and climate to personality and mood. The former is enduring; the latter is temporary. We acquire our basic personalities early in life, but our moods can shift several times in one day.

Organizational culture is not quite as fixed as personality, however, so the analogy is not perfect. It is hard to change an organization's culture but not as difficult as changing your personality. Also, organizational climate can last so long it becomes indistinguishable from culture, like being in a bad mood for months on end. Generally, however, climate is easier to change. During an economic downturn, people are worried about their jobs, then suddenly a big order comes in and everyone breathes a sigh of relief, so the climate improves.

Understanding Organizational Climate

Typical climates correspond to human feelings or moods: excitement, depression, anger, fear, optimism or anxiety. Like human mood, an organization's climate can be caused by internal and external factors. If the CEO or other prominent leaders are in a certain mood, they can infect the entire organization. Leaders whose moods are highly variable could lead teams with wildly fluctuating climates. Just as most people won't be in the same mood all the time, we can't expect an organization's climate to be unchanging. Shifting emotions are a good thing as it makes the organization seem more human. It would feel like being part of a machine if the climate of your workplace never altered. An emotionally variable climate is, like a similarly expressive person, more open, transparent and understandable. We feel comfortable when we can read another person's feeling. The same applies to our workplace. It's unhealthy to suppress emotion in organizations or people.

Understanding Organizational Culture

Just as top executives can influence climate, they can also set the tone for the culture. If the CEO is an entrepreneur, the culture will be one that makes fast decisions, takes risks and likes to innovate. Apple Computers would be a good example of an entrepreneurial culture. Insurance companies and banks tend to have very different cultures, dominated by avoidance of risk. Such processing cultures need elaborate rules to ensure consistency and efficiency. An engineering culture like aircraft manufacturers or phone companies, value technical competence and high quality. Then there are marketing cultures that are very sales oriented. They tend to be populated by dynamic, lively, outgoing people. Scientific cultures are common in medical or drug manufacturing companies where there is an insistence on pure research to back up new proposals. It is not this simple, of course. Cultures can vary a great deal within a particular industry. Organizations might have a culture of blame, fun, hard

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

Before understanding HRD climate, we should know that organizational climate and culture is two different concepts. A distance needs to be made between organizational climate and organizational culture, organizational culture consists of managerial and employee beliefs and value that define the way in which the business of an organisation is conducted.

Change in an organization calls for its leaders to recognize and balance both culture and climate dimensions. Both terms in organisation has difference meaning. Components of both climate and culture are given below

Organizational Culture Organizational Climate

1. Value

2. Beliefs

3. Myths

4. Traditions

5. Norms

1. Leadership

2. Communication

3. Reward

4. Trust

5. Commitments

6. Vision and Strategies

7. Organization Consecutiveness

Bad-Climate Good-Climate Fear,

Crisis,

Anxiety,

Workplace aggression,

Employee and executive burnout,

Employee turnover,

Politicking,

Decay,

Hopelessness,

Stagnation

Respect,

Support.

Entrepreneurialism,

Innovation,

Cooperation,

Performance,

Profitable management practices,

Knowledge management,

Organisational learning

Employee readiness to change,

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1.4).Objective of Study

An Organizational Climate Survey can provide a fast, easy, and thorough representation of your company culture.  From that benchmark, you can strategize action plans for growth toward desired culture.  Re-administer the survey in twelve months to measure the efficacy of your development strategy.  This continuous cycle of assessment will help ensure the health of your organization.

1. To analyze the overall work culture of the organization.

2. To study the satisfaction level of the employees at personnel, inter personnel & organizational level.

3. To measure the effectiveness of communication system & other work processes.

4. To study employees attitude towards their direct supervisor & senior management.

5. To study employees attitude towards providing services to their external customer.

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1.5). Scope of HRD Climate

The organizational climate consists of:-

Organizational Structure:-An organization’s structure is actually a ‘snapshot’ of a work process, frozen in time so that it can be viewed. The structure enables the people’s energy to be focused towards process achievement and goal achievement. Employee must have a clear definition of not only the work structure but also the role used to organize the work. If the structure and the role is not clear, people will not know what the work process is, who is responsible for what, whom to go for help and decision, and who can Assist in solving problems that may arise.

Organizational Culture:-Organisational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists within an organisation. Organizational culture may result in part from senior management beliefs or from the beliefs of employees.Organizational culture can be supportive or unsupportive, positive or negative. It can affect the ability or willingness of employees to adapt or perform well within the organisation.

The most effective work culture is one that supports the organizations HR strategies by aligning behaviors, processes and methods with the desired results. It is not just achieving results but the methods through which they are achieved that are critical to long-term success.

Before any HR strategy is designed there must be a clear understanding of the organisation, its current values, its structure, its people as well as its goals and vision for the future.

HR Processes:-The HR system of an organisation should be comprehensive enough to take care of employees from the time they join till the time they leave HR. Their demands must not be ignored, but a feeling of belongingness be created. Process should be very clear and impartial, so that employee’s faith in organisation. From recruitment to retirement whole process should be according to employee’s expectation and ability of employer.

Importance of looking at the organisation climate are:

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

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organization and the employee.

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

• It gives HR professionals time to anticipate opportunities in HR area and time to plan optional responses to these opportunities.

• It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario, or to develop strategies, which can turn a threat.

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

Chapter 2 Research Methodology

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2.1) Method of Data Collection

Source of data collected for survey is completely Primary data through questionnaire and personal interview by me. The data was collected by survey methods using a questionnaire consisting of 25 questions consisting of different categories like organisation design, individual jobs characteristics, co-worker relations, culture, senior management, direct supervisor and work processes communication.

Sample Design

A sample of 56 employees was selected consisting 7 managers, 10executives, 16assistants & 23 work men. The sample was selected by random sampling method.

Categories RespondentsManager

Executives

Assistants

Workmen

Total

7

10

16

23

56

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Analysis

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

2.2) Organizational Climate Survey Process:

Phase I - Survey DesignStart with our standard survey. Customize utilizing our database of more than 1400 questions. Or write client-specific questions.

Phase II - Rater Orientation & Project Set-Up Introduce the process to all of the raters, explaining the who, what, when, where, why, and how of organizational assessment and action planning.

Phase III - Survey Administration  Each rater will complete the survey via web interface (or diskette or paper if needed), providing numerical ratings and written comments for each question.

Phase IV - Report Generation Provide summary reports of survey outcomes in a variety of categories including by department and as an organization.

Phase V - Survey Interpretation and Action Planning  An expert coach meets with senior managers to interpret survey results, identify underlying trends and develop action plans.

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2.3) Hypothesis

1. Data given by respondents is true, adequate and without any kind of biased factors.

2. The survey is been made on the basis of in-plant training of two month so it is assume that time period for survey is sufficient.

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

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

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

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2.4) Brief idea about Questionnaire

Questionnaire is been made from the book “THE HRD MISSIONARY” by T.V.Rao and necessary changes is been made according to instruction by Senior Executive office (HRD & ER) and Vanita Kaurmaam. Questionnaire includes twenty five statements with four scale rating. Questionnaire is been divided in to five categories so that mostly all important aspect can be covered in questionnaire. Those categories namely

1. Supervision Aspects

2. Inter-personnel Relation

3. Working Environment

4. Reward and Appreciation Aspects

5. Training and Welfare activities

Instructions

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

1. Almost Always True

2. Mostly True

3. Rarely True

4. Not at all True

Respondents suppose to make tick mark oppose these options according to their views and thinking about statement itself.

3.Data Analysis & Interpretation

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Analysis by frequency table & Bar ChartsCategory: Supervision Aspects

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

Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1032131

56

18%57%23%2%

100

18%77%98%100%

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Conclusion:-the chart above shows supportive environment between senior and junior for their respective work.

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

Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1331102

56

23%55%18%4%

100

23%78%96%100%

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

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1526123

56

27%46%21%6%

100

27%73%94%100%

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

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

729182

56

13%52%32%3%

100

13%65%97%100%

Conclusion:-In SUMUL. Superior also guide their respective subordinate to show them right path for making right corporate career.

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

834140

56

14%61%25%0%

100

14%75%100%100%

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

Designation wise Bar Chart Analysis

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Scales Managers Executives Assistants WorkmenAlmost Always True 2 2 3 6Mostly True 4 3 9 12Rarely True 0 3 1 3Not at All True 1 2 3 2Total 7 10 16 23

Conclusion: The above bar chart represents the views of different designated employee about supervision aspects of the organisation. From the above bar chart we can say that the views of different designated employees are different about supervision aspects.

Category: Inter Personnel Relation

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

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Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

834113

56

14%61%20%5%

100

14%75%95%100%

Conclusion:-The data and Chart above shows that employees believe that top management always try to find out employee capabilities and KSAs.

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1127153

56

20%48%27%5%

100

20%68%95%100%

Conclusion:- from above Chart we can say that In SUMUL employees do not carry with any kind of fixed thinking about each other.

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1229141

56

21%52%25%2%

100

21%73%98%100%

Conclusion:-Result above shows that management is also take care that the weakness is not permanently, by right way of communication they can improve the strength.

9) People trust each other in Organization.

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1729100

56

30%52%18%0%

100

30%82%100%100%

Conclusion:-It shows that most of the employees trust each other. It shows that the employees in SUMUL treat their colleague as family.

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

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Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

73982

56

13%70%14%3%

100

13%83%

97%100%

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

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

203060

56

36%54%10%0%

100

36%90%100%100%

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

Designation wise Bar Chart Analysis

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Scales Managers Executives Assistants WorkmenAlmost Always True 3 3 4 8Mostly True 3 3 8 12Rarely True 0 2 1 3Not at All True 1 2 3 2Total 7 10 16 23

Conclusion: The above bar chart represents the views of different designated employee about interpersonal aspects of the organisation. Here also the views are different at all level of hierarchy.

Category: Working Environment

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

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Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1228142

56

21%50%25%4%

100

21%71%96%100%

Conclusion:- Employees in SUMUL believe that the top management always try to make work environment more joy full.

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1032140

56

18% 57%

25%0%

100

18%75%100%100%

Conclusion:-It shows that the organizational policies are such that it satisfy the employee for their work environment.

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

183071

56

32% 54%

12%2%

100

32%86%98%100%

Conclusion:-The Rating above shows that people are so helpful to each other so that they can improve their KSAs wit help of each other.

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1330121

56

23% 54%

21%2%

100

23%77%98%100%

Conclusion:-Employees believe that they are given enough scope to experiment new innovative ideas and methods for their work.

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

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Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

163082

56

29% 54%

14%3%

100

29%83%97%100%

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

Designation wise Bar Chart Analysis

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Scales Managers Executives Assistants WorkmenAlmost Always True 1 1 3 4Mostly True 4 5 9 16Rarely True 1 2 3 2Not at All True 1 2 1 1Total 7 10 16 23

Conclusion: The above bar chart represents the views of different designated employee about working environment of the organisation. Here also the views are different at all level of hierarchy.

Category: Reward and Appreciation Aspects

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

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Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

153371

56

27% 59%

12%2%

100

27%86%98%100%

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

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1327151

56

23% 48%

27%2%

100

23%71%98%100%

Conclusion:-Two way communication is also very important aspect of organizational climate. In SUMUL Employees believe that they are free to communicate with top management without any kind of biased.

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

637103

56

11% 66%

18%5%

100

11%77%

95%100%

Conclusion:-The rating above shows the fairness in decision of promotion that helps organisation to avoid from injustice to employee.

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1725131

56

30% 45%

23%2%

100

30%75%

98%100%

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

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1429112

56

25% 52%

20%3%

100

25%77%

97%100%

Conclusion:-It shows that employees of SUMUL believe that superior always motives them for betterment of work and take special care.

Designation wise Bar Chart Analysis

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Scales Managers Executives Assistants WorkmenAlmost Always True 3 3 4 8Mostly True 2 3 7 9Rarely True 1 2 3 2Not at All True 1 2 2 4Total 7 10 16 23

Conclusion: The above bar chart represents the views of different designated employee about Reward and appreciation aspects of the organisation. Here also the views are different at all level of hierarchy.

Category: Training and Welfare activities

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

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Scales Denotes Frequency Percentage Cumulative Percentage

3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1431110

56

25% 55%

20%0%

100

25%80%

100%100%

Conclusion:- It shows that employees always take the training as a self development platform and take it seriously.

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

1630100

56

29% 53%

18%0%

100

29%82%

100%100%

Conclusion:-It shows that employees are always expected to do new things that the learn from training. Organisation is always ready for “CHANGE”.

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

Scales Denotes Frequency Percentage Cumulative

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Percentage3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

113591

56

20% 62%

16%2%

100

20%82%

98%100%

Conclusion:-It shows that management always provide platform to develop employee who are lacking in doing their job.

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

Scales Denotes Frequency Percentage Cumulative Percentage

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3210

“Almost always True”“Mostly True”“Rarely True”

“Not at all True”

Total

832123

56

14% 58%

21%7%

100

14%72%

93%100%

Conclusion:-The chart above shows that the welfare facilities by SUMUL are up to mark and satisfy the basic needs of employees. It leads to healthy working condition of employees.

Designation wise Bar Chart Analysis

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Scales Managers Executives Assistants WorkmenAlmost Always True 2 2 4 5Mostly True 1 4 9 14Rarely True 3 2 2 2Not at All True 1 2 1 2Total 7 10 16 23

Conclusion: The above bar chart represents the views of different designated employee about training and welfare facilities to the employees from the organisation.

Conclusion

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1. From the chart wise analysis of various statements it seems that there is a good work culture at Sumul. More than 90% of the respondent’s including workers agree to various statements

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

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

including workers & that they use effective work processes.5. 96% of the respondents say that they understand specific needs of their job demand &

98% believes that their work tasks are delivered on time.

Criteria Level of Satisfaction

6. Supervision Aspects

7. Inter-personnel Relation

8. Working Environment

9. Reward and Appreciation Aspects

10. Training and Welfare activities

HighModerate

HighModerate

High

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

2. 15% of the respondents are not clear to the organizational goal and objectives. These respondents include executives too. So steps should be taken to communicate goals more clearly to the employees.

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

4. The Departments should develop constructive towards each other.

5. The management should also encourage its employees in taking initiatives in problem solving on their own.

Keeping an eye on the above mentioned conditions will surely lead to even to a better organization climate at the company.

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Bibliography

Books:

“HRD Missionary” by T.V.Rao

“Human Resource Management” by Ashwathapa.

Journals:

SUMUL SHETU 2009.

Annual Report of SUMUL 2008-09.

Websites:

www.sumul.com

www.citehr.com

www.ask.com

www.wikipedia.com

www.hrgroup.com

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Annexure

Introduction

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Objective: - This questionnaire is for study purpose of MBA student. Data given by respondent will keep confidential. It will solely use for report purpose of student only.

Name of Student: - Chirag D Godhani

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

Subject: - HRD Climate Survey at SUMUL.

QUESTIONNAIRE

Respondent: - Designation:-

Department: -

Rating Scales

3 = “Almost always true” 2 = “Mostly True” 1 = “Rarely true 0 = “Not at all true”

A). Supervision Aspects

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 35). Senior guides their junior and prepares them for future responsibilities/roles they are likely to take up.

Scale:- 0 1 2 3

B). Inter-personnel Relation

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

8). Weakness of employees is communicated to them in a non-threatening way.Scale:- 0 1 2 3

9). People trust each other in Organization.Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

11). Team spirit is of high order in this organisation.Scale:- 0 1 2 3

C). Working Environment12). The top management goes out of way to make sure that employees enjoy their work.

Scale:- 0 1 2 3

13). The personnel policies in this organisation facilitate employee development.Scale:- 0 1 2 3

14). People in this organisation are helpful to each other.Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

D). Reward and Appreciation Aspects

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

E). Training and Welfare activities

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

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

Scale:- 0 1 2 3

25). Welfare facilities given by SUMUL to employees are adequate.Scale:- 0 1 2 3

Suggestions: -

Thank You……!!!

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