Organizational Climate Survey_preeti

8/8/2019 Organizational Climate Survey_preeti

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ORGANIZATIONALCLIMATE SURVEY

PRESENTED BY:

Preeti Sunder MohantyRegd. Number: 0941333221



INTRODUCTION

• Organizational Climate studies theemployees' perceptions and perspectives of an organization.

• Organizational climate survey increasesproductivity.

• Climate survey give employees a voice toassist in making desired transitions as

smooth as possible.

• It also serves as a basis for qualityimprovements.



OBJECTIVE

Preparing a questionnaire to conduct

a survey on the organizational

climate prevailing in NTPC. The

questionnaire should cover every

aspect of the organization and

recommend suggestions for the

underperforming areas of NTPC.



LIMITATIONS

• Time was a major constraint for this project.

• Busy schedule of the executives.

• Permission from the corporate office.

• Some questions were unanswered by theexecutives.



RESEARCH METHODOLOGY

• The questionnaire uses a five point rating scale. Itcould be administered to all employees and a HRDclimate profile can be drawn up. These Scoresmay range from *38-190 when the scores on all

38 items are added to get a composite score.Scores above 114 : A good HRD climate

Scores near to 150 : Excellent HRD climate

Scores below 76 : Considerable scope of

improvement



RESEARCH METHODOLOGYPhase –I

The "5 points rating scale " used is as following5 = Almost always true4 = Mostly true3 = Sometimes true2 = Rarely true1 = Not at all trueFor Example: Sample size taken is 100 people

So total score of all 38 question from each sample (person) iscalculated. Like wise score of sample 1. is 52; sample 2 is 103,Sample 3 is 90; sample 4 is 92 and So on.

Summation of scores of 100 people100= 8425/100

= Average scoreSo in our case it is 84.25

Since the score is below 114 thus, we can say that HRD climate isnot good, but since it is above 76 thus even we can not say there isa considerable scopes of improvement. So we conclude that there isfair HRD climate and there can be some improvement in HRDclimate possible.



RESEARCH METHODOLOGY

Phase –II

Now each of 38 question was analyzedindividually to find out the area whereimprovement is possible. First calculateaverage then % by using formulae

% = (Mean Score -1)x25



GLANCE

ABOUT

ANALYSIS



Question No.1: The top management of this organization goes out of its way tomake sure that employees enjoy their work.

10 people said “Almost always True”, 15 people said “Mostly True” & 7 people

went for “Mostly True”.Composite Score: 131.

Average Score: 3.74 ≈ 3.75 (mostly true)

Percentage:(3.75-1)x25= 2.75x25= 68.75%

Question No.2: The top management believes that human resources are an

extremely important resource and that they have to be treated more humanly.

28 people said “Almost always True”, 5 people said “Mostly True” & 2 people wentfor “Sometimes True”.

Composite Score: 166.


Percentage:(4.75-1)x25= 2.75x25= 93.75%



Question No.3: Development of the subordinates is seen as an

important part of their job by the managers/officers here.

15 people said “Almost always True”, 12 people said “Mostly True” &2 people went for “Rarely True”.



Percentage:(3.75-1)x25= 2.75x25= 68.75%

Question No.4: The personnel policies in this organization facilitate

employee development.

10 people said “Almost always True”, 13 people said “Mostly True” &2 people went for “Sometimes True”.


Average Score: 3 (Sometimes true)

Percentage:(3-1)x25= 2 x25= 50%



Question No.5: The top management is willing to invest a

considerable part of their time and other resources to ensure the

development of employees .

15 people said “Almost always True”, 8 people said “Mostly True”, 3people went for “Rarely True” & 1 person went for “Not at all true”.


Average Score: 3.25 = Sometimes true

Percentage:(3.25-1)x25= 2.25x25= 56.25%Question No.6: Senior officers/executives in this organization take

active interest in their juniors and help them learn their job.

20 people said “Almost always True”, 8 people said “Mostly True” & 2

people went for “Sometimes True”.Composite Score: 138.

Average Score: 3.95 = (mostly true)

Percentage:(3.95-1)x25= 2.95x25= 73.75%



Question No.7: People lacking competence in doing their jobs are

helped to acquire competence rather than being left unattended.

24 people said “Almost always True”, 7 people said “Mostly True” & 1person went for “Not at all true”.


Average Score: 4.25 = (Sometimes true)

Percentage:(4.25-1)x25= 3.25x25= 81.25%

Question No.8: Managers in this organization believe that employee

behavior can be changed and people can be development at any

stage of their life.

15 people said “Almost always True”, 15 people said “Mostly True” & 5people went for “Not at all True”.


Average Score: 4 = (Mostly true)

Percentage:(4-1)x25= 3x25= 75%



Question No.9: People in this organization are helpful to each other.

10 people said “Almost always True”, 7 people said “Mostly True” & 10 personsaid “Sometimes True”, & 6 went for “Not at all true”.

Composite Score: 114.Average Score: 3.25 = (Sometimes true)

Percentage:(3.25-1)x25= 2.25x25= 56.25%

Question No.10: Employees in this organization are very informal and do

not hesitate to discuss their personal problems with their supervisors.

17 people said “Almost always True”, 10 people said “Mostly True” & 5 peoplewent for “Sometimes True”.


Average Score: 3.75 = (Almost always true)

Percentage(3.75-1)x25= 2.75x25= 68.75%

OVERALL MEAN = 3.58

OVERALL PERCENTAGE = 64.75 ≈ 65%



GRAPHICAL PRESENTATION



FINDINGS•

The top management is concerned about theemployees. Employees are also enjoying their work.

• The top management believes than human resource areextremely important and that they have to be treated.

• Development of subordinates are seen as important

part of their job by the managers/officers here. Becauseof this the managers are always concerned with thedevelopment of work for personnel.

• It is very rare that personnel policies support/facilitatesemployees development. So the company should go for

some programmers for personnel development programslike career development, career planning etc.



FINDINGS

• The top management is not willing to spend aconsiderable amount of time and resources fordevelopment of employees. This is really aserious problem.

•

Senior employee/executives take activeinterest to help juniors in learning their jobs.• People lacking competence are always

helped to acquire competence rather thanbeing left unattended.

•"Managers" do believe that employeesbehavior can be changed and people can bedeveloped at any stage of their life.



FINDINGS

• Employees have informal relationship withsuperiors and do not hesitets in discussingpersonal problems with them.

• The seniors many times true in respect prepare

juniors for future responsibilities.• Top management of this organization makes effort

to identify and utilize the potential of employees.So there is a good and unbiased "PotentialAppraisal" policy.

• Reward system is there is organization for goodwork. It is very successful since good workers aremotivated to do their work better and better. Themotivation level of the employees remains high.



FINDINGS

• When an employee does good work supervisingofficer always, take good cares to appreciate of. Thisis a very positive sign of good HRD climate.

• Employee take their training seriously if they areassigned for the same.

• Many people trust each other in organization. Itmeans team, or group task can be easily framed.

Team spirit can be easily developed.• The future plan/programme are discussed generally

among different levels of management. So the overall

approach to go forward to such planning is alwayspositive for them. Thus NTPC management has abetter communication system by right proceduresand balancing formal and informal relationship.



SUGGESTIONS

• "Delegation of authority" is very rare in thisorganization. This has to be removed.

• The organization should give more focusspend considerable amount of time andresources for development of its employees.

• The Potential Appraisal policy is good in thisorganization and the organization should tryto develop this policy more.

• The closed mind attitude prevailing in thecompany has to be removed.



SUGGESTIONS

• Mentoring the subordinates has to beregularly done by the seniors.

• There is a very classical approach of management in the organization. Thisapproach should be removed by

introducing TQM and KAIZEN moreintensively.

Organizational Climate Survey_preeti

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