A PROJECT REPORT ON HUMAN RESOURCE CLIMATE. OF AARTI INDUSTRIES LTD. AS PARTIAL FULFILLMENT OF MBA. YEAR 2012 INTERNAL GUIDE. EXTERNAL GUIDE. MR. MAULESH RATHOD. Mr.KIRIT SHASHTRI. SUBMITTED BY. KAUSAR MANSURI. MBA 2 nd SEM. ROFEL INSTITUTE OF MANAGEMENT STUDIES. [AFFILIATED TO GTU (GUJARAT TECHNOLOGICAL UNIVERSITY)] 1
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A
PROJECT REPORT
ON
HUMAN RESOURCE CLIMATE.
OF
AARTI INDUSTRIES LTD.
AS PARTIAL FULFILLMENT OF MBA.
YEAR 2012
INTERNAL GUIDE. EXTERNAL GUIDE.
MR. MAULESH RATHOD. Mr.KIRIT SHASHTRI.
SUBMITTED BY.
KAUSAR MANSURI.
MBA 2nd SEM.
ROFEL INSTITUTE OF MANAGEMENT STUDIES.
[AFFILIATED TO GTU (GUJARAT TECHNOLOGICAL UNIVERSITY)]
1
DECLARATION
We Ms. KAUSAR MANSURI student of MBA sem.2nd ,Year 2011-12 of GIDC RAJJU
SHROFF ROFEL INSTITUTE OF MANAGEMENT STUDIES ,VAPI, affiliated to Gujarat
Technological University, Ahmadabad hereby declare that the report for comprehensive Project
entitled “HUMAN RESOURCE CLIMATE” is a result of our work and sincere efforts.
I also declare that all the information collected from various secondary sources has been duly
acknowledged in this Project report.
Student signature
_____________
2
CERTIFICATECertified that this comprehensive Project Report Titled” HUMAN RESOURCE CLIMATE “ Is
the bona fide work of Ms.KAUSAR MANSURI( 117160592049) who carried out the research
under my supervision. I also certify further, that to the best of my knowledge the work reported
here in does not from part of any other project Report or dissertation on the basis of which a
degree or award was conferred on an earlier occasion on this or any other candidate.
Place:
Date : (LECT. MAULESH RATHOD)
Director
(Dr. PANKAJ PATEL)
3
4
5
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PREFACE
“The smallest seed of faith is better than the largest fruit of happiness”
Henry David.
Human Resource Development is a frame work for the improvement of human capital in an
organization. Human resource development is a combination of Training and Education that
ensures the continual improvement and growth of both the individual and the organization.
Human Resource Development is not defined object, but a series of organized processes, “with
a specific learning objective.”
Human Resource Development is the structure that allows for individual development,
potentially satisfying the organization’s goals. The development of the individual will benefit
both the individual and the organization.
The term climate is used to designate the quality of the internal environment which conditions
in turn the quality of cooperation, the development of the individual, the extent of member’s
dedication or commitment to organizational purpose becomes translated into results. Climate is
the atmosphere in which individuals help, judge, and reward, constrain and find out about each
others.
HRD climate contributes to the organizations overall health and self-renewing capabilities
which in turn increase the enabling capabilities of individual, dyads, team and the entire
organization. It is the human environment within organization’s employees performs their job.
It may refer to the environment within department, a major company unit such as a branch,
plant or an entire organization.
7
ACKNOWLEDGEMENT.
“As we express our gratitude, we must never forget that the highest appreciation is not to
utter words, but to live by them.”
-John Kennedy
Completion of any task small or big isn’t feasible without the support and wishes of many
people, who are of important in one’s life. Throughout the completion of this study, there are
many people who have guided, helped, supported and have also encouraged to give my best to
the study. I would like to express my in depth gratitude towards them.
First I would like to express my salutation to God, My parents, My Brother & My Sisters for
giving me the strength, confidence and moral boost to successful complete my entire project.
And also I would like to acknowledge the continuous encouragement and help extended to me
by Mr. Maulesh Rathod, for the guidance & support in preparing the project.
I am very much thankful to entire team of AARTI INDUS. LTD. Especially I like to thanks
Mr. Kirit Shashtri (H.R.Manager), I am equally grateful to all the Staff members of AARTI
INDUS LTD., they have also provided admirable support for completion of this training
programmed.
I express my deep sense of gratitude to Dr. Pankaj Patel-Director GRIMS, Vapi for his
admirable support & sheer commitment in boosting my morals.
THANKS
8
INDEX
SR NO. PARTICULARS PAGE
NO.
1. PREFACE 6.
2. ACKNOWLEDGEMENT 7.
3. LIST OF TABLES 9.
4. INTRODUCTION OF COMPANY 12.
5. CORPORATE INFORMATION 15.
6. PRODUCTION DEPARTMENT 26.
7. FINANCE DEPARTMENT 30.
8. MARKETING DEPARTMENT 32.
9. QUALITY ASSURANCE & QUALITY CONTROL DEPARTMENT 35.
10. RESEARCH & DEVELOPMENT DEPARTMENT 38.
11. HUMAN RESOURCE DEPARTMENT 40.
12. INTRODUCTION OF RESEARCH TOPIC 57.
13. RESEARCH METHODOLOGY 67.
14. REVIEW OF LITERATURE 72.
15. DATA ANALYSIS & INTERPRETATION 76.
16. FINDINGS,CONCLUSION & SUGGESTION 122.
17. ANNEXURE 125.
18. APPENDIX 131.
9
LIST OF TABLES
TABLE
NO
TITLE PAGE NO.
01 Table Showing sex-wise distribution of the respondents.77
02 Table Showing age wised distribution of the respondents.78
03 Table Showing educational wised distribution of the respondents.79
04 Table Showing Department wise distribution of the respondents.80
05 Table Showing Department wised distribution of employees. 81
06 Table Showing of the respondents according to working experience in Aarti industries Ltd. 82
07 Table Showing perception of respondents regarding top management ways to make sure that employees enjoy their work. 83
08 Table Showing perceptions of the respondents regarding employees are invited for participation in decision making by top management. 84
09 Table Showing the perception of the respondents regarding employees are very flexible and discuss their personal problems with their supervisor.
85
10 Table Showing the perception of the respondents regarding there is tactfulness, smartness and even a little manipulation in employees to get things done.
86
11 Table showing the perception of the respondents regarding employees take points to find out their supervising officer and colleagues. 87
12 Table showing the opinion of the respondents regarding team spirit is of high order in the organization. 88
13 Table showing perception of the respondents about Manager’s belief that employee’s behavior can be changed and can be developed at any stage of their life.
89
14 Table showing perception of the respondents regarding the psychological climate helps employee in developing themselves by acquiring new knowledge & skills.
90
15 Table showing perception of the respondents regarding Supervisor treats their subordinates with understanding and help them when they make any mistake.
91
16 Table showing perception of the respondents regarding the mission of organization makes me feel that I am Important. 92
17 Table showing perceptions of the respondents regarding employees in this organization are helpful to each to other. 93
18Table showing perception of the respondents regarding management is flexible and understand the importance of balancing professional life & personal life. 94
10
19 Table showing perceptions of the respondents regarding employees in this organization trust each other. 95
20 Table showing perception of the respondents regarding employee offer moral support and help to other employees & colleagues in crisis 96
21 Table showing perception of the respondents regarding management use to consider both positive and negative aspects before taking action. 97
22 Table showing perception of the respondents regarding leaders follow-up on employees suggestion. 98
23 Table showing perception of the respondents regarding the management ensures employee’s welfare so that the employees can save their mental energy for work.
99
24 Table showing perception of the respondents regarding the mechanism which are there to reward any good work made by employees. 100
25 Table showing perception of the respondents regarding performance appraisal reports is filled- in based on objective assessment and not on favoritism.
101
26 Table showing perception of the respondents regarding promotion is based on the suitability of the promote rather than on favoritism. 102
27 Table showing perception of the respondents regarding performance appraisal helps them in identifying the strength and weaknesses. 103
28 Table showing perception of the respondents regarding senior officers take active interest in their juniors and help them to learn their job. 104
29 Table showing perception of the respondents regarding delegation of authority to encourage junior to develop handling higher responsibilities 105
30 Table showing perception of the respondents regarding this company makes continuous improvement in all areas. 106
31 Table showing perception of the respondents regarding job rotation facilitates development of employee in organization. 107
32 Table showing perception of the respondents regarding when employees are sponsored for training, they take it seriously and try to learn from the programs they attend.
108
33 Table showing perception of the respondents regarding employees returning from training programmes are given opportunities to try what they have learnt.
109
34 Table showing perception of the respondents regarding development of subordinates is seen as an important part of their job by the managers. 110
35 Table showing perception of the respondents regarding the top management is willing to invest a considerable part of their time and other resource to ensure the development of employees.
111
36 Table showing perception of the respondents regarding the organization future plans are made known to the managerial staff & help them develop their junior and prepare them for future.
112
37 Table showing perception of the respondents regarding career opportunities are pointed out to junior by senior officer in the organization.
113
38 Table showing perception of the respondents regarding employees make attempts to change behavior on the basis feedback received. 114
39 Table showing perception of the respondents regarding the employee in the organization does not have any fixed mental impression about each 115
11
other. 40 Table showing perception of the respondents regarding employees are
encouraged to experiment with new methods and try out creative ideas. 116
41 Table showing perceptions of the respondents regarding employees are not afraid to express or discuss their feelings to the supervisor. 117
42 Table showing perception of the respondents regarding employees are encouraged to take initiative and do things on their own without to wait to interactions from supervisor.
118
43 Table showing perception of the respondents regarding telling polite lie is preferable than telling the unpleasant truth. 119
44 Table showing perception of the respondents regarding you have free interaction amongst other employees, each respecting others feelings, competence and sense of judgment
120
45 Table showing perception of the respondents regarding people discus problems openly and try to solve it rather than keep accusing each other behind the back.
121
12
13
INTRODUCTIONAarti has started its operations in the year 1975 in the name of
alchemies labs in a small of way with a single product namely
Dimentyl sulphate.
Today Aarti is one of the leading suppliers to global manufacturers of Dyes, Pigments,
Agrochemicals, Pharmaceuticals & rubber chemicals. Aarti has acquired world-class expertise
in the development & manufacture of these chemicals. Aarti is amongst the largest producers
of Benzene based basic and intermediate chemicals in India. It has corporate office in Mumbai
& representatives in U.S.A & Europe.
Aarti has 16 manufacturing units spread across Gujarat & Maharashtra and a strong
Research & Development with sophisticated instruments & pool of scientists.
Aarti has strong Research & Development center with sophisticated instruments & pool
of scientists.
Aarti has customers spread across the globe in 60 countries with major presence in
USA, Europe, Japan & India.
AARTI has attained a group turnover of US $ 515 million in the year April 2009 –
March 2010.
AARTI group is strategically placed to exploit growth opportunities in the Chemical
Industry. In view of its technical expertise and broad base satisfied clientele in India and
abroad, AARTI is looking for global partners and strategic alliances in areas of mutual
interest viz.
Development of International markets for AARTI's products.
Toll manufacturing.
Transfer of Technology / Technical know-how.
14
AARTI INDUSTRIES LIMITED (AIL) & AARTI DRUGS LIMITED (ADL) are listed on
Stock Exchanges. AARTI has a Subsidiary AARTI HEALTHCARE LIMITED (AHCL),
which is engaged in manufacturing of Active pharma ingredients ranging from Ace Inhibitors,
Bronchodilators to Steroids.
HISTORY OF AARTI INDUSTRIES LTD.
Aarti industries ltd (AIL) was established in 1984 as a small venture by a group of technocrats.
It is a public limited company. The promoter was Mr. Chandrakant over the last more than 20
years it has evolved to it presents status crossing several milestones. In the initial stage the
company was producing DMS products. In 1992, they expanded their company and started
producing pharmacy products. During this evolution period the AARTI Industries LTD had set
up a member of expansion and diversification project funded by a public issue in 1992,
institutional assistance and from when the company had started in 1984 and now the period of
2006 it had undergone the vast changes many new machines had been recently built,
innovation and expansion is done to create the demand and maintain the quality. So we can see
that this company is at stage where it can find many company lagging behind.
15
CORPORATE INFORMATION
NAME OF THE COMPANY : AARTI INDUSTRIES LIMITED.
16
TYPE OF COMPANY: Public Limited
ESTABLISHEDYEAR : 1984
SIZE OF COMPANY : Large Scale
PLANTS: 1.Plot no.801,801/23
802,803/1-2-3, GIDC,
Phase 3,VAPI-396195
2.Plot no. 902, GIDC ESTATE
Phase 2, VAPI-396195
DIST: VALSAD, GUJARAT
3. Plot No. 752-753-754
SARIGAM, TA: UMARGOAN
DIST: VALSAD, GUJARAT
4. Plot No. 758/1,758/2,
GIDC ESTATE JHAGADIA
DI: BHARUCH,GUJARAT
5. Plot No K-18,MIDC
TARAPUR,
DI: THANE,MAHARASHTRA
6. Plot no. E-50, MIDC
TARAPUR
DI: THANE
REGISTERED OFFICE: CITI BANK N.A
Plot no. 801,801/23
GIDC ESTATE, PHASE-3
17
VAPI-396195,VALSAD.
CORPORATE OFFICE: Dog Kosher,
2nd floor, L.B.S Marg,
Mulund-Goregoan Link Road,
Mulund (w), Mumbai-400 080
BOARD OF DIRECTORS: Chandrakant. V. Gogri (chairman)
Rajendra.V.Gogri (vice chairman & Managing
Director).
Shantilal .T. Shah (vice chairman)
INDEPENDENT DIRECTORS: Ramdas .M.Gandhi
Laxmichand .k. Jain
Vijay .H. Patil
Haresh .k.Chheda
WHOLE TIME DIRECTORS: Parimal .H. Desai
Manoj .M. Chheda
Rashesh Chheda
Hetal Gogri Gala
Kirit .R.Mehta
COMPANY SECRETARY : Mona Patel
AUDITORS: M/S Parikh Joshi & Kothare
18
49/2341,M.H.B.COLONY
Gandhi Nagar, Bandra (EAST)
Mumbai-400051
REGISTRAR & TRANSFER AGENT Sharepro Services (INDIA) PVT.LTD.
Satam Estate, 3rd floor, Above bank of Baroda, Cardinal Gracious road, Chakala, Andheri (E), Mumbai-400099 Phone no: 677300351/352/353
I. Registered
office:
Plotno.801,801/23
802,803/1-2-3,GIDC,
Phase3,VAPI-396195
DIST: VALSAD, GUJARAT
II. Corporate office: Udyog Kshetra,
2nd floor, L.B.S Marg,
Mulund-Goregoan Link Road,
Mulund (w), Mumbai-400 080
BANKERS: Bank of Baroda
Union Bank of India
State Bank of India
ANB Amora Bank
Standard Chartered Bank
HDFC Bank Ltd.
Export- Import Bank of India
IDBI Bank N.A.
UTI/AXIS Bank Ltd.
19
Mr. Chandrakant Gogri – Chairman
A Chemical Engineer from UDCT, is the founder of Aarti group
starting from a small unit to path breaking enterprise. A pioneering
entrepreneur, has varied experience and expertise covering Projects,
Operations, Process Development and Marketing.
Mr. Rajendra Gogri – Vice Chairman &
Managing Director
A Brilliant Chemical Engineer from UDCT, Mumbai, has also
completed his Masters in Chemical Engineering from IOWA
University of USA. He has many years of expertise in the areas of
Operations, Marketing & Financial Management.
Mr. Shantilal Shah – Vice Chairman
He is the founder, director of the Aarti Group. Heads the banking and
financial operations of Aarti Group.
Mr. Parimal Desai – Director
Chemical Engineering graduate from UDCT, Mumbai, is a Chemical
Engineer to the core. Our founder director, he has been in-charge of
Technical and Research & Development. He has more than 30 years of
experience in Chemical and Pharma field.
20
Mr. Manoj Chheda - Director
Graduate in Commerce from Mumbai University. He has Over 20
years of experience in local and International Marketing. Currently
takes care of International Marketing.
Mr. Rashesh Gogri - Director
A graduate in Production Engineering from Mumbai. He is head of
Commercial and Marketing Functions with the special focus on
Pharma products.
Ms. Hetal Gala Gogri – Director
An Engineer in Electronics and has done MDP from IIM –
Ahmedabad. She has varied experience in Operations, Purchase &
Marketing. Currently she heads purchase and Supply Chain
Management.
Mr. Kirit Mehta - Director
A graduate in commerce. Has more than 30 years of experience in
Chemical Industry.
21
MANAGEMENT OF AARTI INDUSTRIES LTD.
22
MANAGEMENT OF AARTI INDUSTRIES LTD.
TOP LEVEL BOTTOM LEVELMIDDLE LEVEL
GM ASST GM
DEPUTY GM
SENIOR MANGER
MANAGER
ASSISTANT
OPERATORS
TECHNICIANS
SUPERVISORS
HELPERS
SENIOR DEP. MGR
ASST. DEP. MGR
SENIOR ENGINEER
JUNIOR ENGINEER
SENIOR ENGINEER OFFICER
JUNIOR EXECUTIVE.
SENIOR EXECUTIVE
Mission & Vision statement.
Vision
To retain leadership in domestic market.
To attain significant presence in global market.
To become supplier of choice to leading customers.
To be always committed to the employees, shareholders and the society at large.
Mission
To constantly strive to set up and maintain global size plant facilities.
To become customer-driven company by providing customized solutions and service to
meet changing customer requirements.
To maintain consistent quality and timely delivery at competitive prices.
To use best cost effective manufacturing methods supported by proven, eco-friendly
and safe technologies.
Commitment to growth by Research & new product development & progressive
increase in Exports.
Continuous focus on people to encourage and nurture winning organizational culture.
To meet the challenges of competition by dynamic management drive.
To set up facilities with USFDA and other overseas approvals.
23
GOAL.
AARTI group is strategically placed to exploit growth opportunities in the chemical industry.
In the view of its technical and broad base satisfied clientele in India and abroad. AARTI is
looking for global partners and strategic alliances in areas of mutual interest viz.
Development of international markets for AARTI’S products.
Toll manufacturing.
Transfer of technology/ technical know-how.
SWOT ANALYSIS.
Strengths
Promoters first generation technocrats with proven track record
Global size plants & most cost efficient manufacturing process
World class Research & Development unit with sophisticated instruments. Recognized
by dept of DSIR.
Ranked amongst the top 5 global manufacturers for our key products
Highly integrated plants / processes.
24
Diversified customer base with over 150 export customers and 500 domestic customers
Multi product and multi manufacturing locations, ideally placed to serve global
customers
Strong & cost effective logistic system.
ISO 9002 certified and GMP approved.
It had strong technical base with the core whole time director being technocrats with
sound entrepreneur skills.
The company being a multi location, multi product entity has manufacturing abilities
for a large number of products which enables them to change of product mix as per
market demands.
In house research and development centers recognized by the department of scientific
and industrial research continuous research for new products process improvements,
energy consumption reduction.
The company has a large customer both local and international. The company has
strived to serve them with loyalty since inception. It is the support of these customers as
well as that its supplier that has enabled the company to sustain growth.
The company has always given priority to environment, health and safety. It had
technologically upgraded efficient treatment facilities at all its units.
WEAKNESS
Housekeeping is not up to the mark.
Centralized decision making which many a times hinders the functioning of different departments.
OPPURTUNTIES
The company is stream lining its new units at Vapi and Tarapur for custom synthesis
and USDFA approved pharmaceutical manufacturing.
The company is also working out marketing tie-ups with multinational for its existing
and new range product.
25
The company has a large customer base comprising multinational and global majors.
This fact coupled with the in house, competent R&D team gives opportunities to
increase volume in existing products and to introduce new products.
THREATS:-
The company’s threats perception is the shifting of some its end usage products to
China. Accordingly the company is making continuous efforts to increase its presence
in China.
The company’s ability to change its product mix quickly, its vast range of products
numbering about 75% and its foray into specialty chemical and pharmaceuticals also
makes the company confident of countering this threat effectively.
26
27
PRODUCTION DEPARTMENT
Objectives:-
To ensure economic utilization of available floor space.
To ensure efficient control over the various processes of production
To minimize cost of production
To maximize convenience and safety of the workers
To maximize handling and transportation of material.
Raw Material:-
The company manufacture is products from the basic raw material- benzene and sulphric. The
other major raw material is chlorine, nitric acid, ammonia, caustic soda and methanol. All these
raw material are available freely in sufficient quantity in the local and international markets.
The major suppliers of this raw material are:
Reliance industries Ltd
Bharat petroleum corporation Ltd.
National organic Chemical Industries Ltd.
Grasim Industries
Deepak Nitrate Ltd
Transport Ltd Dubai
Helm Chemicals Germany
Universal Chemical Bahrain.
Product of the AIL:-
28
Para Nitro Chloral Benzene (PNCB)
Ortho Nitro Chloral Benzene (ONCB)
2:4 Dinitro Chlora Benzene (DNCB)
Para Dichlora Benzene (PDCB)
Ortho Dichlora Benzene (ODCB)
Nitro Benzene
Alkylated Anilines & Toluidness
Chlora Phenols
Fluoro Compounds
Agrochemicals
Other Major Products
Bulk Drug Intermediates/specialty Chemicals
Bulk Pharmaceuticals
Bulk Drugs under R& D
Dyes
29
There are the above chemical products which are exported by the AIL to the different countries
these countries are as follows:
1. United State Of America
2. Germany
3. Italy
4. Belgium
5. Japan
6. United kingdom
7. Spain
8. Switzerland
9. Korea
Product Uses
Manufacturing of fertilizer, heavy chemical, coal , tar product, dyes, plastic, paints and
pigment.
Explosive , textile, inorganic fertilizer like super phosphate , sulphates, etc.
In metal processing use for pickling of steel, in purification of petroleum product
Pharmaceuticals, making of alcohols, detergent, insecticides and herbicides.
In food industry in manufacturing of starch syrups and other products.
In transfer of lead accumulators or batteries are used.
Raw water:
This utility is used mainly for the purpose of being made into steam. This largest supplier of
this is the Gujarat Board.
30
FINANCE DEPARTMENT
Finance plays a major role in determining the position of a company. A person not trained in
finance management of a company has face N numbers of problems which may affect the day
31
to day functioning of his company. A person not knowledge of finance may not be able to the
exact suitable return on his investment, account and finance walk parallel but as compare to
account finance is a waste subject
Financial Functions:-
Find the cheapest source of finance
Effective utilization of money
‘Capital is raised through issue of shares, debentures, interoperate deposits,
financial,institutions, commercial papers, etc.
Negotiations with suppliers.
Responsibility of Finance Manager:
1) He keeps all the data related to finance and sees that the funds organization is utilized in
the most efficient manner.
2) He is the most important person in the shaping the future of the company and has a vital
role in decisions of the allocation of capital.
3) Now a day’s finance manager solves important management problem and his role is
becoming pervasive and significant.
32
MARKETING DEPARTMENT
What is marketing?
“It is social and managerial process by which individual and group obtain what they need and
want through creating, offering and exchanging products of value each other”.
The same in the case of AILS. The AIL tries its best to satisfy their customers by providing
with the best quality products. AIL considers quality of its products as the company’s strength.
33
The AIL by giving the proper amount of pricing of its products is able to cater a good amount
of customers for the company.
1. 50% of the manufacturing of AIL’s products is exported to the foreign countries.
2. 30% of the AIL’s products is used by the sister concern of the AIL.
3. 20% of the manufacturing of AIL is being sent to the Indian market.
The competitor of Aarti Industries Ltd.
Alankar Industries
Anami Organics
Apurva Chemical
Chirag Organics Pvt Ltd.
Kamala Intermediaries
Nascent Chemical Ind. Ltd.
Micro Fine.
Shanti Intermediaries Pvt. Ltd.
Vapi Acid & chemicals
Vapi organic Chemical Pvt. Ltd
Panoli Intermediate
Deepak Fertilizer Ltd.
Industrial Solvent and chemical Ltd.
Marketing Objectives of AIL
To make awareness of their product
To become the leader of the manufacturing products
To earn profit
To have maximum sales of their product with maximum customers
Enhancing economic growth.
Strengthening social responsibility
Intensifying environmental commitment
Ensuring a better tomorrow
Quality:-
Quality is one of the important and basic aspects of marketing. Being a chemical company,
consumers may not be directly using AIL’s products and it may be difficult to see how the
chemicals they produce enrich the lives of people
34
Design and feature:-
As the product is chemical the design and the features is not possible. The e-products in the
AIL are either in the powdered form or in the liquid form.
35
QUALITY CONTROL & QUALITY
ASSURANCE DEPARTMENT
It is the sum of the attributes that describes that product. According to the Aarti industry, the
objectives of quality are given below.
Objectives of Quality
Aarti industry is expert in producing a product with a world class quality. Its objectives are as
follows
To satisfy the consumer
To reduce the cost
To improve the income
To increase the productivity.
36
Aarti has expertise in developing new products & processes that have world class quality. Aarti
is doing research in various areas with special emphasis on pharmaceutical intermediates ,
69.7% of the respondents were agree that top management’s way to make sure that employees enjoy their work.
8.2% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
3.0% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 69.7%were agree that top management’s make sure that employees enjoy their work because if they don’t take care then employees feel burden and start leaving the organization.
Table 8 showing perceptions of the respondents regarding employees are invited for participation in decision making by top management.
Particulars Frequency PercentageAgree 3 4.5%
Strongly agree 25 37.9%Neutral 6 9.1%
83
Disagree 30 45.5%Strongly disagree 2 3.0%
Total 66 100.00%
From the above table it can be interpreted that,
45.5% of the respondents were disagree that career opportunities are pointed out to junior by senior officer.
37.9% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
4.5% of the respondents were agree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were disagree that top management goes out its way to make sure that employees are invited for participation in decision making as many decision are taken by the top management only.
Table 9 showing the perception of the respondents regarding employees are very
flexible& discuss their personal problems with their supervisor.
40.9% of the respondents were strongly agree that there is tactfulness, smartness and even a little manipulation in employees to get thing done.
39.4% of the respondents were agree with above statement.
12.1% of the respondents were neutral with above statement.
6.1% of the respondents were disagree neutral with above statement
Not single respondents were strongly agree with the above statement.
Thus, majority of the respondents i.e. 40.9%were agree there is tactfulness, smartness and even a little manipulation in employees to get thing done because it want employees their work as early as possible.
Table 11 Showing the perception of the respondents regarding employee take point to find out their supervising officer and colleagues.
Particulars Frequency PercentageAgree 26 39.4%
Strongly agree 31 47.0%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
86
39%
47%
8%
5%2%
Points to find out thier supervising officer and colleagues
47.0% of the respondents were strongly agree that employee take point to find out their supervising officer and colleagues.
39.4% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 47.0%were strongly agree employee take point to find out their supervising officer and colleagues because as any problem came in work either they may understand from the supervising officer or from colleagues.
Table 12 showing the opinion of respondents regarding team spirits is of high order in the organization.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 25 37.9%Neutral 4 6.1%
Disagree 2 3.0%Strongly disagree 3 4.5%
Total 66 100.00%
87
48%
38%
6%
3%5%
Team Spirit in Organization.Agree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were agree that team spirits is of high order in the organization.
7.9% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
4.5% of the respondents were strongly disagree with above statement
3.0% of the respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree that team spirits there must be feeling of belongingness among the employees and also willingness to work.
Table 13 showing perception of the respondents about Managers belief that employee’s behavior can be changed and can be developed at any stage of their life.
Particulars Frequency PercentageAgree 30 45.5%
Strongly agree 29 43.9%Neutral 4 6.1%
Disagree 1 1.5%Strongly disagree 2 3.0%
Total 66 100.00%
88
45%
44%
6%2%3%
Employee's behavior can change at any stage of thier life.
45.5% of the respondents were agree that Managers belief that employee’s behavior can be changed and can be developed at any stage of their life.
3.9% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
3.0% of the respondents were strongly disagree with above statement
1.5% of the respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were agree Managers belief that employee’s behavior can be changed and can be developed at any stage of their life organization activities conducted within a specified time are designed to produce behavioral change.
Table 14 showing perception of the respondents regarding the psychological climate helps employees in developing themselves acquiring the knowledge skills.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 25 37.9%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
89
48%
38%
8% 5%2%
Climate helps employees in aquiring new knowledge and skills
48.5% of the respondents were agree that the psychological climate helps employees in developing themselves acquiring e knowledge skills.
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree the psychological climate helps employees in developing themselves acquiring the knowledge skills because it ability and willingness are adapt to perform well within the organisation.
Table 15 showing perception of the respondents regarding Supervisor treats their subordinates with understanding and helps them when they make any mistake.
Particulars Frequency PercentageAgree 37 56.1%
Strongly agree 20 30.3%Neutral 6 9.1%
Disagree 2 3.0%Strongly disagree 1 1.5%
Total 66 100.00%
90
56%30%
9%3%2%
Supervisor treat thier subordinates with understanding and help them when their
make mistakeAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
56.1% of the respondents were agree Supervisor treat their subordinates with understanding and help them when they make any mistake.
30.3% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
3.0% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 56.1% were agree Supervisor treat their subordinates with understanding and help them so that it may help other employees also which are facing the problem .
Table 16 showing perception respondents regarding the mission of organization makes me feel that I am important
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 20 30.3%Neutral 5 7.6%
Disagree 11 16.7%Strongly disagree 2 3.0%
Total 66 100.00%
91
42%
30%
8%
17%
3%
Importance in OrganizationAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
42.4% of the respondents were agree that the mission of organization makes me feel that I am important
30.3% of the respondents were strongly agree with above statement.
16.7% of the respondents were disagree with above statement.
7.6% of the respondents were neutral with above statement.
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 42.4%were agree the mission of organization makes me feel that I am important it mission gives the more importance to employees and to society.
Table 17 showing perception of the respondents regarding employees in this organization are helpful to each other.
Particulars Frequency PercentageAgree 27 40.9%
Strongly agree 29 43.9%Neutral 4 6.1%
Disagree 5 7.6%Strongly disagree 1 1.5%
Total 66 100.00%
92
41%
44%
6%
8% 2%
Employees help each other in organizationAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
43.9% of the respondents were strongly agree that employees in this organization are help to each other.
40.9% of the respondents were agree with above statement.
7.6% of the respondents were disagree with above statement.
6.1% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 43.9%were strongly agree that in this organization employees are helpful to each other. It shows company have developed co-operative environment at their premises.
Table 18 showing perception of the respondents regarding management is flexible and understand the importance of balancing professional life & personal life.
Particulars Frequency PercentageAgree 40 60.6%
Strongly agree 20 30.3%Neutral 4 6.1%
Disagree 1 1.5%Strongly disagree 1 1.5%
Total 66 100.00%
93
61%
30%
6%
2%
2%
Importance of balancing the personal & professional Life
60.6% of the respondents were agree that management is flexible and understand the importance of balancing professional life & personal life.
30.3% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 60.6%were agree that management is flexible and understand the importance of balancing professional life & personal life because of it openness among the employees. It shows that management is taking care of human resources and also motivating them.
Table 19 showing perception of the respondents regarding employees in this organization trust each other.
Particulars Frequency PercentageAgree 27 40.9%
Strongly agree 31 47.0%Neutral 3 4.5%
Disagree 3 4.5%Strongly disagree 2 3.0%
Total 66 100.00%
94
41%
47%
5% 5%3%
Employees trust each otherAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
47.0% of the respondents were strongly agree that employees in this organization trust each other.
40.9% of the respondents were agree with above statement.
4.5% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 47.0%were strongly agree that in this organization they are having trustful environment and all the collegues have trust on each other.
Table 20 showing perception of the respondents regarding employee offer moral support and help to other employees & colleagues in crisis.
Particulars Frequency PercentageAgree 37 56.1%
Strongly agree 21 31.8%Neutral 3 4.5%
Disagree 4 6.1%Strongly disagree 1 1.5%
Total 66 100.00%
95
56%32%
5%
6%2%
Employees gives moral support & help to other employees & colleaguis in crisis
56.1% of the respondents were agree that employee offer moral support and help to other employees & colleagues in crisis.
31.8% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
4.5% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 56.1%were agree that employee offer moral support and help to other employees & colleagues in crisis. It shows that company having supportive environment at their premises that makes each employees feel better.
Table 21 showing perception of the respondents regarding management use to consider both positive and negative aspects.
Particulars Frequency PercentageAgree 24 36.4%
Strongly agree 29 43.9%Neutral 7 10.6%
Disagree 4 6.1%Strongly disagree 2 3.0%
Total 66 100.00%
96
36%
44%
11%6% 3%
Management use to consider both positive & negative aspects
43.9% of the respondents were strongly agree that management use to consider both positive and negative aspects.
36.4% of the respondents were agree with above statement.
10.6% of the respondents were neutral with above statement.
6.1% of the respondents were disagree
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 43.9%were strongly agree that management use to consider both positive and negative aspects so that employee adjust their self when there is change in policies and job rotation.
Table 22 showing perception of the respondents regarding leaders follow-up on employees suggestion.
48.5% of the respondents were strongly agree that leaders follow-up on employees suggestion.
34.8% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
7.6% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly agree that leaders follow-up on employees suggestion. Many times employee’s suggestion helps organization to get new creative ideas. It also shows the absence of autocratic environment in the company which helps employees in increasing their morale.
Table 23 showing perception of the respondents regarding the management ensures employees welfare so that the employees can save their mental energy for work.
53.00% of the respondents were agree that management ensures employees welfare so that the employees can save their mental energy for work.
37.9% of the respondents were strongly agree with above statement.
3.0% of the respondents were neutral with above statement.
3.0% of the respondents were disagree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 53.0 %were agree that management ensures employees welfare so that the employees can save their mental energy for work because it encourage and motivate employees.
Table 24 showing perception of the respondents regarding mechanism which are there to reward any good work.
Particulars Frequency PercentageAgree 34 51.5%
Strongly agree 25 37.9%Neutral 1 1.5%
Disagree 5 7.6%Strongly disagree 1 1.5%
99
Total 66 100.00%
52%
38%
2%8%
2%
Reward when employees do good workAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
51.5% of the respondents were agree those mechanisms which are there to reward any good work.
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
1.5% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 51.5%were agree those mechanisms which are there to reward any good work. through the information technology it may measure easily.
Table 25 showing perception of the respondents regarding performance appraisal reports is filled- in based on objective assessment and not on favoritism.
45.5% of the respondents were agree that performance appraisal reports is filled- in based on objective assessment and not on favoritism.
39.4% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were agree that performance appraisal reports is filled- in based on objective assessment and not on favoritism. No employees feel that top management has done partial to reward us.
Table 26 showing perception of the respondents regarding promotion is based on the suitability of the promotee rather than on favoritism.
Particulars Frequency PercentageAgree 26 39.4%
Strongly agree 32 48.5%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 0 0.0%
Total 66 100.00%
101
39%
48%
8%5%
Promotion is based on suitabilityAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were strongly agree that promotion is based on the suitability of the promote rather than on favoritism.
39.5% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
Not single respondent were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly agree that promotion is based on the suitability of the promotee rather than on favoritism. Employee can work enthusiastically.
Table 27 showing perception of the respondents regarding performance appraisal helps them in identifying their strength and weaknesses.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 2 3.0%Neutral 0 0.0%
Disagree 29 43.9%Strongly disagree 32 4.5%
Total 66 100.00%
102
From the above table it can be interpreted that,
48.5% of the respondents were strongly agree that performance appraisal helps them in
identifying their strength and weaknesses .
3.9% of the respondents were disagree with above statement.
4.5% of the respondents were agree with above statement.
3.0% of the respondents were strongly disagree with above statement
Not a single the respondents were neutral with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly disagree that performance appraisal helps them in identifying their strength and weaknesses. Through performance of their work in the organization it may help to know the employees.
Tables 28 showing perception of the respondents regarding seniors officers takes active interest in their junior and help them to learn their job.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 30 45.5%Neutral 5 7.6%
Disagree 2 3.0%Strongly disagree 1 1.5%
Total 66 100.00%
103
42%
45%
8%
3%2%
Seniors takes active interest in thier juniors to learn thier job
45.5% of the respondents were strongly agree that seniors officers takes active interest in their junior and help them to learn their job.
42.4% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
3.0% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 45.5%were strongly agree seniors officers takes active interest in their junior and help them to learn their job. They may develop the knowledge, skills and ability according to the organization environment.
Table 29 showing perception of the respondents regarding delegation of authority to encourage junior to develop handling higher responsibilities.
Particulars Frequency PercentageAgree 33 51.5%
Strongly agree 24 36.4%Neutral 2 3.0%
Disagree 5 7.6%Strongly disagree 1 1.5%
Total 66 100.00%
104
51%
37%
3%
8%2%
Delegation of authority to encourage JuniorAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
51.5% of the respondents were agree that delegation of authority to encourage junior to develop handling higher responsibilities.
36.4% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
3.0% of the respondents were neutral with above statement
1.5% of the respondents were agree with the above statement.
Thus, majority of the respondents i.e. 51.5%were agree that delegation of authority to encourage junior to develop handling higher responsibilities. Employees fear of doing the work so by delegating authorities it can improved.
Table 30 showing perception of the respondents regarding company makes continuous improvement in all areas.
48.5% of the respondents were strongly agree that company makes continuous improvement in all areas.
42.4% of the respondents were agree with above statement.
7.6% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
Not single respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were strongly agree that company makes continuous improvement in all areas. In this competitive world change is needed in each and every steps.
Table 31 showing perception of the respondents regarding job-rotation facilities are done for the employees development.
Particulars Frequency PercentageAgree 38 57.6%
Strongly agree 19 28.8%Neutral 2 3.0%
Disagree 5 7.6%Strongly disagree 2 3.0%
Total 66 100.00%
106
58%29%
3%
8%3%
Job rotation facilities for the employees de-velopment
57.6% of the respondents were agree that job-rotation facilities are done for the employees development.
28.8% of the respondents were strongly agree with above statement.
7.6% of the respondents were disagree with above statement.
3.0% of the respondents were neutral with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 57.6%were agree that job-rotation facilities are done for the employees development so that employees develop their knowledge and skills in all areas
Table 32 showing perception of the respondents regarding training is sponsored by employees and tries to learn from the programs they attended.
48.5% of the respondents were agree that training is sponsored by employees and try to learn from the programs they attended.
42.4% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree that training is sponsored by employees and try to learn from the programs they attended. Employees want themselves want to work enthusiastically in the organization.
Table 33 showing perception of the respondents regarding after training, employees are given opportunities to try out what they have learnt.
Particulars Frequency PercentageAgree 3 4.5%
Strongly agree 25 37.9%Neutral 6 9.1%
Disagree 32 48.5%Strongly disagree 0 0.0%
Total 66 100.00%
108
From the above table it can be interpreted that,
48.5% of the respondents were disagree that after training, employees are given opportunities to try out what they have learnt.
37.9% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
4.5% of the respondents were agree with above statement
Not single respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were disagree that after training, employees are given opportunities to try out what they have learnt. As need in the organization they may tackle the employees. By job rotation of employees they get opportunity to learn.
Table 34 showing perception of the respondents regarding development of subordinates is seen as important by managers.
Particulars Frequency PercentageAgree 37 56.1%
Strongly agree 25 37.9%Neutral 3 4.5%
Disagree 1 1.5%Strongly disagree 0 0.0%
Total 66 100.00%
109
5%
38%
9%
48%
Employees given Oppurtunities to try out What they have Learnt
56.1% of the respondents were agree that development of subordinates is seen as important by managers.
37.9% of the respondents were strongly agree with above statement.
4.5% of the respondents were neutral with above statement.
1.5% of the respondents were disagree with above statement
Not single respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 56.1%were agree that development of subordinates is seen as important by managers. Participative approach, openness and receptivity suggestions from the subordinates can contribute the positive climate for Human resource climate.
Table 35 showing perception of the respondents regarding top management is willing to invest their time & other resources to ensure the development of employees.
Particulars Frequency PercentageAgree 34 51.5%
Strongly agree 29 43.9%Neutral 1 1.5%
Disagree 0 0.0%Strongly disagree 2 3.0%
Total 66 100.00%
110
52%44%
2%
3%
Authority Willing to invest the time for de-velopment of employees
51.5% of the respondents were agree that top management is willing to invest their time & other resources to ensure the development of employees.
43.9% of the respondents were strongly agree with above statement.
3.0% of the respondents were strongly disagree with above statement.
1.5% of the respondents were neutral with above statement
Not single respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 51.5%were agree that top management is willing to invest their time & other resources to ensure the development of employees. it may create positive attitude towards the employees.
Table36 showing perception of the respondents regarding managerial staff is aware about future plan which is useful in developing their junior and for future also.
Particulars Frequency PercentageAgree 5 7.6%
Strongly agree 26 39.4%Neutral 2 3%
Disagree 32 48.5%Strongly disagree 1 1.5%
Total 66 100.00%
111
8%
39%
3%
48%
2%
Future plan is useful develop junior in futureAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
48.5% of the respondents were disagree that managerial staff is aware about future plan which is useful in developing their junior and for future also.
39.4% of the respondents were strongly agree with above statement.
7.6% of the respondents were agree with above statement.
3.0% of the respondents were neutral with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were disagree that managerial staff are aware about future also. which is useful in developing their junior and for future also due to informal communication.
Table 37 showing perceptions of the respondents regarding career opportunities are pointed out to junior by senior officer.
Particulars Frequency PercentageAgree 1 1.5%
Strongly agree 5 7.6%Neutral 3 4.5%
Disagree 27 40.9%Strongly disagree 30 45.5%
Total 66 100.00%
112
2%8%
5%
41%
45%
Career opportunities are pointed out to JuniorAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
45.5% of the respondents were strongly disagree that career opportunities are pointed out to junior by senior officer.
40.9% of the respondents were disagree with above statement.
7.6% of the respondents were strongly agree with above statement.
4.5% of the respondents were neutral with above statement
1.5% of the respondents were agree with the above statement.
Thus, majority of the respondents i.e. 45.5%were strongly disagree that career opportunities are pointed out to junior by senior officer. Junior don’t approach senior that what are the oppurtunities.
Table 38 showing perception of the respondent regarding employees make efforts to change behavior on the basis of feedback received.
Particulars Frequency PercentageAgree 32 48.5%
Strongly agree 25 37.9%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 1 1.5%
Total 66 100.00%
113
48%
38%
8%
5%
2%
Efforts to change Behavior on the basis of feedback recieved
48.5% of the respondents were agree that employees make efforts to change behavior on the basis of feedback received.
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
1.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 48.5%were agree that employees make efforts to change behavior on the basis of feedback received. Employees want to work enthusiastically and develop their self.
Table 39 showing perception of the respondents regarding employee don’t have fixed mental impression about each other.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 27 40.9%Neutral 4 6.1%
Disagree 4 6.1%Strongly disagree 3 4.5%
Total 66 100.00%
114
42%
41%
6%
6%5%
Employee don't have fixed mental impression about each other.
42.4% of the respondents were agree employee don’t have fixed mental impression about each other.
40.9% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
6.1% of the respondents were disagree with above statement
4.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 42.4%were agree that employee don’t have fixed mental impression about each other. This is the reason that employees are working with mutual understanding and delivering harmonies efforts.
Table 40 showing perception of the respondents regarding employees are encourage to experiment with new methods and creative ideas.
Particulars Frequency PercentageAgree 33 50.0%
Strongly agree 23 34.8%Neutral 4 6.1%
Disagree 3 4.5%Strongly disagree 3 4.5%
Total 66 100.00%
115
50%
35%
6%5%
5%
encouraged for experiment with new methods and creative ideas
50.0% of the respondents were agree that employees are encouraged to experiment with new methods and creative ideas.
34.8% of the respondents were strongly agree with above statement.
6.1% of the respondents were neutral with above statement.
4.5% of the respondents were disagree with above statement
4.5% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e. 50.0% were agree that employees are encourage to experiment with new methods and creative ideas. It may expertise employees to handle similar situation in near future.
Table 41 showing perception of the respondents regarding employees are not afraid to express their feelings to the supervisor.
Particulars Frequency PercentageAgree 4 6.1%
Strongly agree 20 30.3%Neutral 3 4.5%
Disagree 35 53.0%Strongly disagree 4 6.1%
Total 66 100.00%
116
6%
30%
5%53%
6%
Employees not afraid to Express their Feelings to the supervisor
53.0% of the respondents were disagree that employee are not afraid to express their
feelings to the supervisor because of fear and behavior.
30.3% of the respondents were strongly agree with above statement.
6.1% of the respondents were agree with above statement.
6.1% of the respondents were strongly disagree with above statement
4.5% of the respondents were neutral with the above statement.
Thus, majority of the respondents i.e. 53.0% were disagree that employees are not afraid to express their feelings to the supervisor. This shows that though company is trying to create free and open environment in the company, employees still have a fear in exploring themselves.
Table 42 showing perception of the respondents regarding employees are encouraged to take initiative and do things on their own without wait for interactions from supervisors.
Particulars Frequency PercentageAgree 28 42.4%
Strongly agree 29 43.9%Neutral 4 6.1%
Disagree 2 3.0%Strongly disagree 3 4.5%
Total 66 100.00%
117
42%
44%
6%3%
5%
Employees are encouraged to take intaitive and do things on their own without wait for interac-
tions from supervisorsAgree Strongly agree Neutral Disagree Strongly disagree
From the above table it can be interpreted that,
43.9% of the respondents were strongly agree that employees are encouraged to take
initiative and do things on their own without wait for interactions from supervisors.
42.4% of the respondents were agree with above statement.
6.1% of the respondents were neutral with above statement.
4.5% of the respondents were strongly disagree with above statement
3.0% of the respondents were disagree with the above statement.
Thus, majority of the respondents i.e. 43.9% were agree that employees are encouraged to take initiative and do things on their own without wait for interactions from supervisors. It may risky but from this they may develop their self.
Table 43 showing perception of the respondents regarding telling polite lie is preferable than telling the unpleasant truth.
Particulars Frequency PercentageAgree 31 47.0%
Strongly agree 21 31.8%Neutral 6 9.1%
Disagree 6 9.1%Strongly disagree 2 3.0%
Total 66 100.00%
118
47%
32%
9%9%
3%
Telling polite lie is preferable than telling the unpleasant truth
47.0% of the respondents were agree that telling polite lie is preferable than telling the
unpleasant truth
31.8% of the respondents were strongly agree with above statement.
9.1% of the respondents were neutral with above statement.
9.1% of the respondents were disagree with above statement
3.0% of the respondents were strongly disagree with the above statement.
Thus, majority of the respondents i.e.47% were agree that telling polite lie is preferable than telling the unpleasant truth. It shows that company is not too strict for the employees and encouraging informal behavior with limited scope.
Table 44 showing perception of the respondents regarding employee have free interactions, respecting other feelings, competence and sense of judgment.
Particulars Frequency PercentageAgree 29 43.9%
Strongly agree 25 37.9%Neutral 5 7.6%
Disagree 3 4.5%Strongly disagree 4 6.1%
Total 66 100.00%
119
44%
38%
8%5%
6%
Employee have free interactions, respecting other feelings, competence and sense of
43.9 % of the respondents were agree that employee have free interactions, respecting
other feelings, competence and sense of judgment
37.9% of the respondents were strongly agree with above statement.
7.6% of the respondents were neutral with above statement.
6.1% of the respondents were disagree that people accept each other without any
prejudice.
4.5% of the respondents were neutral with the above statement.
Thus, majority of the respondents i.e.43.9% were agree that employee have free interactions, respecting other feelings, competence and sense of judgment. Through this we can understand that in the company management is very much focused for employee’s development.
Table 45 showing perception of the respondents regarding problems are discussed openly and try to solve it rather than keep causing each other.
48.5 % of the respondents were strongly disagree that problems are discussed openly
and try to solve it rather than keep causing each other.
36.4% of the respondents were disagree with above statement.
9.1% of the respondents were agree with above statement.
3.0% of the respondents were strongly agree with above statement.
3.0% of the respondents were neutral with the above statement.
Thus, majority of the respondents i.e.48.5% were strongly disagree that problems are discussed openly and try to solve it . Due to lack of interaction they don’t come to know the employees problem.
121
FINDINGS, CONCLUSION & SUGGESTION
PERSONAL INFORMATION:-
122
All respondents were Male.
59.1 % belongs to the age group of the 30 years & above.
40.9% of the respondents were graduate and post graduate.
43 % of the respondents were from Production Department.
34.8% of the respondents were Supervisors.
40.9% of the respondents were having 1 to 5 years experience in Aarti Industries Ltd.
NATURE OF WORK.
69.7% of the respondents believed that top management’s ways to make sure those
employees their work.
45.5% of the respondents perceived that top management does not go out of its way to
make sure that employees are invited for participation in decision making.
48.5% of the respondents very flexible and discuss their personal problems with their
supervisor.
40.9% of the respondents were tactful, smart and even a little manipulated to get things
done.
47% of the respondents took points out to find their supervising officer and colleagues.
48.4%of the respondents perceived that team spirit was of high order in the
organization.
WORKING ENVIRONMENT.
45.5% of the respondents agree on Mangers belief that employees behavior can be
changed and can be developed at any stage of their life.
48.5% of the respondents felt that the psychological climate helped employees in
developing themselves by acquiring new knowledge and skills.
56.1% of the respondents were treated with understanding and helps them to learn from
mistakes rather than punishing by supervisor.
42.4% of the respondents felt that the mission of their organization makes them feel that
they are important.
43.95 of the respondents were helping each other in Aarti Industries Ltd.
60.6% of the respondents believed that management was flexible and understand the
importance of balancing professional life & personal life.
47% of the respondents believed that employees trust each other.
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56.1% of the respondents were offerings moral support and help to other employees &
colleagues.
43.9% of the respondents perceived that magnet were used to consider both positive and
negative aspects before taking action.
WELFARE MEASURE.
48.5% of the respondents perceived that suggestions were followed by leaders.
53% of the respondents believed that the management ensures employees welfare so
that the employees can save their mental energy work.
PERFORMANCE MANGEMENT SYSTEM.
51% of the respondents were felt that people lacking competence in doing their jobs
were helped to acquire competence rather than being left unattended.
51.5% of the respondents perceived that mechanism to reward any good work were
made by employees.
45.5% of the respondents believe that performance appraisal reports was filled in based
on objective assessment and adequate information and not on favoritism.
48.5% of the respondents believe that promotion was based on the suitability of the
promote rather than on favoritism.
48.5% of the respondents were feeling that performance appraisal does not help them in
identifying their strength and weakness.
47% of the respondents are believed that reward was not given on the basis of good
performance.
TRAINING
42.4% of the respondents believed that seniors officer takes active interest in their
junior and help them to learn their job.
51.5% of the respondents believed that there was delegation of authority to encourage
junior to develop handling higher responsibilities.
48.5% of the respondents felt that company makes continuous improvement in all areas.
57.6% of the respondents responded that a job-rotation facility was done for the
employee’s development.
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48.5% of the respondents believed that training was sponsored by employees and try to
learn from the program they attended.
48.5% of the respondents were not believe that after training program, employees were
not given opportunities to try out what they have learnt.
CAREER PLANNING & DEVELOPMENT
56.1% of the respondents depict that development of the subordinates was seen as
important by managers.
53% of the respondents believed that their development was not facilitated by
personnel policy.
51.5% of the respondents believes that top management was willing to invest their
times & other resources to ensure the development of employees.
54.5% of the respondents believes that top management makes efforts to identify and
utilize potential of the employees.
53% of the respondents believes that when senior delegate authority to junior, the
junior use it an opportunity for development.
53% of the respondents believes that seniors guide their juniors and prepare them for
future responsibilities.
48.5% of the respondents believed that future plans were not make to known the
managerial staff and help them to develop their juniors and prepare them for future.
48.5% of the respondents believes that when behavior feedback was given to
employees they take it seriously and use it for development.
45.5% of the respondents were believed that career opportunities were not too pointed
out to junior by senior officers.
48.5% of the respondents makes efforts to change behavior on the basis of feedback
received.
TRANSPARENT ORGANISATION
42.4% of the respondents felt that people don’t have any fixes mental impression about
each other.
50% of the respondents were encouraged to experiment with new methods and try out
creative ideas.
43.9% of the respondents were believed that weakness were not communicated to them
on non-threatening way.
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53% of the respondents were afraid to express their feelings to the Supervisor.
43.9% of the respondents were encouraged to take initiative and do things on their own
without wait for interactions.
47% of the respondents believes that telling polite lie was preferable than telling the
unpleasant truth.
43.9% of the respondents have free interactions, respecting others feelings, competence
and sense of judgment.
48.5% of the respondents were perceived that problems are not discussed openly and try
to solve it rather than keep causing each other.
From the study it can concluded that Aarti Industries Ltd. have a favorable and popular image
among all the chemical companies in Vapi. Still wide scope and opportunities are available for
its market share rise. It has good reputation in a market. It maintain good relationship with
Bank, Debtors, creditors and other financial institutions.
From the study it can be concluded that there is favourable climate for the employees in the
organization that encourage and motivate employees to work in the company. Nature of work,
working environment, welfare measure, performance management system, training, career
development & transparent organization all are appropriate in the company and from these I
can conclude that climate of company is really supportive that attracts employees to work
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whole-heartedly. . Employees don’t feel any burden in the organization and they enjoy to do
the work with their interest. This will result in development of new skills on the part of
employees and removing the possibilities of labour turnover and absenteeism.
The suggestions are the points to be improve which is observed and found during the
study. This area of the improvements may bring some fruitful changes in the favor of the
organization.
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To identify the strengths and weakness of the individual it is one of the techniques to
appraise their efforts. On the basis of this tool, it is suggested to use performance
appraisal as tool to identify the strengths and weakness.
A personnel policy also plays important part in the development of the employees.
So it is suggested to formulated the policies which help in employee’s development.
Future plans should be communicated to the higher authorities to design the growth
patent of the organization and the existing human capital. So, it is suggested that
future plans should be communicated to the mangers for the development of the
junior staff and prepare them for future.
The pointing opportunities can be the source for the development sometime. So the
top management should point out the career opportunities to the juniors.
The path of the development is also the communication of weakness by the
superiors. On the bases of this fact, it is suggested to the managers to communicate
the weakness of the employees on non-threatening way.
Openness may bring unexpected result instead of the desired one. So, suggestion
leads to discuss the problems openly and try to solve it.
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WEBILIOGRAPHY
www.aartigroup.com
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QUESTIONAIRRE
“A STUDY ON PERCEPTION OF EMPLOYEES REGARDING HRD CLIMATE”
A number of statements are given below describing the HRD climate of an organization. Please
give your statement of the HRD climate in your organization by rating your organization on
each statement and it is only for academic purpose and confidentially will be maintain.