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CONTENT
1) Introduction of Organization.....2) Organization Structure...3) Financial Performance...4) Personnel: recruitment process, personnel policies,
Training & Development, Welfare activities
5) Production/Operations: products/services offered,Quality control, material planning, future plans...
6) Marketing: areas of operation, competitors,Market share, advertising and sales promotion
7) Strength & Weakness of Organization ..8) Suggestions 9) Board of directors.. 10)Topic11)Methodology of the project12)Data analysis and Interpretation13)Finding14)Limitation15)Suggestion16)Conclusion17)Questionnaire18)Bibliography
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COMPANY PROFILE
A US$ 30 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is
anchored by an extraordinary force of 130,600 employees, belonging to 40 different
nationalities. In the year 2009, the Group was ranked among the top six great places for leaders
in the Asia-Pacific region, in a study conducted by Hewitt Associates, RBL Group
andFortune magazine. In India, the Group has been adjudged the best employer in India and
among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Journal Study 2007.
Over 60 per cent of the Group's revenues flow from its overseas operations. The Group operates
in 27 countries Australia, Bahrain, Bangladesh, Brazil, Canada, China, Egypt, France,
Germany, Hungary, India, Indonesia, Italy, Korea, Laos, Luxembourg, Malaysia, Myanmar,
Philippines, Singapore, Sri Lanka, Switzerland, Thailand, UAE, UK, USA and Vietnam.
Globally the Aditya Birla Group is:
A metals powerhouse, among the worlds most cost-efficient aluminum and copperproducers. Hindalco-Novelis is the largest aluminum rolling company. It is one of the 3
biggest producers of primary aluminum in Asia, with the largest single location copper
smelter
No. 1 in viscose staple fiber The 4th largest producer of insulators The 4th largest producer of carbon black The 11th largest cement producer Among the worlds top 15 BPO companies and among Indias top 4 Among the best energy efficient fertilizer plants
In India:
A premier branded garments player The 2nd largest player in viscose filament yarn The 2nd largest in the Chlor-alkali sector
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Among the top 5 mobile telephony companies A leading player in Life Insurance and Asset Management Among the top 3 super-market chains in the Retail business
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not
come in the way of the need to keep learning afresh, to keep experimenting.
Beyond BusinessThe Aditya Birla Group is:
Transcending business for over 50 years now, the Group has been and continues to be involved
in meaningful welfare-driven initiatives that distinctly impact the quality of life of the weaker
sections of society in India, South-East Asia and Egypt.
In India, the Group's social projects span 3,000 villages. It reaches out to seven million people
annually through the Aditya Birla Centre for Community Initiatives and Rural Development,
spearheaded by Mrs. Rajashree Birla. Its focus is healthcare, education, sustainable livelihood,
infrastructure and espousing social causes.
The Group runs 42 schools, which provide quality education to over 45,000 children in India's
interiors. Of these, over 18,000 children receive free education. An additional 8,000 students
receive merit scholarships. Likewise at its 18 hospitals in India, more than a million patients are
given extremely subsidized medical care. To embed corporate social responsibility as a way of
life in organizations, the Group has set up the FICCI Aditya Birla CSR Centre for Excellence,
in Delhi.
The Group transcends the conventional barriers of business and reaches out to the marginalized
because of its conviction of bringing in a more equitable society.
in Working 3700 villages Reaching out to 7 million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
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Focusing on : health care, education, sustainable livelihood, infrastructure and espousingsocial causes
Running 41 Schools and 18 Hospitals
Transcending the conventional barriers of business to send out a message that We Care
ABOUT UNIT
VIKRAM WOOLLENS (VW) is a unit of highly diversified industrial conglomerate, Grasim
Industries Limited, which forms part of Asias major commercial & industrial empire - The
Aditya Birla Group.
VW is worsted Spinning Plant set up with a State-of-the-Art Technology in the year 1995 with
the production capacity of 1440 tons/annum. Unit is catering the demand of high end worsted
consumers both internationally as well as in domestic market. Product quality is well accepted in
international market and now unit is expanding its business with the clear vision TO BEAT
THE BEST.
The unit commenced production on November 1995. The unit has modern spinning and dyeing
equipments with an installed capacity of 8832 spindles. The machines are imported from various
countries like France, Germany, Switzerland etc. the unit is manufacturing and marketing
100.00tons yarn per month
Unit is accredited with
DIN EN ISO 9001:2000 (Quality Management System), DIN EN ISO 14001 (Environmental Management System)
OHSAS 18001:1999 (Occupational Health & Safety Management System
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BEST PRACTICES IN VIKRAM WOOLLENSS
Work Environment (5s) JIT (just in Time)/ Supply Chain Management Customer Driven: Internal & External Equipment Effectiveness Waste (MUDA) elimination Liaison Team Force & Skill Development Quality First Six Sigma/ SQM & Best development Information system/ BPR technology & cash flow
MANAGEMENT PHILOSOPHY
VISION
To achieve and sustain the World Class Status in all areas.
MISSION
Establish ourselves as the first choice of our employees, customers and stakeholders.
GOALS
Zero Defects Zero Waste Zero Equipment Losses Zero Accidents Zero Pollution
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MANAGEMENT PROFILE
UNIT HEAD : Mr. Kanval Gandhi
H.R. HEAD : Mr. S.P. Hans
COMMERCIAL HEAD : Mr. P.C. Kesharwani
DYE HOUSE HEAD : Mr. O.P. Ojha
SPINNING HOUSE : Mr. S. Aher
ENGINEERING HEAD : Mr. H.K. Fandot
BANKERS : Central Bank of India
State Bank of India
Axis Bank
REGISTERED OFFICE : Grasim Industries Ltd.
Stable, Fiber, Division
Birla Gram Nagda
(M.P.) 456331
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ORGANISATION STRUCTURE
Mr. Kanval Gandhi
(UNIT HEAD)
Mr. S.P.Hans Mr.Shekhar Aher Mr. O.P.Ojha Mr.H. Fandot
DGM (P&A) G.M (tech) Jt.G.M(Dyeing) Mgr.(ENGG.)
Asst.Mgr.Spinning Asst. Mgr Post Spinning Dyeing Mgr Dyeing Officer
Deputy Mgr Deputy Mgr. Asst. D.M.
Sr. Foreman Foreman
Shift Officer Shift Officer Shift Officer (mech.) (elec.)
Operator Operator Operator Electrician
Fitter D.G Operator Boiler Operator
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FINANCIAL PERFORMANCE
P&L A/C
Particulars schedule 31st march 2010 31st march 2009
INCOME
sales 388,918,575.00 302,618,656.00
Less excise duty 12,39,038.00 387,679,537.00 37,56,103.00 298,862,553.00
Other income 9 42,197,536.00 47,091,007.00
Increase or decrease
in stocks10 65,69,056.00 19,747,129.00
423,308,017.00 365,700,689.00
EXPENDITURE
Raw material
consumed11 231,174,966.00 194,766,261.00
Purchase of finished
goods18,879,638.00
Manufacturingexpenses
12 93,549,406.00 86,315,130.00
Payments provisions
for employees13 40,195,588.00 37,318,138.00
Selling distribution 14 19,854,610.00 19,837,751.00
Administration other
expenses
Interest 15 1,755,415.00 4,916,278.00
Depreciation
(schedule)
11,048,639.00 10,522,013
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397,578,624 372,555,209
Profit before tax 25,729,393.00 6,854,520
fringe benefit tax 192,000.00
Profit/loss (carries to
)25,729,393.00 71,051,520.00
BALANCE SHEET
Particulars Schedule 31st march 2010 31st march2009
SOURCES OF
FUNDS
Head office 1 247,919,728.00 181,623,476.00
Loan funds 2
Secured loan 68,73,559.00 55,037,054.00
Total loans 254,793,287.00 236,660,530.00
APPLICATIONS
OF FUNDS
FIXED ASSETS
Gross block 3 585,473,249.00 582,074,417.00
Depreciation 456,520,487.00 446,113,976.00
Net block 128,952,762.00 135,960,441.00
Add; CWIP 0.00 128,952,762.00 0.00 135,960,441.00
Current assets, loan
and
Inventories 4 93,060,131.00 86,770,380.00
Sundry debtors 5 44,825,509.00 39,771,874.00
6 111,301.00 182,015.00
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Loans and advances 7 18,497,893.00 16.194,938.00
156,494,834.00 142,919,207.00
Less current
liabilities
8 30,654,309.00 125,840,525.00 42,219,118.00 100,700,089.00
Total 254,793,287.00 236,660,530.00
ACC. POLICIES &
NOTES ON
ACCONTS
16
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RECRUITMENT PROCESS
Recruitment refers to the process of attracting, screening, and selecting qualified people for
a job. For some components of the recruitment process, mid- and large-size organizations often
retain professional recruiters or outsource some of the process to recruitment agencies.
The stages in recruitment include sourcing candidates by advertising or other methods, screening
potential candidates using tests and/or interviews, selecting candidates based on the results of the
tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role
effectively.
The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time.
A general recruitment process is as follows:
1. Identifying the vacancy:The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:
Posts to be filled Number of persons
Duties to be performed
Qualifications required
2. Preparing the job description and person specification.3. Locating and developing the sources of required number and type of employees
(Advertising etc).
4. Short-listing and identifying the prospective employee with required characteristics.5. Arranging the interviews with the selected candidates.6. Conducting the interview and decision making
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The recruitment process is immediately followed by the selection process i.e. the final interviews
and the decision making, conveying the decision and the appointment formalities.
RECENT TREND IN RECRUITMENT-
OUTSOURCING-
In India, the HR processes are being outsourced from more than a decade now. A company may
draw required personnel from outsourcing firms. The outsourcing firms help the organization by
the initial screening of the candidates according to the needs of the organization and creating a
suitable pool of talent for the final selection by the organization. Outsourcing firms develop their
human resource pool by employing people for them and make available personnel to various
companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the
organizations for their services.
Advantages of outsourcing are:
1. Company need not plan for human resources much in advance.2. Value creation, operational flexibility and competitive advantage3. Turning the management's focus to strategic level processes of HRM4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates.5. Company can save a lot of its resources and time
Therefore, Vikram Woollens done recruitment and selection through refrences.
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PERSONNEL POLICIES
Personnel policies define the treatment, rights, obligations, and relations of people in an
organization. They are the blueprints by which the organization runs--the rules and procedures
that protect workers (and the organization) from being abused, put them in control of their jobs,
and keep them from making errors that will hurt the organization or one another. A policy then
may-
i. Be specific or general in its institutionii. Deal with one or many, aspect of a problem
iii. Place limits within which action is to be takeniv. Specify the stops to be taken
There are essentially three types of personnel policies that our organization have-
General Policies have to do with the basic structure, philosophy, and rules of theorganization. They deal with issues ranging from equal opportunity in hiring and
advancement to conflicts of interest, sexual harassment, alcohol in the workplace, and
Internet usage.
Hiring and Employment Status Policies involve the worker's employment relationshipwith the organization -- hiring, firing, and everything in between. Here is where pay
scale, title, promotions, and performance reviews are laid out. These policies also cover
benefits, employees' rights, and reasons for termination.
Everyday Procedural Policies deal with issues that affect the everyday life of theworker (or volunteer), and the day to day operation of the organization. They generally
include the hours employees are required to be at work, how workers should dress, when
they get paid, and issues of security, as well as guidelines for how things are done in the
organization.
Personnel policies may include-
Introductory MaterialsPersonnel policies often begin with a welcome, a brief history of the business, a statement
of the company's values and a description of its organizational structure.
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PoliciesThe policies should include comprehensive information about workplace rules; for
example, hours, attendance, pay, benefits, supervision and discipline.
Legal IssuesPersonnel policies should also include discussion of sensitive legal issues like sexual
harassment and employee safety regulations.
EffectivenessTo be effective, the policies must be distributed to every employee. The policies should be
reviewed during employee orientation and during periodic training sessions.
WarningEmployers should avoid making unconditional promises in their personnel policies.
Implying that an employee who follows the rules will never is fired.
Vikram Woollens follows following policies-
Ensure availability of skilled manpower Continuous harness human resources and develop their potential for organization and self
development
Ensure cordial relation among employees Add value to society. Timely statutory compliance.
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TRAINING & DEVELOPMENT
The quality of employees and their development through training and education are major factors
in determining long-term profitability of a small business. If we hire and keep good employees, it
is good policy to invest in the development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training
for current employees helps them adjust to rapidly changing job requirements.
Therefore, Vikram Woollens provide training to their employees every month once or twice as
per needed for their and companys development.
Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who mayleave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of asufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances thecompany's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from training and developing
its workers, including:
Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.
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TRAINING METHODS-
On-the-job training is delivered to employees while they perform their regular jobs. Inthis way, they do not lose time while they are learning. After a plan is developed for what
should be taught, employees should be informed of the details. A timetable should beestablished with periodic evaluations to inform employees about their progress. On-the-
job techniques include orientations, job instruction training, apprenticeships, internships
and assistantships, job rotation and coaching.
Off-the-jobtechniques include lectures, special study, films, television conferences ordiscussions, case studies, role playing, simulation, programmed instruction and
laboratory training. Most of these techniques can be used by small businesses although,
some may be too costly.
Evaluation of training:
Training is to be evaluated several times during the process. Determine these milestones when
we develop the training. Employees are evaluated by comparing their newly acquired skills with
the skills defined by the goals of the training program. Any discrepancies should be noted and
adjustments made to the training program to enable it to meet specified goals. Many training
programs fall short of their expectations simply because the administrator failed to evaluate its
progress until it was too late. Timely evaluation will prevent the training from straying from its
goals.
If it is found that there no noticeable improvement after a training session in the employees, then
we again conduct the training for there development.
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WELFARE ACTIVITIES
Employee or labour welfare is comprehensive term including various services, benefits and
facilities offered to employee by the employer. Through such fringe benefits the employer
makes life worth living for employees. The welfare amenities are extended in addition to
normal wages and other economic rewards available to employees as per the legal provisions.
CANTEEN-A canteen has contracted for the convenience of the employees. Its the common canteen
for all the employees (at subsidized rates). It works in all the three shifts as per the timings.
The canteen services are available for those employees who need to take meals on
staggered basis due to continuous run of some departments/equipments.
VIKRAM STAFF CLUB-In order to have a recreation time to time, they have formed a Vikram Woollens staff club
which organizes number of activities on different number of occasions. The activities
include both cultural and sports and a picnic is arranged once in a year.
CONVEYANCE-A staff bus is provided for all the employees and workers as this unit are far away from
the city, this facility is available for all the shifts.
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PRODUCTION / OPERATIONS
PRODUCTS AND SERVICES OFFERED IN VIKRAM WOOLLENS
VIKRAM WOOLLENS offer wide variety of Dyed Spun Yarn in pure Wool and its Blends with
Polyester, Angora, Kid Mohair, Camel Hair and other specialty Fiber
A) BLENDS
Wool 100% Wool / Polyester Wool / Silk Wool / Alpaca Wool 100% Alpaca Wool / Cashmere Wool / Fine Animal Hairs Wool Nylon Wool Viscose
B) RANGE
Conventional Dyed solids, Mlange & Vigro Printed Single and Multifold Crepe (High Twist) Siro Spun
C) COUNT RANGE
Conventional Spun Yarn : NM 16 to 120 Siro Spun: NM 2/48 to 2/76 Siro Lycra: NM 2/40 to 2/76
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Wool Nylon: NM 2/28 to 2/48 Wool Silk: NM 2/30 to 2/120
D) APPLICATIONS
Apparel Furnishing Socks Shawls, Stoles & Scarves
QUALITY CONTROL
To produce globally Competitive Quality Yarn.
Total Customer Satisfaction, both Internal and External. Create and Maintain Clean, Safe and Pleasant Working Environment. Follow a System leading to continuous Improvement in Technology and Human
Potential.
MATERIAL PLANNING
To produce a wide variety of dyed spun yarn in pure wool.
To produce more range of siro spun and siro lycra
FUTURE PLANS
To enhance the plant capacity To increase the production To produce wide range of variety To serve the best to the customers To adopt the new technology
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MARKETING
Marketing is the process whereby society, to supply its consumption needs, evolves distributive
systems composed of participants, who, interacting under constraints - technical (economic) and
ethical (social) - create the transactions or flows which resolve market separations and result in
exchange and consumption.
AREA OF OPERATION
Apparel Furnishing Socks Shawls, stoles & scarfs Knitting
This product range is well known for its branded suiting. Its brand has differentiated itself as a
power of fashion with several innovative fabrics.
COMPETITORS OF VIKRAM WOOLLENS
Jindal woollens industries K.D.R woollens industries Brahma woollens industries Imperial woollens industries Rajasthan woollens industries Asian woollens industries
MARKET SHARE OF VIKRAM WOOLLENS
Grasim, which enjoyed second largest share of the over the counter (OTC) segment with a nearly20 per cent market share, targeted a 20 per cent growth in the coming years. Grasim earned 30
per cent from export and 70 per cent from retail sales.
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ADVERTISING & SALES PROMOTION
Advertising is the dissemination of information by non-personal means through paid media
where the source is the sponsoring organization.
Sales promotion is the dissemination of information through a wide variety of activities other
than personal selling, advertising and publicity which stimulate consumer purchasing and dealer
effectiveness.
Vikram Woollens advertise through following-
Newspapers and magazines; Television broadcasts; Through press releases; Novelties bearing advertising messages and Signature of the advertiser. Circular of all kinds, (whether distributed by mail, by person, thorough tradesmen, or by
inserts in packages);
Vikram Woollens supplies in
Bhilwada Chilwada( M.P.) Mumbai Gujarat Kanpur Ludhiana Chandigarh Mysore
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STRENGTH AND WEAKNESSES OF VIKRAM WOOLLENS
STRENGTH-
Medical facility as & when required. Scholarships to meritorious children of employees. Internal and external customer survey through standard formats. Organizational health study. Best attendance award annual basis. Innovation activity. Performance appraisal of staff and workers.
WEAKNESS-
Workers are less educated. Limited production.
SUGGESTIONS-
There should be weekly sessions on employees education. Unit should be expanding in order to increase the production capacity.
SPECIAL POINTS-
Staff is very co-operative. Training module provided to workers. Provide various Welfare schemes for workers.
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Board of Di rectors
Mr. Kumar Mangalam Birla, Chairman Mrs. Rajashree Birla Mr. M. L. Apte Mr. B. V. Bhargava Mr. R. C. Bhargava Mr. A. K. Dasgupta Mr. Shailendra K. Jain Mr. D. D. Rathi Mr. Cyril Shroff Dr. Thomas M. Connelly Mr. Adesh Gupta (Whole-Time Director) Mr. K. K. Maheshwari (Whole-Time Director)
Business Heads-
Mr. K. K. Maheshwari, Viscose Staple Fibre Mr. O. P. Puranmalka, Cement Mr. Lalit Naik, Chemicals
Mr. Pranab Barua, TextilesManager & Chief Financial Officer-
Mr. Adesh GuptaCompany Secretary-
Mr. Ashok Malu
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DEPARTMENT HEAD-
Mr. Satya Pal Hans (DGM, P&A, HR at VIKRAM WOOLLENS, MALANPUR Unit Grasim
Inds Ltd)
E-Mail [email protected]
CONTACT DETAILS-
Address : Plot GH - I to IV Ghironghi, Malanpur
Telephone No. : 91-1681-3602
Fax No. : 91-1681-3339
OBJECTIVES
To study and analyze the Orgnization climate and Employee Health at Vikram Woollens Limited.
To trace the causes of accident in the work place.
To study to which extent employees are practicing safety and health in the real work situation.
To assess the management commitment towards employees safety and health.
To suggest suitable measures for improving employees safety and health.
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INTRODUCTION OF THE TOPIC
Organizational climate (sometimes known as Corporate Climate) is the process of
quantifying the culture of anorganization, it precedes the notion oforganizational
culture. It is a set of properties of the work environment, perceived directly or indirectly by
the employees, that is assumed to be a major force in influencing employee behavior.
Climate and culture are both important aspects of the overall context, environment or situation.
Organizational culture
Organizational culture tends to be shared by all or most members of somesocial group; is
something that older members usually try to pass on to younger members; shapes behavior
and structures perceptions of the world. Cultures are often studied and understood at a
national level, such as theAmericanorFrenchculture. Culture includes deeply held values,
beliefs and assumptions,symbols, heroes, and rituals. Culture can be examined at an
organizational level as well. The main distinction between organizational and national
culture is that people can choose to join a place of work, but are usually born into a
national culture.
Organizational climate, on the other hand, is often defined as the recurring patterns of
behavior, attitudes and feelings that characterize life in the organization,[2]
while an
organization culture tends to be deep and stable. Although culture and climate are related,
climate often proves easier to assess and change. At an individual level of analysis the
concept is called individual psychological climate. These individual perceptions are often
aggregated or collected for analysis and understanding at the team or group level, or the
divisional, functional, or overall organizational level.
Approaches
There are two difficulties in defining organization climate: how to define climate, and how
to measure it effectively on different levels of analysis. Furthermore, there are several
approaches to the concept of climate. Two in particular have received substantial
patronage: thecognitiveschemaapproach and theshared perceptionapproach.
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The cognitive schema approach regards the concept of climate as an individual perception
and cognitive representation of the work environment. From this perspective climate
assessments should be conducted at an individual level.
The shared perception approach emphasizes the importance of shared perceptions as
underpinning the notion of climate. Organisational climate has also been defined as "the shared
perception of the way things are around here".There is great deal of overlap in the two
approaches..
Cognitive schema approach
Cognitive representations of social objects are referred to as schemas. These schemas are a
mental structure that represents some aspect of the world. They are organized in memory
in an associative network. In these associative networks, similar schemas are clustered
together. When a particular schema is activated related schemas may be activated as well.
Schema activation may also increase the accessibility of related schemas in the associative
network. When a schema is more accessible this means it can more quickly be activated
and used in a particular situation. When related schemas are activated, inferences beyond
the information given in a particular social situation may influence thinking and social
behavior, regardless of whether those inferences are accurate or not. Lastly, when a
schema is activated a person may or may not be aware of it.
Two processes that increase the accessibility of schemas are salience and priming. Salience
is the degree to which a particular social object stands out relative to other social objects in
a situation. The higher the salience of an object the more likely that schemas for that object
will be made accessible. For example, if there is one female in a group of seven males,
female gender schemas may be more accessible and influence the groups thinking and
behavior toward the female group member. Priming refers to any experiences immediately
prior to a situation that caused a schema to be more accessible.
Shared perception approach
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Some researchers have pursued the shared perception model of organizational climate.
Their model identifies the variables which moderate an organisations ability to mobilise its
workforce in order to achieve business goals and maximise performance.
One of the major users of this model are departments of the QueenslandState
GovernmentAustralia. These departments use this model of climate to survey staff in order to
identify and measure those aspects of a workplace which impact on: stress,morale, quality of
worklife, wellbeing,employee engagement,absenteeism/presenteeism, turnover and
performance.
While an organisation and its leaders cannot remove every stressor in the daily life of its
employees, Organisational Climate studies have identified a number of behaviours of leaders
which have a significant impact on stress and morale. For instance, one Queensland stategovernment employer,Queensland Transport, has found that increasing managers awareness of
these behaviours has improved quality of work life employees and the ability of QTs to deliver
its organisational goals.
Climate surveys
Theories ofCognitiveandNeuropsychologyand Emotional Intelligence provide additional
scientific rationale for why leaders should improve stress and morale in the workplace to achieve
maximum performance. Climate surveys can provide concrete evidence of how this works in
action.
Organisational climate surveying enables the impact ofHuman Resource(HR) strategies to be
evaluated to create HR Return on Investment (HRROI) calculations. This data has been found to
be highly effective in changing the perspective of people-based initiatives as being an
investment rather than a cost and transforming HR into a mission-critical strategic partner
from its perception of personnel administration.
A number of studies by Dr Dennis Rose and colleagues between 2001-2004 have found a very
strong link between Organisational Climate and employee reactions such as stress levels,
absenteeism and commitment and participation.
http://en.wikipedia.org/wiki/Queenslandhttp://en.wikipedia.org/wiki/Queenslandhttp://en.wikipedia.org/wiki/Queenslandhttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Neuropsychologyhttp://en.wikipedia.org/wiki/Cognitive_psychologyhttp://en.wikipedia.org/wiki/Queensland_Transporthttp://en.wikipedia.org/wiki/Presenteeismhttp://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Employee_engagementhttp://en.wikipedia.org/wiki/Moralehttp://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Queensland7/27/2019 Orgnization Climate and Employee Health
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A study has found that Hart, Griffin et al.s (1996) Organisational Climate model accounts for at
least 16% single-day sick leave and 10% separation rates in one organisation.[10][11]Other studies
support the links between organizational climate and many other factors such as employee
retention, job satisfaction, well-being, and readiness for creativity, innovation and change.
Hunter, Bedell and Mumford have reviewed numerous approaches to climate assessment for
creativity. They found that those climate studies that were based on well-developed, standardized
instruments produced far higher effect sizes than did studies that were based on locally
developed measures.
http://en.wikipedia.org/wiki/Organisation_climate#cite_note-10http://en.wikipedia.org/wiki/Organisation_climate#cite_note-10http://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Employee_retentionhttp://en.wikipedia.org/wiki/Organisation_climate#cite_note-10http://en.wikipedia.org/wiki/Organisation_climate#cite_note-107/27/2019 Orgnization Climate and Employee Health
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RESEARCH METHODOLOGY
RESEARCH
Research is a process in which the researcher wishes to find out the end result for a given problem
and thus the solution helps in future course of action. The research has been defined as A careful
investigation or enquiry especially through search for new fact in any branch of knowledge.
RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for generating,
collecting, and evaluating data. Methods are the ways of obtaining information useful for assessing
explanation.
TYPES OF RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact finding related largely to the present, abstracting generations by cross sectional study of
the current situation .The descriptive methods are extensively used in the physical and natural science, for
instance when physics measures, biology classifies, zoology dissects and geology studies the rock. But its
use in social science is more common, as in socio economic surveys and job and activity analysis.
DESCRIPTIVE RESEARCH AIMS AT
To portray the characteristics of a particular individual situation or group(with or without specificinitial hypothesis about the nature of this characteristics).
To determine the frequency with which something occurs or with which it is associated withsomething else( usually , but not always ,with a specific initial hypothesis).
The descriptive method has certain limitation; one is that the research may make description itself an end
itself.
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Research is essentially creative and demands the discovery of facts on order to lead a solution of
the problem. A second limitation is associated whether the statistical techniques dominate. The desire to
over emphasis central tendencies and to fact in terms of Average, Correlation, Means and dispersion may
not always be either welcome.
This limitation arises because statistics which is partly a descriptive tool of analysis can aid but not
always explain casual relation.
DESIGN OF DESCRIPTIVE STUDIES:
Descriptive studies aim at portraying accurately the characteristics of a particular group or
solution. One may under take a descriptive study about the work in the factory, health and welfare. A
descriptive study may be concerned with the right to strike, capital punishment, prohibition etc.
A descriptive study involves the following steps:
1. Formulating the objectives of the study .2. Defining the population and selecting the sample .3. Designing the method of data collection .4. Analysis of the data .5. Conclusion and recommendation for further improvement in the practices.
RESEARCH DESIGN
Research design is the specification of the method and procedure for acquiring the information
needed to solve the problem.
The research design followed for this research study is descriptive research design where we find a
solution to an existing problem. The problem of this study is to find the effectiveness of Employees
Safety & Health at Vikram Woollens Limited.
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UNIVERSE AND SAMPLING:
This study was restricted to the blue collar employees. Out of the universe of 369 blue collars, a
sample of 100 respondents was selected by simple random sampling method. All the opinions expressed
herein are the contribution by the respondents only.
DATA COLLECTION METHOD
Survey method is considered the best method for data collection and the tool used for data
collection are Questionnaire. Private individuals, research workers, private and public organizations and
even government are adopting it. In this method a questionnaire is collected through personal interview.
A questionnaire consists of a number of question involves both specific and general question related to
Employees Safety & Health.
SOURCES OF DATA
The two sources of data collection are namely primary & secondary.
Primary dataPrimary data are fresh data collected through survey from the employees using questionnaire.
Secondary dataSecondary data are collected from books, internet and various journals, magazines etc.
STATISTICAL TOOLS USED
PERCENTAGE METHODIn this project percentage method test and used. The following are the formula
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Percentage of Respondent = No. of Respondent x 100
Total no. of Respondent
CHI - SQUARE AnalysisIn this project chi- square test was used. This test is used to test significance of
association between two attributes. Chi- square, symbolically written as 2 (pronounce as Ki- square),
is a statistical measure used in the context of sampling analysis for comparing a variance to a
theoretical variance. Formula for finding chi square is
2 = (O-E)2/ E
In this study chi-square is to find the association between respondents gender and
respondents accident proneness, respondents accident proneness and enough training for the
employees & employees work load and the approach of the organization .
CORRELATION ANALYSISCorrelation Analysis is a statistical technique used to measure the magnitude of linear
relationship between two variables. Correlation Analysis is not used in isolation to describe the
relationship between variables. To analyze the relation between two variables, two prominent
correlation coefficient are used the Pearson product correlation coefficient and Spearmans rank
correlation coefficient .
In this study the Pearson product correlation coefficient is used to find the correlation coefficient
between respondents awareness level at the time of joining with employees participation in
suggestion scheme & respondents awareness level at present and the counseling .
This is also known as simple correlation coefficient and is denoted by r.The r value ranges
from -1, through 0, to +1.It is calculated using the formula
r = xy / x2. y2
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CHAPTER: V
DATA ANALYSIS AND INTERPRETATION
DISTRIBUTION OF REPONDENTS BY THEIR DESIGNATION
Table No. : 5.1
S.NO. DESIGNATION No. Of
Respondent
PERCENTAGE
1
2
3
4
5
Apprentice
Temporary 0perating
trainees
Operators
Contract Labour
Executives
11
31
31
15
12
11
31
31
15
12
Total 100 100
INFERENCE
From the above table it is inferred that 11% of the respondents are Apprendice.31% of the
respondents are Temporary operating trainees.31% of the respondents are Operators. 15% of therespondents are Contract labours and 12% of the respondents are Executives.
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CHART No. :5.1
Respondent Designation
Respondent Designation
Executives
Contract labours
Operators
Temporary operating
Apperendice
40
30
20
10
0
DISTRIBUTION OF REPONDENTS BY THEIR GENDER
Table No. : 5.2
S.NO. Gender No. of
Respondents
Percentage (%)
1
2
Male
Female
75
25
75
25
Total 100 100
INFERENCE
From the table it is inferred that 75% of the respondents are Male and 25% of the respondents are
Female.
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CHART No. : 5.2
Respondents Gender
Respondents Gender
FemaleMale
80
60
40
20
0
DISTRIBUTION OF REPONDENTS BY THEIR AGE
Table No. : 5.3
S.NO. Age No. Of
Respondents
Percentage (%)
1.
2
3
4.
5.
40 Years
54
21
22
3
-
54
21
22
3
-
Total 100 100
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INFERENCE
From the above table it was inferred that 54% of the respondents are above 25 years. .22% of the
respondents belong to the age group of 31-35 and the remaining 24% of the respondents belong to the age
group of 26-30 and 36-40.
CHART No.: 5.3
Respondents Age
Respondents Age
36 - 40 Years31 - 35 Years26 - 30 Years< 25 Years
60
50
40
30
20
10
0
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DISTRIBUTION OF REPONDENTS BY THEIR EDUCATIONAL QUALIFICATION
Table No. : 5.4
S.NO. EDUCATIONAL
QUALIFICATION
NO. OF
RESPONDENTS
PERCENTAGE
1.
2.
3.
4.
5.
SSLC/HSC
ITI
Diploma
Graduation
Post-Graduation
47
16
17
17
3
47
16
17
17
3
Total 100 100
INFERENCE
From the above table it is inferred that 47% of the respondents have an educational qualification of
SSLC/HSC. 16% of the respondents have an educational qualification of ITI. 49%of the respondents have
an educational qualification of Diploma and Graduation and the remaining 3% are post graduation.
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CHART No. :5.4
Respondents Educational qualification
Respondents Educational qualification
Post Graduation
Graduation
Diploma
ITI
SSLC/HSC
50
40
30
20
10
0
DISTRIBUTION OF RESPONDENTS BY THEIR ACCIDENT PRONENESS
Table No. : 5.5
S.NO. Accident
proneness
No. of
Respondents
Percentage
1
2.
Yes
No
22
78
22
78
Total 100 100
INFERENCE
From the above table it is inferred that 22% of the respondents have accident proneness and 78%
of the respondents have no accident proneness
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CHART No. : 5.5
.
Respondents Accident Proneness
No
Yes
DISTRIBUTION OF RESPONDENTS BY THEIR MAJOR REASONS FOR THE WORK
PLACE ACCIDENT
Table No. : 5.6
S.NO. Work Place
Accident
No. of Respondents Percentage
1
2
Work based
Worker based
11
89
11
89
Total 100 100
INFERENCE
From the above table it is inferred that 11% of the work place accidents owing to work and the
remaining 89% of work place accidents owing to workers.
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CHART No. : 5.6
Major reasons for the work place accident
Major reasons for the work place accident
Worker BasedWork Based
100
80
60
40
20
0
DISTRIBUTION OF RESPONDENTS BY THEIR MAJOR REASONS FOR THE WORKER
BASED ACCIDENT
Table No. : 5.7
S.NO. Worker Based Accident No. of Respondents Percentage
1
2
3
4
5
Lack of adequate skill
Neglecting safety devices
Unsafe material handling
Disturbed mental condition
Unsafe speed
1
7
78
6
8
1
7
78
6
8
Total 100 100
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INFERENCE
From the above table it is inferred that78% of the worker based accidents due to unsafe material
handling. 8% of the worker based accidents due to unsafe speed and the remaining 14% of the worker
based accidents due to lackof adequate skill, Neglecting safety devices, Disturbed mental condition.
CHART No. : 5.7
Major causes for the worker related accident
Major causes for the worker related accident
Unsafe speed
Disturbed mental con
Unsafe material hand
Neglecting safety de
Lack of adequate ski
100
80
60
40
20
0
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DISTRIBUTION OF RESPONDENTS BASED ON THEIR SIGNIFICANT AWARENESS
LEVEL AT THE TIME OF JOINING
Table No. : 5. 8
S.No. Awareness level at the
time of joining
No. of
Respondents
Percentage
1
2
3
4
5
Very High
High
Low
Very Low
None
1
25
6
51
17
1
25
6
51
17
Total 100 100
INFERENCE
From the above table it is inferred that awareness of 1% of respondents have very high at the time
of joining 25% of respondents have high awareness at the time of joining and the remaining 74% of
respondents have low, very low and no awareness at the time of joining .
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CHART No. : 5.8.
Awareness level at the time of joining
Awareness level at the time of joining
NoneVery lowLowHighVery high
60
50
40
30
20
10
0
DISTRIBUTION OF RESPONDENTS BASED ON THEIR SIGNIFICANT AWARENESS AT
PRESENT
Table No. : 5.9
S.No. Awareness level at
present
No. of
Respondents
Percentage
1
2.
Yes
No
96
4
96
4
Total 100 100
INFERENCE
From the above table it is inferred that96% of the respondents have awareness at present and 4 %
of the respondents have no awareness at present.
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CHART No. : 5.9
Awareness level at present
Awareness level at present
NoYes
120
100
80
60
40
20
0
DISTRIBUTION OF RESPONDENTS BASED ON THEIR SIGNIFICANT AWARENESS
THROUGH
Table No. : 5.10
S.No. Awareness Through No. of
Respondents
Percentage
1
2
3
4
Motion Pictures
Written brouchers
Colleagues
Manager in Person
59
5
9
27
59
5
9
27
Total 100 100
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INFERENCE: From the above table it is inferred that 59% of the respondents acquired the knowledge
through motion pictures, 27% of the respondents through manager in person and the remaining 14% of
the respondents through written brouchers, colleagues.
CHART No. : 5.10
Awareness through
Awareness through
Manager in person
colleagues
Written brouchers
Motion pictures
70
60
50
40
30
20
10
0
DISTRIBUTION OF RESPONDENTS BASED ON THE WORK LOAD IN ORGANISATION
Table No. : 5.11
S.No Acceptable Level Of
Work Load
No. of
Respondents
Percentage
1
2
Yes
No
58
42
58
42
Total 100 100
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INFERENCE: From the above table it is inferred that 58% of the respondents have satisfactory level of
work load in the organization and the remaining 42% have unsatisfactory level of work load.
FINDINGS OF STUDY
It is found that 31% of the respondents are Temporary operatingtrainees.31% of the respondents are Operators.
It is evident that most of the respondents are Male. It is found that 54% of the respondents are above 25 years. It is found that 47% of the respondents have an educational qualification of SSLC/HSC. It is evident that majority of the respondents have no accident proneness. It is found that most of work place accidents owing to workers. It is found that78% of the worker based accidents due to unsafe material handling. It is found that 51% of the respondents have no awareness concerning Employees Safety &
Health at the time of joining.
It is astonished that at present majority of the respondents have awareness concerning EmployeesSafety & Health.
It is evident that 59% of the respondents acquired the knowledge regarding Employees Safety &Health through motion pictures.
It is found that 58% of the respondents have satisfactory level of work load in the organization. It is found that 64% of the respondents have no sufficient training about Employees Safety &
Health.
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SUGGESTIONS AND RECOMMENDATIONS
The major cause for the workplace accidents that occur in the organization is unsafe handling ofmaterial. So the vestibule training method can be included in employee training program.
The frequency of safety training for the employees on safety and health can be altered to monthlyonce instead of yearly twice.
Proper maintaining of adequate First aid facilities should be ensured.
The rest roam should be reconstructed with sufficient space and the sports center facility can alsobe extended to temporary labours.
Ergonomics method should be followed. In an ergonomic workplace tools are designed to fitindividual capabilities and limitation so that people can do their job without being injured.
Work environment causes number of problems, counseling enables to overcome personal andtechnical problems.
A careful Pre employment and Post employment medical check up can also be extended totemporary labours.
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CONCLUSIONS
This analysis will give a clear idea as to the situation of a large number of accidents that occur in
the organization and the steps that an organization should take to reduce these accidents and to prevent
them from occurring in future.
Some of the suggested measures for improving employees safety and health include vestibule
training method, first aid facilities, recreational facilities, counseling program, pre employment and post
employment medical check up for improving the effectiveness of employees safety and health.
The findings of the survey will be utilized to bring about the necessary changes in Employees
Safety & Health procedures in the company.
The above concept could be better envisaged to bring about the better safety and health for the
employees by inculcating the concept ofErgonomics.
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SCOPE FOR THE FURTHER STUDY
The project throws light on the need for learning Employees Safety & Health.
The project was developed based on the employees expectation.
It will be helpful for the management to improve the Employees Safety & Health measures in theorganization.
This study would be a base for the researchers who are carry survey for the same.
The study also helps the concern for the further enhancement for their manufacturing withemployees safety & health by elaborating the current survey.
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ANNEXURE I
BIBLIOGRAPHY
BOOKS
1. Mamoria, C.B., Gankar, s.v., Personnel Management,
Himalaya publishing House, Mumbai.
2. Bolley, J.W., A Guide to Effective Industrial Safety, Gulf Publishing House, Texas, 1977.
3. Kothari, C.R., Research Methodology , New Age International (p) Ltd., Publishers , New Delhi,
1985
4. Human Resource Management, The ICFAI Center for Management Research, Banjara Hills,
Hyderabad.
WEB SITES
1. www.rane.co.in
2. www/Managementhelp.org/
3. www.hrcouncil.co
4. www.zeromillion .com/business/personnel
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ANNEXURE II
QUESTIONNAIRE
A Study on Effectiveness of Employees Safety and Health at Rane (Madras) LimitedPuducherry
I. PERSONAL DETAILS
1. Department :
2. Designation :
3. Gender :
4. Age :
a. < 25 yrs b.26-30 yrs c. 31-35 yrs d.36-40 yrs e. > 40yrs
5. Marital status :
a. Married b. Unmarried
6 Educational Qualification
a. SSLC/HSC b. ITI c. Diploma d. Graduation
e. Post Graduation
7. Work Category
a. Technical b. Non- Technical
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8. Total Work Experience
a. < 1 yrs b. 2-4 yrs c.5-7 yrs d. 8-10 yrs e.>10 yrs
II. CAUSES OF ACCIDENT
9. Do you have accident proneness (fear)?
a. Yes b No
10. If Yes, specific reason
a. Personal problems c. Environmental Problems
b. Technical problem
11. The major reasons for the Work place accident
a. Work Based b. Worker Based
12. The major reasons for Work related accident that occur in the organization
a. Improper lighting e. Polluted work place
b. Unsafe & careless house keeping
c. Improper Ventilation f. Inadequate Safety Devices
d. If others mention
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13 what are the worker based causes for the accident that occur in the accident
a. Lack of adequate skill e. Disturbed mental condition
b. Neglecting safety devices f. Unsafe speed
c. Unsafe material handling
d. Others Mention
III. EMPLOYEES COMMITMENT
14. Is Good safety& health measures to work and individual recognition is need
for improving work efficiency
a. Strongly agree d. Disagree
b. Agree e .Strongly disagree
c. Neither agree nor disagree
15. At the time of joining, your awareness level of Employees safety & health measures?
a. Very High b. High c. Low d. Very low e. None
16. At present, do you aware of Employees Safety & Health measures?
a. Yes b. No
17. If Yes, through which
a. Motion Pictures c. colleagues
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b. written brouchers d. Manager in person
18. Is your work load is acceptable in the organization?
a. Yes b. No
19. If No, to what extent
a. Heavy b. very Heavy
20. How would you rate your job?
a. Challenging b. Interesting c. Creative d. poor