Transcript
ORGANIZATIONALCLIMATE SURVEY
Report by
Dr. Prabath KarunanayakeMBBS, MBA in HRM, PDDipPsych, PGDipOHS
Lead ConsultantPrabath Karunanayake Associates
INTRODUCTION• The objective were:
• To generate information that would enhance understanding and clarity
• To strengthen management’s opinions, where they are proven correct and to discard others proven incorrect
• To bring into focus areas which has been overlooked or missed
• To generate recommendations, that could be converted to actions to improve the operations
• The process involved the following:• Initial discussion with HR to clarify needs • Focus group discussions to develop attributes• Conducting the survey• Discussion with HR on the findings to improve context• Writing the final report
• Two focus group discussions and five individual interviews• Covered all shifts on two consecutive days• 495 employees took part, 481 questionnaires were
suitable for analysis
Focus group discussionsto develop the questionnaire
Administering the questionnaire
SECTION 1• Section one consists of the demographics• Attributes considered are:• Age• Gender• Marital status• Permanent residence• Level of education• Previous jobs• Years of service• Department• Employment category
< 20
20-29
30-39
40-49 >50Female
Male
Single
Married
Other
No %
<7 20 yrs 18 3.8
20-29 yrs 304 63.6
30-39 yrs 146 30.5
40-49 yrs 9 1.9
>50 yrs 1 0.2
Total 478 100.0
Age
No %
Female 31 6.5
Male 448 93.5
Total 479 100.0
Gender
No %
Single 265 55.3
Married 211 44.1
Other 3 0.6
Total 479 100.0
Marital status
None
1
2
3
>3
No %
Inside 296 63.4Outside - Boarding house 97 20.8Outside -Relative’s house 74 15.8
Total 467 100.0
Permanent residence
No %
< G 10 4 0.8Upto OL 138 28.9Passed OL 75 15.7Upto AL 95 19.9Passed AL 107 22.4Diploma 31 6.5Degree 16 3.4PG 11 2.3Total 477 100.0
Level of education
No %
None 172 35.8
1 137 28.5
2 88 18.3
3 29 6.0
> 3 55 11.4
Total 481 100.0
Previous jobs
< G 10
Upto OL
Passed OL
Upto AL
Passed AL
Diploma
Degree PG
Inside
Bording house
Relative’s house
< 6 months< 1 year
1-3 years
3-5 years
5-7 years
> 7 years
H&E
UWSSMotif
Dye
QA
Stores
Mainten-ance
Business Dev
Other
No %
< 6 months 30 6.3
< 1 year 32 6.7
1-3 years 166 34.7
3-5 years 77 16.1
5-7 years 59 12.3
> 7 years 114 23.8
Total 478 100.0
Years in serviceNo %
H&E 171 36.5UW 42 9.0SS 12 2.6Motif 40 8.5Dye 61 13.0QA 50 10.7Stores 23 4.9Maintenance 31 6.6Business Dev 13 2.8Other 25 5.3Total 468 100.0
DepartmentNo %
Manager / Asst. Manager 27 6.4
Executive 39 9.2
Admin 19 4.5
Supervisor / Coordinator / Team member 338 79.9
Total 423 100.0
Employment CategoryNo %
Manager / Asst. Manager 7 1.7
Executive 21 5.0
Admin 14 3.3
Supervisor / Coordinator / Team member 358 84.6
Total 400 100.0
Manager / Asst. Manager Executive
Admin
Supervisor / Coor-dinator / Team
member
Observation Implication / Interpretation Recommendation
More than 90% in 20-39 age group
Additional requirement for sports and recreation
Provide facilities for indoor sports (e.g. TT, badminton), organize sports events and
provide opportunities to have fun (e.g. get-togethers, trips)
Only 6% are female Possibility of inequality, discrimination and harassment
Constantly monitor the discrimination and harassment
policies and continue the awareness programmes
44% are married, majority of unmarried in marrying age
From the next year onwards the majority might be married
Introduce family benefits in future such as family day, books
for new school year and scholarships for children
More than 60% are within the transport limit
A high majority are utilizing the transport benefit
Improve the quality of the transport facility such as
timeliness and condition of the busses / vans
20% are in boarding housesHigh possibility for unhealthy
behaviours (e.g. drugs, alcohol, casual sex)
Conduct awareness programmes on unhealthy
behaviours
Recommendations
Observation Implication / Interpretation Recommendation
30% have not passed OL Level of comprehension of written instruction could be low
When communicating with the shop-floor, use verbal
instruction and pictorial instructions to strengthen
written messages
For 35%, this is the only workplace they have worked
They lack experience of other work environments, this could
be both advantageous and disadvantageous
Provide open, accurate and timely information about the work procedures, company
policies and practices
35% have been with us for 1-3 years
Because of the specialized nature of the business, chances for moving out are limited and they could be easily frustrated
Create a career path to them, communicate it and provide
opportunities to develop them towards the future
24% have been with us for more than 7 years
This group tends to overestimate their contribution, and gets frustrated when they
don’t get special treatment
Develop special programmes to recognize their contribution, make use of their experience
and to add-value to their careers
SECTION 2• This section covers the knowledge, acceptance and
support towards company expectations and the perceived level of success of such expectations• For the part on KNOWLEDGE, responses were
sought on a scale of (1) not aware, (2) aware, (3) aware, accepting, and (4) aware, accepting, supporting• For the part on SUCCESS, responses were sought on
a scale of (1) failure, (2) somewhat successful, (3) successful and (4) very successful
0
5
10
15
20
25
30
35
40
45
No %
Not aware 965 8.7
Aware 3801 34.4
Aware, accepting 2367 21.4Aware, accepting, supporting 3652 33.0
Not responded 278 2.5
Total 11063 100.0
Part AUnderstanding, acceptance and
support for company expectations
No %
Failure 1307 11.8Somewhat successful 2640 23.9
Successful 4471 40.4
Very successful 2209 20.0
Not responded 436 3.9
Total 11063 100.0
Part BPerceived success of company
expectations
Failure
Somewhat succe
ssful
Sucessf
ul
Very su
cessf
ul
Not resp
onded0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19 Q20 Q21 Q22 Q232.00
2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
3.50
Ave2.81
Understanding, acceptance and support for company expectations
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19 Q20 Q21 Q22 Q232.00
2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
3.50
+ 1 SD3.09
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2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
3.50
– 1 SD 2.53
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Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19 Q20 Q21 Q22 Q232.00
2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
3.50
Ave2.72
Perceived success of company expectations
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19 Q20 Q21 Q22 Q232.00
2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
3.50
+ 1 SD3.05
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2.10
2.20
2.30
2.40
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
3.30
3.40
3.50
– 1 SD 2.38
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Observation Implication / Interpretation Recommendation
Even though more than 90% are aware of company
expectations, only 33% are supporting them
The ‘what’ of company expectations have been
communicated, but the ’how’ and the ‘why’ have not
Whenever communicating a company expectations, include the ‘how’ (how the process is
done and what employees themselves have to do in the
process) and the ‘why’ (why the process is introduced, with a
special emphasis on what benefit employees get)
Compared to responses ‘aware’ and ‘aware, accept and
support’, response ‘aware and accept’ is low
If the employee can be made to accept the expectation, most of
them can be pushed into supporting without much
difficulty, i.e. the key is to get them to accept
Focus on the ‘how’ of company expectations, especially how
they can contribute to the process
The awareness, acceptance and support of departmental KPIs is
higher than company and individual KPIs
More emphasis is given to departmental KPIs, which is
neither the start nor the end of the process, which makes it out
of context
Communicate and emphasize the individual and company as
well and link those two levels of KPIs also into the incentive
process
Recommendations
Observation Implication / Interpretation Recommendation
Awareness on new order acquisition is low
When the employees are not aware of the process of new
order acquisition, they tend to blame the management for low
periods
Get employee representatives in new order acquisition
process (e.g. invite for review meetings) and display the efforts by the sales team
Awareness on routine HR processed are low
When employees are not aware of the processes they will not
support themPrepare a basic HR Manual and
distribute to the employees
Out of employees who have been with the company for
more than 5 years, about 10% have said that they are not
aware of expectations There is a certain degree of frustration among the senior
employees which has led to the situation where they just don’t
care anymore
Focus on programmes to address the frustration of these
employees, e.g. getting their participation in action
committees, giving them a say in decision making, conducting
executive development programmes
Aware, not accepting group increases with tenure37% of employees in
maintenance, many of whom are senior employees, have said
that they are not aware of expectations
Observation Implication / Interpretation Recommendation
Employees believe that some routine HR processes are not
successful
This lowers the credibility of the HR Department and support they get when carrying out
departmental functions
Have a display of the achievements of KPIs of HR
department in a common area where employees can see
There is lack of trust about the employee opinion survey
When employees do not trust the survey and its use, there will be cases of misleading
answers, malicious responses and poor written comments
Work out the action plan promptly and display in
prominently for all employees to see and have regular
(daily/weekly/monthly) updates about the progress (like the
DailyMirror website monitoring 100-day programme!)
SECTION 3• This section covers the importance management
practices and the benefits/welfare provided for employees and their perceived level of satisfaction about them• For the part on IMPORTANCE, responses were sought
on a scale of (1) Not important, (2) Slightly important, (3) Important and (4) Very important• For the part on SATISFACTION, responses were
sought on a scale of (1) Very dissatisfied, (2) Dissatisfied, (3) Satisfied and (4) Very satisfied • The items are divided into seven groups – job
characteristics, financial benefits, promotions, management policies, management practices, physical needs and psychosocial needs
No %
Not important 3500 15.5
Slightly important 4898 21.7
Important 8730 38.6
Very important 4116 18.2
Not responded 1363 6.0
Total 22607 100.0
Part AImportance of company practices,
benefits and welfare
No %
Very dissatisfied 3643 16.1
Dissatisfied 5186 22.9
Satisfied 8997 39.8
Very satisfied 3425 15.2
Not responded 1356 6.0
Total 22607 100.0
Part BSatisfaction with company practices,
benefits and welfare
Not importa
nt
slightly
importa
nt
Importa
nt
Very im
portant
Not resp
onded0
5
10
15
20
25
30
35
40
Very diss
atisfied
Dissatisfi
ed
Satisfied
Very sa
tisfied
Not resp
onded0
5
10
15
20
25
30
35
40
Q32Q33
Q34Q35
Q36Q37
Q38Q39
Q40Q41
Q42Q43
Q44Q45
Q46Q47
Q48Q49
Q50Q51
Q52Q53
Q54Q55
Q56Q57
Q58Q59
Q60Q61
Q62Q63
Q64Q65
Q66Q67
Q68Q69
Q70Q71
Q72Q73
Q74Q75
Q76Q77
Q783.00
3.10
3.20
3.30
3.40
3.50
3.60
3.70
3.80
Ave3.52
Importance of the management practices and benefits/welfare provided
Q32Q33
Q34Q35
Q36Q37
Q38Q39
Q40Q41
Q42Q43
Q44Q45
Q46Q47
Q48Q49
Q50Q51
Q52Q53
Q54Q55
Q56Q57
Q58Q59
Q60Q61
Q62Q63
Q64Q65
Q66Q67
Q68Q69
Q70Q71
Q72Q73
Q74Q75
Q76Q77
Q782.00
2.20
2.40
2.60
2.80
3.00
3.20
3.40
Satisfaction with the management practices and benefits/welfare provided
Ave2.58
Distribution of responses according tolevel of importance and satisfaction
0.00 1.00 2.00 3.00 4.000.00
1.00
2.00
3.00
4.00
Level of importance
Leve
l of s
atisf
actio
n
3.00 3.40 3.802.00
2.60
3.20
Level of importance
Leve
l of s
atisf
actio
n
3.00 3.40 3.802.00
2.60
3.20
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Level of importance
Leve
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atisf
actio
n
3.00 3.40 3.802.00
2.60
3.20
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/lshdfõ Wiiaùï i`oyd wjia:dj
‘xxx’ iuQyh ;=< Wi-iaùï i`oyd wjia:dj
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Level of importance
Leve
l of s
atisf
actio
n
• Some important changes in management practices highlighted by employees include:• Create bond between management and employees• Improve the chance to know about attendance and
leave status• Bring in new machinery to make work easier• Provide training opportunities for all employees to
prepare them for promotions• Salary not reduced when taking entitled leave /
favouritism by HOD when approving leave• Promotions / job opportunities within ‘xxx’• Treat all employees the same way / do not distinguish
between old and new employee
Additional comments
• Interest free loan facilities / reimburse MBA cost• Direct employees to do what they can do• Allocate only suitable employees as machine operators• Not to have additional events on weekends
• Some of the benefits/welfare requested by many employees include:• Annual trip / family trip / family day• Increase medical allowance / attendance allowance• Give night allowance / allowance for dye house
employees• Provide transport to areas where it is not provided /
increase the distance / doorstep transport• Increase insurance benefits• Annual medial check-up for all employees• Give biscuits for evening tea• Gymnasium • Good quality uniform / buy additional uniforms is
needed
• 24/7 canteen facility• Dusty condition in H/E section• Flexi working hours• Refrigerator with food / soft drinks
Observation Implication / Interpretation Recommendation
Support from fellow employees and having fellow employees who get along well is seen as
very important
More emphasis have to be given to promoting team spirit rather than to managing the
team
Invest on activities promoting team spirit such as quality circles, even if they are not
being productive in terms of actions and solutions
The basic needs such as transport, safety and physical
environment are seen as important
Since these facilities are not difficult to provide, tend to get overlooked, but have a bigger
impact, need to pay more attention to them
Aim at making the basic physical requirements the best you can offer, the money spent
on them will pay off!
Doing diverse tasks (job rotation and multiskilling) is not
seen as important
Employees might have a negative perception on job rotation, even though it is
promoted by the management as a benefit for both parties
Introduce awareness programme to highlight the benefits of job rotation and
multi-tasking; Be selective when implementing same
Family events and support for personal problems are not seen
as important
Employees are not aware of such services and the value it can add to the employees and
their families
Since both these are programmes that should and have to be carried out, have some pilot programmes to
educate employees on benefits
Recommendations
Observation Implication / Interpretation Recommendation
Having a social recognition as a ‘xxx’ member is not seen as
important
Trying to brand them as ‘xxx’ employees may not be met with
enthusiasm, as opposed to being a ‘xxx’ employee
Have ‘xxx’ branding also in T-shirts and other material
Obviously, all the finance related benefits are seen as important, but the level of
satisfaction about them is low
Since this is seen as the fundamental gain from
employment, if they are not satisfied (which would also be
difficult to achieve), frustrations will be created
Review the financial benefits to explore every possible avenue of improving the condition, at
least up to the level of the reference points
Highly dissatisfied with the chance to get information about
job opportunities within the cluster and group
This creates a sense of suppression, and turnover can be seen as a positive thing is
certain circumstances
Open the channels for the employees to get such
information
Highly dissatisfied with not having opportunities to have
fun, especially the trip
The justifications for not having the trip is not accepted by
employees and it certainly is a need considering the gender
and age of the workforce
Form a committee with some employee representatives and discuss the ground rules, get a
commitment from them to abide by those rules and let
them take responsibility
Observation Implication / Interpretation Recommendation
There is a clear increase in dissatisfaction and decrease in
satisfaction with advancing tenure with the company
There is a breach of the psychological contract between
employer and employee
Work diligently to meet the expressed and implied
expectations of the employees, have more frequent dialogue
with employees and implement counter measures for senior
employees as mentioned earlier
There are problems with job satisfaction in UW, QA and maintenance departments
There might be specific issues with managers, supervisors or
employees in those departments
Give priority to these departments when
implementing solutions
Close to 15% of Manager/Asst. Manager/Executive groups are
very dissatisfied
This is a critical issues because this is the group who should be
motivating the others, if they are dissatisfied they wont
bother to do that
Develop and implement specific programmes to address the needs of the Manager/Asst.
Manager group, e.g. education loans, flexi time, fast-track
promotions There is a small positive slope in
the tend line between importance and satisfaction
Doing some things right, but not enough is being done
Focus on providing things that are important for employees as
a priority
SECTION 4• This part covers company culture, values and
practices. • Presented with statements on culture, values and
practices to indicate their agreement. • Responses were sought on a scale of (1) Strongly
disagree, (2) Disagree, (3) Slightly disagree, (4) Slightly agree, (5) Agree and (6) Strongly agree. • The items are divided into five groups – leadership
and management, HR Department, HR functions, general work environment and JCC.
No %
Strongly disagree 1611 9.1
Disagree 2209 12.4
Slightly disagree 1207 6.8
Slightly agree 3856 21.7
Agree 6519 36.6
Strongly agree 1672 9.4
Not responded 723 4.1
Total 17074 100.0 Strongly
disagree
Disagree
Slightly
disagree
Slightly
agreeAgree
Strongly
agree
Not resp
onded0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
Opinion about organizational values, culture and practices
Q79Q80
Q81Q82
Q83Q84
Q85Q86
Q87Q88
Q89Q90
Q91Q92
Q93Q94
Q95Q96
Q97Q98
Q99Q100
Q101Q102
Q103Q104
Q105Q106
Q107Q108
Q109Q110
Q111Q112
Q113Q114
Q1152.50
3.00
3.50
4.00
4.50
5.00
5.50
Ave3.99
Opinion about organizational values, culture and practices
Observation Implication / Interpretation Recommendation
In terms of leadership and management, the responses are poor for respecting employees
and keeping promises
Both respect and keeping promises are key elements of
trust, which in tern is the cornerstone in creating a great
workplace
Managers need to be educated on this fact and constantly
reminded about its importance
Two out of three items on HR Department has received very
low scoresHR Department has a poor
image among the employees
HR will have to pull up their socks! Especially maintaining a
good relationship with employees and promptly attending to grievances
Out of 8 HR functions tested, only one (i.e. preparing for
promotions) has been received low scores
Employees generally accept HR functions to be efficient and
effective, except for preparing employees for promotions
Develop a robust system for employee development, career
management and succession planning
All 3 items on JCC has received very low scores
Employees do not trust JCC, do not believe that JCC
representatives are helpful and do not believe that JCC helps to improve relationship between management and employees
Assess the whole mechanism of JCC with the intention making it
a more practical and result oriented process and provide HR with more assistance to
meet employee needs
Recommendations
Observation Implication / Interpretation Recommendation
Percentage of ‘disagree’ responses increase and ‘agree’
responses decrease with tenure
Since most of the items tested in the section do not
discriminate according to tenure, what is indicated here is
an increasing level of dissatisfaction over time
As mentioned above, solid solutions shall be provided to
address the issue of frustration and dissatisfaction of senior
staff
Percentage of ‘disagree’ responses are higher and
‘agree’ responses lower in UW, QA and maintenance
departments
There are problems with the leadership of those
departments and also more frustration and dissatisfaction
When planning action to address the issue, give priority
to these departments
20% of Manager/Asst. Manager/Executive groups have given low scores for the items in
this section
If the Managers/Asst. Managers, who need to provide leadership to creating a positive work culture, do not believe in such initiatives, it will be very
difficult to get other employees on board
Have more frequent discussions with the Managers/Asst.
Managers to emphasize the need for their leadership to improve work culture with
some training on accountability and responsibility
SECTION 5• This part covers employee commitment and
attitude towards the company• Presented with statements on commitment and
attitude towards the company to indicate their agreement. • Responses were sought on a scale of (1) Strongly
disagree, (2) Disagree, (3) Slightly disagree, (4) Slightly agree, (5) Agree and (6) Strongly agree. • The sub-sections include• Continuance commitment (fear of loss)• Normative commitment (sense of obligation)• Affective commitment (affection for the job)• Attitude towards the company
No %
Strongly disagree 884 8.8
Disagree 1805 17.9
Slightly disagree 605 6.0
Slightly agree 1826 18.1
Agree 3400 33.7
Strongly agree 988 9.8
Not responded 593 5.9
Total 10101 100.0
Organizational commitment and attitude
Strongly
disagree
Disagree
Slightly
disagree
Slightly
agreeAgree
Strongly
agree
Not resp
onded0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
Q116 Q119 Q122 Q124 Q129 Q132 CC Q117 Q120 Q126 Q128 Q130 Q133 NC Q118 Q121 Q123 Q125 Q127 Q131 AC Q134 Q1353.00
3.20
3.40
3.60
3.80
4.00
4.20
4.40
4.60
4.80
5.00
Continuance commitment Normative commitment Affective commitment Outcomes
Ave3.94
CONCLUSION• There is increasing levels of frustration and
dissatisfaction with increasing tenure with the company which needs to be addressed• Compared to the previous survey, the attitude has
worsened due to several reasons (e.g. cancellation of the trip) which needs to be corrected• The trust employees have on the HR services and
the JCC is low, which warrant remedial action• Even though the leadership and management style
is accepted overall, there are some issues (favouritism, interaction with employees, keeping the promises etc.) that needs to be addressed
Q & A
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