EMPERORINTERNATIONALJOURNALOF

FINANCEANDMANAGEMENTRESEARCH
[EIJFMR]

ISSN: 2395-5929

Volume-IV Special Issue - IV March-2018

UGC Approval Jr. No. 45308

SJIF 2016:3.343 | SJIF 2017: 4.253 | ISI 2017-2018: 0.673 | IFS - 2018: 1.14

Chief- In – Editor
Dr. C. THIRUCHELVAM
Former Register
Bharathidasan University
Tiruchirapalli – 620 024

Advisory Board
Dr.S.GURUSAMY
Professor and Head
Chairperson - School of Business and Management
Dean – Academic, University of Madras, Chennai - 600 005

Editor
Dr. R. MAYAKKANNAN
Assistant Professor in Commerce
Sri Sankara Arts & Science College (Autonomous)
Enathur, Tamil Nadu – 631561

Published by
Mayas Publication®
Tamilnadu | Kerala | Karnataka | New Delhi
www.eijfmr.com
maya1984kannan@gmail.com | editoreijfmr@gmail.com | customersupport@eijfmr.com
 Impact Factor.1.14: Mayas Publication UGC Jr.No.45308

S.No Title of the Paper Page No

The Strategic Approaches for Establishing Malls in India
52 506-513
S. Sekar, Dr. M. Muthukumar
Causes of Sickness and Turnaround Strategies for Rescue of Silk Industry
In Tamilnadu 514-526
53
A. Arul Prakash, Dr. A. Selvendran
A Study on Analysis of share prices of Sensex companies by using
54 oscillators 527-537
Dr. V. Shanmuga, Sundaram.
E-Service Quality Management in Healthcare Industry
55 538-551
Dr. R. Menaka
The study on Customer’s perception of digital marketing in Indian market
56 552-558
G. Kumar, R.Vijayanand, R. Megavannan
Determinants of customer satisfaction on Fore view technologies
57 559-571
K. Chandru, Dr. P. S. Rajeswari, R. Seetharaman
Economic Development Through Entrepreneurship
58 572-580
E. Chakrapani, Dr. E.V. Rigin
A study on present scenario of silk retailing business in Tamilnadu
59 581-588
A. Arul Prakash, Dr. A. Selvendran
Assessing the Organizational Climate in Besmak Components PVT LTD
60 589-598
S. Raja, Dr. C. Madhavi
Buying Experience: Measure the Satisfactory Factors with Demographic
Variables with Reference from Toyota Product & Services, Chennai
61 599-607
V. Raja Hariharan, M. Manimaran, Dr. M. Vinoth,
Dr. K. Santhana Lashkmi
A Study on Consumers’ Perception on the Marketing Strategies Adopted
62 by the Unorganised Retailers in Chennai 608-616
Aditi A. Samant, Khushalipunmia, Mehak Mahipal
Influencing Factors to Determine the core value of Competency Mapping:
63 In the Perspective of Manufacturer Aspect 617-629
Dr. K. Santhana Lakshmi, Dr. G. Venugopalan, Dr. M. Vinoth
An Empirical Study on the Need Analysis and Consumer Buying
64 Behaviour of Energy Drink Among the Consumers of Chennai 630-642
Sangeetha Manoj, Henna. H. Nankani
Organisational Commitment – A Study with Reference to Millennial
65 Workers in It & Ites Companies in Chennai 643 -652
Dr. Archna Prasad, Darsha Lodha, Roma V.S
Battle of the Biggies Marketing Wars Through Gifs – A Trend to look
66 Forward to in 2018 653-660
C. Akshaya, V. Chandana
Social Entrepreneurship: A Student Perception
67 661-672
Dr. R. Sundari
Rural Entrepreneurship Development and Success: Theoretical and
68 Empirical literature Review 673-685
Abraham Abebe

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929
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ASSESSING THE ORGANIZATIONAL

CLIMATE IN BESMAK COMPONENTS
PVT LTD
S.RAJA,
Research Scholar (External) *Annamalai University
*

& Assistant Professor** Department of MBA,

Valliammai Engineering College, (# Corresponding author)
Dr.C.MADHAVI
Professor & Research Supervisor
Department of Business Administration,
Annamalai University

ABSTRACT journals, websites and the reports provided

Organizational Climate is by the company.
comprised of mixture of norms, values, The research methodology is based
expectations, policies and procedures that on the descriptive method. The result of
influence work motivation, commitment the research gives the level of
and ultimately, individual and work unit organizational climate prevailing in the
performance. Organizational Climate organization and suggests ways to improve
serves as a measure of individual it further beneficially.
perceptions or feelings about an Keywords: Organizational Climate,
organization. The current study is aimed at OCTAPAC Culture, Organizational
assessing the extent of developmental effectiveness, Organizational performance,
climate prevailing, through identifying and Employees’ perception.
measuring the perceived organizational INTRODUCTION
climate. This study is also aimed at Organizational climate serves as a
assessing the OCTAPAC culture measure of individual perceptions or
prevailing in the organization. feelings about an organization.
The primary data is collected Organizational climate includes
through the survey method by providing management or leadership styles,
the Questionnaire to the employees participation in decision making, provision
working inside the organization. The of challenging jobs to employees,
secondary data is collected by referring the reduction of boredom and frustration,
provision of benefits, personnel policies

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and provision of good working condition particular set of characteristics of

of the employees. organization”.
G.A Forehand and B.V.H Gilmer have One common element present in
tried to conceptualize Organizational above definition is the prevalence of some
climate considering its potential elements characteristics or properties in an
or properties. According to them, organization that constitute its climate.
Organizational climate consists of a set of Based on these, Organizational
characteristic properties that describe the climate can now be defined as a set of
organization and that (a) distinguishes one measurable properties of the work
organization from other organizations, (b) environment, that are perceived by the
they are relatively enduring over time, and people who work and live in it, and that
(c) influence the behavior of people influence their motivation and behaviour.
working in it. Climate characteristics that have been
John P. Campbell et.al. defined determined to significantly impact on
Organizational climate as a “set of organization’s bottom line include
attributes specific to a particular flexibility, responsibility, standards,
organization that may be induced from the rewards, clarity and commitment.
way that organization deals with its The following are the four major
members and its environment for the ways by which organizational climate
individual members, i.e., employees affects organizational performance:
working in the organization, climate takes 1. Organizational climate serves as
the form of a set of attitudes and facilitator to organizational performance:
expectancies which describe the 2. Organizational variables enable people
organization in terms of both static to evaluate self and others to improve their
characteristic such as degree of autonomy behaviour:
and behaviour outcome and also outcome 3. Variables included in organizational
contingencies. climate serve as stimuli to employees’
According to Renato Taguiri, activities:
“Organizational climate is a relatively 4. Organizational factors shape and
enduring quality of the internal improve employees’ perception towards
environment that is experienced by the organization and their jobs:
members, influences their behaviour, and NEED OF THE STUDY
can be described in terms of values of  Organizational Climate is necessary

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for any management to ensure that OBJECTIVES OF THE STUDY

employees are satisfied with their job, PRIMARY OBJECTIVE:
for the benefits of the organization.  The present study is to analyze the
 Organizational Climate tells how the prevailing Organizational Climate at
people feel about their relationship Besmak Components Private Limited
with an industry, and their welfare of SECONDARY OBJECTIVES:
job.  To examine the existing environment
 This study on organization climate of Besmak components Pvt ltd.
measure helps the management to  To study the level of satisfaction of
understand the attitude of the employees on the organizational
employees towards their job. climate prevailing in the
 This study mainly concentrates on organization.
studying the organization climate  To examine the nature of
measures provided by the company. organizational climate and OCTAPAC
SCOPE OF STUDY culture
 The organizational climate study IMPORTANCE OF THE STUDY
enables a successful organization to  The study of Organizational climate is
operate more efficiently through the a relatively ending quality of the
use of worker input and satisfaction internal environment that is
ratings. experienced by the members,
 This study is to analyze the perception influences their behavior and can
of employee about the working described in terms of values of a
environment and to find out the particular set of characteristics of the
characteristics of an organizational organization.
climate.  Organizational climate study is the set
 The study on Organizational Climate of characteristics that describe an
helps the management to understand organization and that differentiate one
the attitude of the employees towards organization from other organizations.
their job.  They are relatively enduring over time
and influence the behavior of the
people in the organization.
 This study of Organizational climate is
the manifestation of the attitudes of

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organizational members towards the
organization itself.
LIMITATIONS OF THE STUDY
 The study is been confined only to the
employees of Besmak components Pvt
ltd.
 The study has been conducted in a
short span of 3 months, which was a
limitation to the project.
 The sample size was restricted to 181
keeping into account the various
constraints such as time, cost and
availability of respondents.
 Lack of cooperation
respondents as they were afraid of the
information given by them would be
passed on to the management.
REVIEW OF LITERATURE
Organizational
encompasses the development oriented
activities of the organization. For an
individual to perform productively, the
climate prevailing in the organization
needs to be conducive
development. Various research studies
have been conducted to determine and
analyze the nature of organizational
climate and OCTAPAC culture in the
organization.
A. Sasirekha & Dr. J. Ashok (2013) has
undergone a study on HRD climate in a
public sector cement industry. This study
found that the potentials of the employees
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UGC Jr. No. : 45308
are not fully identified and utilized
effectively. The study stated that success
or failure of an organization depends, apart
from other factors, primarily on the
efficiency of its human resources.
Tahir Ahmad wani (2013) studied the
HRD climate and OCTAPAC culture of
Cadbury India Ltd., Thane plant in
Maharashtra. The author stated that the
“Reward mechanism” & “Guidance for
future roles” are what management thinks
as above par over other attributes. The
workers appreciate the “Appreciation by
from the supervisors” and “Guidance for future
roles”. The author has concluded that more
support, time and resources are needed
from the top management towards the
HRD system.
climate Srinibash Dash & J. Mohapatra (2012)
made a study for assessing the extent of
developmental climate prevailing, through
identifying and measuring the perceived
organizational culture and its various
for his dimension. This study clearly reveals that
there is considerable scope for the
development and implementation of
appropriate HRD programmes and
interventions. By doing this we can ensure
enhancement of employee competencies,
dynamism, motivation and effectiveness in
a systematic and planned way.
M. Srimannarayana (2008) assessed the
Human Resource Development Climate in
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manufacturing sector. Relatively high perceive and it is created in their

scores secured on collaboration,
authenticity and trust positioned
OCTAPAC culture in the first place
among the three categories of HRD
climate: 1) General HRD climate 2)
OCTAPAC culture 3) HRD mechanisms.
Fifteen factors were identified in the
questionnaire which deals with the
implementation of HRD mechanism. They
are put together which indicates that a
moderate degree of implementation of
HRD mechanisms has been prevalent in
the organizations under study. The factors
include training, performance appraisal,
potential appraisal, rewards and employee
welfare.
Balamurali & Pragadeeswaran (2010),
this study aimed at knowing about the
employee perception about encouragement
of risk taking and experimentation given to
them. The study inferred that there is no
close relationship between department and
the opinion whether top management
believes that HR is extremely important.
The study is concluded by stating that the
climate is the atmosphere that employees
RESEARCH METHODOLOGY
Sl.no Key issue
1 Data source
2 Research approach
3 Instrument used
4 Area of interest
organization by practices, procedures and
rewards. A sound – climate is the long –
time proposition. HRD climate is an
important key to employees’ satisfaction,
motivation and performance.
Ajay Solkhe & Dr. Nirmala Chaudhary
(2011), carried out this study to analyze
and determine the relationship further the
impact of HRD climate, OCTAPACE
Culture on job satisfaction as an
Organizational Performance measure in
the selected public sector enterprise. The
study makes it clear that an improvement
in HRD climate is essential for improving
the level of job satisfaction of the
managers, which in turn will bring positive
changes in Organizational Performance of
the company. It was found that the HRD
climate is a influencing factor to increase
the level of job satisfaction of the
employees. The researcher finds the
existence of good HRD climate in the
organization according to the perceptions
of managers sought through the scale
constructed for measuring the same.
Options selected
Primary and secondary data
Descriptive research
Questionnaire
Within the organization (Besmak components Pvt
ltd.)

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5 Sampling plan
a). sampling size 181
b). sampling method Convenience sampling
c). questionnaire collection Personal interview
method
d). Method of analysis Chi-square, weighted average, correlation

STATISTICAL ANALYSIS and the management recognition about the

CHI SQUARE -TEST- I services of the employees.
AIM: Alternate Hypothesis (H1): There is a
To find out the significant difference significant difference between the
between the organizations’s safe working organization’s safe working environment
environment and the management and the management recognition about the
recognition about the services of the services of the employees.
employees.
Null Hypothesis (Ho): There is no
significant difference between the
organization’s safe working environment
Calculation Table:
Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Organization's working area is safe * Management

181 100.0% 0 .0% 181 100.0%
recognizes services of employees

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 Management recognizes services of
employees
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Strongly Strongly
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Agree Agree Neutral Disagree Disagree Total
Organization Strongly Count 11 7 9 6 5 38
working area is Agree Expected 9.7 9.4 11.5 3.8 3.6 38.0
safe Count
Agree Count 14 19 16 4 5 58
Expected 14.7 14.4 17.6 5.8 5.4 58.0
Count
Neutral Count 13 11 17 7 2 50
Expected 12.7 12.4 15.2 5.0 4.7 50.0
Count
Disagree Count 5 6 8 0 1 20
Expected 5.1 5.0 6.1 2.0 1.9 20.0
Count
Strongly Count 3 2 5 1 4 15
Disagree Expected 3.8 3.7 4.6 1.5 1.4 15.0
Count
Total Count 46 45 55 18 17 181
Expected 46.0 45.0 55.0 18.0 17.0 181.0
Count

Organization's working area is safe * Management recognizes services of employees

Cross tabulation
Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 17.410a 16 .360
Likelihood Ratio 18.125 16 .317
Linear-by-Linear Association .149 1 .700

N of Valid Cases 181

a. 12 cells (48.0%) have expected count less than 5. The minimum expected count is 1.41.

INTERPRETATION: the organization’s safe working

The calculated value (17.410) is environment and the management
less than the table value (26.296 at 5% recognition about the services of the
significance level), so the null hypothesis employees.
(H0) is accepted. So there is no significant
difference between

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INTERPRETATION:
From the above calculation it is
inferred that there is a positive correlation
between the marital status and good
relationship is reason for commitment.
FINDINGS
 34.8% of the respondents agree that the
employees are provided with the
resources they need to perform their job
effectively.38.7% of the respondents
strongly agree, 32.0% of the
respondents agree that their inputs are
valued by peers.43.6% of the
respondents agree that their knowledge
and skills are shared within the
employees inside the department,.
 49.2% of the respondents agree that
employees in this organization have the
right performance appraisal of their job
function.32% of the respondents agree
that the organization’s working area is a
safe working environment.
 It is observed that 30.9% of the
respondents strongly agree that the
employees have the opportunities to
further develop their skills and abilities.
 27.6% of the respondents strongly
agree that the employees consult each
other when they need support.
 54.1% of the respondents agree that the
knowledge and information sharing is a
group norm.
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 38.1% of the respondents agree that the
company’s policies motivate
employees.
 29.3% of the respondents strongly
agree that the employees’ abilities are
utilized effectively.
 25.4% of the respondents agree that the
management seeks employee
involvement in making decisions.
 45.3% of the respondents strongly
agree that training and development is
found to have better improvement in
the organization.
 40.9% of the respondents agree to the
fact that safety measures in the
organization is found to have better
improvement.
 51.4% of the respondents strongly
agree to the fact that openness culture
exists in the organization.
 It is found that there is a significant
difference between the training &
development and safety measures in the
organization.
 It is found that there is no significant
difference between the organization’s
safe working environment and the
management recognition about the
services of the employees.
 It is found that the openness culture is
more effective than the other cultures.
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 It is found that there is significance such a way employee’s involvement

difference between the work experience and commitment will increase.
and autonomy culture.  Team work within the employees can
 It is found that there is significant be built much more thickly with their
difference between effective team work motivation and encouragement.
and safety measures.  Employees can also be considered for
 It is found that the Company’s policy the ideas and suggestions for the
motivates employee’s follows normal decision makings in the company.
distribution.  The safety and welfare measures will
 It is found that the autonomy culture of protect the life of the employee so it
the organization follows normal can be provided in abundant.
distribution.  Informal meetings can be held on
 It is found that the input is valued by regularly to let people discuss their
peers’ follows normal distribution. problems openly.
 It is found that there is a positive  People shall be encouraged to develop
correlation between the marital status a confrontation culture within the
and good relationship is reason for organization.
commitment. CONCLUSION:
SUGGESTIONS & Climate is the atmosphere of the
RECOMMENDATIONS organization, a “relatively enduring quality
 The organization may need to improve of the internal environment of an
the environment of the working organization, which is experienced by its
condition. members and influences their
 The organization may provide behavior.”Organizational climate may
opportunities for the employees to affect quality of service and employee’s
consult each other when they need commitment and involvement towards the
support. organization. It is need to be taken into
 The employees should be given account while evaluating the
freedom to share their problems to the organizational effectiveness. Climate
management. surveys are studies of employees'
 Employees have a high trust in perceptions and perspectives of an
management. It can be maintained in organization.

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