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  • 1. A PROJECT REPORT ON HUMAN RESOURCE CLIMATE. OF AARTI INDUSTRIES LTD. AS PARTIAL FULFILLMENT OF MBA. YEAR 2012INTERNAL 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
  • 2. DECLARATIONWe Ms. KAUSAR MANSURI student of MBA sem.2nd ,Year 2011-12 of GIDC RAJJUSHROFF ROFEL INSTITUTE OF MANAGEMENT STUDIES ,VAPI, affiliated to GujaratTechnological University, Ahmadabad hereby declare that the report for comprehensive Projectentitled “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 dulyacknowledged in this Project report.Student signature_____________ 2
  • 3. CERTIFICATECertified that this comprehensive Project Report Titled” HUMAN RESOURCE CLIMATE “ Isthe bona fide work of Ms.KAUSAR MANSURI( 117160592049) who carried out the researchunder my supervision. I also certify further, that to the best of my knowledge the work reportedhere in does not from part of any other project Report or dissertation on the basis of which adegree or award was conferred on an earlier occasion on this or any other candidate.Place:Date : (LECT. MAULESH RATHOD) Director (Dr. PANKAJ PATEL) 3
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  • 6. 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 anorganization. Human resource development is a combination of Training and Education thatensures 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, “witha 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 benefitboth the individual and the organization.The term climate is used to designate the quality of the internal environment which conditionsin turn the quality of cooperation, the development of the individual, the extent of member‟sdedication or commitment to organizational purpose becomes translated into results. Climate isthe atmosphere in which individuals help, judge, and reward, constrain and find out about eachothers.HRD climate contributes to the organizations overall health and self-renewing capabilitieswhich in turn increase the enabling capabilities of individual, dyads, team and the entireorganization. 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. 6
  • 7. ACKNOWLEDGEMENT.“As we express our gratitude, we must never forget that the highest appreciation is not toutter words, but to live by them.” -John KennedyCompletion of any task small or big isn‟t feasible without the support and wishes of manypeople, who are of important in one‟s life. Throughout the completion of this study, there aremany people who have guided, helped, supported and have also encouraged to give my best tothe 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 forgiving 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 meby 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 thanksMr. Kirit Shashtri (H.R.Manager), I am equally grateful to all the Staff members of AARTIINDUS LTD., they have also provided admirable support for completion of this trainingprogrammed.I express my deep sense of gratitude to Dr. Pankaj Patel-Director GRIMS, Vapi for hisadmirable support & sheer commitment in boosting my morals. THANKS 7
  • 8. INDEX PARTICULARS PAGESR NO. NO. PREFACE 6. 1. ACKNOWLEDGEMENT 7. 2. LIST OF TABLES 9. 3. INTRODUCTION OF COMPANY 12. 4. CORPORATE INFORMATION 15. 5. PRODUCTION DEPARTMENT 26. 6. FINANCE DEPARTMENT 30. 7. MARKETING DEPARTMENT 32. 8. QUALITY ASSURANCE & QUALITY CONTROL DEPARTMENT 35. 9. RESEARCH & DEVELOPMENT DEPARTMENT 38. 10. HUMAN RESOURCE DEPARTMENT 40. 11. INTRODUCTION OF RESEARCH TOPIC 57. 12. RESEARCH METHODOLOGY 67. 13. REVIEW OF LITERATURE 72. 14. DATA ANALYSIS & INTERPRETATION 76. 15. FINDINGS,CONCLUSION & SUGGESTION 122. 16. ANNEXURE 125. 17. APPENDIX 131. 18. 8
  • 9. LIST OF TABLESTABLE TITLE PAGE NO. NO01 Table Showing sex-wise distribution of the respondents. 7702 Table Showing age wised distribution of the respondents. 7803 Table Showing educational wised distribution of the respondents. 7904 Table Showing Department wise distribution of the respondents. 8005 Table Showing Department wised distribution of employees. 8106 Table Showing of the respondents according to working experience in Aarti industries Ltd. 8207 Table Showing perception of respondents regarding top management ways to make sure that employees enjoy their work. 8308 Table Showing perceptions of the respondents regarding employees are invited for participation in decision making by top management. 8409 Table Showing the perception of the respondents regarding employees are very flexible and discuss their personal problems with their 85 supervisor.10 Table Showing the perception of the respondents regarding there is tactfulness, smartness and even a little manipulation in employees to 86 get things done.11 Table showing the perception of the respondents regarding employees take points to find out their supervising officer and colleagues. 8712 Table showing the opinion of the respondents regarding team spirit is of high order in the organization. 8813 Table showing perception of the respondents about Manager’s belief that employee’s behavior can be changed and can be developed at any 89 stage of their life.14 Table showing perception of the respondents regarding the psychological climate helps employee in developing themselves by 90 acquiring new knowledge & skills.15 Table showing perception of the respondents regarding Supervisor treats their subordinates with understanding and help them when they 91 make any mistake.16 Table showing perception of the respondents regarding the mission of organization makes me feel that I am Important. 9217 Table showing perceptions of the respondents regarding employees in this organization are helpful to each to other. 9318 Table showing perception of the respondents regarding management is flexible and understand the importance of balancing professional life & personal life. 9419 Table showing perceptions of the respondents regarding employees in this organization trust each other. 95 9
  • 10. 20 Table showing perception of the respondents regarding employee offer moral support and help to other employees & colleagues in crisis 9621 Table showing perception of the respondents regarding management use to consider both positive and negative aspects before taking action. 9722 Table showing perception of the respondents regarding leaders follow- up on employees suggestion. 9823 Table showing perception of the respondents regarding the management ensures employee’s welfare so that the employees can 99 save their mental energy for work.24 Table showing perception of the respondents regarding the mechanism which are there to reward any good work made by employees. 10025 Table showing perception of the respondents regarding performance appraisal reports is filled- in based on objective assessment and not on 101 favoritism.26 Table showing perception of the respondents regarding promotion is based on the suitability of the promote rather than on favoritism. 10227 Table showing perception of the respondents regarding performance appraisal helps them in identifying the strength and weaknesses. 10328 Table showing perception of the respondents regarding senior officers take active interest in their juniors and help them to learn their job. 10429 Table showing perception of the respondents regarding delegation of authority to encourage junior to develop handling higher responsibilities 10530 Table showing perception of the respondents regarding this company makes continuous improvement in all areas. 10631 Table showing perception of the respondents regarding job rotation facilitates development of employee in organization. 10732 Table showing perception of the respondents regarding when employees are sponsored for training, they take it seriously and try to 108 learn from the programs they attend.33 Table showing perception of the respondents regarding employees returning from training programmes are given opportunities to try what 109 they have learnt.34 Table showing perception of the respondents regarding development of subordinates is seen as an important part of their job by the managers. 11035 Table showing perception of the respondents regarding the top management is willing to invest a considerable part of their time and 111 other resource to ensure the development of employees.36 Table showing perception of the respondents regarding the organization future plans are made known to the managerial staff & help them 112 develop their junior and prepare them for future.37 Table showing perception of the respondents regarding career opportunities are pointed out to junior by senior officer in the 113 organization.38 Table showing perception of the respondents regarding employees make attempts to change behavior on the basis feedback received. 11439 Table showing perception of the respondents regarding the employee in the organization does not have any fixed mental impression about each 115 other. 10
  • 11. 40 Table showing perception of the respondents regarding employees are encouraged to experiment with new methods and try out creative ideas. 11641 Table showing perceptions of the respondents regarding employees are not afraid to express or discuss their feelings to the supervisor. 11742 Table showing perception of the respondents regarding employees are encouraged to take initiative and do things on their own without to wait 118 to interactions from supervisor.43 Table showing perception of the respondents regarding telling polite lie is preferable than telling the unpleasant truth. 11944 Table showing perception of the respondents regarding you have free interaction amongst other employees, each respecting others feelings, 120 competence and sense of judgment45 Table showing perception of the respondents regarding people discus problems openly and try to solve it rather than keep accusing each other 121 behind the back. 11
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  • 13. INTRODUCTION Aarti 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 expertisein the development & manufacture of these chemicals. Aarti is amongst the largest producersof 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 AARTIs products. Toll manufacturing. Transfer of Technology / Technical know-how. 13
  • 14. AARTI INDUSTRIES LIMITED (AIL) & AARTI DRUGS LIMITED (ADL) are listed onStock 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 20years it has evolved to it presents status crossing several milestones. In the initial stage thecompany was producing DMS products. In 1992, they expanded their company and startedproducing pharmacy products. During this evolution period the AARTI Industries LTD had setup 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 of2006 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 seethat this company is at stage where it can find many company lagging behind. 14
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  • 16. CORPORATE INFORMATIONNAME OF THE COMPANY : AARTI INDUSTRIES LIMITED.TYPE OF COMPANY: Public LimitedESTABLISHEDYEAR : 1984SIZE OF COMPANY : Large ScalePLANTS: 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 16
  • 17. CITI BANK N.AREGISTERED OFFICE: Plot no. 801,801/23 GIDC ESTATE, PHASE-3 VAPI-396195,VALSAD. Dog Kosher,CORPORATE OFFICE: 2nd floor, L.B.S Marg, Mulund-Goregoan Link Road, Mulund (w), Mumbai-400 080 Chandrakant. V. Gogri (chairman)BOARD OF DIRECTORS: 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 Parimal .H. DesaiWHOLE TIME DIRECTORS: Manoj .M. Chheda Rashesh Chheda Hetal Gogri Gala Kirit .R.Mehta Mona PatelCOMPANY SECRETARY : 17
  • 18. AUDITORS: M/S Parikh Joshi & Kothare 49/2341,M.H.B.COLONY Gandhi Nagar, Bandra (EAST) Mumbai-400051REGISTRAR & 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 Plotno.801,801/23 802,803/1-2-3,GIDC,office: 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 080BANKERS: 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. 18
  • 19. Mr. Chandrakant Gogri – ChairmanA Chemical Engineer from UDCT, is the founder of Aarti groupstarting from a small unit to path breaking enterprise. A pioneeringentrepreneur, has varied experience and expertise covering Projects,Operations, Process Development and Marketing.Mr. Rajendra Gogri – Vice Chairman &Managing DirectorA Brilliant Chemical Engineer from UDCT, Mumbai, has alsocompleted his Masters in Chemical Engineering from IOWAUniversity of USA. He has many years of expertise in the areas of Operations, Marketing &Financial Management.Mr. Shantilal Shah – Vice ChairmanHe is the founder, director of the Aarti Group. Heads the banking andfinancial operations of Aarti Group.Mr. Parimal Desai – DirectorChemical Engineering graduate from UDCT, Mumbai, is a ChemicalEngineer to the core. Our founder director, he has been in-charge ofTechnical and Research & Development. He has more than 30 years ofexperience in Chemical and Pharma field. 19
  • 20. Mr. Manoj Chheda - DirectorGraduate in Commerce from Mumbai University. He has Over 20years of experience in local and International Marketing. Currentlytakes care of International Marketing.Mr. Rashesh Gogri - DirectorA graduate in Production Engineering from Mumbai. He is head ofCommercial and Marketing Functions with the special focus onPharma products.Ms. Hetal Gala Gogri – DirectorAn Engineer in Electronics and has done MDP from IIM –Ahmedabad. She has varied experience in Operations, Purchase &Marketing. Currently she heads purchase and Supply ChainManagement.Mr. Kirit Mehta - DirectorA graduate in commerce. Has more than 30 years of experience inChemical Industry. 20
  • 21. MANAGEMENT OF AARTI INDUSTRIES LTD. MANAGEMENT OF AARTI INDUSTRIES LTD. TOP LEVEL MIDDLE LEVEL BOTTOM LEVEL ASSISTANTGM ASS DEP SENI MAN OPERATORS T UTY OR AGER GM GM MAN TECHNICIANS GER SUPERVISORS HELPERS SENIOR ASST. SENIOR JUNIOR SENIOR SENIOR JUNIOR DEP. DEP. ENGINEER ENGINEER ENGINE EXECUTI EXECUTIVE MGR MGR ER VE . OFFICE R 21
  • 22. 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. 22
  • 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 islooking 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.  Diversified customer base with over 150 export customers and 500 domestic customers 23
  • 24.  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 differentdepartments.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. 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. 24
  • 25. 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. 25
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  • 27. PRODUCTION DEPARTMENTObjectives:-  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. Theother major raw material is chlorine, nitric acid, ammonia, caustic soda and methanol. All theseraw 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:- 27
  • 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 28
  • 29. There are the above chemical products which are exported by the AIL to the different countriesthese countries are as follows:1. United State Of America2. Germany3. Italy4. Belgium5. Japan6. United kingdom7. Spain8. Switzerland9. KoreaProduct Uses Manufacturing of fertilizer, heavy chemical, coal , tar product, dyes, plastic, paints andpigment. 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 ofthis is the Gujarat Board. 29
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  • 31. FINANCE DEPARTMENTFinance plays a major role in determining the position of a company. A person not trained infinance management of a company has face N numbers of problems which may affect the dayto day functioning of his company. A person not knowledge of finance may not be able to theexact suitable return on his investment, account and finance walk parallel but as compare toaccount finance is a waste subjectFinancial 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 inthe most efficient manner.2) He is the most important person in the shaping the future of the company and has a vitalrole in decisions of the allocation of capital.3) Now a day‟s finance manager solves important management problem and his role isbecoming pervasive and significant. 31
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  • 33. MARKETING DEPARTMENTWhat is marketing?“It is social and managerial process by which individual and group obtain what they need andwant 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 providingwith the best quality products. AIL considers quality of its products as the company‟s strength.The AIL by giving the proper amount of pricing of its products is able to cater a good amountof 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 33
  • 34. To have maximum sales of their product with maximum customers Enhancing economic growth. Strengthening social responsibility Intensifying environmental commitment Ensuring a better tomorrowQuality:-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 thechemicals they produce enrich the lives of peopleDesign and feature:-As the product is chemical the design and the features is not possible. The e-products in theAIL are either in the powdered form or in the liquid form. 34
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  • 36. QUALITY CONTROL & QUALITYASSURANCE DEPARTMENTIt is the sum of the attributes that describes that product. According to the Aarti industry, theobjectives of quality are given below.Objectives of QualityAarti industry is expert in producing a product with a world class quality. Its objectives are asfollows  To satisfy the consumer  To reduce the cost  To improve the income  To increase the productivity.Aarti has expertise in developing new products & processes that have world class quality. Aartiis doing research in various areas with special emphasis on pharmaceutical intermediates ,Agro intermediate , pharmaceuticals, Agrochemicals & specialty chemicals.Quality management systems:- Aarti Industries Ltd is an ISO 9001-2000 Aarti‟s pharmaceutical plants are GMP (good manufacturing practices) approved and some of the plants have got ISO 9002 Certification.Quality AssuranceThe AIL is a company which is an able to provide a mass goods of uniform quality. AIL alsofollows the quality. AIL also follows the quality policy according to which it had obtained ISO-9001, 2000 version certificate (obtained from TUV)Objectives of the safety Department:1. Providing training to the workers for running complicated machines.2. Apply many rules and regulation as per the Govt requirements.3. Safety department declare some information safety policy.4. Purchase of safety equipment5. To make awareness6. Maintenance of safety equipment 36
  • 37. 7. Periodically maintain of safety inspection.Safety equipment:1) Medical Oxygen2) Canister Mask3) Ayer Supply (organic)4) Canister mask (in organic)5) Dust mask6) Helmet7) Eye plugs8) Eye mask9) Face seal10) Safety goggles11) P.V.C suit12) Hand gloves13) Apron14) Welding shoes15) Safety shoes16) Safety belt 37
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  • 39. RESEARCH &DEVELOPMENT DEPARTMENTAARTI has expertise in developing new products and processes that have world-class quality.AARTI is doing Research in various areas with special emphasis on PharmaceuticalIntermediates, Agro Intermediates, Pharmaceuticals, Agrochemicals and SpecialtyChemicalsAarti has Research & Development facility which is approved by DSIR. Aarti has dedicatedpool of engineers & scientists who continuously work on new products processes &innovations.AARTI has fully equipped laboratory with high-tech advanced instruments and highlyqualified technical personnel at its R & D centers. Its advanced Analytical Instrumentsinclude:Gas Chromatograph & HPLC Digital Polari meterAuto Titrator Digital Melting Point InstrumentUV Visible Spectrophotometer FTIR SpectrophotometerAARTI at its Pilot Plant facility has R & D Process Equipments like:Glass Reaction Equipment Glass Lined ReactorsHigh Pressure Autoclave SS 316 ReactorsDistillation Equipment CentrifugesSparkler Filter Air Handling SystemsAARTIs pharmaceutical plants are GMP approved and some of the plants have got ISO9002 Certification. 39
  • 40. Aarti has fully equipped laboratory with high-tech advanced instruments & highly qualifiedtechnical personnel as its R &D centers.Its advanced analytical instrument includes:  Gas chromatograph & HPLC  Auto Titrator  Uv visible spectrophotometer  4Digital polarimeter  FTIR spectrophotometer  Glass Reaction equipment  High pressure Auticlave  Distillation equipment  Sparkler filter  Glass lined reactors  Centrifuges 40
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  • 42. HUMAN RESOURCE DEPARTMENT.Human resource department is that of the management which is related with management ofplanning, organizing, directing, and controlling of the procurement, development,compensation, integration, maintenance and separation of human resources to the end thatindividual, organization and sociality objectives are accomplished, its objective is themaintenance of those relationship on the basis of which organization can get maximumpersonal contribution from employees.The human resource is important to any labor intensive or capital intensive industries. So theyshould place an important position to an industry. The Aarti industry Limited regularundertakes the training activities and HR initiatives. The company has also continued itsscheme for assistance to employees with a view to ensure that their basic housing needs arefulfilled. The company has been continuously focusing. On people and processes those toencourage and realize their full potential through continuous on job learning and through otherHRD initiatives coordinal and harmonious relation with employees continued to prevailthrough the year under review.FUNCTIONS OF HUMAN RESOURCE DEPATMENTThe following are main functions of human resource manager:  Application and control of company rules and organization policy.  Recruitment of man power intended by HOD and approved by management and top head.  Employees and trainees induction programmed arrangement.  Development of trainees by training and approvals.  Transport arrangement for required by employees, quests & customers.  Booking and reservation as required by employees/quests.  Safety of company material and employees.  Maintenance of first aid material.  Canteen administration.  Assistance of meeting and conference.  Company occasions arrangement like annual day, picnic.  Labor welfare activities as decided by management  Arrangement of uniform, shoes, seasonal wear, safety equipment.  Housekeeping of company premises. 42
  • 43.  Casual labor arrangement.  Building maintenance and office maintenance.  Public relation activities.  Salary wages and perk administration works and record keeping.  Telecom related activities.  Appraisal assistant of employees for increments, training, promotions.  Factory act related activities.  Stationary planning and arrangement. MAJOR FUNCTIONS OF HUMAN RESOURCE DEPARTMENT.  Recruitment  Selection  Remuneration  Promotion and transfer  Leave structureRecruitmentMan power recruitment is one of the most important and difficult part of the organization. Ifany mistake is done in the recruitment process than it will be directly affects the result of theorganization. If any mistake is done in the recruitment process than it will be directly affectsthe result of the organization. Aarti is producing some of hazardous chemical as for them manpower recruitment process is through job.Recruitment is the generating of the application of specific position through three commonresources i.e. advertisement, stage employees exchange agencies or a private employment.Source of recruitment1) Internal sources:-a) Retired or retrenched employees who want to return back to company may be rehired.b) Dependents and relative of deceased or disabled employees.2) External sources:-a) Advertisementb) Educational institutionc) Labor contractorsd) Recruitment agenciese) 43
  • 44. Recruitment Process Chemist & engineers Newspaper Written Test Application Sort Test Receiving application Interview Sorting out Application Offer letter Interview Joining the Organization Offer letter Appointment Appointment Letter Letter Joining the organization Finalize II InterviewSelectionSelection is a process of choosing the most suitable persons out of all the application. It is aprocess of matching the qualification with that of job requirements. It is a process of weedingout of the unsuitable candidates and finally identifying the most suitable candidates. The laststep of recruitment involves identifying the sources of manpower and simulating them to applyfor jobs whereas selection is process of selection the best out of the available alternatives. 44
  • 45. Selection process Application Forms Interview Physical Examination Reference Final Approval EmploymentRemunerationThe remuneration that the AARTI INDUSTRIES LTD. provides to each of the employees is asfollows1) Salary:-The board of director is to be provided with the salary of Rs. 85,000/- per month with power tomake an annual increment area under discussion to a maximum amount of Rs. 1, 50,000/- permonth in respect of salary a privilege up to 100% of salary.2) Commission:-In accumulation to the salary, the whole time Directors of AARTI INDUSTRIES LTD shallalso be entitled to be paid share in comprehensive commission calculated at the rate of 1% ofnet profit of company computed under section 349 of the companies act, 1956 payable to allcompany share of such commission shall be payable after the annual accounts are adopted bythe shareholders.3) Perquisites:-Apart from the salary and commission regularly paid, the whole time Directors shall bepermitted with allowances: 45
  • 46.  House rent allowance of Rs.15000/- per month Bonus/ex-gratis Rs 85000/- per annum Compensation of Medical Expenses and/or Medical Insurance premiums for self andfamily members as company‟s policy Personal Accident Insurance as per company‟s policy.4) The salary payments:-Salary is usually paid in the first week of every month. Salary officer prepares covers with thename and personal code no., of employees and the pay slip along with cash or cheque as perguide.  Mode of payments in cash or Bank TransferStaff -- cash option or bank transferOfficer – usually bank transfer  The structure of the wages and the salariesThe human resource department also deals with wages and salary system. For the AIL thehappiness and contentment of the employees‟ is the main concern, which is reflected by thehealth wage and salary structure design in the company. The AIL pursues the minimum wagerate policy that fixed by the government.  The salary Diminution :-The time office keeps the documentation of staff employees reporting at duty i.e. the time ofentering and leaving. If employees report late on job, in that case the company cuts the salaryof that particular employees If late by 16 min to 35 min -- pay of half hrs If late by 35 min to 45 min -- pay of 45 min If late by 46 min to 60 min – pay of 1 hrs If late by 2 hrs to 3 hrs ---- pay of half days Enlightenment :- For the purpose of this agreement, “family” means the spouse, the dependent childrenand development parents, if any, of the whole time Director. No time fee shall be payable to him for attending the meeting of the Board of theDirector or committee thereof. The other terms and condition of the agreement are such as are customarily contained inagreement of similar nature. The compensation package :- 46
  • 47. Basic + Dearness allowance + other financial pays like cash canteen subsidies, „washingallowance , shift allowance , contribution of provident fund gratuity, medical charges , personalpays, inconvenience, chemical, and hazardous allowance, Etc. Shift and working Hours :-Timing at AIL are as follows1) General shift 8.00 am to 5.00 pm on all working days2) Lunch time is from 12.00 to 1.00 pm & 1.00 pm to 2.003) There are total 3 shifts in the company i.e. morning, evening and night.Wage and salary structureThis department also manages wages and salary system. The employee‟s satisfaction is thepriority of the company, which is reflected by the health wage and salary structure design overhere. The company follows the minimum wage rate policy, fixed the Govt. Salary determination :-As per the minimum wage rate policy fixed by the government. Reduction on salary:-The time office keeps the whole record of staff employees reporting to and from duty. Ifemployees come late on duty, company cut the salary Compensation salary:-Basic + Dearness allowance + other financial pays like cash canteen subsidies, „washingallowance , shift allowance , contribution of provident fund gratuity, medical charges , personalpays, inconvenience, chemical, and hazardous allowance, Etc. Salary payment:-Salary is usually paid in the first week of every month. Salary officer prepare covers with thename and personal code no., of employees and the pay slip along with cash or cheque as pergrade. Mode of payments in cash or Bank TransferStaff -- cash option or bank transferOfficer – usually bank transfer Industrial Act. Applicable by human resource in AIL.1) Factory‟s Act, 19482) Industrial dispute act, 19473) Minimum wages act, 1948 47
  • 48. 4) Employees provident funds and miscellaneous act, 19425) Payment of Bonus act,19656) Payment wages act, 19367) Payment of gratuity act, 19728) The worker men‟s compensation Act, 19239) Apprentice Act,10) The employee state insurance Act, 194811) Contract labor Act12) Payment of Gujarat Labor welfare fundPromotion and Transfer Promotion:-AIL gives an up advancements to its employees with better pay, position and workresponsibility. Promotion policy :-AIL has adopted seniority as well as merit basis promotion policy. The seniority of employee isregarded grade wise as per character residence period on the particular grade. Also the variousother merits are considered. Promotion Criteria:-Company gives promotion on the basis of seniority. Company has decided to give promotionby the way of seniority 40% and out of 60%, 20% by the way of personal interview and 40%by performance appraisal.AIL has decided to give promotion after every 2 years of period oftime. If one not get satisfaction, at that post, he back to his position during the promotionperiod. TransferA transfer is a lateral shift causing movement of an employee from one job, section,department shift, plan or position to another at some or another at some or another place withon charge of salary status and responsibility, etc Internal transfer:-AIL internal transfer or department transfers are avoided as far as possible. Period Transfer :-This type of transfer mainly carries in the marketing department. Whose regional areas andsales department are located throughout the country? 48
  • 49. According to policy marketing personal is transfer every four years, so they can come back tothe native state. Frequent transfer are avoided in company, they care of its adverse effect.Leave Structure Weekly off:-If an employee is working in factory, i.e. different branch, the weekly off is on Sunday. If anemployee is working at office (Mumbai), the weekly off is on Saturday and Sunday. Paid holiday:-The employees are entitled to take right holidays in a year, which is declared by managementin the month of Jan. Sick leave9 days of sick leave are available per annum and credited on 1st Jan every year during the firstyear of employment, however this leave benefit will be available on pro-rate basisaccumulated. Sick leave can be incase at the time of retirement and death only which can be upto a maximum 72 days. Casual leave:-9 days casual leave is available per annum and directed however this leave benefit will beavailable on pro-rate basis, since casual leave benefit merit. The applicability of the scheme isthat the scheme will be applicable to all employees of the company and their studying in STD5th to 12th. The approximate budget amount already set and given to the child will be Rs.32000/-P.A. (eight students every year x4000/- fees of each) Voluntary Retirement Scheme:-The Human Resource Department has also implemented a special type of policy for theemployees named as Voluntary Retirement scheme. Under this scheme, if an employee isabove 40 years of age and retire voluntary. He will be entitled to get the minimum 4 monthsalary excluding the benefit for the remaining years. And not many but only two employeeshave gone for this scheme. Milk scheme:-At present AIL is giving milk coupons to all of its employees expect some service departmentthat are excluded from the scheme. Along with the milk coupons, AIL is giving tea allowancesto all of its @ Rs. 4/- per attend. Funeral scheme:- 49
  • 50. The scheme is such that Rs. 2500/- to be given to all the employees on behalf of the society andAIL on expiry of any of the dependent family member. Company will compensate the amountto society. This is a small way to show the gratitude and company‟s concern towards theemployee and their family. Welfare scheme for employeesThe AIL also provides some welfare schemes for their employees so that they can help theiremployees in some or other ways. Med claim of employees Personal accident Employees D-link insurance scheme. Group gratuity scheme School admission Housing admission Cycle/ car loans L.I.C through salary 50
  • 51. 51
  • 52. INTRODUCTION OF HUMAN RESOURCE CLIMATE.The history and origin of Human Resource Development is not very old. The term came intouse only in the early seventies. The term HRD was first applied in 1968 in the GeorgeWashington University. In 1969, it was used in Miami at the American Society or Training andDevelopment Conference. But by the middle of 1970s it was gaining more acceptances, butwas being used by many as merely as more attractive term than Training and Development. Inthe opinion of some management thinkers Japan is the first country to stress and use HRDpractices. “Better people”, not merely better technology the surest way to a “better society” isthe most popular belief in Japan.According to Prof.Udai Pareekh, as far as India is concerned, the term HRD was introduced forthe first time in the State Bank of India in 1972. It is philosophical value concept developed byDr. Udai Pareekh and Dr. T.V.Rao at the Indian Institute of Management,Ahemdabad. By thelate seventies, this professional outlook on HRD spread to a few public and introduced theconcept with an objective and facilitating growth of employees, especially people introduced atlower levels. In BHEL, this concept was introduced in 1980. Similarly in SAIL, Maruti UdyogLtd., Indian Airlines and TISCO.Even while introducing HRD, many organizations were under the impression that it wasnothing but Training and Development concept. Certain companies start renaming theirTraining and Development Departments and some have created new departments. Later someother personnel management functions like performance Appraisal, career Planning andDevelopment, Feedback and counseling, organizational Development and Data Storage systemwere included as sub-systems of HRD.CONCEPT HRD.HRD is concerned with the development of Human Resource in an organization. Developmentmeans improving the existing capacities to the Human Resource in the organization andhelping them to acquire new capabilities required for the achievement of the corporate as wellas individual goals.HRD is mainly concerned with developing the skill, knowledge and competencies of peopleand it is people-oriented concept. When we call it as a people-oriented concept the question ofpeople being developed in the larger or national context origin the smaller organizational 52
  • 53. context? Is it different at the macro and micro level? HRD can be applied both for the nationallevel and organizational level. But many personal mangers and organization view HRD assynonymous to training and development. Many organizations in the country renamed theirtraining departments as HRD departments. Some educational, institutions started awardingdegrees and diplomas in HRD even though the concept is not yet crystal-clear. HRD fromorganizational point view is a process in which the employees of an organization arehelped/motivated to acquire and develop technical, managerial and behavioral knowledge,skills and abilities, and mould the values, beliefs, attitude necessary to perform present andfuture roles by realizing highest human potential with a view to contribute positively to theorganizational, group, individual and social goals. A comparative analysis of these definitionsshows that third definition seems to be comprehensive and elaborate as it deals with thedevelopment aspects of all the components of human resources. Further, it deals with all typesof skills, the present and future organizational needs and aspect of contribution to not onlyorganizational also other goals. The analysis of the third definition further shows that there arethree aspects.viz.1. Employees of an organization are helped/motivated;2. Acquire, develop and mould various aspects of human resources; and3. Contribute to the organizational, group, individual and social goals.The first aspect deals with helping and motivating factors for HRD. These factors may becalled Enabling factors which include: organization structure, organizational climate, HRDclimate, HRD knowledge and skills to managers, human resource planning, recruitment andselection. The second aspect deals with the techniques or methods which are the means toacquire develop and mould the various human resources. These techniques include:Performance, appraisal, potential appraisal, career planning and development, Training,Management development, Organizational development, Social cultural programs, andWorkers participation in management and quality circles. The third category includes theoutcomes contribution of the HRD process to the goals of the organization, group, individualsand the society.HRD believes that individual in an organization have unlimited potential for growth anddevelopment and that their potential can be developed and multiplied through appropriate andsystematic efforts. Given the opportunities and by providing the right type of climate in theorganization, individuals can be helped to give full expression of their potential, contributing tothe achievement of goals of the organization and thereby ensuring optimization of human 53
  • 54. resources. Investment in human beings is another underlying concept of the human resourcesystem. The organization accepts that development of human resources involves investment oftime and concern for growth. Everyone in the organization will have to take self-responsibilityfor growth and optimization of performance.HRD is the process of increasing knowledge will and capacities of all the people in a givensociety. In the national context, HRD is a process by which the people in various groups arehelped to acquire new competence continuously so as to make them more and more self-reliantand simultaneously develop a sense of pride in their country.HRD is the process of increasing knowledge, skills, capabilities and positive work attitude andvalues of all people working at all levels in a business undertaking. It is very narrow concept ofHRD which by itself is not an end but a means to achieve certain objectives and makingadvancement of individual and organizational goals. HRD is a development-oriented planningeffort in the personnel area which is basically concerned with the development of humanresource in the organization for improving the existing capabilities and acquiring newcapabilities for achievement of the corporate and individual goals.DEFINITIONS OF HRDNadler (1970) defined as a series of organized activities, conducted within a specified periodof time, and designed to produce behavioral change. Some of the common activities heidentified within HRD are training, education and development. He identified training as thoseactivities intended to improve performance on the job, education as those activities intended todevelop competencies not specific to any one job, and development is preparation to help theemployee move with the organization as it develops.In a revised definition Nadler (1984) defined it as organized learning experiences in a definitetime period to increase the possibility of job performance and growth.A recent review of the definition of HRD by McLean and Mc Lean (2001) provides a lot ofinsights into field. The following are some of the highlights of this article: While there have been many efforts to define HRD, no consensus seem to have emerged The US definition of HRD seems to have influenced the definitions many other countries. 54
  • 55. It appears that definitions of HRD may vary from one country to another, and the national differences are a crucial factor in determining the way HRD professionals work There appears to be difference in the perception and practice of HRD in local companies as compared to Multinational companies. In several countries HRD is not distinguished from HR but is seen systematically as a part of HR. Professional organizations and academic seem to contribute to the definition of HRDThe following is a sample of definition cited in McLean and McLean (2001):CHINA: “A planned organized education and learning process provided by organizations toimprove employees‟ knowledge and skills as well as change their job attitudes and behaviors.The process helps unleash the employees‟ expertise for the purpose of enhancing the individualperformance and achieving effective organizational functioning.” (The china Training centerfor senior civil servants). McLean observes that in China there is no difference between HR,HRD and personnel.FRANCE : HRD covers all practices that contribute to enhance the contribution of people tothe organizational objectives: competence development, satisfaction to the human requirementsof organization development training, internal career paths etc. The term „development social‟is often used synonymous with HRD.GERMANY: There is no flied defined as HRD. Personnel specialist in Management schoolsdoes some research.JAPAN: The concept of HRD can be defined by three terms: Noryukyu kathatu (developmentof individual abilities); Jinzai keisei (formulation of a mastery level of human resourcesthrough the work system and training), and Jinzai ikusei (fostering of development of humanresources through management of human resource process. Individual development, careerdevelopment and organization development are the three major components of HRD in Japan.KOREA: Most Korean staff treats it as equivalent to Training and Development. OD, CD andT&D are included sometimes.UNITED KINGDOM: HRD is relatively a new concept which has yet to become fullyestablished and accepted, whether within professional practice or as a focus of academicinquiry. Key element include: Activities and processes which are intended to have impact onorganizational and processes which are intended to have impact on organizational andindividual learning; planned interventions in individual and organizational learning; 55
  • 56. interventions that are intended to change organizational behavior; strategic, long term, culturaland organizational changes.SINGAPORE: In Singapore public agencies describe HRD as the activities related toknowledge and skills development through organizational and community developmentthrough education, training and re-training in a lifelong learning process for improvingproductivity at the personal, organizational and community levels. Development of Men Higher productivity Good Return on investment As the Soul of Personnel Development Its strong Superior Subordinate Relationship To Cope with Changes As a Pre-Condition of Economic Growth.All business and industrial organizations are dynamics. In fact, liberalization, privatization andglobalization made the business, products/services. Organizational strength and like. Thechanges invariably demand for development of human resources. Changes in economic policies: Almost all the government across the global have changed their economic policies from communistic/socialistic pattern no capitalization pattern. Liberalization, privatization and globalization posed threat to the weak firms created opportunities large and small firms even India. Changing job requirements: Organizational dynamism brings changes and job design. The change in job design brings changes in job description and job section. These changes demand for the HRD. Organizational viability and transformation process: Organizational viabilities are continuously influenced by the environment threats. If the organization does not accept itself to the changing environment factor, it will lose its market share. If the organization desires to adopt these changes first it has developed the human resources. Technological Advances: Organizations in order to survive and develop should adopt the latest technology will not be complete until developed employees operate them. Employee development is possible through human resources development. These are the days of information technology and high-level production and survive technology. Therefore, HRD is essential in new millennium. 56
  • 57.  Organization Complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products rendering of survivals, organization become complex. Management organizational complexity is possible through HRD. Human relation: Most of the organization intends to adopt human relation approach. This in turns needs HRD.CLIMATEPerception about organization goals and about decisions that managers should take to achievethese goals come not only from formal control systems but also through informal organizations.Both the formal and informal structure combine to create what is called organizational climate.The term climate is used to designate the quality of the internal environment which conditionsin turn the quality of cooperation, the development of the individual, the extent of member‟sdedication or commitment to organizational purpose, and efficiency with which that purposebecomes translated into results. Climate is the atmosphere in which individuals help, judge, andreward, constrain and find out about each others. It influences moral and the attitudes of theindividual towards his work and his environment.Hellriegel and Slocum (1974) define organization as a “ set off attributes which can beperceived about a particular organization and/or its subsystems, and that may be induced in theway that organization and/or its sub-system deal with their members and environment” thisdefinition implied that in the measurement of organizational climate. Perceptual responses sought are primarily descriptive rather than evaluative. The level of inclusive of the items, scales and constructs and macro rather than micro. The units of analysis tend to be attributes of the organization or specific sub system rather than individual and The perceptions have potential behavioral consequences.Schneider (1975) has prepared a working definition of climate: “Climate perceptions are psychologically meaningful molar descriptions that people canagree characterized a system‟s practices and procedures. By its practices and procedures asystem may create many climates. People perceived climates because the molar perceptionsfunction as frames of reference for the attainment of some congruity between behavior and the 57
  • 58. system‟s practices and procedures however, if the climate is one which reward and supportindividual differences, people in the same system will not behave similarly further, becausesatisfaction is a personal evaluation of a system‟s practices and procedures, people in thesystems tend to agree less on their satisfaction than on their description of the system‟sclimate”. By its very nature, „climate‟ cannot be described correctly. Some alternativecharacteristics are as follows: Focus on results versus focus on following work Individual accomplishment versus being a member of a team. Initiative and risk-taking versus not rocking the boat. Individual gains versus enhancement of organization objectives Tough mindedness versus dealing with people versus avoidance of unpleasant actions. The relative importance of participating management versus authoritarian.HRD CLIMATEDEFINITION:-Harbison and Myers (1964), “the process of increasing the knowledge, the skills and thecapacities of all the people in a society. In economic terms, it could be described as theaccumulation of human capital and its effective investment in the development of an economy.In political terms, HRD prepares people for adult participation in the political process,particularly as citizens in a democracy. From the social and cultural points of view, thedevelopment of human resources help people lead fuller and richer lives, less bound totradition. In short, the processes of HRD unlock the door to modernization.Nadler and Nadler (1970), “defined HRD as,” a series of organized activities conductedwithin a specified time and designed to produce behavioral change.”Armstrong and Baron (2002) Human Resource Development (HRD) is concerned with theprovision of learning and development opportunities that support the achievement of businessstrategies and improvement of organizational, team and individual performance.Climate, this is an overall feeling that is conveyed by the physical layout, the way employeesinteract and the way members of the organization conduct themselves with outside. (it isprovided by an organization). 58
  • 59. Rao and Abrsham,(1986) HRD climate is an integral part of organizational climate. It can bedefined as perceptions the employee can have on the developmental environment of anorganization. The development climate will have the following characteristics A tendency at all level starting from top management to the lowest level to treat the peopleas the most important resource. A perception that developing the competencies in the employees is the j0ob of every manager/supervisor Faith in the capabilities of employees to change and acquire new competencies at any stage of life. A tendency to be open in communications and discussions rather than being secretive (fairly free expression of feelings.) Encouraging risk-taking and experimentation. Making efforts to help employees recognize their strengths and weakness through feedback. A general climate of trust. A tendency on the part of employees to be generally helpful to each other and collaborate with each other. Team spirit Tendency to discourage stereotypes and favoritism. Supportive personal policies. Supportive HRD practices including performance appraisal, training, reward, management, potential development, job-rotations, carrier planning, etc.Organization climate contributes to the organization overall health and self renewingcapabilities which in turn, increase the enabling capabilities of individual, dyads, team, and theentire organization.DEVELOPMENT OF HRD CLIMATEAn HRD climate or culture is essential for developing human resources. The HRD climate canbe characterized as consisting of the following: Openness or freedom to express one‟s ideas and opinions; Collaboration attitudes or team spirit; 59
  • 60.  Trust;  Authenticity or correlation between words and action;  Proaction or encouraging some degree of initiative and risk-taking by employees;  Autonomy or certain degree of freedom of action for each individual; and  An interest in confronting issues and solving them rather than hiding them. Such climate can be developed through various HRD instruments mentioned earlier. Chief executive should facilitate the development of an HRD climate and effectiveness of the HRD instrument will help greatly the implementation of HRD systems. Short questionnaire like the XLRI HRD Climate survey are available. It may be worthwhile conducing such survey periodically (say once in a year or two) and examine changes occurring in the HRD climate. Feedback from such surveys could be used to plan out HRD activities for the subsequent years. IMPORTANT OF HRD CLIMATE The importance of HRD climate in an organization is as under-:1.Environment factors of HR are prime influencing elements of change in HR strategy.2.It gives professional time to anticipate opportunities in HR area and time to plan optional responses to these opportunities.3.It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario, or to develop strategies, which can turn a threat.4.It forms a basis of aligning the organization strengths to the changes in the environment.5.It enables the entry of the latest national/international HR developments. SCOPE OF HRD CLIMATE Motivator role of Manager & Supervisor: - To prepare Human resource Development Climate, Manager and supervisor‟s responsibilities are more or we can say that they are the key players. Manager and Supervisors have to help the employees to develop the competencies in the 60
  • 61. employees, to help the employees at lower level they need to updated properly and they need toshare their expertise and experience with employees.Faith upon employees: - in the process of developing HRD Climate employer should havefaith on its employee‟s capabilities. Means whatever amount is invested that should be basedon development of employees. Top management should trust the employees that after makinghuge effort to develop employees, employees will work for the well being of organization andfor human being also.Free expression of feelings:- Whatever Top management feels about employees they have toexpress to employees and whatever employees think about top management it must be expressin other words we can say that there should not be anything hidden while communicationprocess. Clear communication process will help to establish the HRD climate.Feedback: - Feedback should be taken regularly to know the drawbacks in system. This willhelp to gain confidence in employees mind. Employee will trust on management and he canexpress opinion freely which is very good for HRD climate. Feedback will help to remove theweakness.Helpful nature of employees: - Whenever we talk about 100% effort then we have to talkabout employee‟s effort too. Nature of employees should be helping for management and forits colleagues. They should be always read to help to customers too.Supportive personnel management: - Personnel policies of organization should motivateemployees to contribute more from their part. Top management‟s philosophy should be cleartowards Human Resource and its well being to encourage the employees.Encouraging and risk taking experimentation: - Employees should be motivated by givingthem authority to take decision. This concept is risky but gradually it will bring expertise inemployees to handle similar situation in future. It will help to develop confidence in employeesmind. Organization can utilize and develop employees more by assigning risky task.Discouraging stereotypes and favoritism: - Management need to avoid those practices whichlead to favoritism. Management and Managers need to give equal importance. Those peoplewho are performing good they need to appreciate and those who are not performing well theyneed to be guided. Any kind of partial behavior should be avoided. 61
  • 62. Team spirit: - There must be feeling of belongingness among the employees, and alsowillingness to work as a team.ELEMENTS OF HRD CLIMATEThe elements of HRD climate can be grounded into three broad categories- general climate,OCTAPAC culture and HRD mechanisms.The general climate items deal with the importance given to human resources development ingeneral by the top management and line managers. The OCTAPAC items deal with extent towhich openness, Confrontation, Trust, Autonomy, Proactively, Authenticity and Collaborationare valued, and promoted in the organization. The items dealing with HRD mechanismmeasure the extent to which HRD mechanisms are implemented seriously. These are threegroups were taken with the following assumptions: A general supportive climate is important for HRD if it has to be implemented effectively.Such supportive climate consists of not only top management, line management‟s commitmentbut good personnel policies and positive attitudes towards development. Successful implementation of HRD involves an integrate look at HRD and efforts to use a many HRD mechanisms as possible. These mechanisms as possible. These mechanisms include: performance appraisal, potential appraisal, career planning, performance rewards, feedback and counseling, training, employee welfare for quality work life, job satisfaction, etc. OCTAPAS culture is essential for facilitating HRD. Openness is there when employees feel free to discuss their ideas, activities and feelings with each other. Confrontation is bringing out problems and issues into the open with a view to solving them rather than them for fear of hurting or getting hurt. Trust is taking people at their face value and believing what they say. Autonomy is giving freedom to let people work independently with responsibility. Productivity is encouraging employees to take initiative and risk. Authenticity is the tendency on the part of people to do what they say. Collaboration is to accept interdependencies, to helpful to each other and work as teams.The conventional connotation with which the team „climate‟ has been used in literature is„organization Climate‟. The concept of climate with specific reference to HRD context, i.e.HRD climate, has been recently introduced by Rao and Abraham (1986). Perhaps it could bedue to this reason that there is hardly any research work available in published literature. 62
  • 63. FACTORS AFFECTING HRD CLIMATEThe following factors may be considered as contributing to HRD Climate:1.Top management style &philosophy:-A developmental style, a belief in the capability of people, a participative approach, openness and receptivity to suggestions from the subordinates are some of the dimensions that contribute to the creation of a positive HRD climate.2.Personnel Policies:-Personnel policies that show high concern for employees, that emphasis equity and objectivity in appraisals, policies that emphasize sufficient resource allocation for welfare and developmental activities, policies that emphasize a collaborative attitude and trust among the people go a long way in creating the HRD climate.3.HRD Instruments and Systems:-A number of HRD instruments have been found to generate a good HRD climate. Particularlyopen system of appraisal with emphasis of counseling, career development systems, informaltraining mechanisms; potential development systems, etc. contribute to HRD climate.4.Self-renewal mechanisms:-Organizations that have built in self-renewal mechanisms are likely to generate a positive HRDclimate.5. Attitude of a personal and HRD Staff:-A helpful and supportive attitude on the part of HRD and personnel people plays a very vitalrole in generating the HRD climate.COMPONENTS OF HRD CLIMATEThe organizational climate consists of:-1. Organizational Structure:-An organization‟s structure is actually a „snapshot‟ of a work process, frozen in time so that itcan be viewed. The structure enables the people‟s energy to be focused towards processachievement and goal achievement. Employee must have a clear definition of not only thework structure but also the role used to organize the work. If the structure and the role is not 63
  • 64. clear, people will not know what the work process is, who responsible for what, whom to gofor help and decision, and who can assist in solving problems that may arise.2. Organizational Culture:-Organizational culture is the pattern of beliefs knowledge, attitudes, and custom that existswithin an organization. Organizational culture may result in part from senior managementbeliefs. Or from the beliefs of employees. Organizational culture can be supportive orunsupportive, positive or negative. It can be affect the ability or willingness of employees toadapt or perform well within the organization.The most effective work culture is one that supports the organizations HR strategies byaligning behaviors, processes and methods with the desired results. It not just achieving resultsbut the methods through which they are achieved that are critical to long-term success. Beforeany HR strategy is designed there must be a clear understanding of the organization, its currentvalues, its structure, its people as well as its goals and vision forth future.3. HR Processors:-The HR system of an organization should be comprehensive enough to take care of employeesfrom the time they join till the time they leave HR. Their demands must not be ignored, but afeelings of belongingness be created. Process should be very clear and impartial, so thatemployee‟s faith in organization. From the recruitment to retirement whole process should beaccording to employee‟s expectation and ability of employer.MEASURING HRD CLIMATE:1.Economic condition:- An organization‟s economic condition influences its culture in several ways. The more prosperous an organization is the more it can afford to spend on research and the more it can afford to risk and be adventurous.2.Leadership Style:- An organization leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organization‟s culture characterized by high 64
  • 65. position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership.3.Managerial assumption about human nature:- Every act on the part of the management that involves human being is predicated upon assumptions, generalizations and hypotheses relating to human behavior. There are two theories of behavior (Theory X and Theory Y).4.Managerial values and ethos:- The feeling of mangers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are self- awareness, risk taking, participation, bureaucracy, equity, employee‟s security and growth.5. Organization size:- Small organizations are few levels of management; these are generally more amendable to democratic and participative functioning than big organizations. More open communication system in small organizations. Hence these organizations have a different type of climate than what are in big organizations.HRD PROCESS AND HRD CLIMATE VARIABLESHuman Resource Development mechanism or sub-system or instrument leads to developmentof desired human resource development climate or process. Human Resource Developmentcultures are an essential part of the organization climate. HRD culture in the organization.In the words of T.V.Rao, “Human Resource Development climate is the perception of theemployee about the human resource development culture in the organization,” HumanResource Development experts use the term “OCTAPACE” to express the important featuresof human resource, development climate. C T A P A C E O = = = = = = = = Confrontatio Trust Au Pro- Authentici Collaboratio Experimentati Openness n to actio ty n. on. no n m y 65
  • 66. Experimentation Human resource development climate in an Organization is reflected by itsrole, clarity, openness, trust, team work, proactive, orientation, planning of development ofevery employee etc. HRD departments are a subsystem in instrument to initiate HRD cultureand achieve objectives of HRD.Human resource development climate and processes are dependent on personnel policies, topmanagement styles, investments on HRD, top management, commitment, line managers,interest, previous culture etc. to sum up the relationship between human resource developmentsMechanism and HRD processes and climate can be explained as under:a) HRD mechanism is most useful instruments/interventions to develop a healthy HRD climate.b) HRD instruments are used to develop desired HRD processes. For instance performance and potential appraisal help to Arsey and determine the competence required for job performance. Review, discussion feedback, counseling session help in building trust and better senior subordinate relations. Role analysis exercises result in role clarity in the organization. Training and potential development exercise has proactive orientation. Job enrichment is a deliverable of upgrading of risk and responsibility in work group. OD exercise help to manage change and problems in the organization. It promotes openness, effective communication; inter departmental collaboration in the organization. It aims at providing the climate for growth and development.c) HRD climate is dependent on human resource development mechanism as well as personnel policies, top management styles.d) HRD mechanism and personnel policies should be periodically reviewed to create develop desired human resource development climate. 66
  • 67. 67
  • 68. RESEARCH METHOLODYTITLE“A study on Human Resource Climate”of 66 top and middle level employees at AartiIndustries Ltd, Vapi.SIGNIFICANCE OF STUDYA study on HRD climate is extremely important for the ultimate achievement of the businessgoals. In the Indian context, type of organization influences the culture prevent in theorganization. It‟s an outcome of the favorable on unfavorable with which the HR practicesfollowed by the organization are perceived. This in turn affects employee‟s behavior and workattitudes like organizational commitment.HR means employees in organization, who work to increase the profit for organization.Development, it is acquisition of capabilities that are needed to do the present job, or the futureexpected job. The process of enhancing an employee‟s present and future effectiveness iscalled development.After analyzing Human resource and Development we can simply stated that, HRD is theprocess of helping people to acquire competencies.Climate, this is an overall feeling that is conveyed by the physical layout, the way employeesinteract and the way members of the organization conduct themselves with outsiders.In the era of liberalization, privatization and globalization climate of an organization has agreat impact on the functioning of organization and its development.Due to staff competition from private and public sectors various problems have to be faced.Hence, in such time a climate and its various parameters like innovations, developmentalclimate, positive attitude, top management‟s commitment to HRD etc plays a major role bothfor employees and for the organization.OBJECTIVES OF THE STUDYPRIMARY OBJECTIVE:- To Study the perception of employees regarding HRD climate in Aarti Industries Ltd. 68
  • 69. SECONDARY OBJECTIVE:- To identify nature of work of employees in Aarti Industries Ltd. To study existing working environment of employees in Aarti Industries Ltd. To identify existing welfare measure and PMS of employees in Aarti Industries Ltd. To study various training programs and career planning & development in Aarti Industries Ltd. To identify transparency among employees.OPERATIONAL DEFINITION:-HRDHuman resource development is a frame work for the expansion human capital within anorganization. Human Resource Development is a combination of Training and Education thatensures that continual improvement and growth of both individual and the organization. HRDis the structure that allows for individual development, potentially satisfying the organization‟sgoals. The development of the individual will benefit both the individual and the organization.CLIMATEThe term climate is used to designate the quality of the internal environment which conditionsin turn the quality of cooperation, the development of the individual, the extent of member‟sdedication or commitment to organizational purpose, and efficiency with which that purposebecomes translated into results. Climate is the atmosphere in which individuals help, judge, andreward, constrain and find out about each others. It influences moral and the attitudes of theindividual towards his work and his environment.HRD CLIMATEHRD Climate is an integral part of organization climate. It is the perception the employees canhave on the developmental environment of an organization. HRD climate is the humanenvironment in which the employees work in an organization. It is an outcome of thefavorableness or unfavorableness with which the HRD practices followed by the organizationare perceived. This in turn affects employee behavior and work attitude like organizationalcommitment. 69
  • 70. RESEARCH DESIGNThe research design for this study is Descriptive and Explorative nature.DESCRIPTIVE RESEARCHThe main goal of this type of research is to describe the data and characteristics about what isbeing studied. The idea behind this type of research is to study frequencies, averages, to portrayaccurately the characteristics of particular individual, situation or group, and other statisticalcalculations. It is quantitative and uses surveys and panels and also the use of probabilitysampling. The study will describe about the various factors which affects the organization toretain talented workforce in Aarti Industries Ltd, Vapi.EXPLORATIVE RESEARCHExploratory research is a type of research conducted for a problem that has not been clearlydefined. It helps determine the best research design, data collection method and selection ofsubjects. It should draw definitive conclusions only with extreme caution. Exploratory researchoften relies on secondary research such as reviewing available literature and/or data, orqualitative approaches such as informal discussions with consumers, employees, managementor competitors, and more formal approaches through in-depth interviews, focus groups,projective methods, case studies.UNIVERSE:The universe for the study includes all top and middle level employees of Aarti Industries Ltd.SAMPLE AND SAMPLING:SAMPLE: Sample size consist of 66 top and middle level employees working at AartiIndustries Ltd.SAMPLING METHOD: Simple random sampling method was used to select the respondentsfrom different departments of the industry.VARIABLES:Dependent variables: 70
  • 71. Dependent variable includes nature of work, working environment, welfare measure,performance management system, training, career planning & development and transparencyorganization.Independent variables:Independent variable includes all personal information like age, marital status, monthlyincome, educational qualification, and experience.TOOLS OF DATA COLLECTION:The tool used for data collection was structured questionnaire prepared by researcher. Itconsists of few open ended questions and close ended questions. The close ended questionswere to be accessed on a 5 point scale by encircling the numbers which the respondentsconsider most appropriate.(1-Strongly agree, 2-Agree, 3-Neutral, 4-Strongly Disagree, 5-Disagree)REFERANCE PERIOD:The data was collected in the Month of June-July 2012.LIMITATIONS OF THE STUDY1) The first and foremost limitations are regarding the source of information. The informationcontained has been obtained from the sources believed to be reliable and good in faith, butwhich may not verified independently.2) Since the sample size was limited and at the same time HRD climate being a broad topic, thesize could not suffice the needs of the study.3) The time constrain was one of the factors to be kept in mind while carrying out the study. 71
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  • 73. REVIEW OF LITERATURELyon & Lvancevich (1974) in their study of a Hospital have found that different climatedimensions influence facts of individual job satisfaction for nurses and administrators.Jain, Singhal & Singh (1996) studied on HRD Climate in Indian Industry, in two public sectororganization i.e.BHEL and NFL and concluded that the HRD climate is mainly a function ofthe effectiveness variables including individual efficiency, organizational efficiency andproductivity and the HRD variables including management policy on HRD, organizationdevelopment, role analysis and training.Ishwar Dayal (1996) carried out a study of HRD climate in Indian Oil Corporation. It wasfound that HRD climate was positive for learning.Gani &Rainyee(1996) conducted study in HRD Climate in Large Public Sector Organizationin Kashmir and concluded that climate existing in the organization for employees developmentwas picking up and it was further observed that compared to managerial personnel, workerswere less sanguine.Krishna & Rao (1997) carried out a comprehensive empirical study in BHEL, Hyderabad andfound that HRD climate in the organization encouraged middle and seniors managers toexperiment with new methods and try out creative ideas.Venkateswaran (1997) studied on human Resource development Climate, made a study basedon the responses of 132 executives of a large PSU and concludes that early identification ofhuman resources potential development. This can be achieved only when a conducive HRDClimate prevails. The study found the existence of favorable HRD Climate in the organization.Varimax (1998) study focused on the relevance of congenial and competitive HRD Climatefor public sector commercial banks in India in the light of numerous challenges arising frommultinational and new generation private sector banks on account of liberalization andglobalization of the Indian economy. The study was confined to 5 selected public sectorcommercial banks within Indian context for analyzing the HRD climate dimensions. To assessthe HRD climate, a survey instrument of 40 variables was used. The sample size was 1427which included senior HRD managers, branch managers, clerks and other supporting staffdrawn by simple random sampling. Respondents were asked to rate these 40 variables whichare rooted on seven point Likert scale of 1-7. The data was subjected to PCA (Principal 73
  • 74. Components Analysis) followed by Varimax rotation with Kaiser Normalization to getpercentage of variances for all the 40 variables to extract the relevant factors reflecting theHRD climate dimension. In this research, 7 factors were extracted with reflected the HRDclimate of public sector commercial banks and one way analysis of variance test was performedto find whether there was a significant differenc3e between these factors with respect to HRDclimate.Mishra, Prashant, Dhar, Upinder, Dhar, Santosh (1999) conducted a study on jobsatisfaction as co-relate of HRD climate. The opening of the Indian economy in the early in1990s and the consequent changes in the environment have forced Indian organizations to lookfor better avenues of performance improvement, resulting in a changed perspective for Humanresource Development (HRD) activities in organizations. The emphasis now is more on awholesale development, which means a more integrated approach towards HRD. This has ledto the introduction of organized activities designed to foster increased knowledge, skills,competencies and better behaviors. It is said that the factors of satisfactions are realcontributors in the motivation of employees and, in turn, may contribute in reducing employeeturnover. In this context, HRD aims at developing the motivation of employees to the extentpossible, to make them contribute to organizational goals. Since job satisfaction is a correlateof the organizational climate, a healthy climate is required for utilizing and enhancing theemployee‟s competencies and skills. The present study is an attempt to explore the HRDclimate level in Manufacturing (Pharmaceutical Industry) and Service (Banking industry)industries and the relationship with job satisfaction.Naresh K. Goyal (1999) conducted a survey on HRD climate of Government Aided SeniorSecondary schools in Uttar Pradesh. They are able to determine the climate of a place throughparameters developed by modern sciences we can similarly determine the climate of anorganization through parameters developed by behavioral scientist. Today the modernmanagement cannot ignore the Human Resource Development Organizational climate. It isnow accepted fact that congenial HRD climate is extremely important for the ultimateachievement of organizational objectives. It can be said that organizational climate ismanifestation of the attitudes of organization itself. Organization climate or HRD climate is thehuman environment within which employees of the organization perform their tasks. It mayrefer to the environment of a department, unit or branch of an enterprise or the entireorganization. 74
  • 75. Alphonsa (2000) conducted a survey to examine the HRD climate of Private Hospital. Theresponses were collected from different departments in the hospital. The researcher found thatthe perception of the supervisors about the HRD Climate is satisfactory and reasonably goodclimate was prevailing in the hospital. 75
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  • 77. DATA ANALYSIS &INTERPRETATIONData analysis and interpretation.Table 1 showing sex-wise distribution of Respondents. Gender Frequency Percentage Male 66 100% Female 0 0% Total 66 100.00%From the above table it can be interpreted that, All respondents were Male. Not single respondent was female.Not single respondents was women because it risky for the women. 77
  • 78. Table 2 showing age wised distribution of the respondents. Age Frequency Percentage 20-25 4 6.1% 25-30 23 34.8% 30 & above 39 59.1% Total 60 100.00% Age wise Respondents 20-25 25-30 30 & above 6% 35% 59%From the above table it can be interpreted that,  59.1% the respondents belong to the age group of 30 years & above.  34.8% the respondents belong to the age group of 25-30 years.  6.1% the respondents belong to the age group of 20-30 year. Thus, majority of the respondent‟s i.e.59.1% belongs to the age group of the 30 years & above, it shows that company is working with experience employees. 78
  • 79. Table 3 showing educational wised distribution of the respondents. Education Frequency Percentage Under Graduate 12 18.2% Graduate 27 40.9% Post Graduate 27 40.9% Total 66 100.00% Education Under Graduate Graduate Post Graduate 18% 41% 41%From the above table it can be interpreted that,  40.9% of the respondents were graduate.  40.9% of the respondents were post-graduate.  18.2% of the respondents were under graduate. Thus, majority of the respondents i.e. 40.9 % were graduate and post graduate because in managerial profession highly qualified persons are required who can take initiatives and can handle the pressure well. 79
  • 80. Table 4 showing Department wise distribution of the respondents. Department Frequency Percentage HR 07 11% Finance 05 07% Marketing 07 11% R&D 13 19% Production 25 37% Store 09 15% Total 66 100.00% Department wise Respondent HR Finance Marketing R&D Production Store 14% 11% 7% 11% 38% 19%From the above table it can be interpreted that,  37.00% of the respondents were from Production Department.  19.00% of the respondents were from R & D Department.  14.00% of the respondents were from store Department.  11.00% of the respondents were from Marketing Department.  11.00% of the respondents were from HR Department.  07.00% of the respondents were from Finance Department. Thus, majority of the respondents i.e. 37% were from Production Department because it has plant of manufacturing product . 80
  • 81. Table 5 showing Designation wised distribution of employees. Designation Frequency Percentage Technician 10 14.7% Assistant Manager 05 8% Executive 09 15% Supervisors 22 34.08% Operators 11 16.04% Officers 07 11.01% Total 66 100.00% Designation Technician Assistant Manager Executive Supervisors Operators Officers 11% 16% 17% 8% 14% 34%From the above table it can be interpreted that,  34.8% of the respondents were supervisors.  16.4% of the respondents were Operators.  15.00% of the respondents were Executive.  14.7% of the respondents were Technician.  11.1% of the respondents were Officers.  8.00 % of the respondents were Assistant Manager. Thus, majority of the respondents were i.e. 34.8% supervisor because company having more than one product line of which operation requires continuous monitoring. 81
  • 82. Table 6 showing distribution of the respondents according to working experience in AartiIndustries Ltd. Total years of experience in this Frequency Percentage organization Less than 1 year 06 9.1% 1 to 5 years 27 40.9% 5 to 10 years 20 30.3% 10 to 15 years 11 16.7% 15 to 20 years 02 3.0% Total 66 100.00% Total years of experience in Aarti Industries Less than 1 year 1 to 5 years 5 to 10 years 10 to 15 years 15 to 20 years 3% 9% 17% 41% 30%From the above table it can be interpreted that,  40.9% of the respondents were having 1 to 5 years experience in this organization.  30.3 %of the respondents were having 5 to 10 years experience in this organization.  16.7 %of the respondents were having 10 to 15 years experience in this organization.  9.1% of the respondents were having less than 1 year experience in this organization.  3.0 % of the respondents were having 15 to 20 years experience in this organization. Thus, majority of the respondents i.e. 40.9% were having 1 to 5 years of experience in Aarti Industries Ltd because employees choose other company as their get more opportunity from AIL. 82
  • 83. Table 7 showing perception of respondents regarding Top management make sure thatemployees enjoy their work. Particulars Frequency Percentage Agree 46 69.7% Strongly agree 12 18.2% Neutral 2 3.0% Disagree 5 7.6% Strongly disagree 1 1.5% Total 66 100.00% Top Management say that employees enjoy thier work Agree Strongly agree Neutral Disagree Strongly disagree 8% 1% 3% 18% 70%From the above table it can be interpreted that,  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 thatemployees enjoy their work because if they don‟t take care then employees feel burden andstart leaving the organization. 83
  • 84. Table 8 showing perceptions of the respondents regarding employees are invited forparticipation in decision making by top management. Particulars Frequency Percentage Agree 3 4.5% Strongly agree 25 37.9% Neutral 6 9.1% Disagree 30 45.5% Strongly disagree 2 3.0% Total 66 100.00% Participation in Decision Making Agree Strongly agree Neutral Disagree Strongly disagree 3% 5% 38% 45% 9%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 itsway to make sure that employees are invited for participation in decision making as manydecision are taken by the top management only. 84
  • 85. Table 9 showing the perception of the respondents regarding employees are veryflexible& discuss their personal problems with their supervisor. Particulars Frequency Percentage Agree 3 4.5% Strongly agree 5 7.6% Neutral 0 0.0% Disagree 32 48.5% Strongly disagree 26 39.45 Total 66 100.00% Employees discuss thier personal problems with their supervisor Agree Strongly agree Neutral Disagree Strongly disagree 0% 5% 8% 39% 48%From the above table it can be interpreted that,  48.5% of the respondents were disagree that employees are very flexible &discuss their personal problems with their supervisor.  9.4% of the respondents were strongly disagree with above statement.  7.6% of the respondents were strongly agree with above statement.  4.5% of the respondents were agree with above statement  Not single respondents were neutral with the above statement.Thus, majority of the respondents i.e. 48.5%were strongly disagree that employees are veryflexible & discuss their personal problems with their supervisor because of behavior. 85
  • 86. Table 10 Showing the perception of the respondents regarding there is tactfulness,smartness and even a little manipulation in employees to get thing done. Particulars Frequency Percentage Agree 26 30.4% Strongly agree 27 40.9% Neutral 8 12.1% Disagree 4 6.1% Strongly disagree 0 0.0% Total 66 100.00% Manipulation in employees Agree Strongly agree Neutral Disagree Strongly disagree 0% 6% 12% 40% 42%From the above table it can be interpreted that,  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 evena little manipulation in employees to get thing done because it want employees their work asearly as possible. 86
  • 87. Table 11 Showing the perception of the respondents regarding employee take point tofind out their supervising officer and colleagues. Particulars Frequency Percentage Agree 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% Points to find out thier supervising officer and colleagues Agree Strongly agree Neutral Disagree Strongly disagree 1% 8% 5% 39% 47%From the above table it can be interpreted that,  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 findout their supervising officer and colleagues because as any problem came in work either theymay understand from the supervising officer or from colleagues. 87
  • 88. Table 12 showing the opinion of respondents regarding team spirits is of high order in theorganization. Particulars Frequency Percentage Agree 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% Team Spirit in Organization. Agree Strongly agree Neutral Disagree Strongly disagree 6% 3% 5% 48% 38%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 feelingof belongingness among the employees and also willingness to work. 88
  • 89. Table 13 showing perception of the respondents about Managers belief that employee’sbehavior can be changed and can be developed at any stage of their life. Particulars Frequency Percentage Agree 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% Employees behavior can change at any stage of thier life. Agree Strongly agree Neutral Disagree Strongly disagree 6% 2% 3% 45% 44%From the above table it can be interpreted that,  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‟sbehavior can be changed and can be developed at any stage of their life organization activitiesconducted within a specified time are designed to produce behavioral change. 89
  • 90. Table 14 showing perception of the respondents regarding the psychological climate helpsemployees in developing themselves acquiring the knowledge skills. Particulars Frequency Percentage Agree 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% Climate helps employees in aquiring new knowledge and skills Agree Strongly agree Neutral Disagree Strongly disagree 1% 8% 5% 48% 38%From the above table it can be interpreted that,  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 helpsemployees in developing themselves acquiring the knowledge skills because it ability andwillingness are adapt to perform well within the organisation. 90
  • 91. Table 15 showing perception of the respondents regarding Supervisor treats theirsubordinates with understanding and helps them when they make any mistake. Particulars Frequency Percentage Agree 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% Supervisor treat thier subordinates with understanding and help them when their make mistake Agree Strongly agree Neutral Disagree Strongly disagree 9% 3% 2% 30% 56%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 subordinateswith understanding and help them so that it may help other employees also which are facing theproblem . 91
  • 92. Table 16 showing perception respondents regarding the mission of organization makesme feel that I am important Particulars Frequency Percentage Agree 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% Importance in Organization Agree Strongly agree Neutral Disagree Strongly disagree 3% 17% 42% 8% 30%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 mefeel that I am important it mission gives the more importance to employees and to society. 92
  • 93. Table 17 showing perception of the respondents regarding employees in this organizationare helpful to each other. Particulars Frequency Percentage Agree 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% Employees help each other in organization Agree Strongly agree Neutral Disagree Strongly disagree 1% 8% 6% 41% 44%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 organizationemployees are helpful to each other. It shows company have developed co-operativeenvironment at their premises. 93
  • 94. Table 18 showing perception of the respondents regarding management is flexible andunderstand the importance of balancing professional life & personal life. Particulars Frequency Percentage Agree 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% Importance of balancing the personal & professional Life Agree Strongly agree Neutral Disagree Strongly disagree 1% 2% 6% 30% 61%From the above table it can be interpreted that,  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 andunderstand the importance of balancing professional life & personal life because of it opennessamong the employees. It shows that management is taking care of human resources and alsomotivating them. 94
  • 95. Table 19 showing perception of the respondents regarding employees in this organizationtrust each other. Particulars Frequency Percentage Agree 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% Employees trust each other Agree Strongly agree Neutral Disagree Strongly disagree 4% 5% 3% 41% 47%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 theyare having trustful environment and all the collegues have trust on each other. 95
  • 96. Table 20 showing perception of the respondents regarding employee offer moral supportand help to other employees & colleagues in crisis. Particulars Frequency Percentage Agree 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% Employees gives moral support & help to other employees & colleaguis in crisis Agree Strongly agree Neutral Disagree Strongly disagree 6% 1% 5% 32% 56%From the above table it can be interpreted that,  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 andhelp to other employees & colleagues in crisis. It shows that company having supportiveenvironment at their premises that makes each employees feel better. 96
  • 97. Table 21 showing perception of the respondents regarding management use to considerboth positive and negative aspects. Particulars Frequency Percentage Agree 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% Management use to consider both positive & negative aspects Agree Strongly agree Neutral Disagree Strongly disagree 6% 3% 11% 36% 44%From the above table it can be interpreted that,  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 with above statement  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 toconsider both positive and negative aspects so that employee adjust their self when there ischange in policies and job rotation. 97
  • 98. Table 22 showing perception of the respondents regarding leaders follow-up onemployees suggestion. Particulars Frequency Percentage Agree 23 34.8% Strongly agree 32 48.5% Neutral 5 7.6% Disagree 5 7.6% Strongly disagree 1 1.5% Total 66 100.00% Leaders follow-up on employees suggestion Agree Strongly agree Neutral Disagree Strongly disagree 8% 1% 8% 35% 48%From the above table it can be interpreted that,  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 onemployees suggestion. Many times employee‟s suggestion helps organization to get newcreative ideas. It also shows the absence of autocratic environment in the company which helpsemployees in increasing their morale. 98
  • 99. Table 23 showing perception of the respondents regarding the management ensuresemployees welfare so that the employees can save their mental energy for work. Particulars Frequency Percentage Agree 35 53% Strongly agree 25 37.9% Neutral 2 3.0% Disagree 2 3.0% Strongly disagree 2 3.0% Total 66 100.00% Employees welfare Agree Strongly agree Neutral Disagree Strongly disagree 3% 3%3% 38% 53%From the above table it can be interpreted that,  % of the respondents were agree that management ensures employees welfare so that the employees can save their mental energy for work.  % of the respondents were strongly agree with above statement.  % of the respondents were neutral with above statement.  % of the respondents were disagree with above statement  % of the respondents were strongly disagree with the above statement.Thus, majority of the respondents i.e. 53.0 %were agree that management ensures employeeswelfare so that the employees can save their mental energy for work because it encourage andmotivate employees. 99
  • 100. Table 24 showing perception of the respondents regarding mechanism which are there toreward any good work. Particulars Frequency Percentage Agree 34 51.5% Strongly agree 25 37.9% Neutral 1 1.5% Disagree 5 7.6% Strongly disagree 1 1.5% Total 66 100.00% Reward when employees do good work Agree Strongly agree Neutral Disagree Strongly disagree 1% 8% 1% 52% 38%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 toreward any good work. through the information technology it may measure easily. 100
  • 101. Table 25 showing perception of the respondents regarding performance appraisal reportsis filled- in based on objective assessment and not on favoritism. Particulars Frequency Percentage Agree 30 45.5% Strongly agree 26 39.4% Neutral 6 9.1% Disagree 3 4.5% Strongly disagree 1 1.5% Total 66 100.00% Performance appraisal reports Agree Strongly agree Neutral Disagree Strongly disagree 5% 2% 9% 45% 39%From the above table it can be interpreted that,  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 isfilled- in based on objective assessment and not on favoritism. No employees feel that topmanagement has done partial to reward us. 101
  • 102. Table 26 showing perception of the respondents regarding promotion is based on thesuitability of the promotee rather than on favoritism. Particulars Frequency Percentage Agree 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% Promotion is based on suitability Agree Strongly agree Neutral Disagree Strongly disagree 0% 8% 5% 39% 48%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 thesuitability of the promotee rather than on favoritism. Employee can work enthusiastically. 102
  • 103. Table 27 showing perception of the respondents regarding performance appraisal helpsthem in identifying their strength and weaknesses. Particulars Frequency Percentage Agree 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%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 performanceappraisal helps them in identifying their strength and weaknesses. Through performance oftheir work in the organization it may help to know the employees. 103
  • 104. Tables 28 showing perception of the respondents regarding seniors officers takes activeinterest in their junior and help them to learn their job. Particulars Frequency Percentage Agree 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% Seniors takes active interest in thier juniors to learn thier job Agree Strongly agree Neutral Disagree Strongly disagree 2% 8% 3% 42% 45%From the above table it can be interpreted that,  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 activeinterest in their junior and help them to learn their job. They may develop the knowledge, skillsand ability according to the organization environment. 104
  • 105. Table 29 showing perception of the respondents regarding delegation of authority toencourage junior to develop handling higher responsibilities. Particulars Frequency Percentage Agree 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% Delegation of authority to encourage Junior Agree Strongly agree Neutral Disagree Strongly disagree 1% 3% 8% 51% 37%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 toencourage junior to develop handling higher responsibilities. Employees fear of doing the workso by delegating authorities it can improved. 105
  • 106. Table 30 showing perception of the respondents regarding company makes continuousimprovement in all areas. Particulars Frequency Percentage Agree 28 42.4% Strongly agree 32 48.5% Neutral 5 7.6% Disagree 1 1.5% Strongly disagree 0 0.0% Total 66 100.00% Company makes continuous improvement in all areas Agree Strongly agree Neutral Disagree Strongly disagree 0% 8% 2% 42% 48%From the above table it can be interpreted that,  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 makescontinuous improvement in all areas. In this competitive world change is needed in each andevery steps. 106
  • 107. Table 31 showing perception of the respondents regarding job-rotation facilities are donefor the employees development. Particulars Frequency Percentage Agree 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% Job rotation facilities for the employees development Agree Strongly agree Neutral Disagree Strongly disagree 3% 7% 3% 29% 58%From the above table it can be interpreted that,  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 forthe employees development so that employees develop their knowledge and skills in all areas 107
  • 108. Table 32 showing perception of the respondents regarding training is sponsored byemployees and tries to learn from the programs they attended.Particulars Frequency PercentageAgree 32 48.5%Strongly agree 28 42.4%Neutral 4 6.1%Disagree 1 1.5%Strongly disagree 1 1.5%Total 66 100.00% Training sponsered by employees to learn from the programs Agree Strongly agree Neutral Disagree Strongly disagree 2% 2% 6% 48% 42%From the above table it can be interpreted that,  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 employeesand try to learn from the programs they attended. Employees want themselves want to workenthusiastically in the organization. 108
  • 109. Table 33 showing perception of the respondents regarding after training, employees aregiven opportunities to try out what they have learnt. Particulars Frequency Percentage Agree 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% Employees given Oppurtunities to try out What they have Learnt Agree Strongly agree Neutral Disagree Strongly disagree 0% 5% 48% 38% 9%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 aregiven opportunities to try out what they have learnt. As need in the organization they maytackle the employees. By job rotation of employees they get opportunity to learn. 109
  • 110. Table 34 showing perception of the respondents regarding development of subordinates isseen as important by managers. Particulars Frequency Percentage Agree 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% Development of subordinates is seen as important Agree Strongly agree Neutral Disagree Strongly disagree 1% 0% 5% 38% 56%From the above table it can be interpreted that,  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 isseen as important by managers. Participative approach, openness and receptivity suggestionsfrom the subordinates can contribute the positive climate for Human resource climate. 110
  • 111. Table 35 showing perception of the respondents regarding top management is willing toinvest their time & other resources to ensure the development of employees. Particulars Frequency Percentage Agree 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% Authority Willing to invest the time for development of employees Agree Strongly agree Neutral Disagree Strongly disagree 1% 0% 3% 44% 52%From the above table it can be interpreted that,  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 toinvest their time & other resources to ensure the development of employees. it may createpositive attitude towards the employees. 111
  • 112. Table36 showing perception of the respondents regarding managerial staff is aware aboutfuture plan which is useful in developing their junior and for future also. Particulars Frequency Percentage Agree 5 7.6% Strongly agree 26 39.4% Neutral 2 3% Disagree 32 48.5% Strongly disagree 1 1.5% Total 66 100.00% Future plan is useful develop junior in future Agree Strongly agree Neutral Disagree Strongly disagree 2% 8% 48% 39% 3%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 awareabout future also. which is useful in developing their junior and for future also due to informalcommunication. 112
  • 113. Table 37 showing perceptions of the respondents regarding career opportunities arepointed out to junior by senior officer. Particulars Frequency Percentage Agree 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% Career opportunities are pointed out to Junior Agree Strongly agree Neutral Disagree Strongly disagree 1% 8% 5% 45% 41%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 arepointed out to junior by senior officer. Junior don‟t approach senior that what are theoppurtunities. 113
  • 114. Table 38 showing perception of the respondent regarding employees make efforts tochange behavior on the basis of feedback received. Particulars Frequency Percentage Agree 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% Efforts to change Behavior on the basis of feedback recieved Agree Strongly agree Neutral Disagree Strongly disagree 1% 5% 8% 48% 38%From the above table it can be interpreted that,  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 changebehavior on the basis of feedback received. Employees want to work enthusiastically anddevelop their self. 114
  • 115. Table 39 showing perception of the respondents regarding employee don’t have fixedmental impression about each other. Particulars Frequency Percentage Agree 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% Employee dont have fixed mental impression about each other. Agree Strongly agree Neutral Disagree Strongly disagree 6% 5% 6% 42% 41%From the above table it can be interpreted that,  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 mentalimpression about each other. This is the reason that employees are working with mutualunderstanding and delivering harmonies efforts. 115
  • 116. Table 40 showing perception of the respondents regarding employees are encourage toexperiment with new methods and creative ideas. Particulars Frequency Percentage Agree 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% encouraged for experiment with new methods and creative ideas Agree Strongly agree Neutral Disagree Strongly disagree 5% 4% 6% 50% 35%From the above table it can be interpreted that,  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 toexperiment with new methods and creative ideas. It may expertise employees to handle similarsituation in near future. 116
  • 117. Table 41 showing perception of the respondents regarding employees are not afraid toexpress their feelings to the supervisor. Particulars Frequency Percentage Agree 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% Employees not afraid to Express their Feelings to the supervisor Agree Strongly agree Neutral Disagree Strongly disagree 6% 6% 30% 53% 5%From the above table it can be interpreted that,  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 toexpress their feelings to the supervisor. This shows that though company is trying to create freeand open environment in the company, employees still have a fear in exploring themselves. 117
  • 118. Table 42 showing perception of the respondents regarding employees are encouraged totake initiative and do things on their own without wait for interactions from supervisors. Particulars Frequency Percentage Agree 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% Employees are encouraged to take intaitive and do things on their own without wait for interactions from supervisors Agree Strongly agree Neutral Disagree Strongly disagree 3% 5% 6% 42% 44%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 takeinitiative and do things on their own without wait for interactions from supervisors. It mayrisky but from this they may develop their self. 118
  • 119. Table 43 showing perception of the respondents regarding telling polite lie is preferablethan telling the unpleasant truth. Particulars Frequency Percentage Agree 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% Telling polite lie is preferable than telling the unpleasant truth Agree Strongly agree Neutral Disagree Strongly disagree 9% 3% 9% 47% 32%From the above table it can be interpreted that,  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 thantelling the unpleasant truth. It shows that company is not too strict for the employees andencouraging informal behavior with limited scope. 119
  • 120. Table 44 showing perception of the respondents regarding employee have freeinteractions, respecting other feelings, competence and sense of judgment. Particulars Frequency Percentage Agree 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% Employee have free interactions, respecting other feelings, competence and sense of judgment. Agree Strongly agree Neutral Disagree Strongly disagree 4% 6% 8% 44% 38%From the above table it can be interpreted that,  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 understandthat in the company management is very much focused for employee‟s development. 120
  • 121. Table 45 showing perception of the respondents regarding problems are discussed openlyand try to solve it rather than keep causing each other. Particulars Frequency Percentage Agree 6 9.1% Strongly agree 2 3.0% Neutral 2 3.0% Disagree 24 36.4% Strongly disagree 32 48.5% Total 66 100.00% Problems are Discussed Openly and Try to solve it Agree Strongly agree Neutral Disagree Strongly disagree 3% 3% 9% 49% 36%From the above table it can be interpreted that,  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 discussedopenly and try to solve it . Due to lack of interaction they don‟t come to know the employeesproblem. 121
  • 122. 122
  • 123. FINDINGS, CONCLUSION & SUGGESTION PERSONAL INFORMATION:-  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. 123
  • 124.  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. 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. 124
  • 125.  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. 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. 125
  • 126.  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. 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. 126
  • 127. From the study it can concluded that Aarti Industries Ltd. have a favorable and popular imageamong all the chemical companies in Vapi. Still wide scope and opportunities are available forits market share rise. It has good reputation in a market. It maintain good relationship withBank, Debtors, creditors and other financial institutions.From the study it can be concluded that there is favourable climate for the employees in theorganization that encourage and motivate employees to work in the company. Nature of work,working environment, welfare measure, performance management system, training, careerdevelopment & transparent organization all are appropriate in the company and from these Ican conclude that climate of company is really supportive that attracts employees to workwhole-heartedly. . Employees don‟t feel any burden in the organization and they enjoy to dothe work with their interest. This will result in development of new skills on the part ofemployees and removing the possibilities of labour turnover and absenteeism. 127
  • 128. The suggestions are the points to be improve which is observed and found during thestudy. This area of the improvements may bring some fruitful changes in the favor of theorganization.  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. 128
  • 129. 129
  • 130. BIBILOGRAPHYN.B.Rao, HRD Climate in India by, Volume1, Global Researcher Publications.C.R.Kothari, Research Methodology (Methods and Techniques), Second Revised Edition,New Age International Publishers..T.V.Rai, integrated Human Resource Development system” in Goodstein D. Leonard andPfeiffer J. William Ed. The 1985 Annual developing Human Resource, San Deigo,CA:University associates, 227.Akinyemi Benjamin (2012)” the International Business Research, volume5,Alphonsa, V.K, Sr., (2000)” Indian Journal for Training & Development Vol.XXX (4).”Arif Hassan, Junaidah Hashim, Ahmad Hj Ismail (2006)” The journal of Europeanindustrial training, vol.30 Iss: 1, (pp.4-18)Bhardwaj; Gopa and Mishra, Padmakali, (2002) Indian Journals for Industrial relation, JulyVol.38 (1)”Hyde M Anukool & Pethe Sanjyot (2005), ICFAI Journal of Organizational Behavior,Vol.IV, No.3, pp 45-50Jain V K, SINGHAL K C and Singh V C (1997), HRD climate in Indian Industry, 37)(4):628-639K P Sai Venkateswaran, (1997) A note on Human Resource Development Climate, Vikalpa,vol.22 Issue 1 pp.51-53Rodrigues Lewlyn L R, (2004)” South Asian Journal of Management,” Vol.11, No. 2, pp 81-91”.Sharma, A and Purang, p., (2000)” The journal of Business Perspective, Vol.4, pp 11-17.” WEBILIOGRAPHY www.aartigroup.com 130
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  • 132. QUESTIONAIRRE“A STUDY ON PERCEPTION OF EMPLOYEES REGARDING HRD CLIMATE”A number of statements are given below describing the HRD climate of an organization. Pleasegive your statement of the HRD climate in your organization by rating your organization oneach statement and it is only for academic purpose and confidentially will be maintain.Personal informationName of the respondents(optional):__________________________________________________ 1) Sex: a) Male b) Female 2) Age: Between 20 & 25 years Between 25 & 30Years Above 30 years 3) Education: ___________________________ 4) Department: __________________________ i. Production ii. H.R. Dept. iii. Finance iv. Marketing v. If other than specified. 5) Designation: __________ 6) Years of job experience (with former job): Less Between Between Between Between Between Between Above than 1 1&5 5 & 10 10 & 15 15 & 20 20 & 25 25 & 30 30 year years years years years years years years 132
  • 133. BASED ON AGREE & DISAGREE1. AGREE2. STRONGLY AGREE3. NEUTRAL4. DISAGREE5. STRONGLY AGREE No. QUESTIONS 1. 2. 3. 4. 5. HRD INSTRUMENT NATURE OF WORK 7. The top management of this organization goes out its way to make sure that employees enjoy their work. 8. The top management‟s ways to make sure that employee are invited for participation in decision making. 9. Employees are very flexible and discuss their personal problems with their supervisor. 10. There is tactfulness. Smartness and even a little manipulation in employee to get things done 11. Employees in this organization take points to find out their supervising officer colleagues. 12. Team spirit is high order in the organization. WORKING ENVIRONMENT 13. Manager in this organization believes that employee‟s 133
  • 134. behavior can be changed and people can be developed at any stage of their life.14. The psychological climate in this organization is very conducive to any employees interested in developing himself by acquiring new knowledge & skills.15. Supervisors treat their subordinates with understanding and help them when they make any mistake.16. The mission of my organization makes me feel that I am important.17. The people in this organization are helpful to each other.18. Management is flexible and understands the importance of balancing my work & personal life.19. People in this organization trust each other.20. The employee offer moral support and help to other employees & colleagues in crisis.21. Management use to consider both positive & negative aspects before taking action. WELFARE MEASURE22. Leaders/Managers follow up on employee‟s suggestion23. This organization ensures employee‟s welfare to such an extent that the employees can save a lot of their mental energy.24. There are mechanism in this organization to reward any good work done or any contribution made by employeres. PERFORMANCE MANAGEMENT SYSTEM25. Performance appraisal reports in this organization is filled-in 134
  • 135. based on objective assessment and adequate information and not on favoritism.26. Promotion decisions are based on the suitability of the promotee rather than on favoritism.27. Performance appraisal helps me in identifying my strengths and weakness. TRAINING28. Delegation of authority to encourage junior to develop handling higher responsibilities29. Senior officer/ executives in this organization take active interest in their juniors and help them to learn their job.30. This company makes continuous improvement in all areas.31. Job rotation facilitates development of employee in organization.32. When employees are sponsored for training, they take it seriously and try to learn from the programs they attend.33. Employees returning from training programmes are given opportunities to try what they have learnt. CAREER PLANNING & DEVELOPMENT34. Development of subordinates is seen as an important part of their job by the managers.35. The top management is willing to invest a considerable part of their time and other resource to ensure the development of employees.36. When behavior feedback is given to employees they take it seriously and use it for development. 135
  • 136. 37. Career opportunities are pointed out to junior by senior officer in the organization.38. Employees make attempts to change behavior on the basis feedback received. TRANSPARENT ORGANISATION39. The employee in the organization does not have any fixed mental impression about each other.40. Employees are encouraged to experiment with new methods and try out creative ideas.41. Employees are not afraid to express or discuss their feelings to the supervisor.42. Employees are encouraged to take initiative and do things on their own without to wait for interactions from supervisor.43. Telling polite lie is preferable than telling the unpleasant truth.44. You have free interaction amongst other employees, each respecting others feelings, competence and sense of judgment45. People discus problems openly and try to solve it rather than keep accusing each other behind the back. 136