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CHAPTER-1: INTRODUCTION

1.1- What Is Organizational Climate? Organizational climate (sometimes known as Corporate Climate) is the process of quantifying the culture of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior. Organizational climate is a feeling by the employees on how they perceive that something should be done at the minute. These feelings can normally be changed within perhaps a few hours, days or weeks. The workers get these feelings from their both leaders and peers, formally and informally. Feelings are transmitted to them by how their leaders act and model, and what they praise and ignore. For example, an employee might believe that his department needs to provide better customer service. He then takes the necessary actions to help his department start performing customer service better. In the majority of organizations, his actions will not be met with great resistance throughout the ranks. Why? Because "not providing good customer service" is not part of the heritage of most organizations. Thus, if someone wants to change it, it does not really affect others within the organization. 1.2- Approaches to defining organization climate There are two related difficulties in defining organization climate: how to define climate, and how to measure it effectively on different levels of analysis. Furthermore, there are several approaches to the concept of climate. Two in particular have received substantial patronage: the cognitive schema approach and the shared perception approach. The cognitive schema approach regards the concept of climate as an individual perception and cognitive representation of the work environment. From this perspective climate assessments should be conducted at an individual level.

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The shared perception approach emphasizes the importance of shared perceptions as underpinning the notion of climate. Organizational climate has also been defined as "the shared perception of the way things are around here". There is great deal of overlap in the two approaches. 1.2.1- Cognitive schema approach Cognitive representations of social objects are referred to as schemas. These schemas are a mental structure that represents some aspect of the world. They are organized in memory in an associative network. In these associative networks, similar schemas are clustered together. When a particular schema is activated related schemas may be activated as well. Schema activation may also increase the accessibility of related schemas in the associative network. When a schema is more accessible this means it can more quickly be activated and used in a particular situation. When related schemas are activated, inferences beyond the information given in a particular social situation may influence thinking and social behavior, regardless of whether those inferences are accurate or not. Lastly, when a schema is activated a person may or may not be aware of it. Two processes that increase the accessibility of schemas are salience and priming. Salience is the degree to which a particular social object stands out relative to other social objects in a situation. The higher the salience of an object the more likely those schemas for that object will be made accessible. For example, if there is one female in a group of seven males, female gender schemas may be more accessible and influence the groups thinking and behavior toward the female group member. Priming refers to any experiences immediately prior to a situation that caused a schema to be more accessible. For example watching a scary movie at a theatre late at night might increase the accessibility of frightening schemas that affect a persons perception of shadows and background noises as potential threats.

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1.2.2- Shared perception approach Some researchers have pursued the shared perception model of organizational climate. Their model identifies the variables which moderate an organizations ability to mobilize its workforce in order to achieve business goals and maximize performance. One of the major users of this model are departments of the Queensland State Government Australia. These departments use this model of climate to survey staff in order to identify and measure those aspects of a workplace which impact on: stress, morale, quality of work life, wellbeing, employee engagement, absenteeism/presenters, turnover and performance. While an organization and its leaders cannot remove every stressor in the daily life of its employees, Organizational Climate studies have identified a number of behaviors of leaders which have a significant impact on stress and morale. For instance, one Queensland state government employer, Queensland Transport, has found that increasing managers awareness of these behaviors has improved quality of work life employees and the ability of QTs to deliver its organizational goals. 1.3 What is Employee Motivation? Employee motivation is a major factor in the success or failure for any organization. Without a motivated workforce, productivity, morale, profits, product and service delivery suffers. To stay competitive organizations must invest in effective strategies to motivate the staff. Different factors motivate individuals and teams differently. Some people are motivated by money, others by the opportunity for professional development, flexible schedules, or a sense of accomplishment. From line managers to top executives, understanding what factor or factors motivate employees is key to gaining the human resource advantage that leads to success in our challenging marketplace.

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1.4 How Managers Motivate Employees? What can managers do to motivate employees? The reality, when we talk about how to motivate employees, is that employees are motivated. The manager's challenge is to figure out how to tap into that motivation to accomplish work goals. Fortunately, the manager controls the key environmental factors necessary to motivate employees. The most significant factor, that the manager controls, is his or her relationship with each employee; also managers can motivate them with words and actions. The second most important factor in a managers ability to motivate employees is creating a work environment and organizational climate and culture that foster employee motivation and engagement. 1.5 Different Ways Managers Can Motivate Employees - Today

No matter what the climate of the organization provides to support the ability to motivate employees, one can, within the perimeters of his areas of responsibility, and even beyond, if a person chooses to extend his reach, create an environment to motivate employees. He can, daily, take actions that will increase employee satisfaction. These are the different key actions you can take to motivate employees - today.

Management Matters Most in Motivation

Motivation is the most powerful emotion that employees bring to work. The manager's commitment to motivating employees through shared vision and

communication is the fundamental skill that great managers bring to the workplace. Employees in management roles can learn to inspire and motivate employees.

It's All About the Managers

The keys to financial success and a profitable business are not the strategies or the systems of the firm. The character and skill of individual managers, who practice what

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they preach and recognize the manager's role in coaching and to motivate employees, are what count. Its about character and courage, and according to David Maister, a consultant to professional service firms, its very, very scarce. Learn more about how the manager can motivate employees while operating a profitable business.

Leadership Inspires Motivation

During times of change, no actions are more powerful than when leaders make the time to communicate and build relationships. When leadership shares vision, optimism, and purpose driven goals, how to motivate employees and gain their commitment becomes easy. Find out more about how to inspire and motivate employees.

Foster Success for People

People have heard these words so often, in situations where actions degrade their meaning that they have grown cynical. People are the only resource for an organization. If one gets this, he will create a work environment to engage, motivate, and retain employees.

Demonstrate Respect at Work

Employees want respect from their manager. In fact, treating employees with dignity and respect tops the list of factors that enable managers to motivate employees. The relationship between an employee and his or her manager is a key factor in employee motivation, engagement, and retention. Supervisors can motivate their employees by treating them with respect.

Provide Motivational Employee Recognition

Managers

can avoid the employee recognition traps that: single out one or a few

employees who are mysteriously selected for the recognition; sap the morale of the many

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who failed to win, place, or even show; confuse people who meet the criteria yet were not selected; or sought votes or other personalized, subjective criteria to determine winners.

1.6- Measuring Organizational Climate Forums research identifies six dimensions of climate that influence the work environment and employee motivation these are: 1) Clarity - Peoples degree of understanding of the organizations goals and policies, as well as the requirements of their job 2) Commitment- The expression of continuing dedication to a common purpose and to achieving goals 3) Standards - The emphasis management places on high performance standards and the amount of pressure it exerts on teams to improve performance 4) Responsibility- The degree to which people feel personally responsible for their work 5) Recognition- The feeling that people are recognized and rewarded for doing good work, and that they receive accurate performance feedback 6) TeamworkThe feeling of belonging to an organization characterized by

cohesion, mutual support, trust, and pride Perhaps one of the most important and significant characteristics of a great workplace is its organizational climate. Organizational climate, while defined differently by many researchers and scholars, generally refers to the degree to which an organization focuses on and emphasizes:

Innovation Flexibility Appreciation and recognition Concern for employee well-being Learning and development Citizenship and ethics Quality performance

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Involvement and empowerment Leadership

Organizational climate clearly influences the success of an organization. Many organizations, however, struggle to cultivate the climate they need to succeed and retain their most highly effective employees. Hellriegel and Slocum (2006) explain that organizations can take steps to build a more positive and employee-centered climate through:

Communication how often and the types of means by which information is communicated in the organization Values the guiding principles of the organization and whether or not they are modeled by all employees, including leaders Expectations types of expectations regarding how managers and behave and make decisions Norms the normal, routine ways of behaving and treating one another in the organization

Policies and rules - these convey the degree of flexibility and restriction in the organization Programs programming and formal initiatives help support and emphasize a workplace climate Leadership leaders that consistently support the climate desired

1.7- Difference between Organizational climate and culture

The concepts of organizational climate and organizational culture are often used interchangeably, with researchers in organizational studies treating the concepts as if they were identical. Culture refers to the deep structure of organizations, which is rooted in the values, beliefs, and assumptions held by organizational members. Climate, in contrast, portrays organizational environments as being rooted in the organization's value system, but tends to present these social environments in relatively static terms, describing them in terms of

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a fixed and broadly applicable set of dimensions. Thus, climate is often considered as relatively temporary, and subject to direct control. Organizational climate and organizational culture are similar concepts. Not only do they both describe the experiences of employees and assist us in understanding psychological phenomena in particular organizations but they also provide explanations regarding how organizations influence behavior, attitudes and the well-being of individuals, why some organizations are more able to adapt to environmental changes and why some organizations are more successful than others. The differences between these two concepts by highlighting that organizational climate describes events and experiences and represents the patterns of behavior of employees, whereas culture is explored when individuals are asked why these patterns of shared values, common assumptions and beliefs exist. In the literature, culture is viewed as being more deeply rooted in the organization and is based on employees' values, beliefs and assumptions. This is in contrast to organizational climate, which is a 'snapshot' of a particular time in an organization and is measured by a range of dimensions.

1.8 Purpose of the study

As climate of the organization effect the work of an employee if the climate is good the workers will participate in every task of the organization effectively so that more productivity should be there in the organization and also the cost of the production get reduced. The main purpose of the study is to know how organizational climate helps in motivating employees whether they are satisfied with working conditions, etc. of the company or not and what is the role of managers to motivate their employees and also whether employees are satisfied with the climate of organization in which they are working and also to know if that environment of the organization is increasing their motivational level for doing work effectively and efficiently.

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1.9: Company Profile

CICO Technologies 1.9.1:The Formulation

Mr. N.R Gupta, the founding father of the brand CICO, was not just driven by his entrepreneurial spirit when he laid the cornerstone of our company in 1930; instead he wanted to find a solution to the problems related to the entire construction procedure. Being a mining engineer of the early twentieth century, he realized the necessity of making the miners life easy and safe by providing chemical agents that could prevent leakage of water through the rock pores. Driven to work on this premise, he formulated special additives that could alter the properties of mortar and concrete. The initial success of his formulae spurred him to develop various specialty chemicals and systems which eventually went on to become benchmarks in the industry.

1.9.2: The Evolution

Our legacy was further enriched by Mr. Amit Gupta who revived Brand CICO to CICO TECHNOLOGIES LIMITED with the successful introduction of a path breaking product - CICO Tapecrete. Mr. Gupta is singularly credited for making the CICO brand synonymous with the construction industry in India. He also pioneered the introduction of organized retail marketing of construction chemicals in the nation. CICOs commitment to comprehensive solutions related to construction, translated into expanding the product basket to Protective & Anti-corrosive Coatings, Capsules for Anchoring/Bolting, Insulation Products, New-generation Sealants, Industrial Flooring and Specialty Adhesives Our history inspires us to improve each day! CICO is not only the largest construction chemical company but also one of the oldest. We are deeply rooted in our strong values and we seek inspiration from our heritage. We have been contributing our best in the evolution and advancement of the industry with our projects and products. CICO believes that buildings and structures are

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of immense importance in nation building, and thus we strive to set new standards in modern architecture. Vision With our core values, mission and innovation approach, we are striving to become the worldwide leader and the most trusted brand in the construction chemical industry. Understanding and delivering best solutions to our customers is our foremost priority.

Mission We systematically endeavor to enhance the value of our customers result

Values Our value proposition is defined through our non-negotiable commitment to sustainable earning, growth and value creation. We take pride in our values---values that reflect the way our people work, think and act, that are ultimately a part of the everlasting constructive solution for our customers. The values to which we aspire include: WORK ETHIC- We value hard work and diligence. FAMILY VALUES- We work as a family. We intend to create a safe, positive and supportive place for all. INTEGRITY-We strive to work with integrity, commitment and sincerity. RESPECT FOR ALL-We believe in respect, tolerance and equitable treatment. PASSION-We strive to reach our targets with passion. INNOVATION-We nurture our staff with training and development initiatives to ensure that innovation and new ideas come forth. 1.9.3: Companies Products - For structures that are built to last We provide everlasting solutions which are developed combining our extensive range of products with expertise and experience to meet the needs of the construction industry. From the initial must-haves to final finishes of the construction project, CICO is the chosen partner for the construction initiatives. We endeavor to provide reliable construction chemicals through our dedication and emphasis on value-driven products.

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Construction of a building is not an everyday drill and hence there are a number of things that go into the making of a strong, durable and architecturally superior structure. Various specialized CICO construction chemicals, when mixed with the construction materials help the building not only attain durability and strength but also the requisite charm. Our products affirm with the standards of quality. Over the decades, CICO products and systems have been accepted as a benchmark of superior quality. CICO products are a direct result of understanding customer's needs and providing tailor-made solutions to their problems. We have performed and stayed true for quality even in the most stringent conditions. CICO portfolio comprises:

Water proofers Polymer Coatings Admixtures Concrete Aids Grouts & Grouting Compounds Floor Coating Flooring Compound Epoxy Compound & Mortar Shotcrete Accelerators Bonding Material Tile & Structural Adhesives Membrane Sealants Anti-corrosive/Protective Coatings

Products that add life to the structures We offer a comprehensive range of end-to-end permanent solutions for industrial, architectural and general construction and provide expert systems to the repair and rehabilitation industry. Our expertise lies not only in our cutting edge-technology but also in our reach to the vast Indian market through a nationwide network of distributors. CICO products primarily cater to three spheres of construction chemical supply - Retail, Project partnering and Contracting.

We supply domain specific chemicals in bulk to the wholesalers which in turn supply these to the end-customers and buyers We enter into project partnership wherein we get into strategic collaboration with organizations and assist them in their construction endeavor with our products and services We also venture into contracts where we take on the complete task: whether it is an altogether new construction project or refurbishment of an existing structure. We ensure

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that the quality and the timelines are affirmed right from the initiation to completion of the work

1.9.4: CICO Business Structure

Fig.: 1.1 1.9.5: Manufacturing Units One of the major advantages of CICO Technologies Limited is our well-equipped, state-of-theart manufacturing units at strategic locations like Gurgaon and Haridwar. Guragaon factory- 3 km, Basai Road, Gurgaon, Haryana, Tel-0124-2339681 Haridwar Factory- Fctory 18, 19 & 20, Sector-3, IIE BHEL Industrial Area, Ranipur, Haridwar (Uttranchal) Tel. No.- 01334-322844 Kolkata Factory- 3677, Andul Domjur Road Bhandargah District-Hawrah, Tel. No.- 03364501547 Chennai Factory- 12-B Diravium Nagar, Arcot Road, Porur, Chennai-600116, Tel No.- 04424763103/104

1.9.6: CUSTOMERS Delhi Metro Rail Corporation Koldam Nathpa Jhakri Power Corporation Delhi Jal Board U P Jal Nigam

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Madras Atomic Power Station Hindustan Paper Corporation Ltd Central Public Works Department Balco Captive Power Project Nuclear Power Corporation Of India Limited National Highway Project Dlf Group New Delhi Municipal Corporation National Thermal Power Corporation

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1.10- Company profile C.L. Gupta Exports Ltd.

C.L. Gupta Exports Ltd is 120-year- old company, in Moradabad, a city 150 kms from Delhi. An 100% Export Orient Unit Infrastructure: Factory Land Area: 50 acres, Covered Area : 1,200,000 sq. ft In house Electricity Generation : 6.0 MW Residential Complex within factory premises for Craftsmen A task force of 2000+ direct & indirect Export turn- over 2010-11: Over 120 crores.

Mission Statement: To set the standard for excellence in global logistics through total commitment to quality in people and customer service, with superior financial results. Goals To be the recognized industry leader, through total commitment to customer service, by maintaining our uncompromising integrity, in the support and

development of our People, Communications and Systems in sustained growth and profitability. Strategy The company is able to give their clients several options for freight management. Their investments are made in people and systems. Through organic growth, not acquisition, they give their clients and merger pains will not disrupt employees

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peace of mind knowing their day-to-day business; our systems integrity is kept intact, not disrupted by companies whose business was founded on a different platform. Their customers are most interested in the quality and consistency of service they provide regardless of the country in which they are doing business. Culture Appearance, Attitude, Confidence, Curiosity, Excellence, Integrity, Pride, Resolute, Sense of Humor, Visionary . 1.10.1 Companys business mission and objective

Business Mission- To set the standard for excellence in global logistics through total commitment to quality in people and customer service, with superior financial results. To be the recognized industry leader, through

total commitment to customer service, by maintaining our uncompromising integrity, in the support and development of our network through People, Communications and Systems in sustained growth and profitability. Profitability- To provide a reasonable and adequate return on capital employed primarily through improvements in operational efficiency capacity utilization and productivity and generates adequate internal resources to finance the companys growth. Customer Focus- To build a high degree of customer confidences by providing increased value for his money through international standards of product quality, performance and superior customer services. People Orientation- To enable each employee to achieve his potential, improve his capabilities perceive his role and responsibilities and participate and contribute positively to the growth and success of the company. To invest in human resources continuously and to alive to their needs.

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Technology- To achieve technological excellence in operation by development of indigenous technologies and efficient absorption and adoption of imported technologies to suits business needs and priorities, and provides a competitive advantage to company.

1.10.2 Policies of the company Policy related to health and safety In terms of HEALTH & SAFETY Act 1974, the company intended to provide safe and healthy working conditions to its employees, to ensure safety of its premises and equipment and so far as reasonably practical, to ensure that all those who may be affected by its operations are not exposed to risk to their HEALTH & SAFETY. According to this act, the employees too are under an obligation and to take reasonable care of themselves and others who may be affected by their acts. Trainings are given to employees, but they are also required to take interest in learning the things, and practice / apply their training at the time of emergency. The company provides on the spot first aid boxes in time office as well as in plant rooms. The co. has appointed its own doctors and compounders to attend all the workers regularly and specifically at the time of emergency. A well equipped Ambulance room is available. Safety related programmes have also been conducted in the company in order to reduce / minimize the number of accidents. Also Training & lectures by experienced persons of safety and fire department are arranged at least once in every six months and on May Day. Apart from this a documentary is running continuously in the canteen for general awareness of employees. Insurance policy of the company The company is very much conscious about the welfare of its employees. To ensure prompt and best treatments in case of any emergency following steps are taken1. Workmen compensation policy for companys and contract workers.

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2. Mediclaim policy. 3. EDLI Scheme. 4. Public liability insurance to protest interest of neighboring area / residents. Apart from this, Government of India has initiated insurances under Rajeev Shilpi Swastha Bema Yojna and our craftsmen have submitted their applications under that. 1.10.3 Social jobs done by the organization One of the Trustee of Moradabads biggest Hospital Vivekananda Hospital and Research Centre catering specially the needs of nearby rural areas / outskirts of Moradabad City. Running C. L. Gupta Eye Bank the only eye bank in the state equipped with latest techniques and approved by the Directorate of health U. P. A world class eye hospital and Research Centre established at Moradabad equipped with latest equipments. Contribute to various social organizations for the welfare of common people in particular. One such organization ASK (India) CONRON (U.K) children families and team members of Sanklap Project conferred an honour to our company for contribution and continuous support to the cause of development of working children in Moradabad. 1.10.4 Recent Achievements of the Organization

C.L. Gupta Exports Ltd. Have won the following Awards for its excellent performance growth Year by year:In 1996-2001 The company has won the TOP STATE EXPORT AWARD and the awarding body was the GOVERNMENT OF U.P. In 1996-97 The company received the CERTIFICATE OF MERIT by the CARPET EXPORT PROMOTION COUNCIL.

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In 1997-98 The company has won the TOP EXPORT AWARD and the awarding body was EXPORT PROMOTION COUNCIL. In 1998-99 The company has received the award for HIGHEST NO. OF CONTAINERS SHIPPED by Container Corporation of India. In 1999-2000 This year again the company have received the TOP EXPORT AWARD by the EXPORT PROMOTION COUNCIL In 2000-01 This year the company has received the CERTIFICATE OF EXCELLANCE for the excellent export performance by the Federation of Indian export organization. In 2001-2006 Award of APPRECIATION CONTINUOUSLY in every year by WILLIAM SONAMA, POTTERY BARN, USA received by the company. In 2003-04 This year the company has received the TOP EXPORT AWARD for Metal wares, Outstanding National Export Performance for Wood wares, Outstanding National Export Performance in Iron crafts, Excellent Export Growth in Glass Artwares by the EXPORT PROMOTION COUNCIL FOR HANDICRAFTS. In 2004-05 This year the company has won the TOP EXPORT AWARD for all handicrafts and the awarding body was EXPORT PROMOTION COUNCIL and again the EXPORT AWARD EOU: Non SSI by Export promotion council for EOUs and SEZ units, Top Export Award for Art Metal wares, Wood wares, and Glassware by ABN Ambro, the award for EPCES Export Award by Export Promotion Council. In 2007-08 In this year C.L. GUPTA EXPORTS LTD. has received the CHILD LABOUR ERADICATION AWARD by RASHTRIYA BALSHRAM PARIYOJANA and again the EPCES EXPORT AWARD (Best EOU Non SSI Handicrafts) by the Export

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Promotion Council, SEVEN STAR CATEGORY CERTIFICATE By Directorate of Industries, TOP STATE EXPORT AWARD By Directorate of Industries, U.P. In 2008-09 In this year C.L. Gupta Exports Ltd. has received an EXCELLENT EXPORT AWARD OF STATE By Export Promotion Bureau. 1.10.5 Companys manufacturing capabilities

1. Brass: In house manufacturing and finishing in variety of finishes as polished brass, antq. brass, bronze, silver plating, patinas etc. Items: Figurines, Fire fashion, Tableware, Decorative, Clocks, Candle-stands, Wall decor, Bath Accessories, Window Treatment, Hardware, Seasonal, Gif tables, etc.

Figure 1.2 Image of brass products 2. Aluminum: In-house casting & finishing, mostly painted or polished finishes Items: Garden Furniture, Garden Animals, Markers, Planters, Figurines, Potholders, Birdbaths etc.

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Figure 1.3 Image of aluminum products 3. Glass- We have Continuous Tank furnace with a capacity of 20 tons per day to make mouth-blown glass, in crackle finish, frosted, and seeded in clear & colored glass. Items: Mostly combinations of Glass with Iron, Brass, Bronze or Silver plated bases for Bowls, Bath Accessories, Candle holders, Lanterns, Pillar holders, Tumblers & Decanters, Vases etc. 4. Iron- In- house facility to manufacture Wrought & Cast Iron items with in-house 7 tank Phosphating (rust treatment), Spray Painting, Powder Coating and Hand applied finishes. Items: Indoor Accent furniture (CKD), Garden Furniture, Bases for Glass Vases & Candleholders, Fire Fashion, Pillar candleholders, Armillaries, Potholders, etc. 5. Wood- From Sawing, Seasoning, Treatment, Machining, Carpentry, Finishing (spray paint & stain finishes). Items: Colonial Dutch furniture, Neo-Classical furniture & Desk sets, Candle holders, Pillar holders, Lanterns, Photo-frames, Finials for drapery rods, Photo frames Trays, Bowls etc.

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Quality Quality is in fact a way of life in C.L GUPTA EXPORTS LTD. As each and everything form first step to last is being controlled by many people so that customer satisfaction should be there and the work should be completed on time. Quality assurance system quality plant and field quality assurance are aids to tool quality concept.

1.10.6 Functioning of various cells of personnel department C.L. GUPTA EXPORTS LTD, J.P.NAGAR, has following cells of Personnel Department. Industrial relation cell This cell works for the welfare of the employees. Works committee is constituted which meets at stipulated frequency to hear and take necessary actions on the problems of employees. Complaint boxes are also opened at stipulated frequency and complaints if any are also discussed during meeting of works committee. On day to day basis also grievances of the employees are heard. Non-executive establishment cell In this cell personal records and files of the workers and supervisors are maintained, who are working inside the plant. Executives establishment cell In this cell the personal records and files of the executives and of the supervisors whose salary is equivalent to that of executives are being maintained. It contains their resumes; medical records, leave, promotion and transfers (external as well as internal) advance, allowances, savings, conveyance reimbursement etc. Pantry Services There is a canteen inside the organization but outside the office which provide tea, coffee, cold drinks snacks and nurture foods. They charge reasonable prices for every meal provided to the employees so that they should feel satisfied with their

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organizational environment. Apart from this the canteen serves tea and snacks in the lobbies of departments twice a day for the facility of workers. General Administration It keeps records of various functions of personnel department to keep a check & track of things happening like absenteeism & disciplinary actions etc. Recruitment & Manpower Planning This section meets the requirements of staffing schedule and keeps contact with employment agencies & does selection. It keeps into accounts the organizational policies, departmental requirements and government influence while recruitment. They basically recruit people with the specialization according to their requirements so that the productivity of the company or organization can be enhanced.

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CHAPTER-2: REVIEW OF THE LITERATURE

According to Patrica W. Stone, Michael I. Harrison et. al. (2001), Organizational climate refers to member perceptions of organizational features like decision making, leadership, and norms about work. Organizational culture refers more broadly to the norms, values, beliefs, and assumptions shared by members of an organization or a distinctive subculture within an organization. Patrica et al compare measures of organizational climate in ongoing patient safety studies, identifying similarities and setting-specific dimensions, developing a model of climate domains that are hypothesized to affect outcomes across settings, and test aspects of the integrative model. This model invites dialogue among researchers and informs agenda-setting for future research into organizational climate and the safety of patients and health care employees. This integrative model will facilitate cross-study quantification of associations among variables in these important four process domains: (1) supervision, (2) group behavior, (3) quality emphasis, and (4) work design. In the conclusion they said that while some of these domains appeared in prior models, new domainsquality emphasis, new sub constructs, information technology, and patient centerednessare emerging. This model invites dialogue among researchers and informs agenda-setting for future research into organizational climate and the safety of patients and health care employees.

One of the objectives of Adnan iqbal (2004) study was to investigate if there is any relationship between employees commitment with organizational climate This study makes a contribution by exploring the relationship between organizational commitments and dimensions of organizational climate. This study did not find any significant relationship between organizational commitment and organizational climate as a metaphor. This study shows that organizational commitment has strong and positive association with challenge and involvement and trust and openness.

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Michael D. Thompson (2000), in his study examines differences in job element satisfaction (e.g., colleagues, management, work, overall) between a balanced or unbalanced organizational climate as perceived by college administrative and support staff in the context of Bolman and Deals (1991b, 1997, 2003) four-frame organizational theory. Bolman and Deals (1991b, 1997, 2003) four-frame theory prescribes a multidimensional or multi-frame approach in understanding the attributes and situational contexts of organizational behavior. Distilled from organizational theory, these frames of reference represent the reality of each specific organizational type, and shape how situations are defined. Bolman and Deals (1991b, 1997, 2003) four-frame organizational theory has four essential components: structural, human resource, political, and symbolic. The structural and human resource frames are related to management, while the political and symbolic frames are related to leadership. The theory assumes that these four organizational frames represent the diverse accentuation and nature of organizations, and in turn, shape how organizational leadership within the respective frames perceives organizational situations. As stated by Bolman and Deal (1991a) an increasingly complex and turbulent organizational world demands greater cognitive complexity that is, effective and successful organizations need to understand multiple frames and know how to use them in practice. Thus, the four-frame theory was selected for this study because of its proven usefulness in understanding the complexity of manners, characteristics, and behaviors of organizations and their members. Boston (2002), talked about the connections between work climate, employee motivation, and performance. He describes how managers can assess the climate in their work group and shows how they can use the results to make changes in leadership and management practices that will motivate their group to do the best work possible and improve results. Managers played an important role in influencing work climate; it is affected by many factors inside and outside an organization: the organizations history, culture, management, as well as internal leadership and management practices. In order to influence climate, survey of employees perceptions on the three key aspects of work environment that are 1) Clarity 2) Support 3) Challenge

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William N. Cooke & David G. Meyer (2003), says that missing from nearly all of the empirical studies of the effects of high-involvement, high commitment HRM systems on performance is any treatment, except by assumption, of the cognitive responses of employees to these systems. To examine these largely untested assumptions, they integrate and extend the literature on knowledge-based perspectives of firms and psychological workplace climates; developing a structural model of the multifaceted nature of knowledge and skill development climates and the direct and multiplicative effects of these climates on employee psychological states of performance. Estimated against a sample of 888 employees across eight automotive supplier firms, their modeling obtains substantial empirical support, which lends credence to the underlying assumptions made about employee cognitive responses in the strategic HRM literature. Among more pronounced findings, employees psychological states of performance are positively and strongly associated with climates within which employees place greater value on learning new skills and are more receptive to the diffusion of new technologies. In this study they specify a structural model in which the psychological states of employees performance capacities are a function of employees cognitive responses to Knowledge and skill development climates and supporting workplace factors. Performance capacities are conceptualized as including the psychological states of ones Competence (how well job tasks are performed) and impact (importance of how well job tasks are performed on the performance of ones work area).

Tom Atkinson, Henry Frechette (2000), research identifies six dimensions of climate that influence the work environment and employee motivation (1) Clarity (2) Commitment (3) Standards (4) Responsibility (5) Recognition (6) Teamwork Strong leaders have the motivation and influence skills required for improving their companys climate. Its simply a matter of developing the workforce in six measurable dimensions: Leaders must increase the clarity of company goals and encourage employees to adopt a commitment to the goals. They must set high standards and help their staff meet them. All personnel must take responsibility for their workwhich requires that management empower them and provide recognition of their success. By encouraging teamwork at every level, organizations can ensure that they accelerate

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productivity. Creating a positive organizational climate is a powerful thing in good times; in tough times, it becomes an imperative. There is a direct correlation between organizational climate and financial results, including sales, revenue growth, efficiency, and profitability. Moreover, organizational climate represents one third of the factors that influence the success of any organization. In other words, companies that build a positive organizational climate as part of their competitive strategy have a significantly better chance of weathering todays economic storm.

Rui Sun & Naijing Wang (2009), gave the preliminary analysis about the impact of organizational climate for innovation under Chinese background. They attempt to explore the relationship among organizational climate for innovation, employee extrinsic motivation and employee innovative behavior. Results suggest that organizational climate for innovation, employee extrinsic motivation positively contributes to employee innovation behavior; extrinsic motivations mediate the relationship between

organizational climate for innovation and employee innovation behavior. Implications for managers and researcher are discussed. The research result would help deepen the understanding of the organizational innovation in china context. Data from R&D employees across companies were used to test an innovation model of organizational climate for innovation, individual extrinsic motivation and employee innovative behavior in china background. Results suggest that organizational climate for innovation, employee extrinsic motivations positively contribute to employee innovation behavior; extrinsic motivations mediate the relationship between organizational climate for innovation and employee innovation behavior.

Jianwei Zhang (2010), investigated the characteristics of organizational climate and its effects on organizational variables. Investigation of 419 participants including both managers and employees indicated as follows: educational level, position and length of time working for the current organization had significant main effects on organizational climate; specialty, enterprise character and enterprise size also had significant main effects on organizational climate; organizational climate had significant main effects on human resources management effectiveness such as turnover intention, job satisfaction

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and work efficacy; organizational climate also had significant main effects on organization effectiveness like staff members organization commitment and collective identity. Taken together, Zhang study had three purposes which are as follows: 1. Investigate the features of organizational climate in enterprises in China; 2. Investigate the effects of organizational climate on human resources management effectiveness, for example- employees turnover intention, job satisfaction, work efficacy and so on 3. Observe the effects of organizational climate on organization effectiveness, for example: organizational commitment, collective identity and so on.

Ralph M. Roberts (1992), research indicated clear differences in perception of climate among organizational players and observers. The class debriefing, focused on experientially derived research data, was rich and productive as a learning experience the results of differing views of climate were congruent with the literature and supportive of the researchers initial beliefs. This exploratory study may be methodologically enhanced and applied to outside environments of larger size. Conclusions might then be drawn about differing perceptions of organizational climate in respect of organizational levels and divisions. As a pedagogical tool, the exercise was a major success. In addition too much other learning from THE LOOKING GLASS, INC exercise, the focus on perceptions of organizational climate brought vividly home differences in those perceptions.

Liew Chai Hong and Sharan Kaur (2008), aimed to examine the relationship between organizational climate, employee personality and their intention to leave an organization in the Malaysian context. Four organizational climate dimensions were chosen for this study, i.e. structure, responsibility, rewards and support. Dominance and sociability were the personality dimensions chosen and its moderating effects were on the relationship between organizational climate and intention to leave. Study results revealed that organizational climate has a significant association with employees intention to leave. All the four organizational climate dimensions had significant negative correlations with

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employees intention to leave. Meanwhile, both the dominance and sociability personalities were found significantly moderating the relationship between organizational climate and employees intention to leave. Their study was therefore able to prove the hypotheses proposed and provide support to the existing theories. Their study concluded that organizations could reduce turnover rate by improving the organizational climate. Any of the organizational climate dimensions that perceived to be negative may trigger employees intention to quit their jobs, more so for the less dominant and less sociable employees. To reduce employee turnover rates, an organization should eliminate unnecessary rules and procedures that are ineffective and burdensome. High-performance employees should be empowered to make decisions.

Falah-ud-Din Butt, et. al. (2003), investigate the relationship between measures of organizational climate and measures of job satisfaction as applied to executives of public, private, and foreign banks. Another purpose of their study was to determine whether perceptions of different employees are different about organizational climate and job satisfaction or not. In the subsequent study the researcher has tried to investigate the relationship between the two variables; The organizational climate and The job satisfaction. Hereby the study reveals that out of 14 sub factors of organizational climate three are positively related to the job satisfaction, such as; organizational structure, identity, and human relations. Whereas for the executives of all the three banks, the two factors: equity and empowerment are negatively related to the job satisfaction.

Susan D. Phillips, Brian R. Little, Laura A. Goodine (1996), examine the sources of job satisfaction for a selected set of 112 managers (56 women and 56 men) from two departments and one central agency in the National Capital Region of the federal public service. The study is based on a social-ecological perspective which deals with individuals as they act in the context or ecology of their organizations. Specifically, the study explores the relationship of each of three sets of variables _ individual characteristics, personal projects and organizational climate _ with measures of job satisfaction, paying particular attention to gender differences.

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The most striking finding of their study is that women and men experience the organizational climate of their departments to different degrees, if not in different ways. The study also examines the relationship of organizational climate to nine different types of work projects: for example, administrative, people management, policy development and strategic planning projects. The major gender differences are in the category of people management. Women managers, in contrast to men, do not feel supported in their projects in this area by their co-workers, superiors or the organizational culture. The analysis of job satisfaction shows that both men and women managers have relatively high levels of satisfaction. There are, however, significant gender differences in the factors that influence work satisfaction and the impact of organizational climate on satisfaction. For women, the most important factor that promotes job satisfaction is active support by co-workers, supervisors and the organizational climate. The study concludes with the suggestion that at least two aspects of organizational culture change are essential in the public service. The first recommended change is to enhance the degree of fairness so that all employees are treated (and are perceived to be treated) fairly. The second change would be to encourage more direct and visible support for managers _ especially in their projects related to managing people. Women managers in particular feel that they do not receive adequate support from their organizations or colleagues in their staff management endeavors.

Jennifer Shu-Jen Lin and Shu-Cheng Lin (2010), aims to verify the effect of Organizational Climate (OC) on service-oriented organizational Citizenship behaviors (OCB) and explore whether organizational climate generates a moderating effect that affects the relationship between organizational support and service-oriented OCB. A total of 2,869 questionnaires filled by personnel in the service industries were returned. Results indicate that the factor of organizational support perceived by the frontline service personnel affects service-oriented OCB, as demonstrated by the surveyed subjects, but no direct effect is found between OC and service oriented OCB. Nevertheless, OC has a moderating effect on certain variables of organizational support and service-oriented OCB. Most of the results indicate positive effects on the factors of employee loyalty and service-oriented OCB under the dimension of service

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delivery. In addition, no moderating effect is found on service-oriented OCB under the dimension of participation.

Malcolm Patterson, Peter Warr and Michael West, (2004), predicted that associations between company climate and productivity would be mediated by average level of job satisfaction. A second prediction, that managers perceptions of climate would be more closely linked to company productivity than would those of non-managers, was not supported. However, managers assessments of most aspects of their companys climate were significantly more positive than those of non-managers.

The study has shown that there is substantial empirical overlap between some aspects of Organizational climate and employee affect indexed as overall job satisfaction. It appears that sometimes when we measure a feature of organizational climate we also pick up associated job satisfaction or other evaluative responses. In overview of this section, climate and satisfaction are distinct concepts, but evaluative judgments cannot always be excluded from the measurement of climate. In conclusion the researchers also said that one should study a range of variables rather than climate alone, and explicitly examine the descriptive-evaluative and specific-general loadings of each organizational feature investigated. Where appropriate, those loadings should be controlled by research design or statistical analysis.

Anthonia Adenike (2011), aims to explore organizational climate as a predictor of employee job satisfaction of academic staff from a private Nigerian University. The main aim of this study is to test the validity in the Nigerian context of a widely accepted theory which suggests that the satisfaction of employee is the product of the climate in the organization in which he or she works using academics in a private University (Covenant University, Ota). The study has contributed in the following ways: The study provides valuable compact of ideas, facts and figures that can be used by academics, management practitioners and consultants in understanding the dynamics of relationships and resultant effects between organizational climate variables and job satisfaction variables. The study provides insight into organizational factors that impinge

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on job satisfaction in a privatized environment using private university (in the SouthWest Nigeria) as sample area. A lot of limitations were identified during the study such as the concentration of the study on the private university alone, which limit the reliability and validity of the results obtained.

Muhammad Asif Ali Khan, Afkar Majeed Bhatti et. al. (2003), aims to investigate the impact of employee perception of organizational climate on citizenship behavior of employees in public sector organization of Pakistan. Organizational climate has been measured on the basis of two determinants i.e. organizational Fairness and peer cooperativeness. The study determines the relation between components of organizational climate with citizenship behaviors of employees. It measures the mediating effect of employee commitment with organization and moderating effect of Social network ties amongst organizational climate and organizational citizenship behavior. The result indicates that organization should encourage management and staff relations as well as adopt such practices that motivate equity culture within the work place.

Martha Kyrillidou, Charles Lowry (2006), accomplishes three learning outcomes: (1) identifies the elements of a healthy organization in order to improve customer service; (2) identifies the dimensions that are relevant to a healthy organization climate in order to measure them effectively; and (3) helps us understand the relation between organization climate, culture and diversity as measured by the Climate QUAL: Organizational Climate and Diversity Assessment.

A. Neal, M.A. Griffin, and P.M. Hart (2000), developed a model to explain the influence of organizational climate and safety climate on individual safety behavior. The model is important because it provides a link between the organizational environment and septic individual behaviors related to safety. The results of their study supported the role of safety climate as a predictor of the determinants and components of safety performance. The results also supported safety

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climate as a mediator of the impact of general organizational climate on safety-related outcomes.

Fig. 2.1 Relationships among Constructs. The results of the study have a number of implications for both research and practice. First, the study has demonstrated that safety climate is related to general organizational climate. Evaluations of safety climate, therefore, appear to be made within the context of the general organizational climate. This finding suggests that interventions designed to improve general organizational climate may have a positive impact on safety climate. This finding also suggests that interventions specifically aimed at improving safety climate (e.g. providing training, emphasizing the importance of safety) will be more effective when they are carried out within the context of a positive general organizational climate. Second, the study provides valuable evidence regarding the relative impact of general and specific forms of climate in organizations. Third, the study illustrates the effects that safety climate has on individual knowledge, motivation, compliance and participation. The data suggest that if improvements in safety climate are to have any impact on safety performance, then they must first produce changes in knowledge or employee motivation.

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Major JAJ Bernard and Captain KJ Brown (1997), presents a pivotal links between organizational effectiveness, organization climate measurement and leadership

assessment and provides a rationale for their importance and utility for leaders. In their research paper they talked about the diverse and challenging demands facing military leaders today, the search for methods and instruments to assist leaders in successfully meeting objectives is at an all time high. One method that can facilitate leaders understanding of their soldiers, their units, and, ultimately, their combined combat readiness and effectiveness is the measurement of organizational climate. Organization climate measures have been used successfully to improve productivity and performance. Within the CF, unit climate profiles have been used as an indicator of unit effectiveness and operational readiness. Furthermore, within climate measurement, the assessment of leaders has facilitated commanders and leaders ability to lead their units effectively. Dr. S. Saraswathi (2010), said that an organizations success is determined by the skills and motivation of the employees. Competent employees are the greatest assets of any organization. Given the opportunities and by providing the right type of climate in an organization, individuals can be helped to give full contribution to their potentials, to achieve the goals of the organization, and thereby ensuring optimization of human resources. For this purpose a congenial HRD climate is extremely important. Thus, an optimal level of HRD Climate is essential for facilitating HRD. The study is aimed at assessing the extent of Developmental climate prevailing in manufacturing and software organizations in India and also comparative analysis. At the end the researchers concluded that Employees are the valuable assets of any organization. This study is an attempt to contribute to a better understanding of the HRD climate prevailing in software and manufacturing organizations and to make a comparative analysis to understand whether they have same degree of HRD climate or not. For organizational and employees performance it is important to focus on various aspects of the HRD climate prevalent in the organization.

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Garry A. Gelade, Mark Ivery (2003), examines relationships between human resource management (HRM), work climate and organizational performance in the branch network of a retail bank. The study builds on previous research showing that favorable psychological environments in the work place, and progressive HRM practices, such as management of job demand and support for professional development, are associated with superior organizational performance. Understanding the impact of HRM decisions on employee attitudes and behavior, and the potential effects on organizational performance, has considerable practical importance for local management as well as for central HR practitioners. In large organizations, where decision-making is partially decentralized, local HRM decisions are often strongly influenced by considerations of their associated operating costs. The crosssectional relationships demonstrated in the present study provide empirical evidence that HRM decisions, climate and DMU performance are connected, but more research especially longitudinal research - is required to establish the extent of causality in this domain.

K. K. Jain, Fauzia Jabeen, Vinita Mishra and Naveen Gupta (2001), aims to explore the influence of occupational stress and organizational climate on job satisfaction of managers and engineers working in Indian Oil Corporation Limited, Mathura, India. On the basis of the result obtained, it may be interpreted that the presence of higher degree of occupational stress adversely affected the level of job satisfaction. Similarly, the high occupational stress group of engineers scored less and thus had low job satisfaction level as compared to low occupational stress group of engineers. The influence of high and low organizational climate on job satisfaction of managers was studied and it was found that high organizational climate group scored more on job satisfaction scale, though the difference was non-significant. Thus the findings confirmed the assumption that managers who perceived Organizational climate high and conducive were found more satisfied with their jobs than those who perceived organizational climate as low. However, when the high and low organizational

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climate group of engineers were compared, it was found that high organizational climate group of engineers were more satisfied.

Mahmood Noor, Afkar Majeed Bhatti et al. (2011), aims to investigate the impact of employee perception of organizational climate on citizenship behavior of employees in public sector organization of Pakistan. Organizational climate has been measured on the basis of two determinants i.e. organizational Fairness and peer cooperativeness. The study determines the relation between components of organizational climate with citizenship behaviors of employees. The study results clarify the significant relationship between the component of workplace condition and OCB. The Result obtained highlights the positive relation between commitment and OCB. We found that employees who perceive justness in organization are more committed towards organization that influences the citizenship behavior in workforce for a particular organization. However, peer-cooperativeness shows significant effect on OCB as moderated by social network ties.

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Chapter 3: Research Methods and Procedure

3.1 Research objective: The main objectives of the research are: To study relationship between organizational climate & motivation of employees. To study whether the role of managers plays an important role for motivation of employees.

3.2 Research design: This research is conducted with the objective of generating information about the concept of organization climate. Exploratory research is designed to describe the characteristics of a population or phenomenon. This research entails description of how employees perceive the concept of organization climate. This can therefore, be classified as exploratory design.

3.3 Research questions: Organization climate and its effect on motivation of employees is a project under taken to recognize the climate of the organization of employees in companies belonging to manufacturing sector. The study was conducted to check the effect of organization climate on motivation of employees. The major sector taken into consideration is the leading sector of India, Manufacturing.

3.4 Description of instrument: The research instrument is questionnaire which includes likert scale. It is a research instrument consisting of a series of questions and is used to gather information from respondents. A series of questions were asked to individual employees to obtain statistically useful information about organization climate to see how internal people are identified and developed to fill key business leadership positions in the company and a few questions about employee motivation to see if the employees are encouraged by the company to stay in the organization for a long period of time. The

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questionnaire was prepared with the aim of getting information about effect of organization climate on motivation of employees.

3.5 Description of population, sample and sampling design.

3.5.1 Population The research population of this project is a large collection of individual middle level employees working in manufacturing companies namely CICO Technologies and C.L. Gupta Exports ltd, who are the main focus of this study. However, due to the large sizes of population in the manufacturing companies, it was difficult to test every individual employee in the population because it is time-consuming. This is the reason why sampling techniques were used. The research population of this project is a collection of individual employees who are under similar characteristics and have a common, binding trait. 3.5.2 Sample As the population was large and it was difficult to get the data from all employees thus sampling technique was used, so that by studying the sample a fair and generalized result could be extracted. For this research total sample of 100 employees will be taken 50 each from both the companies to check if organization climate has an effect on motivation of employees.

3.5.3 Sampling Design In this project convenience sampling is used for the selection of a subset of individuals from within the population so that estimate characteristics of the whole population can be seen and general statements about the whole or population can be made.

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3.6 Formation of Hypothesis: Null hypothesis H0: There is no effect of organizational climate on motivation of employees. Alternate hypothesis H1: There is effect of organizational climate on motivation of employees.

3.7 Validity and Reliability The questionnaire used in the project is not structured and therefore a pilot study was carried out to check the reliability of the questionnaire. SPSS was used to check the reliability of the questionnaire. Reliability Statistics of questionnaire on Organizational Climate Cronbach's Alpha .704 No. of Items 30

Reliability Statistics of questionnaire on Motivation Cronbach's Alpha .60 No. of Items 30

3.8 Pilot Study To check the reliability of the questionnaires a pilot study was conducted wherein 30 employees (15+15) filled the questionnaires.

3.9 Method of data Analysis To fulfill the objectives of the research, the obtained data will be analyzed statistically in terms of mean, standard deviation, correlation analysis. On the basis of the existing literature, hypotheses were developed to measure the Impact of Work Climate

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with respect to the key dimension of Motivational level, which underpin organizational culture. Both Null and Alternative Hypothesis were applied to decipher the results. The data so collected will be analyzed using SPSS and correlation technique will be applied to check if there an effect of organization climate on motivation of employees.

3.10 Limitations of the study However I shall try my best in collecting the relevant information for my research report. The prime difficulties which I face in collection of information are discussed below:1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. 2. Lack of resources: Lack of time and other resources as it was not possible to Conduct survey at large level. 3. Unwillingness of respondents: While collection of the data many employees were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them. 4. Incorrect responses of respondents- As the respondents do not like to fill the questionnaire they may filled it randomly without reading the questions of the questionnaire.

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CHAPTER 4: DATA ANALYSIS AND INTERPRETATION

4.1- Result of research questions

Table 4.1-Performance with work environment Cumulative Frequency Valid Strongly agree Agree Neutral Disagree Strongly disagree Total 9 58 22 9 2 100 Percent 9.0 58.0 22.0 9.0 2.0 100.0 Valid Percent 9.0 58.0 22.0 9.0 2.0 100.0 Percent 9.0 67.0 89.0 98.0 100.0

Fig: 4.1

Interpretation: From the above table and diagram it is clearly shown that 58% of the employees are agreed that work environment affects their performance.

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Table4.2: Opinion about working condition Frequency Valid Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total 15 63 16 4 2 100 Percent 15.0 63.0 16.0 4.0 2.0 100.0 Valid Percent 15.0 63.0 16.0 4.0 2.0 100.0 Cumulative Percent 15.0 78.0 94.0 98.0 100.0

Fig.: 4.2

Interpretation: from the above table and diagram 15% of the employees highly satisfied, 63% are satisfied with the working condition of the organization, only 4% and 2 % are dissatisfied and highly dissatisfied.

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Table4.3: Welfare facilities Frequency Valid Highly satisfied satisfied neutral Dissatisfied Highly dissatisfied Total 9 37 27 15 12 100 Percent 9.0 37.0 27.0 15.0 12.0 100.0 Valid Percent 9.0 37.0 27.0 15.0 12.0 100.0 Cumulative Percent 9.0 46.0 73.0 88.0 100.0

Fig.: 4.3

Interpretation: from the above table and diagram only 9% employees are highly satisfied with the welfare facilities provided to them by the organization whereas 37% are satisfied 27% are neutral, 15% and 12% are dissatisfied and highly dissatisfied.

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Table 4.4: Health and Safety programmes Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 1 26 38 30 5 100 Percent 1.0 26.0 38.0 30.0 5.0 100.0 Valid Percent 1.0 26.0 38.0 30.0 5.0 100.0 Cumulative Percent 1.0 27.0 65.0 95.0 100.0

Fig.: 4.4 Interpretation: from the above table and diagram only 1% employee is highly satisfied with the health and safety programmes provided to them by the organization whereas 26% are satisfied 38% are neutral, 30% and 5% are dissatisfied and highly dissatisfied.

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Table 4.5-Periodical safety programmes Cumulative Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 17 38 37 8 100 Percent 17.0 38.0 37.0 8.0 100.0 Valid Percent 17.0 38.0 37.0 8.0 100.0 Percent 17.0 55.0 92.0 100.0

Fig.: 4.5 Interpretation: from the above table and diagram only 17% employees are satisfied with the periodical safety programmes provided to them by the organization whereas 38% are neutral, 37% and 8% are dissatisfied and highly dissatisfied.

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Table 4.6-Safety equipments Frequency Valid Highly satisfied Satisfied neutral dissatisfied Total 16 63 16 5 100 Percent 16.0 63.0 16.0 5.0 100.0 Valid Percent 16.0 63.0 16.0 5.0 100.0 Cumulative Percent 16.0 79.0 95.0 100.0

Fig.: 4.6

Interpretation: from the above table and diagram only 16% employees are highly satisfied with the safety equipments provided to them by the organization whereas 63% are neutral, 16% and 5% are neutral and dissatisfied.

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Table4.7-Working hours Frequency Valid Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total 7 59 20 12 2 100 Percent 7.0 59.0 20.0 12.0 2.0 100.0 Valid Percent 7.0 59.0 20.0 12.0 2.0 100.0 Cumulative Percent 7.0 66.0 86.0 98.0 100.0

Fig.: 4.7

Interpretation: from the above table and diagram only 7% of the employees are highly satisfied with the working hours of the organization whereas 59% are satisfied, 20% are neutral, and 12% and 2% are dissatisfied and highly dissatisfied.

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Table 4.8: Interpersonal Relationship with other workers Frequency Valid Highly satisfied satisfied neutral dissatisfied Total 19 60 15 6 100 Percent 19.0 60.0 15.0 6.0 100.0 Valid Percent 19.0 60.0 15.0 6.0 100.0 Cumulative Percent 19.0 79.0 94.0 100.0

Fig.: 4.8

Interpretation: from the above table and diagram only 19% of the employees are highly satisfied with interpersonal relationship with other workers whereas 60% of the employees are satisfied and 15% and 6% are neutral and dissatisfied.

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Table 4.9: Relationship with Superior Cumulative Frequency Valid Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total 8 31 47 13 1 100 Percent 8.0 31.0 47.0 13.0 1.0 100.0 Valid Percent 8.0 31.0 47.0 13.0 1.0 100.0 Percent 8.0 39.0 86.0 99.0 100.0

Fig.: 4.9 Interpretation: From the above figure and diagram only 8% of the employees are highly satisfied with their relationship with superiors, 31% are satisfied, 47% are neutral, and 13% and 1% are dissatisfied and highly dissatisfied.

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Table 4.10- Friendly relationship with immediate superior Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 7 44 36 10 3 100 Percent 7.0 44.0 36.0 10.0 3.0 100.0 Valid Percent 7.0 44.0 36.0 10.0 3.0 100.0 Cumulative Percent 7.0 51.0 87.0 97.0 100.0

Fig.:4.10

Interpretation- from the above table and figure 44% of the employees are satisfied that they friendly relationship with immediate superior.

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Table 4.10.1-Benevolent Cumulative Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 3 21 47 20 9 100 Percent 3.0 21.0 47.0 20.0 9.0 100.0 Valid Percent 3.0 21.0 47.0 20.0 9.0 100.0 Percent 3.0 24.0 71.0 91.0 100.0

Fig.: 4.10.1

Interpretation: from the above figure and diagram 47% of the employees think that they have neutral relationship with their immediate superior, only 3% are highly satisfied and 21% are satisfied.

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Table 4.10.2-Formal Cumulative Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 5 19 28 44 4 100 Percent 5.0 19.0 28.0 44.0 4.0 100.0 Valid Percent 5.0 19.0 28.0 44.0 4.0 100.0 Percent 5.0 24.0 52.0 96.0 100.0

Fig.: 4.10.2

Interpretation: from the above interpretation and diagram 44% employees are dissatisfied that they have formal relationship with their immediate superior whereas only 19% are satisfied.

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Table 4.10.3-Informal Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 8 40 30 14 8 100 Percent 8.0 40.0 30.0 14.0 8.0 100.0 Valid Percent 8.0 40.0 30.0 14.0 8.0 100.0 Cumulative Percent 8.0 48.0 78.0 92.0 100.0

Fig.: 4.10.3

Interpretation: from the above figure diagram 40% employees are satisfied that they have informal relationship with their immediate superior whereas only 14% and 8% are dissatisfied and highly dissatisfied.

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Table 4.10.4-Strict Cumulative Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 1 8 30 42 19 100 Percent 1.0 8.0 30.0 42.0 19.0 100.0 Valid Percent 1.0 8.0 30.0 42.0 19.0 100.0 Percent 1.0 9.0 39.0 81.0 100.0

Fig.: 4.10.4

Interpretation: from the above figure and diagram 42% of the employees are dissatisfied that they have strict relationship with their immediate superior whereas only 1% and 8% are highly satisfied and satisfied.

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Table 4.11-Freedom of communications with non technical staff Frequency Valid Highly satisfied satisfied neutral Total 1 29 70 100 Percent 1.0 29.0 70.0 100.0 Valid Percent 1.0 29.0 70.0 100.0 Cumulative Percent 1.0 30.0 100.0

Fig.: 4.11

Interpretation: from the above figure and diagram 70% of the employees have neutral thinking about the freedom of communication with non technical staff.

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Table 4.12-Views and suggestions in decision making process Frequency Valid Satisfied Neutral Dissatisfied Highly dissatisfied Total 8 54 27 11 100 Percent 8.0 54.0 27.0 11.0 100.0 Valid Percent 8.0 54.0 27.0 11.0 100.0 Cumulative Percent 8.0 62.0 89.0 100.0

Fig.: 4.12

Interpretation: from the above figure and diagram 54% employees have neutral thinking about views and suggestions in decision making process.

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Table 4.13-Suggestions are given consideration Cumulative Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 13 54 25 8 100 Percent 13.0 54.0 25.0 8.0 100.0 Valid Percent 13.0 54.0 25.0 8.0 100.0 Percent 13.0 67.0 92.0 100.0

Fig.: 4.13

Interpretation: from the above figure and diagram 54% employees have neutral thinking that their views and suggestion are given consideration.

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Table 4.14-Satisfied by the current benefits provided by the organization Cumulative Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 27 47 21 5 100 Percent 27.0 47.0 21.0 5.0 100.0 Valid Percent 27.0 47.0 21.0 5.0 100.0 Percent 27.0 74.0 95.0 100.0

Fig.: 4.14

Interpretation: from the above figure and diagram 47% employees have neutral thinking about the current benefits provided to them by the organization.

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Table 4.15- Satisfaction with HR dept. Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 9 57 24 9 1 100 Percent 9.0 57.0 24.0 9.0 1.0 100.0 Valid Percent 9.0 57.0 24.0 9.0 1.0 100.0 Cumulative Percent 9.0 66.0 90.0 99.0 100.0

Fig.: 4.15

Interpretation: from the above figure and diagram 57% employees are satisfied with the HR department of their organization.

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Table 4.16-Managment is interested in motivating employees Cumulative Frequency Valid Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total 3 22 57 16 2 100 Percent 3.0 22.0 57.0 16.0 2.0 100.0 Valid Percent 3.0 22.0 57.0 16.0 2.0 100.0 Percent 3.0 25.0 82.0 98.0 100.0

Fig.: 4.16

Interpretation: From the above figure and diagram 57% employees have neutral thinking about that management is interested in motivating employees.

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Table 4.17-Fiancial incentive motivate you Cumulative Frequency Valid Highly satisfied satisfied neutral dissatisfied Total 16 65 17 2 100 Percent 16.0 65.0 17.0 2.0 100.0 Valid Percent 16.0 65.0 17.0 2.0 100.0 Percent 16.0 81.0 98.0 100.0

Fig.: 4.17

Interpretation: from the above figure and diagram 65% employees satisfied with the statement that financial incentives motivate them.

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Table 4.18-Non financial incentive motivate you Cumulative Frequency Valid Highly satisfied Satisfied Neutral Total 24 65 11 100 Percent 24.0 65.0 11.0 100.0 Valid Percent 24.0 65.0 11.0 100.0 Percent 24.0 89.0 100.0

Fig.: 4.18

Interpretation: from the above figure and diagram 65% employees satisfied with the statement that non- financial incentives motivate them.

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Table 4.19:Satisfied with the incentive provided by the organization Frequency Valid satisfied neutral dissatisfied Total 31 55 14 100 Percent 31.0 55.0 14.0 100.0 Valid Percent 31.0 55.0 14.0 100.0 Cumulative Percent 31.0 86.0 100.0

Fig.: 4.19

Interpretation: from the above figure and diagram 55% of the employees have neutral thinking about their satisfaction level with the incentive provided by the organization.

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Table 4.20-Reasonable periodical increase in salary Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 15 28 45 12 100 Percent 15.0 28.0 45.0 12.0 100.0 Valid Percent 15.0 28.0 45.0 12.0 100.0 Cumulative Percent 15.0 43.0 88.0 100.0

Fig.: 4.20

Interpretation: from the above figure and diagram 45% employees are dissatisfied with the statement that there is reasonable periodical increase in salary.

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Table 4.21-Good relationship with co-workers Frequency Valid Highly satisfied satisfied neutral dissatisfied Total 25 49 16 10 100 Percent 25.0 49.0 16.0 10.0 100.0 Valid Percent 25.0 49.0 16.0 10.0 100.0 Cumulative Percent 25.0 74.0 90.0 100.0

Fig.: 4.21

Interpretation: from the above figure and diagram 49% employees are satisfied to the statement that they have good relationship with their co-workers.

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Table 4.22-Effective performance appraisal system Cumulative Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 18 46 28 8 100 Percent 18.0 46.0 28.0 8.0 100.0 Valid Percent 18.0 46.0 28.0 8.0 100.0 Percent 18.0 64.0 92.0 100.0

Fig.: 4.22

Interpretation: from the above figure and diagram 46% of the employees have neutral thinking about the effective performance appraisal system of the organization.

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Table 4.23-Effective promotional opportunities in the organization Cumulative Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 21 56 20 3 100 Percent 21.0 56.0 20.0 3.0 100.0 Valid Percent 21.0 56.0 20.0 3.0 100.0 Percent 21.0 77.0 97.0 100.0

Fig.: 4.23

Interpretation: From the above figure and diagram 56% employees have neutral thinking about effective promotional opportunities in the organization.

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Table 4.24-Good safety measures adopted in the organization. Frequency Valid Highly satisfied satisfied neutral Total 16 70 14 100 Percent 16.0 70.0 14.0 100.0 Valid Percent 16.0 70.0 14.0 100.0 Cumulative Percent 16.0 86.0 100.0

Fig.: 4.24

Interpretation: from the above figure and diagram 70% of the employees are satisfied with the statement that good safety measures are adopted in their organization.

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Table 4.25-Performance appraisal activities are helpful to get motivated Frequency Valid Highly satisfied satisfied neutral Total 47 44 9 100 Percent 47.0 44.0 9.0 100.0 Valid Percent 47.0 44.0 9.0 100.0 Cumulative Percent 47.0 91.0 100.0

Fig.: 4.25

Interpretation: from the above figure and diagram 47% and 44% employees are highly satisfied and satisfied to the statement that performance appraisal activities are helpful to get motivated.

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Table 4.26-Support from the co-worker is helpful to get motivated Cumulative Frequency Valid Highly satisfied satisfied neutral Total 26 58 16 100 Percent 26.0 58.0 16.0 100.0 Valid Percent 26.0 58.0 16.0 100.0 Percent 26.0 84.0 100.0

Fig.: 4.26

Interpretation: from the above figure and diagram 58% employees are satisfied with the statement that support from the co-workers are helpful to get motivated.

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Table 4.27-Company recognize and acknowledge your work Cumulative Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 3 53 31 13 100 Percent 3.0 53.0 31.0 13.0 100.0 Valid Percent 3.0 53.0 31.0 13.0 100.0 Percent 3.0 56.0 87.0 100.0

Fig.: 4.27

Interpretation: from the above figure and diagram 53% of the employees have neutral thinking about the statement that company recognizes and acknowledge their work.

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Table 4.28-Incentive and other benefits influence your performance Cumulative Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 28 53 17 1 1 100 Percent 28.0 53.0 17.0 1.0 1.0 100.0 Valid Percent 28.0 53.0 17.0 1.0 1.0 100.0 Percent 28.0 81.0 98.0 99.0 100.0

Fig.: 4.28

Interpretation: from the above figure and diagram 53% employees are satisfied with the statement that incentive and other benefits influence their performance.

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Table 4.29-Freedom of decision making leads to motivation Cumulative Frequency Valid Highly satisfied satisfied neutral dissatisfied Highly dissatisfied Total 9 55 30 5 1 100 Percent 9.0 55.0 30.0 5.0 1.0 100.0 Valid Percent 9.0 55.0 30.0 5.0 1.0 100.0 Percent 9.0 64.0 94.0 99.0 100.0

Fig.4.29 Interpretation: from the above figure and diagram 55% of the employees are satisfied with the statement that freedom from decision making leads to motivation.

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Table 4.30- I think I am always motivate by my superiors Frequency Valid satisfied neutral dissatisfied Highly dissatisfied Total 17 62 20 1 100 Percent 17.0 62.0 20.0 1.0 100.0 Valid Percent 17.0 62.0 20.0 1.0 100.0 Cumulative Percent 17.0 79.0 99.0 100.0

Fig.: 4.30

Interpretation: from the above figure and diagram 62% of the employees have neutral thinking that they are always motivated by their employees.

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Table 4.31-Correlations Climate Climate Pearson Correlation Sig. (2-tailed) N Motivation Pearson Correlation Sig. (2-tailed) N 100 .221
*

Motivation .221
*

.027 100 1

.027 100 100

*. Correlation is significant at the 0.05 level (2-tailed).

Interpretation: From the above analysis it is clearly shown that there is positive relationship between Organization Climate and Motivation of Employees but it is moderately low.
Table 4.32-ANOVA Motivation Sum of Squares Between Groups Within Groups Total 2.050 1.732 3.781 df 33 66 99 Mean Square .062 .026 F 2.368 Sig. .001

Interpretation-The calculated value of F is 2.368 which greater than the tabular value of the F-test which is approx. 1.554. Thus we must reject the null hypothesis i.e. there is no effect of organizational climate on motivation of employees and accept the alternative i.e. there is an effect of organizational climate o motivation of employees.

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CHAPTER 5: CONCLUSION AND RECOMMENDATION

5.1-Summary of the findings From the above study I have gathered information that there is some relationship between organization climate and motivation of employees and managers plays an important role in motivating employees. From the companies data it is clearly shown by the findings that employees think that the role of the manager plays an important role in motivating them and also the financial and non financial benefits are also the motivating factors. Employees also get motivated if they are free to communicate or have friendly relationship with their immediate superior and also their views and suggestions taken into consideration in decision making process. The overall result of the report is that organization climate is the motivating factor for employees and managers also plays an important role.

5.2 Limitations of study However I shall try my best in collecting the relevant information for my research report, yet there are always some problems faced by the researcher. The prime difficulties which I face in collection of information are discussed below:1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. 2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level. 3. Small no. of respondents: Only 100 employees have been chosen that is 50 each from two different companies 4. Unwillingness of respondents: While collection of the data many employees were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them. 5. Incorrect responses of respondents: Respondents had answered in the questionnaire which may be socially incorrect irrespective of their actual feeling.

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5.3 Conclusion In the context of my study on the Topic of A Comprehensive study of Organizational Climate on Motivation of Employees it has been concluded that there is a relationship between organization climate and motivation of employees but in my study of two companies i.e. CICO Technologies and C.L. Gupta Exports Ltd. there is partial relationship between them, employees are not fully satisfied with their communication from their immediate superior, they dont feel that they are always motivated by their superiors, they have a feeling that company doesnt recognizes and acknowledge their work. From the study it has also been concluded that financial and non financial incentives motivates the employees, employees are not fully satisfied with the current benefits which they are getting from the company, but they are satisfied with different programmes like welfare, health and safety etc which are necessary for the healthy environment of the organization. So, at the end it has been concluded that the main reason for this partial relationship between organization climate and motivation of employees is that superiors are not giving freedom to their employees to participate in decision making process also the main reason could be the current benefits which the employees are getting from the company.

5.3 Recommendations 1. Motivation Begins with Decluttering the Workspace-The first suggestion to improve organizational climate begins with removing unnecessary clutter. Clutter steals workers' motivation because they expend all their energy just trying to find what they need to begin a task. You can't expect to make significant progress to improving the organizational climate until you declutter everyone's work area. If people's desks are overflowing with paper, consider adopting some best practices in records management so that it will be easier to see what needs to be cleaned up. 2. Institute Rewards Equity to Motivate Employees- Once you have removed the clutter as an obstacle to increasing productivity, the next step is to determine and implement policies that will motivate employees. There are many theories regarding what motivates employees, and you will find that workers respond

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differently when presented a slew of performance incentives. However, all workers will be more motivated if they believe there is rewards equity within the organization. Eliminating the appearance of favoritism and recognizing achievements that are not necessarily "high profile" will go a long way to boosting the morale of workers. 3. Prepare Workers to Embrace Change4. Create a Sense of Purpose- Organizational climate is enhanced when coworkers feel a connection or bond with their colleagues. Even if each employee has a different job within the organization, there needs to be a unifying, core purpose in what they do that is tie back to the organization as a whole. For example, scrubbing the floors, cleaning the windows, and dusting the furniture are very different jobs that require an assortment of tools. However, they are all connected to the unifying purpose of having a clean and beautiful home. Connecting the dots so employees understand and visibly see how their work is related to the broader picture will do wonders for morale 5. Provide the Right Tools for Effective Collaboration- We know that teamwork depends on the ability to effectively collaborate with one's coworkers in an environment best-suited for the exchange of information. In an ideal setting team members would be sitting around in chairs facing each other in a room without distractions and interruptions. But the reality is that we work in a world of telecommuters and multi taskers and therefore businesses should look into purchasing. You would not use Windex to scrub the floors, so don't expect your employees to collaborate without adequate tools to effectively communicate and share information in real time. 6. Develop Honest Communications to Build Trust- Make sure the organization communicates clearly and often to the employees about the true state of affairs, including the mission, goals, financial position, achievements and missteps of the organization. No one likes bad news, but trust will never flourish in an organization that refuses to air its dirty laundry. Keeping workers in the dark about the true financial health of the company only creates rumor-mongering.

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7. Promote Ethical Behavior- Even high performance teams cannot be maintained in an atmosphere of unethical behavior. So how can your organization foster trust? There are several practices that build trust at both the individual and organizational level. First, you need to put into place personnel procedures that produce the desired ethical behaviors and swiftly disciplines those who step outside these boundaries. If you don't have one, develop a workplace ethics policy to ensure that boundaries and the consequences for transgressing those boundaries are specified with clarity. If you already have a policy in place, take time during the spring to review the policy to see if it needs to be updated.

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REFERENCES Almerinda Forte. (2001). St. Johns University How Does Organizational Climate Influence the Ethical Behavior of People in an Organization, International Business And Economics Research Journal Volume 2, Number 10

Anthonia Adenike 2011 Organizational Climate as a Predictor of Employee Job Satisfaction: Evidence from Covenant University, Business Intelligence Journal

A. Neal, P.M. Hart. (2000). The impact of organizational climate on safety climate and individual behavior, Safety Science 34, 99-109

Boston. (2002). Creating a work climate that motivates staff and improves performance, The manager volume11 no.3

Bjorn Willy mo, Elen Merethe Oftedal, Erlend Bullvaag. (2006). The Influence from The Organizational Climate On Employee Innovation Behavior, Frontiers Of Entrepreneurship Research Volume 26 Issue 23 Chapter Xxiii. Corporate

Entrepreneurship Article 10.

Brown, J. David, Vanwagoner, Randall J. (1999). Organizational Climate: The overlooked Dimension of institutional Effectiveness, AIR Annual Forum Paper

Dr. S. Saraswathi. (2010). Human Resources Development Climate: An Empirical Study International Journal of Innovation, Management and Technology, Vol. 1, No. 2.

Goran Ekvall. (1996). Organizational climate for creativity and innovation, European Journal of work and organizational psychology, volume 5 (1), 105-123.

Garry A. Gelade, Mark Ivery. (2003). The Impact of Human Resource Management and Work Climate on Organizational Performance, Personnel Psychology, 56, 383-404

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Jianwei Zhang. (2010). Organizational Climate and its Effects on Organizational Variables, International Journal of Psychological Studies Vol. 2, No. 2

Jennifer Shu-Jen Lin and Shu-Cheng Lin. (2011). Moderating effect of organizational climate on the relationship of organizational support and service oriented organizational citizenship behaviors, African Journal of Business Management Vol. 5 (2), 582-595,

K. K. Jain, Fauzia Jabeen, Vinita Mishra and Naveen Gupta. (2007). Job Satisfaction as Related to Organizational Climate and Occupational Stress: A Case Study of Indian Oil, International Review of Business Research Papers Vol. 3 No.5, 193-208.

Ludwig Fritzsch. (2009). Effective HR systems: The impact of organizational climate and organizational strategy on strategic behavior, Industrial and Organizational Psychology

Liew Chai Hong and Sharan Kaur. (2008). A Relationship between Organizational Climate, Employee Personality and Intention to Leave, International Review of Business Research Papers Vol. 4 No., 1-10 Martha Kyrillidou, Charles Lowry et. al. (2006). Climate QUAL: Organizational Climate and Diversity Assessment.

Malcolm Patterson, Peter Warr and Michael West. (2004). Organizational Climate and Company Productivity: The Role of Employee Affect and Employee Level, Centre for Economic Performance Discussion Paper No 626

Mahmood Noor, Afkar Majeed Bhatti, et al. (2011). The Impact of Employees Perception of Organizational Climate on Organizational Citizenship Behavior. Mediating Role of Organizational Commitment and Moderating Impact of Social Network Ties in Pakistani Context, European Journal of Social Sciences Volume 22.

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Major J.A.J. Bernard and Captain K.J. Brown. (1999). Enhancing Leadership through Assessments of Organization Climate and Leadership, Human Resource Research and Evaluation.

Patricia W. Stone, Michael I. Harrison, Penny Feldman, Mark Linzer et. al. (2001). Organizational Climate of Staff Working Conditions and Safetyan Integrative Model

Ralph M. Roberts. (1992). University of West Florida Diana Page, University of West Florida, Through The Looking Glass, Inc: Organizational Climate Research As Experiential Pedagogy Developments In Business Simulation & Experiential Exercises, Volume 19.

Rui Sun, Naijing Wang. (2009). Empirical Research on Organizational Climate for Innovation, Extrinsic motivation and Employee Innovation in China, International Symposium on Information Engineering and Electronic Commerce

Susan D. Phillips, Brian R. Little, Laura A. Goodine. (1996). Organizational Climate and Personal Projects: Gender Differences in the Public Service, Canadian Centre For Management Development Research Paper No. 20

Tom Atkinson, Henry Frechette. (2009). Creating a Positive Organizational Climate in a Negative Economic One Improving Organizational Climate to Transform Performance.

William N. Cooke, David G. Meyer. (2000). The Effects of Workplace Climates On Employee Performance Capacities: A Knowledge-Based Perspective, Journal of Management, 27, 701-721.

Zuzana Simberovsa. (2000). Organizational Climate vs. Training System: What is More Important in Workplace Learning? Journal of Management, 19, 419-459.

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ANNEXURE 1.1 (Questionnaire-1) Name (optional) Gender Company Name Phn no. : : : :

1) Working environment of the organization affects your performance. Strongly agree Agree Neutral Disagree

Strongly disagree

2) You are satisfied with the working conditions. Highly satisfied Satisfied Neutral

Dissatisfied

Strongly dissatisfied

3) You are satisfied with the Welfare facilities provided by your organization. Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

4) You are satisfied with the Health & Safety programs provided by your Organization. Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

5) You are satisfied with the Periodical Safety programs provided by your Organization. Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

6) You are satisfied with the Safety equipments provided by your Organization. Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

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7) You are satisfied with the current working hours in your organization. Highly satisfied Satisfied Neutral Dissatisfied

Strongly dissatisfied

8) You are satisfied with the Interpersonal relationship with other workers Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

9) Your satisfaction with the relationship with Supervisors. Highly satisfied Satisfied Neutral Dissatisfied

Strongly dissatisfied

10) Your nature of relationship with immediate supervisor Strongly Agree Neutral agree Friendly Benevolent Formal Informal Strict 11) Freedom of communication with other non-technical staffs. Highly satisfied Satisfied Neutral

Disagree

Strongly disagree

Dissatisfied

Strongly dissatisfied

12) Free to express your views and suggestions in decision making process Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

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13) Your views and suggestions are given consideration in your organization. Strongly agree Agree Neutral Disagree Strongly disagree

14) You are satisfied with the current benefits provided by your organization Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

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ANNEXURE1.2 (QUESTIONNAIRE-2)

Respected madam/sir, As a part of my project I would like to gather some information from you which will help me in an in depth study of project. I would be obliged if you co-operate with me in filling the questionnaire. Since the questionnaire is being used for academic purpose, the information gathered will be strictly confidential.

Name (optional) Company Name Gender Phn no.

: : : :

Kindly fill the following: (Please put a tick mark in the appropriate box)
1. You are satisfied with the HR department of your organization Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

2. Management is really interested in motivating the employees Strongly agree Agree Neutral Disagree Strongly disagree

3. Financial incentive motivate you more Strongly agree Agree Neutral Disagree Strongly disagree

4. Non financial incentive motivate you more Strongly agree Agree Neutral Disagree Strongly disagree

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5. You are satisfied with the incentives provided by your organization Highly satisfied Satisfied Neutral Dissatisfied Strongly dissatisfied

6. Please provide the following rates. (5- Strongly agree, 4- Agree, 3-Neutral, 2-Disagree, 1-Strongly disagree) No. i ii iii iv v vi vii viii ix Factors Reasonable periodical increase in salary Job security exist in the company Good relationship with co-workers Effective performance appraisal system Effective promotional opportunities in the organization Good safety measures adopted in the organization. Performance appraisal activities are helpful to get motivated Support from the co-worker is helpful to get motivated Company recognize and acknowledge your work Rates

7. The incentives and other benefits will influence your performance Strongly agree Agree Neutral Disagree Strongly disagree

8. Freedom of decision making leads to motivation. Strongly agree Agree Neutral Disagree Strongly disagree

9. I feel that I am always motivated by my superiors Strongly agree Agree Neutral Disagree Strongly disagree