Professional Documents
Culture Documents
ON
organizational climate
The primary objective of this research was to investigate the relationships between
project and has a vital role to play in the development of HR practices for the
employees in AIL.
All employees who are on the payrolls of AIL. In the process of research, I gathered
survey.
This study included developing a questionnaire that contained the major factors
influencing both the main parameters i.e. organizational climate and employee
satisfaction. I studied the factors which in general can affect any organization, but
My main focus was on to study that does other factors effect employee satisfaction
also, comparing to those of its own? As I proceeded further with the study and
prepared the questionnaire I found a great similarity, between both of them, on wider
prospective.
In order to know the exact reason why employees were not satisfied I prepared a
These parameters and questions were of two different concepts but for simplicity of
the employees, both of them were merged to one questionnaire. This was helpful in
cutting down the ambiguous questions, which could have resulted in discouragement
I have completed my summer training at Apollo International Ltd. on the project titled
express my sincere gratitude to all those who were instrumental in the completion of the
project.
I would like to extend my deep gratitude to Dr. S.S Vernekar who gave me a platform to
get practical exposure in the Corporate world. I will be failing in my duty if I do not
express my thanks to Prof. Mrs. Rupali Kumar, under whose guidance and inspiration,
I was able to complete this report. He was a source of motivation, encouragement and
strength throughout the project. I would also like to thank all the faculty members who
International Ltd. and Mr. Kapil aggarwal, Chief-Finance and Business Development,
for providing me with the opportunity to undergo my summer internship with them.
I would like to thank Mr. Shashank Teotia, Dy. Manager-, Human Resources, who
was there to help me out at every stage of this project, and without who’s unflinching
Working with Apollo International Ltd. was an exhilarating experience. It was the ideal
company for our summer training with its perfect blend of international work culture
EDUCATION
HILL
INTERNET-
• www.google.com
• www.altavista.com
• www.hr-guide.com
• www.shrm.org/hrmagazine
Table of Contents
1. Introduction
3. Conceptual Discussion
4. Existing activities
4.1 Roles in an organisation
4.2 Divisional Concept and Corporate Functional Expertise
4.3 Key Business Process Orientation
4.4 Designations & Positions in the Organisational Hierarchy
4.5 Up-gradation, Reward and Promotion
4.6 Appraisal System
4.7 Career Planning and Competence Development
4.8 Welfare
4.9 Performance Criteria – For Appraisal
5. Data analysis
7. Biblography
8. Annexure
Your
Questi
Grouping Question Resp
on No
onse
1 My responsibilities, goals and objectives are clear and agreed upon
2 I am clear about my reporting
My Role 3 I find my work challenging
4 My job impacts the overall objectives of our organization
5 My job makes good use of my skills and abilities
6 Organization has fixed realistic goals for itself
7 Organization has fixed realistic goals for me
Objectives and Goals
8 My objectives and goals are clear and agreed upon
9 My goals are time bond
10 Organizational leadership has clear vision of the future
11 Organization follows transparent style of leadership
12 Organizational leadership encourages empowerment to its employees
Leadership 13 Immediate manger is open for suggestions and ideas
14 Immediate manager helps me in personal development
15 Immediate manger provides me with routine feedback and guidance
16 Immediate manger is unbiased to individuals
17 Standing orders and code of conduct are strictly adhered/followed
Organizational
18 There is absolute transparency in the organizational policies
polices
19 Organization has laid a clear framework for its policies
My job gives me considerable independence and freedom to do my
20
work
21 At work my ideas and suggestions are given due importance
My organization believes and follows equal treatment for all its
22
employees
Work Environment
23 . I have the tools and resources to do my job well
24 There is unity, trust and cooperation between members
25 The entire team work s for collective goal
Team members get all the information they need from other
26
departments
Performance 27 My performance is monitored and reviewed on timely basis
Management 28 There is absolute transparency in performance management system
29 I am provided adequate and timely feedback on my performance
30 My management suggests me with adequate corrective action
31 Performances are accurately accessed
32 I have clear path for career advancement
Career Growth and 33
Organization gives me support for my career growth
Opportunities
34 The promotion plan is transparent and clear
35 Organization provides ample opportunities for career development
36 My job is not strenuous
Work-Life Balance
37 I can devote equal time to work and life
My management provides variety of rewards to reinforce exceptional
Rewards and 38
performances
Recognition
39 My management rewards and recognizes the effort that I have put in
40 Efforts are rewarded and recognized on a timely basis
41 I am happy with the reward given for my effort
42 I am satisfied with the remuneration given to me for the work I do
43 Organization provides adequate health/compensation benefits
Pay and Benefits
44 I am provided with adequate vacations and earned leaves
45 Organization provides adequate fringe benefits
COMPANY PROFILE
APOLLO
GROUP
APOLLO APOLLO
TYRES
INTERNATIONAL
To create a profitable turnover of Rs.1000 Crore, by the year 2005, in AIL and Associate
- Tyres
- Pharmaceuticals/Chemicals
- Leather
- Lottery Business
- International Trading
VISION
VALUES
- Commitment to Responsibility.
BACKGROUND OF THE COMPANY
Backed by three decades of excellence, Group Apollo is a significant global player with
a turnover of over 2700 crores / USD 625 million. A professionally managed group, it
An established market leader in the tyre manufacturing industry, Apollo Tyres Limited
has grown to become one of India's most well known manufacturers of tyres since
inception in 1972. Backed by a vast network of 5000 dealers across India, Apollo Tyres
Limited is the fastest growing name in tyres today. The first ISO 9001 certified
company; it entered into a joint venture with another world leader Michelin Tyres in
November 2003, symbolic of its aim of becoming a total tyre company catering to the
world market.
Apollo Tyres Ltd. is the flagship company of the Group and it is one of the largest
manufacturers of tyres in India. The group was founded in 1947 and has interest in
various fields like Hi-Fashion Leather Garments Exports, On-line Lottery etc, apart
from Tyres.
Set up in 1994 with the aim of leading the diversification forays of Group Apollo into
for all international operations of the Group namely, product exports, services exports
Today Apollo International Limited has earned for itself an enviable reputation in the
global arena through its forays into international tyre trading with Tyre Tech Global,
International Trading with its International Business Division, the manufacture and
export of leather garments and accessories with Tag Fashions, and more recently in the
domestic Indian entertainment business with lotteries through its wholly owned
AIL AT GLANCE
Apollo International Limited was set up in 1994 to lead the diversification forays of
Group Apollo into new business opportunities worldwide. As a global player, the
The leather division manufactures and exports apparel and accessories to the leading
fashion brands of the world. In India, Apollo International Limited has also successfully
made inroads in the entertainment industry with lotteries through a wholly owned
subsidiary.
PROFILE: -
Industrial raw material, Capital goods & supplies, Construction equipment &
International Limited has made a name for itself as a truly dynamic and diversified
player across the globe. Representing a wide range of business interests, the company
comprises of:
AWARDS
Apollo International Limited has received a number of awards from the
• Chemicals
• Defense Supplies
• Textiles
• Medical Supplies
• Electrical Supplies
• Capital Goods & Supplies
• Educational Supplies
• Agricultural Supplies
Construction Material
TYRES DIVISION
BIAS TYRES
TAG FASHION
• With over 1200 clients and associate manufacturers spread across the
world.
MARKET PROFILE
The major players in the organized tyre segment consist of MRF, Apollo
Tyres, Ceat and JK Industries, which account for 63 per cent of the
organized tyre market. The other key players include Modi Rubber,
Kesoram Industries and Goodyear India, with 11 per cent, 7 per cent and 6
Dunlop
Falcon
TVS-Srichakra
Metro Tyres
Balkrishna Tyres
INTERNATIONAL OFFICES
- Dubai
- China
- Canada
- Hong Kong
SALES OF CHINESE TYRES
AMOUNTINMILLIONUS$
54.00
all our employees to choose their own compensation packages and flexi-timings.
To imbibe a spirit of bettering oneself and keeping the challenge alive, for the
right talent, we offer opportunities for job rotation within our several units and
varied operations. This leads to the development of cross- functional skills and
Regular training and upgrades are offered to bring out the best latent talent and
potential of all our employees. All employees at Apollo International Limited are
partners in progress and working together ensures that we work hard and party
hard.
FUTURE
China
• Diversifying into new related products such as new sizes in tyres and
variety of end uses from the perspective of China as the end market.
China.
• Building an extensive marketing network all over China for tyre supply.
OBJECTIVE OF MY STUDY
the same.
climate.
My study covered the employees of the following departments who were working at the
managerial level:
• Marketing
• Finance
• Lottery department
determines the attitudes and behavior of workers. Therefore, corporations and institutions
• The study helped in analyzing the employee satisfaction level in the organization.
• It helped to analyze the loopholes prevailing in the organization and also helped in
• The present study found a positive relationship between organizational climate and
satisfactory atmosphere for its employees it may lead to decline in the loyalty and
satisfaction of the very important assets of any organization, i.e.; the employees.
suitable for an IQ level of any employee at managerial level and higher level too.
But subsequently I was not able to meet this objective, because of two reasons:
• Some of the people I consulted assured me that the Organization has its
branch in various parts of country as well as out of country too; hence I have to
parlance, hence it was hard to avoid questions that were same, but had
different relevance concerning their particular parameters.
2) The Questionnaire uses a type of forced choice methodology because it does not allow
the respondent the comfort of identifying a middle level neither satisfied nor satisfied
response.
3) Some of the respondents though may use the option of giving ‘don’t know / can’t say”
4) It was however felt that all the items of the questionnaire were not very clear to the
the time of filing of the responses; before they started to fill in their responses they
were mailed a letter depicting the necessity and importance of the survey to be
conducted.
5) Since all the questions were closed ended, respondents found it difficult to rate each
METHODOLOGY:
As being a corporate office all the employees are at managerial level and hence have
adequate workspace, tools and resources to do their jobs properly. Hence, it was agreed
upon to mail the questionnaire to all the employees on their individual mail id's of AIL.
The respondents were appraised with the steps, being taken to ensure complete
confidentiality and preserving the identity of the respondents – viz. the secret ballot
approach. All the difficult words in the questionnaire and important aspects of the
covering letter were explained to the respondents they were also repeatedly told to ask for
clarifications, if any.
SAMPLING DESIGN
Universe: AIL
TAG Fashion
SAMPLING PROCEDURE
Stratified Sampling
DATA COLLECTION
Sources of data: 1) Primary Data which included the input received from
directly the employees through questionnaire and
personal interview
Method of
Collecting data: 1) Collating data through questionnaire prepared (Schedule)
& Interview method
2) Mailing the questionnaire to all the employees
Organizational Climate
Litwin and Stringer define organizational climate as 'a set of measurable properties of
the work environment, perceived directly or indirectly by people who live and work in
point in time. Organizational climate research has had a long and active history, with
much of its foundation drawn from psychology. Because of space constraints and the
availability of excellent articles which review the extensive history of the organizational
climate literature, we will only briefly review the organizational climate literature here.
several early key studies including Litwin and Stringer and Tagiuri and Litwin. Litwi n
and Stringer investigated how organizational climate affects individual motivation. They
also suggested that organizational climate was comprised of nine dimensions: structure,
responsibility, reward, risk, warmth, support, standards, conflict, and identity. Taguiri
and Litwin's book was comprised of a series of essays that treated climate in ways
set of organizational characteristics. Other early studies were aimed at identifying the
more clearly defined. More recently, organizational climate researchers have begun to
consider how organizational climates develop. Three schools of thought have developed:
troubling issue that the organizational climate literature continues to face is defining the
fairly general term which refers to a class of dimensions which can be critiqued for
makes it more difficult to define sharp borders. Organizational climate scholars have
climate from various other const ructs, such as structure and individual satisfaction.
While these and other efforts have been helpful, some fuzziness around the borders and
Research on organizational climate has continued more recently, including Joyce and
Slocum's study of person and organizational fit, Joyce and Slocum's investigation of the
extent to which organization members agree about their organizational climate, Glick's
Koyes and DeCotis's work on measuring organizational climate. Even more recently,
organizational climate, and Griffin and Mathieu have looked at how perceptions of
organizational climate vary with the hierarchical level in an organization. Anderson and
West contributed to the literature by exploring the link between organizational climate
and innovation.
Measuring Organizational Climate
At its most basic level, organizational climate refers to employee perceptions of their
work environment. Generally, these perceptions are descriptively based rather than value
based. For example, the phrase, "I have more work to do than I can possibly finish" is a
description of a person’s workload, while the phrase "I like my job" is a positive
evaluation of one’s job. Thus, organizational climate is more than simply a summary of
administration procedures used when conducting a survey can vary, ideally employees are
asked to report to a designated work site at a scheduled time to complete the survey, and
Selecting A Survey
the "right" survey to use. Although not a comprehensive list, the following factors may be
there are a large number of organizational climate areas that exist. Recent research
has identified more than 460 different types of work environment characteristics
that have been measured. Many of these characteristics can be classified into the
following major areas: job, role, leader, organization and work group. In many
companies there are particular areas where employee feedback would be useful.
• Make sure the number of climate areas included is kept to a manageable level. Not
only will including too many areas on the survey increase the time and effort
needed to administer the survey, but it also can make the interpretation process
useful to add a few customized items to the survey. Although adding items does
not always add to the scientific value of a survey, it can go a long way in
It can be extremely helpful to choose a survey that offers some flexibility in its
administration capabilities.
For example, some companies may require the ability to administer the assessment using
a paper-and-pencil format, while others may prefer an intranet format. Factors such as
employee demographics can be important, also. Some companies may require both an
English and Spanish version of the survey to accommodate all of their employees.
Finally, identify some general pieces of information you would like to see in a report once
the survey responses have been analyzed. For example, some companies may have an
interest in only reviewing the average levels of item responses within the company, while
others may want to see how the company scored compared to other companies throughout
the nation.
In addition, some companies may want to have results broken down department-by-
department or item-by-item while others may want one set of analyses based on the entire
should assist a company in selecting an instrument that will meet their specific reporting
needs.
Benefits
Companies that conduct organizational climate surveys may experience one or more of
typically defined in their job descriptions. Research has shown that employees who are
more involved in the company also may be more satisfied with their job, miss fewer days
of work, stay with a company longer, and perform better on the job.
has been accumulated documenting the importance of the work environment in relation to
organizational performance. In general, research has shown that factors in the work
emerging area of research has indicated that organizational climate can influence
responsibility charts, which increases the number of employees for which each manager is
accountable. As a result, some managers only have limited amounts of time to talk to
environment can fall to the wayside, and in some instances, never take place.
Organizational surveys that occur on a scheduled basis (e.g., annually, biannually, etc.)
"explore the market" or conduct benchmark studies when considering issues such as new
work environment to that of other companies. Many surveys offer a national normative
database that can be used to facilitate comparisons across a variety of conditions and
industries.
environments. When used on a scheduled basis, organizational surveys can help pinpoint
problem areas within the work environment before they grow into a crisis needing
immediate attention. Problems that require a reactive posture interrupt the normal
• Facilitate candid and open feedback from employees who respond anonymously.
• Identify root causes for poor productivity (such as poor communication or poor
process efficiency).
• Inform leaders with the information needed to make the best decisions.
• Increase productivity.
3. Something made up of elements with varied functions that contribute to the whole
benevolent organization
business.
According to management science, most human organizations fall roughly into five types:
• Pyramids or hierarchies
• Committees or juries
• Matrix organizations
• Ecologies
• Composite organizations
Pyramids or Hierarchies
A hierarchy exemplifies an arrangement with a leader who leads leaders. This is the
classic bureaucracy. Usually one "rises" by seniority, or by acquiring authority over more
people.
Pyramids are an effective way to achieve repeatable results because they have the shortest
They suffer from communication and supervisory faults because the organization is only
as good as its weakest link. They lack creativity because they have poor communications.
Committees or Juries
These consist of a group of peers who decide as a group, perhaps by voting. The
difference between a jury and a committee is that the members of the committee are
usually assigned to perform or lead further actions after the group comes to a decision,
whereas members of a jury come to a decision. In common law countries legal juries
render decisions of guilt, liability and quantify damages, juries are also used in athletic
contests, book awards and similar activities. Sometimes a selection committee functions
like a jury. In the middle ages juries in continental Europe were used to determine the law
Committees are often the most reliable way to make decisions. Condorcet's jury theorem
proved that if the average member votes better than a roll of dice, then adding more
members increases the number of majorities that can come to a correct vote (however
correctness is defined). The problem is that if the average member is worse than a roll of
dice, the committee's decisions grow worse, not better! Staffing is crucial.
A staff helps an expert get all his work done. To this end, a "chief of staff" decides
who is a sort of junior expert. The chief of staff schedules the routine problems, and
If a problem is not routine, the chief of staff notices. He passes it to the expert, who solves
the problem, and educates the staff -- converting the problem into a routine problem.
Staffs make decisions quickly, and carry out assignments efficiently, though less reliably
than committees or matrices. For this reason businesses often prefer to use this method.
On the face of it, this is the perfect organisation. One hierarchy is "functional" and assures
that each type of expert in the organization is well trained, and measured by a boss who is
super-expert in the same field. The other direction is "executive" and tries to get projects
Matrices are the only known organizations that can consistently create complex technical
The problem is that going through channels takes too long. Getting approval to actually
do anything often needs the approval of each type of expert, and both of each expert's
bosses! The trick is to speed approvals: make approval everybody's number one job, and
simplify sign-offs.
Ecologies
This organization has intense competition. Bad parts of the organization starve. Good
ones get more work. Everybody is paid for what they actually do, and runs a tiny business
that has to show a profit, or they get canned. For example: upper managers invest, and if
they make bad investments, there's no profit. Engineers rent their designs out to
This is a really effective organization. But it's wasteful because all those dead pieces of
organization have valuable training, and are very hard to recycle. They're bitter, and they
This may reflect a rather one-sided view of what goes on in ecology. It is also the case
that a natural ecosystem has a natural border - ecoregions do not in general compete with
These try to use each of the above types of organization in the right places. Very
occasionally, a true organizational genius can make this work, for a while.
Don't bet on it in the long term. Success outgrows the ability of the genius. There just get
"Chaordic" Organizations
order (hence "chaordic"), comes out of the work of Dee Hock and the creation of the
control models.
Climate
Organizational climate
Organizational climate refers to a set of measurable properties of the work environment,
that are perceived by the people who live and work in it, and that influence their
Job clarity: The extent to which individuals understand what the organization
expects of them
organization
Practices: the extent to which systems and procedures facilitate effective job
performance
work
Standards: the extent to which the organization clearly defines and emphasizes
Challenge: the extent to which individuals have to expand their abilities to obtain
work objectives
Change management: the extent to which changes within the organization are
improves productivity.
6. Recognition: the extent to which individuals feel that they make important
1. Team Spirit: the extent to which individuals feel that the people with whom
Cooperation: the extent to which individuals work with and help one
• identifies the readiness for, commitment for, and skills for change;
• identifies the values, emotional competencies, and behaviors needed for success;
development;
analysis. Each category has been designed to assess one of the key categories, which
company wide, broken out by departments of 6 or more people to protect the identities of
respondents will feel comfortable sharing their true opinions and perspectives
The objective of performing an employee climate assessment is to identify the key areas
which are hindering production, reducing effectiveness and which might generate
unexpected costs in the near future. The idea and approach is for the organization not to
simply perform an academic exercise, simply because they ‘do it at this time every year’,
but to critically examine themselves to see where the company and it’s employees might
strengthen existing approaches, which are working well, as well as select appropriate
interventions for addressing the weakest areas, should be aggressively pursued for the
Organizations are successful because of the quality of work employees perform. When
employees are cared for, and the right environment is created where there are no barriers
Respect for the dignity of the employee and the sensitivities of human
beings
Humans have fundamental needs for safety and security, affiliation and acceptance,
involvement as well as self-actualization. The extent to which these and other human
needs are fulfilled lead to higher levels of commitment, initiative and performance.
This assessment is written with full realization of the realities of business, and not an
unrealistic utopian view of an idealized work environment. The factors emphasized and
measured in this assessment are the important levers to optimizing employee workplace
efficiency are a way of life, and these factors are given appropriate emphasis in this
assessment because they represent an ever present dynamic with which every employee
must deal.
Keys to motivation and commitment
Rather than only identifying potential problem areas to be avoided, this assessment
focuses on areas where human behavior can be leveraged more positively to create
Activities At Ail
The Values define the universal principles the Organisation intends to follow.
To relate the Values agreed upon, to day-to-day working, and transact business, it is
essential to define how various situations, as listed below, will be handled by each
Repeated Failure
Criticism
Adherence to Hierarchy
Providing Feedback
Scheduled Meetings
Such a definition generated by the members is known as the Code of Conduct (COC). It is
Although, all the roles, as mentioned below, in a progressive organisation perform the
Maintenance, Improvement, Innovation and Organisational Development activities, the
scope / degree varies.
The role of innovator is a new concept, where very few creative people
Innovator
INNOVATION
Manager IMPROVEMENT
Executive MAINTENANCE
ensure that all the members recognise this trend and work towards it.
Having recognised the different roles, AIL believes that small Divisional concepts,
specialising in specific core competencies are the ideal solution. Simultaneously, to take
recommended. This will by no means limit the autonomy of each Divisional Unit. The
latter shall take full advantage of the central expertise to realise the organisation's vision.
Span of Control
In the Managerial role, one factor, which needs to be considered, is the span of control.
Functional
Diversity
Low Highest Medium
Low High
Level of Reporting Member
The Span of Control would however reduce in the case where the superior is also
The specific role of each member, should be a natural outcome of the Key Business
on their functional expertise, as per the demands of the end result of the process.
This would imply that the emphasis has to change from functional effectiveness to
Process effectiveness.
The internal or external customer becomes the deciding authority to evaluate the
effectiveness of the process team, while the process owner and the team member
themselves can only evaluate their own, peer's, superior's and subordinate's effectiveness.
The Process Owner should preferably be from the managerial group, having the maximum
AIL has decided to develop a more meaningful policy on designations and levels in the
organisational hierarchy. The true value of the individual will be determined by the self-
respect and appreciation by others that one is able to create for one ’s self in the
AIL has chosen to de-link designations from level in the organisational hierarchy.
The position of a person in AIL or his/ her seniority in the organisational hierarchy is not
at all indicated by the designation; instead it is reflected entirely & only by the level in
particular level, is based on the complexity of the job content, the responsibility, level of
accountability, initiative and creativity demanded by the job. The qualification and
Hence, members in same or different levels can have same or different designations.
Designations, on the other hand, are primarily are primarily meant for use with the
To overcome this possible and apparent shortcoming, many organisations have created
separate designations within the four distinct roles and with it, allied remuneration and
perks.
Instead of adopting this short term palliative, AIL has decided to develop a more open and
underlying principle is that individual shall derive appreciation of one’s own worth based
The above situation does not prevent one from providing additional contribution to the
consciously strive to enrich and enlarge the scope of activity of their subordinates.
Such job enrichment, when evaluated periodically through the professional Job Evaluation
and perks.
Superior performances in one's own job will qualify an individual for a reward only for
that year. This would be a natural outcome of the periodic and annual appraisal system.
Promotion to a different role will, however, happen only when the individual
The basic purpose of the appraisal system is to enable the individual to introspect as to
what extent he/she has realised his / her objectives, and therefore take necessary measures
not only to achieve the objectives, but also to surpass them. In this process, the individual
is able to continuously bring out the best in himself / herself, which can otherwise remain
dormant.
A Job Description, with clear definition of parameters for evaluating the effectiveness of
the jobholder, allows the individual to evaluate oneself, based on factual data.
loose the opportunity to improve our competence and character. The latter is one
Therefore, to evaluate one’s own effectiveness and thus to create one’s own self-
improvement plan, the basic responsibility has to be that of the individual. However our
habits, may not have taught us the discipline to self introspect. Hence, in an
- Self
- Superior
- Subordinate
- Peers
AIL will adopt the concept of 360o appraisal, in totality by the year 2000. During 1998-
99, the 360o appraisal will be done for senior members only, to get the feedback of
superiors, peers and subordinates, and initiate action for their self-improvement.
The above concept demands that the members giving the feedback should be objective
and honest.
The individual should take the feedback in a constructive manner, and has the full right to
This aspect puts an additional responsibility on the other members, which they have to
consciously and sincerely fulfil. The superior in this respect has a major responsibility.
His / her role demands that he / she observes his / her subordinate in various respects, to
name a few
competence, shall be recorded and shared openly during the counseling / appraisal
sessions.
and monitoring the same. This would allow the organisation to meet its quality
This process definitely fulfils the need of the organisation as well as individual.
organisations despite the best intentions usually do not succeed in doing so.
b. The process has an inherent drawback due to the changing nature of the
Rapidly changing business environment has made the latter factor more prominent, and
organisations have to be flexible to the extent of keeping an open mind in changing their
core competency, besides short term tactics/ action plans, if and when required.
This scenario demands a different approach to “Career Planning”. First the purpose of
“The purpose of Career Planning is to develop each individual’s potential to its maximum
This purpose would automatically allow the members to grow and acquire positions of
higher responsibility.
To fulfil this purpose, the career plan, which is almost non-existent in most companies
today, is an agreed document between the organisation, the concerned superior and the
individual. It will enlist the different actions to be taken by all three in realising the
This, therefore, will be the natural outcome of the Appraisal system. The superiors’
attitude should be such that he / she should develop his / her subordinate to become more
The above attitude may appear to be a threat for the superior. However, in reality, the
courage and consideration demanded from the superior to achieve this will be enhanced in
the process to such an extent, that he / she himself will become more competent and
The consolidated effort on the part of the organisation, superior and the individual, in
realising the Career Plan, which is the outcome of the appraisal system, could be
crystallised in the Competence Development Plan for each individual of the organisation.
Welfare
The salary structure will include the total cost to the company, for the
employee.
- Special Awards
- Incentive for higher education of self
- Support for children’s education
- Group insurance
The list can be expanded, but the important aspect for all members is
to realise that they should be judicious in demanding and also take
responsibility of the allocated cost out of the total welfare budget.
All Divisional Chiefs are expected to send, in January each year, their
suggestions for such Welfare Schemes to be adopted. After
deliberations by SMC, schemes to be adopted can be identified and
costs thereof, duly included in the Budgets.
ORGANISATION HIERARCHY
For the purpose of appraisals and Performance Linked Award Plan (PLAP) ,
employees in the company have been broadly classified into two categories ;
viz. Revenue Earners and Support / Service function. Revenue earners are
the employees from Marketing and Sales function, who contribute directly
towards the Revenue / Profits of the Company. Departments / functions like
Accounts, Finance, Operations, HR etc. are all support / service functions ;
they also contribute towards the Profits oh the company, though indirectly.
Each KRA will be assigned a weightage and will be evaluated against the pre
set performance parameters.
SCORE RATING
( ≥ 100 ) Excellent
(80 –99 ) Good
(60-79) Satisfactory
(Below 60 ) Poor
Illustrative example of KRA’s are given below for different Job Functions.
1. All members existing & new joinees will be appraised according to the
periodic schedule specified.
2. A member who has not completed six months of service as on March
Q05 2 9 11 5
Q04 2 7 13 4
Q03 1 6 11 7
Q02 0 5 10 15
Q01 1 9 11 9
Strongly agree 9 15 7 4 5
Agree 11 10 11 13 11
Disagree 9 5 6 7 9
Strongly disagree 1 0 1 2 2
IN PERCENTAGE
40.00
2
35.00
30.00 1
25.00 3
20.00
15.00
10.00
4
5.00
0.00
1 2 3 4
Percentage 30.00 37.33 24.00 8.67
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above
depicts that in the first parameter of my role and responsibilities, which consists of a total
of 150 responses-
30% of the sample strongly agrees that their roles and responsibilities are clear and agreed
upon
37.33% of the sample agrees that their roles and responsibilities are clear and agreed upon
24% of the sample disagrees that their roles and responsibilities are not clear and agreed
upon
and, 8.67% % of the sample strongly disagrees that their roles and responsibilities are not
Q09 4 5 6 8
Q08 2 6 13 14
Q07 7 5 9 15
Q06 0 7 8 11
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
S trongly agree 11 15 14 8
Agree 8 9 13 6
Disagree 7 5 6 5
S trongly disagree 0 7 2 4
IN PERCENTAGE
45.00
40.00 1
35.00
30.00 2
25.00
20.00 3
15.00
10.00 4
5.00
0.00
1 2 3 4
Percentage 40.00 30.00 19.17 10.83
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above
depicts that in the first parameter of my company’s objective and goals, which consists of
40 % of the sample strongly agrees that the company’s objective and goals are clear
30% of the sample agrees that the company’s objective and goals are clear
19.17 % of the sample disagrees that the company’s objective and goals are clear
and, 10. 83 % of the sample strongly disagrees that the company’s objective and goals are
clear
2.
16. Immediate manger is unbiased to individuals
15. Immediate manger provides me with routine feedback and guidance
14. Immediate manager helps me in personal development
13. Immediate manger is open for suggestions and ideas
12. Organizational leadership encourages empowerment to its employees
11. Organization follows transparent style of leadership
10. Organizational leadership has clear vision of the future
a.)
Q16 12 14 8 9
Q15 9 14 6 6
Q14 7 11 5 3
Q13 8 8 7 7
Q12 1 12 4 8
Q11 7 9 7 2
Q10 4 9 9 4
Strongly agree 4 2 8 7 3 6 9
A gree 9 7 4 7 5 6 8
Disagree 9 9 12 8 11 14 14
Strongly disagree 4 7 1 8 7 9 12
b.)
IN PERCENTAGE
40.00
3
35.00
30.00
25.00
4
2
20.00
1
15.00
10.00
5.00
0.00
1 2 3 4
Percentage 18.57 21.90 36.67 22.86
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This chart above
depicts that in the first parameter of my leadership, which consists of a total of 210
responses-
18.57% of the sample strongly agrees that the company has good
leadership qualities
21.90% of the sample agrees that the company has good leadership
qualities
36.67 % of the sample disagrees that the company has good leadership
qualities
and, 22.86% of the sample strongly disagrees that the company has
good leadership qualities
3. ORGANIZATIONAL POLCIES
19. Standing orders and code of conduct are strictly adhered/followed
Q19 11 15 9
Q18 3 6 19 8
Q17 0 9 12 7
IN PERCENTAGE
60.00
50.00 2
40.00
30.00
1
20.00
3
10.00
4
0.00
1 2 3 4
Percentage 26.67 51.11 17.78 4.44
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of company’s organizational
policies, which consists of a total of 90 responses-
26.67% of the sample strongly agrees that the company has clearly laid
polices
51.11% of the sample agrees that the company has clearly laid polices
17.78% of the sample disagrees that the company has clearly laid
polices
and, 4.44% of the sample strongly disagrees that the company has
clearly laid polices
4. WORK ENVIRONMENT
26. Team members get all the information they need from other departments
25. The entire team work s for collective goal
24. There is unity, trust and cooperation between members
23. I have the tools and resources to do my job well
22. My organization believes and follows equal treatment for all its employees
21. At work my ideas and suggestions are given due importance
20. My job gives me considerable independence and freedom to do my work
a.)
Q26 2 5 9 12
Q25 4 5 11 6
Q24 7 2 9 9
Q23 1 7 6 9
Q22 6 6 8 16
Q21 6 5 5 17
Q20 3 7 6 21
45.00
1
40.00
35.00
30.00
25.00 2
20.00
3
15.00
4
10.00
5.00
0.00
1 2 3 4
Percentage 42.86 25.71 17.62 13.81
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of work environment , which
consists of a total of 210 responses-
25.71% of the sample agrees that the company provides me with good
working environment
Q31 2 6 6 4
Q30 7 9 18 2
Q29 3 3 12 2
Q28 4 6 25 0
Q27 2 5 27 7
70.00
60.00 2
50.00
40.00
30.00
20.00 3
10.00 1 4
0.00
1 2 3 4
Percentage 10.00 58.67 19.33 12.00
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my performance
management, which consists of a total of 150 responses-
10% of the sample strongly agrees that the company provides me with
timely performance management
58.67% of the sample agrees that the company provides me with timely
performance management
19.33% of the sample disagrees that the company provides me with
timely performance management
and, 12% of the sample strongly disagrees that the company provides
me with timely performance management
5. CAREER GROWTH AND OPPORTUNITIES
35. Organization provides ample opportunities for career development
34. The promotion plan is transparent and clear
33. Organization gives me support for my career growth
32. I have clear path for career advancement
a.)
Q35 2 16 9 2
Q34 5 15 8 5
Q33 7 9 5 7
Q32 5 11 9 5
Strongly agree 5 7 5 2
Agree 9 5 8 9
Disagree 11 9 15 16
Strongly disagree 5 7 5 2
IN PERCENTAGE
45.00
3
40.00
35.00
30.00
25.00 2
20.00
15.00 1 4
10.00
5.00
0.00
1 2 3 4
Percentage 15.83 25.83 42.50 15.83
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my career growth and
opportunities, which consists of a total of 120 responses-
Q37 0 7 3 15
Q36 6 11 8 10
Q36 Q37
Strongly agree 10 15
Agree 8 3
Disagree 11 7
Strongly disagree 6 0
IN PERCENTAGE
45.00
1
40.00
35.00
30.00 3
25.00
20.00
2
15.00
10.00 4
5.00
0.00
1 2 3 4
Percentage 41.67 18.33 30.00 10.00
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my work-life balance, which
consists of a total of 60 responses-
and, 10% of the sample strongly disagrees that I can maintain work-life
balance in my job
3. REWARDS AND RECOGNITION
41. I am happy with the reward given for my effort
40. Efforts are rewarded and recognized on a timely basis
39. My management rewards and recognizes the effort that I have put in
38. My management provides variety of rewards to reinforce exceptional performances
a.)
Q41 1 14 4 1
Q40 7 20 4 5
Q39 3 19 7 5
Q38 4 16 6 4
Strongly agree 4 5 5 1
Agree 6 7 4 4
Disagree 16 19 20 14
Strongly disagree 4 3 7 1
IN PERCENATGE
70
60
3
50
40
30
20
2
1 4
10
0
1 2 3 4
Percentage 12.5 17.5 57.5 12.5
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my rewards and recognition,
which consists of a total of 120 responses-
17.5% of the sample agrees that the company provides adequate and
timely rewards and recognition
57.5% of the sample disagrees that the company provides adequate and
timely rewards and recognition
and, 12.5% of the sample strongly disagrees that the company provides
adequate and timely rewards and recognition
4. PAY AND BENEFITS
45. Organization provides adequate fringe benefits
44. I am provided with adequate vacations and earned leaves
43. Organization provides adequate health/compensation benefits
42. I am satisfied with the remuneration given to me for the work I do
a.)
Q45 12 10 8 4
Q44 15 8 5 3
Q43 14 4 3 4
Q42 14 5 2 9
90.00
80.00 4
70.00
60.00
50.00
40.00 3
30.00 1
2
20.00
10.00
0.00
1 2 3 4
Percentage 29.85 26.87 40.30 82.09
INTERPRETATION:
Chart 1.a) shows the total number of responses given by 30 employees. This
chart above depicts that in the first parameter of my pay and benefits, which
consists of a total of 120 responses-
26.87% of the sample agrees that the company provides adequate and timely pay
and benefits
40.30% of the sample disagrees that the company provides adequate and timely pay
and benefits
and, 82.09% of the sample strongly disagrees that the company provides adequate
TOTAL ORGANIZATION
1 340 407 383 220
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
FINDINGS:
employees
initiatives are being taken and new policies made, this is taking its
toll on the affected people or work areas. This may also mean that
The employees are very much satisfied with the work environment
employees.
RECOMMENDATIONS:
development of subordinates.
The management should benchmark the pay and benefits with the
competitive industries.
it has to ensure:
all levels.