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jA Project Report
On
HRD Climate Survey
At
The Surat District Co-operative Milk
Union Ltd
Surat
Prepared ByChirag Godhani
PGDBM (MBA)-III
Submitted ToIndian Institute of Management Training
Pune
(2008-10)
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ACKNOWLEDGEMENT
Firstly and Mostly I am thank full to SUMUL for allowing me to do summer project
internship for two month so that I can come in to touch in real corporate world.
I am thankful to Mr. BUPENDRA D.DESAI (Asst. Manager)who gives me permission for
summer training in SUMUL. I would like to give especial thank Mr. RAVINDRASHALI
(Senior Executive - Labour Welfare) for providing me pull of guidance and information
about my topic as well as real organisation condition. It was lifetime unforgettable experience
of working under you, Sir. He also provided me guidance related to my career. I am sure thatit will help me throughout my organizational lifespan. In addition to allowing me to visit all
departments the dairy and study the organization, they provided me with many details, which
were very useful to get ideas of importances of HR section in organization, also helps me out
for preparing this report.
I would like to acknowledge our gratitude and Thank to Prof. VANITAKAUR, Course co-
coordinator, for catering me for the opportunity to have real life experience.
-Chirag Godhani
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Declaration
I Chirag Godhani, hereby declare that all information furnished in this report, is my original
work containing authentic facts. This questionnaire is for study purpose of MBA student.
Data given by respondent will keep confidential. It will solely use for report purpose of
student only. This piece of work is only being submitted to Indian Institute of Management
Training in partial fulfillment for degree of PGDBM.
(Chirag Godhani)
Date: / /2009
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Table of Contents
Serial
No
Chapter Page
No
1 Introduction
1.1 About Organisation1.2 What is HRD Climate Survey1.3 Aims of Organisation Climate Survey
in Organisation
1.4 Objective of Study1.5 Scope of HRD Survey
2 Research Methodology
2.1 Methods of Data Collection
2.2Organisatioan Climate Survey Process
2.3Hypothesis
2.4Brief Idea about Questionnaire
3 Data Analysis & Interpretation
4 Conclusion
5 Suggestions
6 Bibliography
7 Annexure
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Chapter 1: Introduction
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1.1). About Organisation
Welcome to SUMUL
Sumul or Surat Milk Union Limited, which is now renamed as The Surat DistrictCo-operative Milk Union Ltd, is one among the 12 district unions which acts as
manufacturing units of dairy products for Gujarat Co-operative Milk Marketing
Federation Limited, the marketers of Amul and Dhara brand of products.
Introduction
The Sumul district co-operative milk producers union ltd (SUMUL DAIRY) is a
co-operative endeavor committed to help marginal farmers and down trodden tribal
to lead to a healthy life and better standard of living through scientific animalhusbandry practices.
Sumul is holding strong brand equity in Surat district and command more than 70%
of the liquid milk in surat city, to make the distribute system fast and the delivered
milk in time they have as many as 6ilk transportation routes and 1531 agents (1386
regular and 145 full time)
The area of operation of SUMUL is the entire district of SUMUL. The present milk
procurement of 160.929,736 liters of milk annually makes it the third largest union
in the state after the AMUL and Mahesana dairy. The present market of Surat for
liquid milk is around 4.5 lack liters per day. This has necessary active developmentof by product market. Products so far introduced are paneer, ghee, flavored milk,
sweet, shrikhand, lassi, butter milk etc..
Sumul consist of 13 board of directors one each of 13 talukas of Surat district and
they from themselves elect the chairman. The total numbers of employees are about
1100 besides the contract workers.
Hence, the Surat district co-operative milk producers union ltd, SUMULis trade
name and literally meaning sound process, came in to existence on August 22,
1951 The formal commissioning of the pasteurization plant on March 17,
1968 was a turning point for SUMUL.
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History
In the year 1939 Sardar Vallabhbhai Patel went and meet the farmers of Anand and
told them that for the trade of milk the dairy was necessary. At that time a person
named Tribhuvandas Patel came forward to take the leadership. During that time there
was only one dairy POLSUN DAIRYwhich belongs to Britishs and they use to
give very less price for milk to the India Milkmen. In order to support the Indian
farmers AMUL DAIRY was established in the year 1946 DDR. Kurien was
appointed at this dairy. Dr. Kurien along with Tribhuvandas Patel took the leadership.
Indian becomes independent in the year 1947. in the meantime AMUL Dairy got
order from the WHO to produce milk Powder from buffalo milk. Dr. Kurien & Mr.
Dalaya found the technique of producing milk from buffalo milk. After booking at
this Lal Bahadur Shatri took the visit of Ajampur village and promised them to
provide with more money fro the systematic development of the dairy industry. For
the proper development of the dairy industry NDDB was established at Anand.NDDB started operation 1 programmer for all dairies in 1971-72 in the year 1977
operation Flood-2 started. Transportation machinery & pressmen of milk at low cost
and give importance. In the year 1990-operation flood-3 started. Here the farmers
were, made aware about their right & responsibilities high productivity of milk at low
cost & so the co-operatic of development programs started.
In the year 1998-99 two million tone of milk was produced in Indian & Indian
becomes the worlds first milk producing country. Which is more then 68 million of
American. So it was called White revolution
SUMUL has three chilling center at Bajipura, Navi Pardi and Uchchal for ensuring
safe delivery of raw milk to SUMUL where the milk is processed and pack into
various type of liquid milk and by product to improved the nutritional feed given to
the cattle at village level, the co-operative has establishment a cattle feed factory at
chalthan. Sumul also has oil refined oil at the village of DCS level.
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Milestone of Sumul Dairy
^ ^^
1951REGISTRATION OF
SURAT DISTRICT CO-OPERATIVE MILK PRODUCERS UNION LTD.
1968HON.DIVINE PUJYA YOGIJI MAHARAJ OF AKSHAR PURUSHOTTAM
INAUGURATED DAIRY PLANT AND NAMED SUMUL DAIRY.
1979INAUGURATION OF EXTENSION WING OF DAIRY PLANT
WITH POLYETHYLENE POUCH PACKING BY DR. V. KURIEN.
1975 INAUGURATION OF BAJIPURA CHILLING CENTRE WITH 3 LAKH LTPD
1970INAUGURATION OF CATTLE FEED PLANT AT CHALTHAN
HAVING 200 MT CAPACITY PER DAY.
1985 EXPANSION OF DAIRY PLANT FOR 2 LAKH LTPD CAPACITY.
1988 DECENTRALIZATION OF MOBILE VETERINARY SERVICES
1992COMMISSIONING OF OIL PACKAGING STATION AT CHALTHAN
FOR PACKING EDIBLE OIL WITH BRAND NAME DHARA
1999LAUNCHING OF
TOTAL PRODUCTIVE MAINTENANCE PROGRAM.
1982INAUGURATION OF MILK CHILLING PLANT
HAVING 30,000 LPD CAPACITY AT UCHCHHAL
1996 INAUGURATION OF NAVIPARDI CHILLING PLANT WITH 2 LAKH LTPD
1996LAUNCHING OF
TOTAL QUALITY MANAGEMENT PROGRAM.
2000 ISO 9002 & HACCP 9000 CERTIFICATION OF SUMUL DAIRY
1995INAUGURATION OF
12.5 MTD POWDER PLANT
2001 ISO 9002 CERTIFICATION FOR CATTLE FEED PLANT
RAW CHILLED
MILK
2002 ISO 14001 CERTIFICATION OF SUMUL DAIRY
2003 ISO 9001 CERTIFICATION OF SUMUL DAIRY
MILESTONESIN 56 YRS
2006 ETP PLANT MODIFIED
2007-08 RENOVATION OF MILK POUCH COLD STORE
2008 INAUGURATION OF POWDER GO-DOWN AT NPCC(1800 MT)
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Objective ofSUMUL
To provide year round milk market for their surplus milk and to earn reasonablereturns for the milk to improve their quality of life.
To procure milk and process it into good quality milk and milk products to market itat most economically and efficiently to give maximum overall net returns to the
producers and general satisfaction to the consumers.
To provide essential technical inputs and services to the producers at their door stepsin an economic and efficient manner and also in a way most acceptable to them to
increase milk production and to reduce the cost of production.
To provides maximum return to producers.
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SUMUL's Vision Statement
"WE ARE SOCIALLY RESPONSIBLE ORGANISATION WITH COMMITMENT TO
CONSUMER DELIGHT AND RESPECT FOR ALL. WE BELIEVE IN GROWTH AND
CONTINUOUS IMPROVEMENT THROUGH TEAMWORK, TRUST & EXCELLENCE,
WITHOUT COMPROMISING OUR HONESTY AND INTEGRITY"
Strategic focus of SUMUL
Co-operative Focus: Village level development, Clean Milk Production &Veterinary Services.
Customer & market focus: Relationship, Awareness & Product availability as pertheir need and time competitors Watch, Own agents relationship, market research.
Quality Focus: Continuous Improvement in Quality defined according toCustomers.
Organization focus: Think globally and act locally.
Year 2006-07 2009-20
Turnover RS. 607 Crores RS. 4000 Crores
Milk
Procurement6,59,682 kg/day 14,10,000 kg/day
Milk Sale595,595
Liters/Per day
13,00,000
Liters/Per day
QualityISO 9001 &
HACCP
ISO 22000 &
ISO 14001
Production costMinimum
Production Cost
MPC through
100%
automation
Distribution
System
Consumers
oriented,
Quick and
effective
Consumers
oriented, CostEffective
Distribution,
Cost Effective
Vertical &
Horizontal
Distribution
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Work Area Map of SUMUL
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Work Area Table
Unit Place Capacity EmployeesDistance
From Surat
SUMUL DAIRY Surat 5 Lakh LTPD 591 0 km
Navi Pardi
Chilling Centre
Navi Pardi
(N.P.C.C.)2 Lakh LTPD 66 25 km
Uchchhal
Chilling Centre
Uchchhal
(U.C.C).1 Lakh LTPD 49 105 km
Bajipura ChillingCentre
Bajipura(B.C.C.)
3 Lakh LTPD 113 50 km
Sumuldan
Factory
Chalthan
(S.D.F.)200 MT PD 96 18 km
Nasik Plant Nasik --- --- ---
Nizer Chilling
CentreNizer 63.000 LTPD 16 175 km
These 5 chilling center have provided have provided equal opportunities of milk marketing to
the distantly inhabited tribal milk producers, which aids the economy of their milk production
enterprise or else they would have been obliged to dispose of their milk to the middlemen at
very low price. These chilling centers were established with a view to improve the quality of
milk and ease pressure at its headquarters. A large plot of area was bought while establishing
Navi Pardi Chilling Center keeping in mind to shift the dairy plant from city, if the need
arises in future.
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Snapshot on Figures and Graphs
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Product Mix of SUMUL
Products Mix: the set of all products and items that a particular seller
offers for sales to buyer.
Homogenized
Toned Milk
Liquid Milk
Whole Milk
Pasteurized
Standard Milk
Milk Products
Cow Milk
Skimmed
Milk
White Butter
Ghee
Butter Milk
Skimmed Milk
Powder
Butter Milk
Self Developed
Products
Paneer
Flavors Milk
Sweets
Shrikhand
Sumul Sugar
Sumul Tea
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Organisation Structure
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Awards won by SUMUL
Award Title Year Awarded by
National Energy Conservation Award 2007-08 Ministry of EnergyGovernment of India
National Enterprise Honour Award 2007-08Indian Society For Industry
& Intellectual Development
National Productivity Award2007 Ministry of Agriculture
Award for Excellence2007
Federation of Gujarat
Industries, Vadodara
Business Leadership Develoment
Award 2007
Indian Economic
Development and Research
Association, Delhi
"Excellence in Service" Award2007
South Gujarat Hotel And
Restaurant Association
National Energy Conservation Award2007
Ministry of Energy
Government of India
National Dairy Product JudgingContest Certificate
2006 Alumna association andcollege of dairy science
Gram Vikas Award 2006
Federation of Indian
Chambers of Commerce &
Industries
National Energy Conversation Award2006
Ministry of Energy
Government of India
Golden Peacock Award2006
Institute of Director
(International Institute)
Manthan-AIF Award2006
Online Integrated
Computerized Systems
(OICS)
Bajaj Fair Business Award2005-06
Amazing Jamanalal
Bajaj Fair Award
FGI Award2005-06
Federation of Gujarat
Industries, Vadodara
http://sumul.com/about_awards_manthan_aif.htmlhttp://sumul.com/about_awards_manthan_aif.html -
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The 18th Annual CIO 100 Award 2005 CIO 100 Award
Commendable efforts and achievementsin the field of 'Industrial Relations'
2004Federation of GujaratIndustries, Vadodara.
Runners up at CSI-TCS Award 2003-04
for Best IT Usage2004 Computer Society of India
Intelligent Enterprise Awards 20042004 Computer Associates
Best Organisation of the District 2003-04Surat Jilla Sahakari Sangh,
Surat
Best Garden of the Company of Surat
City2003-04
Surat Municipal Corporation,
Surat
Enfuse National Award For Energy
Efficiency Excellence2003-04
Energy & Fuel Users
Association of India, Chennai
Management Excellence Award - 2002 2002-03Surat Management
Association, Surat
IMC Ramkrishna Bajaj Award
Merit Certificate 2002 2002-03
Indian Merchant Chamber,
Mumbai
Manager of the year 2001 2001-02Surat Management
Association, Surat
Birla Cellulosic Award for Small Group
Activity2001-02 Birla Cellulose, Kharach
National Productivity Award
(Dairy Development & Production
Sector) - 2nd
2001-02National Productivity
Council, New Delhi
Quality Excellence Award 2000-01Surat Management
Association, Surat
Jamnalal Bajaj Fair Business Practice
Merit certificate2000-01
Council for Fair Business
Practice, Mumbai
National Productivity Award (Dairy
Development & Production Sector) - 2nd
2000-01
National Productivity
Council, New Delhi
Appreciation Award for Total 2000 Quality Circle Forum of
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Productivity maintenance India, Vadodara
Total Productivity maintenance Award 1999-00Ahmedabad Management
Association, Ahmedabad
Appreciation Award for TotalProductivity maintenance
1999Quality Circle Forum ofIndia, Vadodara
Certificate of merit from National
Productivity Council1998-99
National Productivity
Council, New Delhi
Council for Fair Business Practices 1993Council for Fair Business
Practice, Mumbai
Jamnalal Bajaj fair Practice Award 1992-93Council for Fair Business
Practice, Mumbai
National Productivity Award 1990-91National Productivity
Council, New Delhi
Sardar Patel Saksharta Award 1989-90South Gujarat University,
Surat
National Productivity Award 1988-89National Productivity
Council, New Delhi
Departments of SUMUL
1. Co operative Development2. Purchase3. HRD & ER4. Marketing & sales5. Accounts6. Engineering7. Quality Control8. Project9. Dairy Plant10.I.T. Department
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HRD&ER Department at Glance
Human Resource Development is the key department of the any business. Human Resource
Development is the main part behind the companys success or failure. Personnel
management is that part of management, which concerned with people at work and with their
relationship within an enterprise. Its aim is, to bring and develop into an effective
organization. The men and women who make up an enterprise and having regard for the well
being of individual & of working groups to working groups to enable them to make their best
contribution to its success.
The meaning of Human resource management, labor management or staff management
means quite simply the task of dealing with human relationship within an organization.
Human resource Management is a continuous process. It cannot stop. Personnel management
is a never-ending process. It helps in achieving objectives of company. This is done by proper
perform of personnel function like recruitment, selection, training & development, labor
activity, motivation, welfare etc. it also helps to keep a smooth relationship between
employers & employees.
Sumul believes that the most significant resource is its Human Resource and SUMULs
Success in the long run depends very much on the quality of its human resources. Human
resource comprise the aggregate of employee attributes including knowledge, skill,
experience and health, which are presently available to the organization for the achievement
of its goal, objectives and service to the society.
The HRD department in SUMUL is known as the HRD & ER (Human Resource
Management and Employee Relation).Total strength of SUMUL is 1026 Employees till date.
The department is lead by Mr.Bhupendra Desai. The various HRD functions which are
carried out at SUMUL include:
1. Establishment of Employees2. Man power Planning3. Dealing with issues related to Labour laws4. Recruitment and Selection5. Wage & Salary Administration6. Training & Development7. Time Keeping8. House Keeping9. Telephone Operating Section10.Parcel Section
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Chairman
Managing Director
Board of Director
Executive Officer
Senior Executive
Junior Executive
Assistant Manager
Senior Assistant
Junior Assistant
Technician
Workman
Structure of HRD&ER Department
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HR Objectives
To develop and sustain core values.
To develop business leaders for tomorrow.
To provide job contentment through empowerment, accountability andresponsibility.
To build and upgrade competencies through virtual learning, opportunities
for growth and providing challenge in the job.
To foster a climate of creativity, innovation and enthusiasm.
To enhance the quality of life of employees and their family.
Role of HR in SUMUL
Alignment of HR vision with Corporate VisionShift from support group to strategic in business operations
HR as a change agent.
Enhance productivity and performance by developing employee
competency and potential.
Developing professional attitude and approach
Developing Global Managers for tomorrow to ensure the role of global
players.
Human Resources Activities
The main activities of this department are selection, training, recruitment, and welfare
actives.
To diffuse the effect of Global Competition, Sumul has adopted the latest concepts of
management practices and provided appropriate training with the help of leading institute
from time to time for up-gradation & development of its Human Resource. Some of the
efforts of Sumul to achieve this are:
Employee Personality Development (Attitude, skill &knowledge)
1995
Self Development (Self management Leadership, Meditation) 1995
Total Quality Management, QC, SGA, Kaizen, SQC 1996
Total Productive Maintenance 1999
Meditation Hall 2000
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1.2). What is HRD Climate Survey.??
Introduction:
If we need to find a way to develop employees in order to become effective contributors to
the goals of an organization, we need to have a clear view of what an effective contribution
would look like. The use of personal capacities can be very helpful in describing the way in
which an effective employee should operate and behave, but there can be no general
Prescription of an effective employee. Effectiveness will differ with organizational context,
and on whose perspective we are adopting. The matter of what, finally, makes an effective
employee is a combination of personality, natural capabilities, developed skills, experience
and learning. The process of enhancing an employees present and future effectiveness is
called development.
Meaning of HR+D+Climate
HR means employees in organisation, who work to increase the profit for organisation.
Development, it is acquisition of capabilities that are needed to do the present job, or the
future expected job.
After analyzing Human Resource and Development we can simply stated that, HRD is the
process of helping people to acquire competencies.
Climate, this is an overall feeling that is conveyed by the physical layout, the way employees
interact and the way members of the organisation conduct themselves with outsiders. (It is
provided by an organisation.)
Organizational climate is a set of characteristics of an organisation which are referred in
the descriptions employees make of the policies, practices and conditions which exist in the
working environment.
Abraham
An organisation became dynamic and growth oriented if their people are dynamic and pro-
active. Through proper selection of people and by nurturing their dynamism and other
competencies an organisation can make their people dynamic and pro-active. To survive it is
very essential for an organisation to adopt the change in the environment and also
continuously prepare their employees to meet the challenges; this will have a positive impact
on the organisation.
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1.3). Aims of Organizational Climate survey in
Organisation
Top to Bottom effort: - Organisation is considered to be complete organisation after
including top authority to bottom line of workers. And whenever we talk about development
at organizational level effort is needed from top level to bottom level. Top authority should
not have thinking in their mind that their task is to only take decisions but they should also
emphasized on proper implementation of decision by adopting various controlling technique.
Bottom level workers should have loyal mind-set towards their organisation. Bottom level
workers have to work with dedication. They should have realization that organisation is their
organisation.
Motivator role of Manager and Supervisor : - To prepare Human Resource Development
Climate, Manager and Supervisors responsibilities are more or we can say that they are the
key players. Manager and Supervisors have to help the employees to develop thecompetencies in the employees. To help the employees at lower level they need to updated
properly and they need to share their expertise and experience with employees.
Faith upon employees : - In the process of developing HRD Climate employer should have
faith on its employees capabilities. Means whatever amount is invested that should be based
on development of employees. Top management should trust the employees that after making
huge effort to develop employees, employees will work for the well being of organisation and
for human being also.
Free expression of Feelings : - Whatever Top management feels about employees they have
to express to employees and whatever employees think about top management it must beexpress in other words we can say that there should not be anything hidden while
communication process. Clear communication process will help to establish the HRD
Climate.
Feedback : - Feedback should be taken regularly to know the drawbacks in system. This will
help to gain confidence in employees mind. Employee will trust on management and he can
express his opinion freely which is very good for HRD Climate. Feedback will help to
remove the weakness.
Helpful nature of employees : - Whenever we talk about 100% effort then we have to talk
about employees effort too. Nature of employees should be helping for management and forits colleagues. They should be always read to help to customers too.
Supportive personnel management: - Personnel policies of organisation should motivate
employees to contribute more from their part. Top managements philosophy should be clear
towards Human Resource and its well being to encourage the employees.
Encouraging and risk taking experimentation : - Employees should be motivated by
giving them authority to take decision. This concept is risky but gradually it will bring
expertise in employees to handle similar situation in future. It will help to develop confidence
in employees mind. Organisation can utilize and develop employees more by assigning risky
task.
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Discouraging stereotypes and favouritism : - Management need to avoid those practices
which lead to favouritism. Management and Managers need to give equal importance. Those
people who are performing good they need to appreciated and those who are not performing
good they need to be guided. Any kind of partial behaviour should be avoided.
Team Spirit : - There must be feeling of belongingness among the employees, and also
willingness to work as a team.
Organizational Climate Assessment
The Organizational Climate Assessment is a powerful instrument, especially when
provided organization-wide with specific departmental demographic separation and
analysis. Each category has been designed to assess one of the key categories, which
affect employee performance. This assessment should be administered anonymously
company wide, broken out by departments of 6 or more people to protect the identities ofrespondents. Every precaution should be taken to insure confidentiality in order that
respondents will feel comfortable sharing their true opinions and perspectives.
The objective of performing an employee climate assessment is to identify the key areas
which are hindering production, reducing effectiveness and which might generate
unexpected costs in the near future. The idea and approach is for the organization not to
simply perform an academic exercise, simply because they do it at this time every year,
but to critically examine themselves to see where the company and its employees might
be finely tuned to generate higher levels of performance. Once identified, opportunities to
strengthen existing approaches, which are working well, as well as select appropriate
interventions for addressing the weakest areas, should be aggressively pursued for themaximum benefit of everyone.
This assessment is designed with the following assumptions in mind:
Fundamental care of the employee as an asset
Organizations are successful because of the quality of work employees perform. When
employees are cared for, and the right environment is created where there are no barriers
to performance, their true value to the organization can be fully realized.
Respect for the dignity of the employee and the sensitivities of human beings
Humans have fundamental needs for safety and security, affiliation and acceptance,
involvement as well as self-actualization. The extent to which these and other human
needs are fulfilled lead to higher levels of commitment, initiative and performance.
Organizations, who include an emphasis on fulfilling the needs of their employees to some
extent, will enjoy a more productive and stable workforce.
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Full understanding of the realities of business
This assessment is written with full realization of the realities of business, and not an
unrealistic utopian view of an idealized work environment. The factors emphasized andmeasured in this assessment are the important levers to optimizing employee workplace
performance, not just creating an environment where everyone feels better.
Embracing optimization and improvement
An irrefutable trend in business today, continuous improvement and increasing levels of
efficiency are a way of life, and these factors are given appropriate emphasis in this
assessment because they represent an ever present dynamic with which every employee
must deal.
Keys to motivation and commitment
Rather than only identifying potential problem areas to be avoided, this assessment
focuses on areas where human behavior can be leveraged more positively to create
employees with higher levels of motivation and commitment.
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Measuring HRD Climate
Economic condition:-
An organizations economic condition influences its culture in several ways. The moreprosperous an organisation is the more it can afford to spend on research and the more it can
afford to risk and be adventurous.
Leadership Style:-An organisation leadership style plays a profound role in determining several aspects of its
culture. An authoritarian style may make the organizations culture characterized by high
position structure, low individual autonomy, low reward orientation, low warmth and support
and so on, or it may be opposite, like goal directed leadership.
Managerial assumption about human nature:-Every act on the part of the management that involves human beings is predicated upon
assumptions, generalizations and hypotheses relating to human behavior. There are two
theories of behavior (Theory X and Theory Y).
Managerial values and ethos:-
The feeling of managers about norms and values what is good and what is poor as
management practice. There are few dimensions on which it can be checked. They areself-
awareness, risk-taking, participation, bureaucracy, equity, employees security and growth.
Organisation size: -
An small organizations there are few levels of management, these are generally moreamenable to democratic and participative functioning than big organisations. More open
communication system in small organisations. Hence these organisations have a different
type of climate than what are in big organizations.
Measurement of climate seeks to identify the components of both bad and good climate, both in
absolute terms and perceptual terms. While there are commercial instruments that measure climate,
there are powerful arguments for having one tailor-made to the organisation, and that changes as the
organisation changes. Generally, the areas of interect to measure are:
External environment - organisational interface with it Organisational leadership / mission Organisational structure / systems Organisation and you Management practices Working - co-workers / teams / supervisor Self - at work - your role, development, opportunities, motivation, commitment, stress
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Difference between organisation Climate and Culture
We can compare organizational culture and climate to personality and mood. The former is
enduring; the latter is temporary. We acquire our basic personalities early in life, but ourmoods can shift several times in one day.
Organizational culture is not quite as fixed as personality, however, so the analogy is not
perfect. It is hard to change an organization's culture but not as difficult as changing your
personality. Also, organizational climate can last so long it becomes indistinguishable from
culture, like being in a bad mood for months on end. Generally, however, climate is easier to
change. During an economic downturn, people are worried about their jobs, then suddenly a
big order comes in and everyone breathes a sigh of relief, so the climate improves.
Understanding Organizational Climate
Typical climates correspond to human feelings or moods: excitement, depression, anger, fear,
optimism or anxiety. Like human mood, an organization's climate can be caused by internal
and external factors. If the CEO or other prominent leaders are in a certain mood, they can
infect the entire organization. Leaders whose moods are highly variable could lead teams
with wildly fluctuating climates. Just as most people won't be in the same mood all the time,
we can't expect an organization's climate to be unchanging. Shifting emotions are a good
thing as it makes the organization seem more human. It would feel like being part of a
machine if the climate of your workplace never altered. An emotionally variable climate is,
like a similarly expressive person, more open, transparent and understandable. We feel
comfortable when we can read another person's feeling. The same applies to our workplace.It's unhealthy to suppress emotion in organizations or people.
Understanding Organizational Culture
Just as top executives can influence climate, they can also set the tone for the culture. If the
CEO is an entrepreneur, the culture will be one that makes fast decisions, takes risks and likes
to innovate. Apple Computers would be a good example of an entrepreneurial culture.
Insurance companies and banks tend to have very different cultures, dominated by avoidance
of risk. Such processing cultures need elaborate rules to ensure consistency and efficiency.
An engineering culture like aircraft manufacturers or phone companies, value technicalcompetence and high quality. Then there are marketing cultures that are very sales oriented.
They tend to be populated by dynamic, lively, outgoing people. Scientific cultures are
common in medical or drug manufacturing companies where there is an insistence on pure
research to back up new proposals. It is not this simple, of course. Cultures can vary a great
deal within a particular industry. Organizations might have a culture of blame, fun, hard
work, equality, career development, environmental consciousness or any other personality
trait.
Before understanding HRD climate, we should know that organizational climate and culture
is two different concepts. A distance needs to be made between organizational climate and
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organizational culture, organizational culture consists of managerial and employee beliefs
and value that define the way in which the business of an organisation is conducted.
Change in an organization calls for its leaders to recognize and balance both culture and
climate dimensions. Both terms in organisation has difference meaning. Components of both
climate and culture are given below
Organizational Culture Organizational Climate
1. Value2. Beliefs3. Myths4. Traditions5. Norms
1. Leadership2. Communication3. Reward4. Trust5. Commitments6. Vision and Strategies7. Organization Consecutiveness
Bad-Climate Good-Climate
Fear, Crisis, Anxiety, Workplace aggression, Employee and executive burnout, Employee turnover, Politicking, Decay, Hopelessness, Stagnation
Respect, Support. Entrepreneurialism, Innovation, Cooperation, Performance, Profitable management practices, Knowledge management, Organisational learning Employee readiness to change,
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1.4).Objective of Study
An Organizational Climate Survey can provide a fast, easy, and thorough representation of
your company culture. From that benchmark, you can strategize action plans for growth
toward desired culture. Re-administer the survey in twelve months to measure the efficacy of
your development strategy. This continuous cycle of assessment will help ensure the health
of your organization.
1. To analyze the overall work culture of the organization.2. To study the satisfaction level of the employees at personnel, inter personnel
& organizational level.
3. To measure the effectiveness of communication system & other workprocesses.
4. To study employees attitude towards their direct supervisor & seniormanagement.
5. To study employees attitude towards providing services to their externalcustomer.
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1.5). Scope of HRD Climate
The organizational climate consists of:-
Organizational Structure:-An organizations structure is actually a snapshot of a work process, frozen in time so that it
can be viewed. The structure enables the peoples energy to be focused towards process
achievement and goal achievement. Employee must have a clear definition of not only the
work structure but also the role used to organize the work. If the structure and the role is not
clear, people will not know what the work process is, who is responsible for what, whom to
go for help and decision, and who can Assist in solving problems that may arise.
Organizational Culture:-Organisational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists
within an organisation. Organizational culture may result in part from senior management
beliefs or from the beliefs of employees.Organizational culture can be supportive or unsupportive, positive or negative. It can affect
the ability or willingness of employees to adapt or perform well within the organisation.
The most effective work culture is one that supports the organizations HR strategies by
aligning behaviors, processes and methods with the desired results. It is not just achieving
results but the methods through which they are achieved that are critical to long-term success.
Before any HR strategy is designed there must be a clear understanding of the organisation,
its current values, its structure, its people as well as its goals and vision for the future.
HR Processes:-The HR system of an organisation should be comprehensive enough to take care of
employees from the time they join till the time they leave HR. Their demands must not be
ignored, but a feeling of belongingness be created. Process should be very clear and
impartial, so that employees faith in organisation. From recruitment to retirement whole
process should be according to employees expectation and ability of employer.
Importance of looking at the organisation climate are:
It is essential to work on because directly or indirectly this environment affects the
organization and the employee.
Environmental factors of HR are prime influencing elements of change in HR strategy.
It gives HR professionals time to anticipate opportunities in HR area and time to plan
optional responses to these opportunities.
It helps HR professionals to develop an early warning system to prevent threats emerging
out from HR scenario, or to develop strategies, which can turn a threat.
It forms a basis of aligning the organisation strengths to the changes in the environment.
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Chapter 2 Research Methodology
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2.1) Method of Data Collection
Source of data collected for survey is completely Primary data through questionnaire and
personal interview by me. The data was collected by survey methods using a questionnaire
consisting of 25 questions consisting of different categories like organisation design,
individual jobs characteristics, co-worker relations, culture, senior management, direct
supervisor and work processes communication.
Sample Design
A sample of 56 employees was selected consisting 7 managers, 10executives, 16assistants &
23 work men. The sample was selected by random sampling method.
Categories RespondentsManager
Executives
Assistants
Workmen
Total
7
10
16
23
56
Analysis
The analysis of the data is made using cross tabulation & Frequency chart and use of bar
chart.
Manager
7
Executives
10
Assistants16
Workmen
23
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2.2) Organizational Climate Survey Process:Phase I - Survey DesignStart with our standard survey. Customize utilizing our database of more than 1400 questions.
Or write client-specific questions.
Phase II - Rater Orientation & Project Set-UpIntroduce the process to all of the raters, explaining the who, what, when, where, why, and
how of organizational assessment and action planning.
Phase III - Survey AdministrationEach rater will complete the survey via web interface (or diskette or paper if needed),
providing numerical ratings and written comments for each question.
Phase IV - Report GenerationProvide summary reports of survey outcomes in a variety of categories including by
department and as an organization.
Phase V - Survey Interpretation and Action PlanningAn expert coach meets with senior managers to interpret survey results, identify underlying
trends and develop action plans.
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2.3) Hypothesis
1. Data given by respondents is true, adequate and without any kind of biased factors.2. The survey is been made on the basis of in-plant training of two month so it is assume
that time period for survey is sufficient.
3. Random sampling method is used so that fair chance can be given to entire populationwith justice to each levels of hierarchy.
4. Sample includes all levels of employees so that survey can reflects true picture ofclimate of organisation.
5. For survey, Primary data is given more focused so that it shows true organizationalclimate.
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2.4) Brief idea about Questionnaire
Questionnaire is been made from the book THE HRD MISSIONARY by T.V.Rao and
necessary changes is been made according to instruction by Senior Executive office (HRD &ER) and Vanita Kaurmaam. Questionnaire includes twenty five statements with four scale
rating. Questionnaire is been divided in to five categories so that mostly all important aspect
can be covered in questionnaire. Those categories namely
1.Supervision Aspects2. Inter-personnel Relation3.Working Environment4.Reward and Appreciation Aspects5.Training and Welfare activities
Instructions
Respondents have to give rating to the statements from four options. Statements are having
answers like
1. Almost Always True2. Mostly True3. Rarely True4. Not at all True
Respondents suppose to make tick mark oppose these options according to their views and
thinking about statement itself.
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3.Data Analysis & Interpretation
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Analysis by frequency table & Bar Charts
Category: Supervision Aspects
1) Senior officers/executives in this organisation take active interest in their juniorand help them learn their job.
Scales Denotes Frequency Percentage Cumulative
Percentage3
2
10
Almost always True
Mostly True
Rarely TrueNot at all True
Total
10
32
131
56
18%
57%
23%2%
100
18%
77%
98%100%
Conclusion:-the chart above shows supportive environment between senior and junior for
their respective work.
10
32
13
1
Supervision Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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2) When behavior feedback is given to employees they take it seriously and use itfor development.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almostalways True
Mostly True
Rarely True
Not at all True
Total
13
31
10
2
56
23%
55%
18%
4%
100
23%
78%
96%
100%
Conclusion:-It shows the openness of the sub ordinate for having feedback from their
respective superior.
13
31
10
2
Supervision Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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3) Delegation of authorities to encourage juniors to develop handling higherresponsibilities is quite common in this organisation.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
15
26
12
3
56
27%
46%
21%
6%
100
27%
73%
94%
100%
Conclusion:-In SUMUL, Superior always try to find out potentials of employees by delegating
authorities.
15
26
12
3
Supervision Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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4) Career opportunities are pointed out to juniors by senior officers in theorganisation.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
7
29
18
2
56
13%
52%
32%
3%
100
13%
65%
97%
100%
Conclusion:-In SUMUL. Superior also guide their respective subordinate to show them right
path for making right corporate career.
7
29
18
2
Supervision Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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5) Senior guides their junior and prepares them for future responsibilities/rolesthey are likely to take up.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
8
34
14
0
56
14%
61%
25%
0%
100
14%
75%
100%
100%
Conclusion:-Employees believe that their superior helps them to cop up with new role and
responsibilities.
8
34
14
0
Supervision Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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Designation wise Bar Chart Analysis
Scales Managers Executives Assistants Workmen
Almost Always True 2 2 3 6Mostly True 4 3 9 12
Rarely True 0 3 1 3
Not at All True 1 2 3 2
Total 7 10 16 23
Conclusion: The above bar chart represents the views of different designated employee
about supervision aspects of the organisation. From the above bar chart we can say that the
views of different designated employees are different about supervision aspects.
Category: Inter Personnel Relation
12
3
6
43
9
12
1
3
1
3
12
32
Managers Executives Assistants Workmen
Supervision Aspects
Almost Always True Mostly True Rarely True Not at all True
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6) The top management of the organisation makes efforts of identifying and utilizesthe potential of the employee.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
8
34
11
3
56
14%
61%
20%
5%
100
14%
75%
95%
100%
Conclusion:-The data and Chart above shows that employees believe that top management
always try to find out employee capabilities and KSAs.
8
34
11
3
Inter-personnel Relation
Almost always True
Mostly True
Rarely True
Not at all True
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7) People in this organization do not have any fixed mental impression about eachother.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
11
27
15
3
56
20%
48%
27%
5%
100
20%
68%
95%
100%
Conclusion:- from above Chart we can say that In SUMUL employees do not carry with any
kind of fixed thinking about each other.
11
27
15
3
Inter-personnel Relation
Almost always True
Mostly True
Rarely True
Not at all True
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8) Weakness of employees is communicated to them in a non-threatening way.
Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
12
29
14
1
56
21%
52%
25%
2%
100
21%
73%
98%
100%
Conclusion:-Result above shows that management is also take care that the weakness is not
permanently, by right way of communication they can improve the strength.
12
29
14
1
Inter-personnel Relation
Almost always True
Mostly True
Rarely True
Not at all True
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9) People trust each other in Organization.
Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
17
29
10
0
56
30%
52%
18%
0%
100
30%
82%
100%
100%
Conclusion:-It shows that most of the employees trust each other. It shows that the
employees in SUMUL treat their colleague as family.
17
29
10
0
Inter-personnel Relation
Almost always True
Mostly True
Rarely True
Not at all True
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10) When senior delegates authority to junior, the juniors use it as an opportunity todevelopment.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
7
39
8
2
56
13%
70%
14%
3%
100
13%
83%
97%
100%
Conclusion:-The chart above shows the dedication of employees towards their work as well
as superior.
11) Team spirit is of high order in this organisation.
7
39
8
2
Inter-personnel Relation
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
20
30
6
0
56
36%
54%
10%
0%
100
36%
90%
100%
100%
Conclusion:-It shows that there is synergy in SUMUL by working as good team and not
individualized environment.
Designation wise Bar Chart Analysis
20
30
60
Inter-personnel Relation
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Managers Executives Assistants WorkmenAlmost Always True 3 3 4 8
Mostly True 3 3 8 12
Rarely True 0 2 1 3
Not at All True 1 2 3 2
Total 7 10 16 23
Conclusion: The above bar chart represents the views of different designated employee
about interpersonal aspects of the organisation. Here also the views are different at all level of
hierarchy.
Category: Working Environment
3 34
8
3 3
8
12
0
21
3
12
32
Managers Executives Assistants Workmen
Inter-Personel Relation
Almost Always True Mostly True Rarely True Not at all True
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12) The top management goes out of way to make sure that employees enjoy theirwork.
Scales Denotes Frequency Percentage CumulativePercentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
12
28
14
2
56
21%
50%
25%
4%
100
21%
71%
96%
100%
Conclusion:- Employees in SUMUL believe that the top management always try to make
work environment more joy full.
13) The personnel policies in this organisation facilitate employee development.
12
28
14
2
Working Environment
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
10
32
14
0
56
18%
57%
25%
0%
100
18%
75%
100%
100%
Conclusion:-It shows that the organizational policies are such that it satisfy the employee
for their work environment.
14) People in this organisation are helpful to each other.
10
32
14
0
WorkingEnvironment
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
18
30
7
1
56
32%
54%
12%
2%
100
32%
86%
98%
100%
Conclusion:-The Rating above shows that people are so helpful to each other so that they
can improve their KSAs wit help of each other.
15) Employees are encouraged to experiment with new methods and try out creativeideas.
18
30
7
1
Working Environment
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
13
30
12
1
56
23%
54%
21%
2%
100
23%
77%
98%
100%
Conclusion:-Employees believe that they are given enough scope to experiment new
innovative ideas and methods for their work.
16) Employees are not afraid to express or discuss their feelings with theirsubordinates.
13
30
12
1
Working Environment
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
16
30
8
2
56
29%
54%
14%
3%
100
29%
83%
97%
100%
Conclusion:-The Above rating shows frankness of employees to express there views in front
of even their sub ordinates
Designation wise Bar Chart Analysis
16
30
8
2
Working Environment
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Managers Executives Assistants WorkmenAlmost Always True 1 1 3 4
Mostly True 4 5 9 16
Rarely True 1 2 3 2
Not at All True 1 2 1 1
Total 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 importantand that they have to be treated more humanely.
1 1
344
5
9
16
12
32
12
1 1
Managers Executives Assistants Workmen
Working Environment
Almost Always True Mostly True Rarely True Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
21
0
Almost always True
Mostly TrueRarely True
Not at all True
Total
15
337
1
56
27%
59%12%
2%
100
27%
86%98%
100%
Conclusion:-The rating above shows the humanity in organisation in top management whichis one of the very important fundamentals of management.
18) Communication Line between Departments as well as with Top management isopen.
Scales Denotes Frequency Percentage Cumulative
15
33
12
2
Reward and Appreciatoin Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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Percentage
3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
13
27
15
1
56
23%
48%
27%
2%
100
23%
71%
98%
100%
Conclusion:-Two way communication is also very important aspect of organizational
climate. In SUMUL Employees believe that they are free to communicate with top
management without any kind of biased.
19) Promotion decisions are based on the suitability of the promotee rather than onfavoritism.
13
27
15
1
Reward and Appreciatoin Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
6
37
10
3
56
11%
66%
18%
5%
100
11%
77%
95%
100%
Conclusion:-The rating above shows the fairness in decision of promotion that helps
organisation to avoid from injustice to employee.
20) There are mechanisms in this organisation to reward any good work done or anycontribution made by employee.
6
37
10
3
Reward and Appreciatoin Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
17
25
13
1
56
30%
45%
23%
2%
100
30%
75%
98%
100%
Conclusion:- It shows strong mechanism for rewarding employees who have done good job.
21) When an employee does good work his supervising officers take special care toappreciate it.
17
25
13
1
Reward and Appreciatoin Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
14
29
11
2
56
25%
52%
20%
3%
100
25%
77%
97%
100%
Conclusion:-It shows that employees of SUMUL believe that superior always motives them
for betterment of work and take special care.
Designation wise Bar Chart Analysis
14
29
11
2
Reward and Appreciatoin Aspect
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Managers Executives Assistants WorkmenAlmost Always True 3 3 4 8
Mostly True 2 3 7 9
Rarely True 1 2 3 2
Not at All True 1 2 2 4
Total 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 tolearn then from the programs they attained.
3 3
4
8
2
3
7
9
1
2
3
2
1
2 2
4
Managers Executives Assistants Workmen
Reward and Aprreciation Aspects
Almost Always True Mostly True Rarely True Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
14
31
11
0
56
25%
55%
20%
0%
100
25%
80%
100%
100%
Conclusion:- It shows that employees always take the training as a self development
platform and take it seriously.
23) Employees returning from training programmes are given opportunities to tryout what they have learnt.
14
31
11
0
Training & Welfare activities
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
16
30
10
0
56
29%
53%
18%
0%
100
29%
82%
100%
100%
Conclusion:-It shows that employees are always expected to do new things that the learn
from training. Organisation is always ready for CHANGE.
24) Employees are sponsored for training programmes on the basis of genuinetraining needs.
16
30
10
0
Training & Welfare activities
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Denotes Frequency Percentage Cumulative
Percentage3
2
1
0
Almost always True
Mostly True
Rarely True
Not at all True
Total
11
35
9
1
56
20%
62%
16%
2%
100
20%
82%
98%
100%
Conclusion:-It shows that management always provide platform to develop employee who
are lacking in doing their job.
25) Welfare facilities given by SUMUL to employees are adequate.
Scales Denotes Frequency Percentage Cumulative
Percentage
11
35
9
1
Training & Welfare activities
Almost always True
Mostly True
Rarely True
Not at all True
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3
2
1
0
Almost always TrueMostly True
Rarely True
Not at all True
Total
8
32
12
3
56
14%
58%
21%
7%
100
14%
72%
93%
100%
Conclusion:-The chart above shows that the welfare facilities by SUMUL are up to mark and
satisfy the basic needs of employees. It leads to healthy working condition of employees.
Designation wise Bar Chart Analysis
14
58
21
7
Training & Welfare activities
Almost always True
Mostly True
Rarely True
Not at all True
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Scales Managers Executives Assistants WorkmenAlmost Always True 2 2 4 5
Mostly True 1 4 9 14
Rarely True 3 2 2 2
Not at All True 1 2 1 2
Total 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
2 2
45
1
4
9
14
32 2 2
12
12
Managers Executives Assistants Workmen
Training & Welfare Facilities
Almost Always True Mostly True Rarely True Not at all True
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1. From the chart wise analysis of various statements it seems that there is a good workculture at Sumul. More than 90% of the respondents including workers agree to
various statements
2. 90% of the respondents agree that there input is valued by their peers and 93% consulteach other when they need support so it seems that the satisfaction level of employeesat personnel and inter personnel level is vary good.
3. 90% of the people enjoy being part of this organisation.4. 96% of respondents believes that they are clear on how to perform there jobs
including workers & that they use effective work processes.
5. 96% of the respondents say that they understand specific needs of their job demand &98% believes that their work tasks are delivered on time.
Criteria Level of Satisfaction
6. Supervision Aspects7. Inter-personnel Relation8. Working Environment9. Reward and Appreciation Aspects10.Training and Welfare activities
HighModerate
High
Moderate
High
Suggestions
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1. 12% of the respondents do not agree to the statements that their direct supervisorlistens to their ideas and concerns. So still there is a scope of development on these
aspects of the organisation.
2. 15% ofthe respondents are not clear to the organizational goal and objectives. Theserespondents include executives too. So steps should be taken to communicate goals
more clearly to the employees.
3. Manual work should be reduced, so that executive employees can more concentratein their core job.
4. The Departments should develop constructive towards each other.5. The management should also encourage its employees in taking initiatives in problem
solving on their own.
Keeping an eye on the above mentioned conditions will surely lead to even to a better
organization climate at the company.
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Bibliography
Books:
HRD Missionary by T.V.Rao
Human Resource Management by Ashwathapa.
Journals:
SUMUL SHETU 2009.
Annual Report of SUMUL 2008-09.
Websites:
www.sumul.com
www.citehr.com
www.ask.com
www.wikipedia.com
www.hrgroup.com
http://www.sumul.com/http://www.sumul.com/http://www.citehr.com/http://www.citehr.com/http://www.ask.com/http://www.ask.com/http://www.wikipedia.com/http://www.wikipedia.com/http://www.hrgroup.com/http://www.hrgroup.com/http://www.hrgroup.com/http://www.wikipedia.com/http://www.ask.com/http://www.citehr.com/http://www.sumul.com/ -
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Annexure
Introduction
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Objective: - This questionnaire is for study purpose of MBA student. Data given by
respondent will keep confidential. It will solely use for report purpose of student only.
Name of Student: - Chirag D Godhani
Qualification: - MBA-HR (Sem-III) IIMT, Pune
Subject: - HRD Climate Survey at SUMUL.
QUESTIONNAIRE
Respondent: - Designation:-
Department: -
Rating Scales
= Almost alwaystrue = Mostly True = Rarely true = Not at all
true
A). Supervision Aspects
1). Senior officers/executives in this organisation take active interest in their junior
and help them learn their job.
Scale:-
2). When behavior feedback is given to employees they take it seriously and use it
for development.
Scale:-
3). Delegation of authorities to encourage juniors to develop handling higher
responsibilities is quite common in this organisation.
Scale:-
4). Career opportunities are pointed out to juniors by senior officers in the
organisation.Scale:-
5). Senior guides their junior and prepares them for future responsibilities/roles they
are likely to take up.
Scale:-
B). Inter-personnel Relation
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6). The top management of the organisation makes efforts of identifying and utilizes
the potential of the employee.
Scale:-
7). People in this organization do not have any fixed mental impression about each
other.
Scale:-
8). Weakness of employees is communicated to them in a non-threatening way.
Scale:-
9). People trust each other in Organization.
Scale:-
10). When senior delegates authority to junior, the juniors use it as an opportunity to
development.
Scale:-
11). Team spirit is of high order in this organisation.
Scale:-
C). Working Environment
12). The top management goes out of way to make sure that employees enjoy theirwork.
Scale:-
13). The personnel policies in this organisation facilitate employee development.
Scale:-
14). People in this organisation are helpful to each other.
Scale:-
15). Employees are encouraged to experiment with new methods and try out
creative ideas.
Scale:-
16). Employees are not afraid to express or discuss their feelings with their
subordinates.
Scale:-
D). Reward and Appreciation Aspects
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17). The top management believes that human recourses are an extremely important
and that they have to be treated more humanely.
Scale:-
18). Communication Line between Departments as well as with Top management is
open.
Scale:-
19). Promotion decisions are based on the suitability of the promotee rather than on
favoritism.
Scale:-
20). There are mechanisms in this organisation to reward any good work done or
any contribution made by employee.
Scale:-
21). When an employee does good work his supervising officers take special care to
appreciate it.
Scale:-
E). Training and Welfare activities
22). When employees are sponsored for training, they take it seriously and try to
learn then from the programs they attained.
Scale:-
23). Employees returning from training programmes are given opportunities to try
out what they have learnt.
Scale:-
24). Employees are sponsored for training programmes on the basis of genuine
training needs.
Scale:-
25). Welfare facilities given by SUMUL to employees are adequate.
Scale:-