Vol 5 Issue 4 May 2015 ISSN No : 2230-7850

ORIGINAL ARTICLE

International Multidisciplinary
Research Journal

Indian Streams
Research Journal

Executive Editor Editor-in-Chief

Ashok Yakkaldevi H.N.Jagtap
 Welcome to ISRJ
RNI MAHMUL/2011/38595 ISSN No.2230-7850
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Flvio de So Pedro Filho Mohammad Hailat Hasan Baktir
Federal University of Rondonia, Brazil Dept. of Mathematical Sciences, English Language and Literature
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Kamani Perera
Regional Center For Strategic Studies, Sri Abdullah Sabbagh Ghayoor Abbas Chotana
Lanka Engineering Studies, Sydney Dept of Chemistry, Lahore University of
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Spiru Haret University, Bucharest, Federal University of Rondonia, Brazil Xiaohua Yang
Romania PhD, USA
George - Calin SERITAN
Anurag Misra Faculty of Philosophy and Socio-Political ......More
DBS College, Kanpur Sciences Al. I. Cuza University, Iasi

Titus PopPhD, Partium Christian

University, Oradea,Romania

Editorial Board
Pratap Vyamktrao Naikwade Iresh Swami Rajendra Shendge
ASP College Devrukh,Ratnagiri,MS India Ex - VC. Solapur University, Solapur Director, B.C.U.D. Solapur University,
Solapur
R. R. Patil N.S. Dhaygude
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University,Solapur Director Managment Institute, Solapur
Narendra Kadu
Rama Bhosale Jt. Director Higher Education, Pune Umesh Rajderkar
Prin. and Jt. Director Higher Education, Head Humanities & Social Science
Panvel K. M. Bhandarkar YCMOU,Nashik
Praful Patel College of Education, Gondia
Salve R. N. S. R. Pandya
Department of Sociology, Shivaji Sonal Singh Head Education Dept. Mumbai University,
University,Kolhapur Vikram University, Ujjain Mumbai

Govind P. Shinde G. P. Patankar Alka Darshan Shrivastava

Bharati Vidyapeeth School of Distance S. D. M. Degree College, Honavar, Karnataka Shaskiya Snatkottar Mahavidyalaya, Dhar
Education Center, Navi Mumbai
Maj. S. Bakhtiar Choudhary Rahul Shriram Sudke
Chakane Sanjay Dnyaneshwar Director,Hyderabad AP India. Devi Ahilya Vishwavidyalaya, Indore
Arts, Science & Commerce College,
Indapur, Pune S.Parvathi Devi S.KANNAN
Ph.D.-University of Allahabad Annamalai University,TN
Awadhesh Kumar Shirotriya
Secretary,Play India Play,Meerut(U.P.) Sonal Singh, Satish Kumar Kalhotra
Vikram University, Ujjain Maulana Azad National Urdu University

Address:-Ashok Yakkaldevi 258/34, Raviwar Peth, Solapur - 413 005 Maharashtra, India
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 International Recognized Double-Blind Peer Reviewed Multidisciplinary Research Journal
Indian Streams Research Journal
ISSN 2230-7850 Impact Factor : 3.1560(UIF)
Volume - 5 | Issue - 4 | May - 2015 Available online at www.isrj.org

A STUDY ON ORGANIZATIONAL CLIMATE WITH SPECIAL REFERENCE

TO MONETARY BENEFITS IN ORDNANCE FACTORY THIRUCHIRAPPALLI

F. X. Virgin Fraga
Assistant Professor, Department of Commerce CA, St. Josephs College,
Trichy.
Short Profile
F.X.VIRGIN FRAGA, M.Com., BEd, M.Phil, Ph.D, Assistant Professor at Department of
Commerce CA in St. Josephs College, Trichy-02. She has experience in teaching the
commerce subjects more than 8 years. She is specialized in human resource
management and oraganisational behavior.

ABSTRACT:
This study inquires into the factors
constituting the organizational climate
of ordnance factory, Tiruchirappalli with
an accent on the identification of the
critical constituents of the
organizational climate. These 281
employees are chosen for the study on a
stratified random sampling basic. Each
department in the company is given
adequate representation in the sample.
Findings of the study in the recognition
fair wages are given to the respondents
on the basis of their skill and effort 120
of the respondents (42.7per cent) had
expressed that, wages are provided. On
the other category only 6 respondents
(2.1per cent) had not found any such recognition by the organization. This study reflects the removal of
various constraints for good employer-employee relations. With the suggestions, if rightly accepted and
implemented, organization conflicts can be settled. Therefore there is always a need for continuous
research and full study to identify the factors responsible for the success or failure of organizational
climate.

KEYWORDS:
organizational climate, monetary benefits, organizational conflicts.

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INTRODUCTION :

The prolonged industrial peace and harmony and individual bargaining have become the order of
the day. The changed environment can be attributed to the changes in the perception of people associated
with the organizations like the managers, the supervisors and the workers. The sum of the perceptions of
these people constitutes the organizational climate. Given the intensity of the changes happening in and
around the industrial organizations, it is impossible for the organizational climate to remain unaffected by
the turn of events. There is therefore an urgent need to know the cause and effect of the changes on the
organizational climate of organizations and also the factors constituting such climate.

STATEMENT OF THE PROBLEM:

Organizational climate is a perception that members have about the structural characteristics of
the firm. Understanding organizational climate, its nature and complexity is important, not only for
enhancing organizational performance, but also for enhancing human well being in organizations. The
knowledge of climate prevailing in an organization as a whole and in different parts thereof can help in
better harnessing of human resources, enabling their effective development and utilization.
Organizational climate is created from the perception of organizational members about
organizational dimensions. Perception, being a cognitive process, is influenced by the personality,
motivation, learning and experience of the individual. It is, thereof expected that organizational climate is
influenced by the factors that influence perception.

OBJECTIVES OF THE STUDY:

The objectives of the study have been divided into general and specific objectives.

General objectives
Specific objectives

General objectives

To inquire into the factors constituting the organizational climate of ordnance factory,
Tiruchirappalli with an accent on the identification of the critical constituents of the organizational
climate.

Specific objectives

1.To understand the employees perception of their existing organizational climate.

2.To identify the factors that constitute the organizational climate of the study unit.
3.To study the relative importance of each one of these factors in contributing to the climate formation.
4.To rank these factors in the order of importance in determining the existing organizational climate.
5.To understand the extent of influence of organizational climate in determining the employee job
satisfaction

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SCOPE OF THE STUDY:

This study aims at providing an in-depth analysis of the factors constituting the organizational
climate in ordnance factory, Tiruchirappalli.
The present study aims at identifying the factors that constitute the organizational climate, how
the factors contribute to the formulation of climate, their existing position, job satisfaction in the
organizational climate and the ways of improving the climate with regard to the findings and the
suggestions.
The study was also framed to know the pros and cons of the respondents during their working
hours. This was mainly done to make their superiors know how far their employees are able to co-operate
and function in this organization.

METHODOLOGY:

In order to carry out the study, a methodological and structured design has been used. Ordnance
factory, Tiruchirappalli has been purposely chosen for the present study as it is one of the largest industrial
concerns in Tiruchirappalli where fewer researches were carried out in the past in an intense manner on
any HR topics.

SAMPLE SIZE:

The number of employees on the staff roll of the company is 1800 which constituted the universe
of the present study. From this universe, 281 employees are chosen as study respondents who constituted
16 per cent of the population. These 281 employees are chosen for the study on a stratified random
sampling basic. Each department in the company is given adequate representation in the sample.

LIMITATIONS:

The study on organizational climate is based only on ordnance Factory, Tiruchirappalli and the study
cannot be applied to any other organization.
Since all the employees were not considered in the questionnaire, the full performance or conduct of
the organization cannot be judged precisely.
Employees were reluctant to fill in the questionnaire due to their busy schedule. As a result only 281
respondents views were obtained.

DATA ANALYSIS & INTERPRETATION

MONETARY BENEFITS

The frequency distribution of table with reference to monetary benefits in terms of their
employer-employee relations are shown below:

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Table4.1
Table showing that the organization gives reasonable incentives for outstanding performance:-
Category Frequency Percentage
Strongly agree 19 6.8
Agree 127 45.2
No opinion 68 24.2
Disagree 32 11.4
Strongly disagree 35 12.5
Total 281 100

Source: primary data

A close look at the above table will reveal that 19 respondents strongly agree that the organization
is providing reasonable incentives for outstanding performance. To the maximum 127 of the respondents
incentives programmes are motivated by the organization. 68 of the respondents expressed no opinion.
32 of the respondents are against this incentive. 3.5 of them are completely rejecting this statement. Just
6.8% of the respondents above the statement are insignificant & they agree with the statement.
In the organization, majority of the respondents had expressed that sufficient incentives are
provided to the work load and their ability.

Table 4.2
Table showing that on the basis of skill and effort, fair wages is given by organization
Category Frequency Percentage
Strongly agree 13 4.6
Agree 120 42.7
No opinion 81 28.8
Disagree 61 21.7
Strongly disagree 6 2.1

Total 281 100

Source :primary data

The data given above shows that 13 respondents are able to prove their talents and skill and the
organization is providing fair wages. On the whole, most of the respondents namely 120 of them are able
to accept that the statement is fairly true. 28.8% of the respondents have no opinion about the wages. 61%
respondents reject the above mentioned statement. And only 6 respondents sharply feel that there is no
chance of getting fair wages and this point is considered to be insignificant.
In this organization, 120 respondents have accepted and assured that on the basis of skill and
effort, fair wages is given according to the nature of the respondents. The respondents are more satisfied
and they accept the wages given by the organization.

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Table4.3
Table shows that the wages, allowances, and perquisites given to the employees by this organization
are sufficient:-
Category Frequency Percentage
Strongly agree 82 29.2
Agree 165 58.7
No opinion 31 11.0
Disagree 2 0.7
Strongly disagree 1 0.4
Total 281 100
Source :primary data

It is clear from the analysis of the above mentioned table that 82 respondents are content with
their income and they feel that the organization is providing wages, allowances & perquisites in a fair
manner. Even most of the respondents i.e. 165 of them willingly agree that the organization is providing
their wages ect.31 respondents are neither satisfied nor dissatisfied about their wages. 2 of them are not
agreeable to the statement & 1 respondent is also against it and this is also insignificant.
According to the organization rules and regulations, 165 respondents (58.7 per cent) have pointed
out that the wages, allowances and perquisites given to the employees are sufficient according to their
standard of living.

Table4.4
Table showing that the employees working overtime are getting additional wages from the
organization:
Category Frequency Percentage
Strongly agree 116 41.3
Agree 124 44.1
No opinion 30 10.7
Disagree 10 3.6
Strongly disagree 1 0.4
Total 281 100
Source: primary data

From the above table it is apparent that 116 respondents are working hard and positive about
which policy provides the same contentment over the organizations working condition.124 respondents
agree with their wages. 30 of the respondents do not accept this extra wages.After evaluating of the
organizations progress, it was found that the employees working overtime are able to get additional
wages that is totally 240 respondents had experienced this benefit and strongly agree with the
organization attitude towards the respondents.

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FINDINGS:

In the recognition fair wages are given to the respondents on the basis of their skill and effort 120 of
the respondents (42.7per cent) had expressed that, wages are provided. On the other category only 6
respondents (2.1per cent) had not found any such recognition by the organization.
In order to recognize the sufficiency of the organization with regard to wages, allowances and
perquisites, many of the respondents namely 165 of them had noticed that the organization is
gen2erous in providing wages.
With regard to the extra working hours of the respondents majority of the respondents that is 124 of
them accepted their hard working is considered and they are provided additional wages.

SUGGESTIONS:

There is an urgent need for the management to rework on working hours and rest timing so that more

employees are satisfied with the working hours.

The respondents in the organization are working efficiently, at the same time only 18.5per cent of

them found the work to be repetitive and tedious in nature in nature, whereas others had not found
this difficulty. The management must take steps to reduce the job boredom by introducing job
enrichment, job enlargement and business process reengineering.
In addition to the wages given to the respondents, the organization also provides housing facilities to

the respondents.

CONCLUSION:

The overall conclusion from this study among the factors contributing to employer-employee
relation is the inadequate monetary reward to an employee. Welfare facilities and adequate grievance
handling mechanism are some important issues of the study. This study reflects the removal of various
constraints for good employer-employee relations. With the suggestions, if rightly accepted and
implemented, organization conflicts can be settled.
Therefore there is always a need for continuous research and full study to identify the factors
responsible for the success or failure of organizational climate.

REFERENCES

1. Afzalur Rahim, M, A Strategy for Managing Conflict Complex Organizations.

2. Benjamin Schneider, Mark G. Ehrhart, and William H. Macey, Organizational climate and culture
3. Deborah Roberts, Analysis of Motivation Todays Workforce (2000).
4. Deci. E. L., and Ryan, R. M, Intrinsic Motivation and Self-determination in Human Behaviour, (1985).
5. James, Lawrence. R, Jones, Allen. P, Organizational Climate: A Review of Theory and Research, (1974).
6. Mohammed Abubakar Mawoli, Abdullahi Yusuf Babandako, An Evaluation of Staff Motivation,
Dissatisfaction and Job Performance in an Academic Setting, (2011).
7. Juan Fernandez, Miguel A. Mateo, Student Evaluation of University Teaching Quality: Analysis of a
Questionnaire for a Sample of University Students in Spain.

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 A STUDY ON ORGANIZATIONAL CLIMATE WITH SPECIAL REFERENCE TO MONETARY BENEFITS IN ORDNANCE ........

8. Rajeshwari Devadass, Employees Motivation in Organization: An Integrative Literature, (2011).

9. Pardee, Ronald, L., Motivation Theories of Maslow, Herzberg, Mcgregor and Mcclelland. A Literature
Review of Selected Theories Dealing with Job Satisfaction and Motivation.
10. Snow Janet. L, Enhancing Work Climate to Improve Performance and Retain Valued Employees,
(2002).
11. Sune Rubak, Annelli Sandback, Torsten Lauritzen, Bo Christensen, Motivational Interviewing: A
systematic Review and Meta-Analysis, (2005).
12. Takayuki Nakanishi, Critical Literature Review on Motivation, (2002).

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