MBA Main Project Alen Raju Varghsese

A STUDY ON THE RELATIONSHIP BETWEEN
ORGANISATIONAL CLIMATE AND JOB SATISFACTION

OF EMPLOYEES PERTAINING TO AKAY FLAVOURS AND
AROMATICS PVT LTD, ELAVUMTHITTA,
PATHANAMTHITTA.
PROJECT REPORT
Submitted by
ALEN RAJU VARGHESE
Reg. No. MCK16MBA03

UNDER THE GUIDANCE OF
Dr Sonia Katherin Mathew
Assistant Professor
in partial fulfillment of the requirements
for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION
of
Dr. APJ Abdul Kalam Technological University
MUSALIAR COLLEGE OF ENGINEERING AND TECHNOLOGY
PATHANAMTHITTA-689653, Kerala,
May 2018
i
A STUDY ON THE RELATIONSHIP BETWEEN
ORGANISATIONAL CLIMATE AND JOB SATISFACTION
OF EMPLOYEES PERTAINING TO AKAY FLAVOURS AND
AROMATICS PVT LTD, ELAVUMTHITTA,
PATHANAMTHITTA.
PROJECT REPORT
Submitted by
ALEN RAJU VARGHESE
Reg. No. MCK16MBA03

UNDER THE GUIDANCE OF
Dr Sonia Katherin Mathew
Assistant Professor
in partial fulfillment of the requirements
for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION
of
Dr. APJ Abdul Kalam Technological University
MUSALIAR COLLEGE OF ENGINEERING AND TECHNOLOGY
PATHANAMTHITTA-689653, Kerala,
May 2018
ii
MUSALIAR COLLEGE OF ENGINEERING AND
TECHNOLOGY PATHANAMTHITTA
CERTIFICATE
This is to certify that the report titled “ A STUDY ON THE RELATIONSHIP
BETWEEN ORGANISATIONAL CLIMATE AND JOB SATISFACTION OF
EMPLOYEES PERTAINING TO AKAY FLAVOURS AND AROMATICS PVT
LTD, ELAVUMTHITTA, PATHANAMTHITTA” being submitted by ALEN
RAJU VARGHESE, MCK16MBA03, in partial fulfilment of the requirements for
the award of the Degree of Master of Business Administration, is a bonafide
record of the project work done by ALEN RAJU VARGHESE, MUSALIAR
COLLEGE OF ENGINEERING AND TECHNOLOGY , PATHANAMTHITTA
Dr Sonia Katherin Mathew Dr M.H Salim
Assistant Professor Director
iii
DECLARATION
I undersigned, hereby declare that the project titled “A study on the relationship
between organisational climate and job satisfaction of employees pertaining to
Akay Flavours And Aromatics Pvt Ltd, Pathanamthitta” submitted in partial
fulfilment for the award of Degree of Master of Business Administration of A P J
Abdul Kalam Technological University is a bonafide record of work done by me
under the guidance of Dr Sonia Katherin Mathew, Department of Management
Studies, Musaliar Institute Of Management, Pathanamthitta. This report has not
previously formed the basis for the award of any degree, diploma, or similar title
of any University.
Date: ALEN RAJU VARGHESE
iv
ACKNOWLEDGEMENT
Through this acknowledgement I express my sincere gratitude towards all those
people who helped me in this project, which has been a learning experience.
This space wouldn’t be enough to extend my warm gratitude towards my project

guide Dr Sonia Katherin Mathew for her efforts in coordinating with my work
and guiding in right direction.
I escalate a heartfelt regards to our Institution Director Dr M.H Salim, Musaliar

Institute of Management, Pathanamthitta for giving me the essential hand in
concluding this work. I owe my sincere gratitude towards our Head of the
Department, Dr Prakash Nair G for his valuable comments and suggestions.
I extend my whole hearted thanks to all my faculty members for their support and
encouragement. It would be injustice to proceed without acknowledging those
vital supports I received from my beloved classmates and friends, without whom I
would have been half done.
I also use this space to offer my sincere love to my parents and all others who had
been there, helping me walk through this work.
ALEN RAJU VARGHESE
v
List of Tables
Table Title of the Table Page

No. NO.
5.1 PERCENTAGE ANALYSIS
5.1.1 Categorization of respondents based on gender 41
5.1.2 Categorization of respondents based on age 42
5.1.3 Job offers enough opportunities to acquire new competencies. 43
5.1.4 Superiors are receptive to the suggestions of the subordinates. 44
5.1.5 Freedom to try out new work methods. 45
5.1.6 Job provides enough challenges to bring out best in employee. 46
5.1.7 Adequate communication between top management and employees at all 47
levels.
5.1.8 Employees feel free to express their opinions. 48
5.1.9 Response on organisation listened to views of the employees. 49
5.1.10 Conflicts in the organisation are openly discussed and resolved. 50
5.1.11 Conflict provides an opportunity for change. 51
5.1.12 People in the organisation have skills to diagnose and resolve conflicts. 52
5.1.13 People in the organisation sponsored for training programmes on the basis of 53
genuine training needs.
5.1.14 Employee’s perception about training need is considered while 54
recommending training programmes.
5.1.15 Superiors encourage the subordinates to apply their learning from training 55
programmes.
5.1.16 Organisation provides opportunities to develop the capabilities through 56
training.
5.1.17 Employees get opportunity to take initiative and demonstrate leadership 57
qualities in work.
5.1.18 Senior executives in the organisation promote teamwork and healthy climate. 58
5.1.19 Superiors in the organisation have the vision and ability to guide the 59
organisation through environmental changes.
5.1.20 Organisation has leaders who inspire people to high levels of performance. 60
5.1.21 Responses of employees regarding whether the organisation is the best place 61
to work for.
5.1.22 Organisation is able to retain people with knowledge and expertise. 62
vi
5.1.23 Customers hold this organisation in high esteem for its product quality and 63
service.
5.1.24 Salaries, allowances and other benefits are attractive commensurate with job 64
responsibilities.
5.1.25 System of rewards in the organisation is fair and equitable. 65
5.1.26 Promotion policies of the organisation are satisfactory. 66
5.1.27 Working hours of the company are satisfactory. 67
5.1.28 Workload is appropriate for employees. 68
5.1.29 Working conditions of the company are adequate and satisfactory. 69
5.1.30 Environment in the organisation conducive to acquire job-related knowledge 70
and skills.
5.1.31 Company provides adequate job security to the employees. 71
5.1.32 Workmen in the organisation are aware about the prescribed safety 72
procedures and practices.
5.1.33 Workmen in the organisation follow the prescribed safety procedures and 73
practices in their work.
5.1.34 Relationship between superior and subordinate are cordial. 74
5.1.35 Workmen in the organisation work as a team along with their superiors to 75
maximize the output.
5.1.36 Superiors in the organisation give the workmen the credit whenever they do 76
good job.
5.1.37 Superiors in the organisation provide feedback to workmen on their 77
performance and areas for improvement.
5.1.38 Employee is clear about the tasks which they expected to perform. 78
5.1.39 Employee feel enjoy in performing the actual day to day activities. 79
5.1.40 Employees gets timely decision on job related issues. 80
5.1.41 Organisation takes responsibility for the task they are expected to 81
accomplish.
5.1.42 Employees in the organisation are highly committed to their work. 82
5.1.43 People in the organisation have necessary freedom to take work related 83
decision.
5.2 CORRELATION ANALYSIS
5.2.1 Correlation between quality of work life and job satisfaction 84
5.2.2 Correlation between communication and job satisfaction 85
5.2.3 Correlation between conflict management and job satisfaction of employees 86
5.2.4 Correlation between training and job satisfaction of employees 87
5.2.5 Correlation between leadership and job satisfaction of employees 88
5.2.6 Correlation between image and job satisfaction of employees 89
vii
List of Figures
Fig. Title of the Figure Page

No. NO.
5.1 PERCENTAGE ANALYSIS
5.1.1 Categorization of respondents based on gender 41
5.1.2 Categorization of respondents based on age 42
5.1.3 Job offers enough opportunities to acquire new competencies. 43
5.1.4 Superiors are receptive to the suggestions of the subordinates. 44
5.1.5 Freedom to try out new work methods. 45
5.1.6 Job provides enough challenges to bring out best in employee. 46
5.1.7 Adequate communication between top management and employees at all 47
levels.
5.1.8 Employees feel free to express their opinions. 48
5.1.9 Response on organisation listened to views of the employees. 49
5.1.10 Conflicts in the organisation are openly discussed and resolved. 50
5.1.11 Conflict provides an opportunity for change. 51
5.1.12 People in the organisation have skills to diagnose and resolve conflicts. 52
5.1.13 People in the organisation sponsored for training programmes on the basis of 53
genuine training needs.
5.1.14 Employee’s perception about training need is considered while 54
5.1.15 Superiors encourage the subordinates to apply their learning from training 55
programmes.
5.1.16 Organisation provides opportunities to develop the capabilities through 56
training.
5.1.17 Employees get opportunity to take initiative and demonstrate leadership 57
qualities in work.
5.1.18 Senior executives in the organisation promote teamwork and healthy climate. 58
5.1.19 Superiors in the organisation have the vision and ability to guide the 59
5.1.20 Organisation has leaders who inspire people to high levels of performance. 60
5.1.21 Responses of employees regarding whether the organisation is the best place 61
to work for.
5.1.22 Organisation is able to retain people with knowledge and expertise. 62
viii
5.1.23 Customers hold this organisation in high esteem for its product quality and 63
service.
5.1.24 Salaries, allowances and other benefits are attractive commensurate with job 64
responsibilities.
5.1.25 System of rewards in the organisation is fair and equitable. 65
5.1.26 Promotion policies of the organisation are satisfactory. 66
5.1.27 Working hours of the company are satisfactory. 67
5.1.28 Workload is appropriate for employees. 68
5.1.29 Working conditions of the company are adequate and satisfactory. 69
5.1.30 Environment in the organisation conducive to acquire job-related knowledge 70
and skills.
5.1.31 Company provides adequate job security to the employees. 71
5.1.32 Workmen in the organisation are aware about the prescribed safety 72
procedures and practices.
5.1.33 Workmen in the organisation follow the prescribed safety procedures and 73
practices in their work.
5.1.34 Relationship between superior and subordinate are cordial. 74
5.1.35 Workmen in the organisation work as a team along with their superiors to 75
maximize the output.
5.1.36 Superiors in the organisation give the workmen the credit whenever they do 76
good job.
5.1.37 Superiors in the organisation provide feedback to workmen on their 77
5.1.38 Employee is clear about the tasks which they expected to perform. 78
5.1.39 Employee feel enjoy in performing the actual day to day activities. 79
5.1.40 Employees gets timely decision on job related issues. 80
5.1.41 Organisation takes responsibility for the task they are expected to 81
accomplish.
5.1.42 Employees in the organisation are highly committed to their work. 82
5.1.43 People in the organisation have necessary freedom to take work related 83
decision.
5.2 CORRELATION ANALYSIS
5.2.1 Correlation between quality of work life and job satisfaction 84
5.2.2 Correlation between communication and job satisfaction 85
5.2.3 Correlation between conflict management and job satisfaction of employees 86
5.2.4 Correlation between training and job satisfaction of employees 87
5.2.5 Correlation between leadership and job satisfaction of employees 88
5.2.6 Correlation between image and job satisfaction of employees 89
ix
TABLE OF CONTENTS
Sl. No. Title Page

No.
1 INTRODUCTION
1.1 Background of the study 2-3
1.2 Need and Significance of the study 3
1.3 Statement of problem 3
1.4 Objectives of the study 3
1.5 Scope of the study 3-4
1.6 Limitations of the study 4
1.7 Organization of the report 4-5
2 LITERATURE REVIEW 7-13
3 THEORETICAL FRAMEWORK
3.1 Organisational Climate: Meaning and Nature 15-16
3.2 Organisational Climate: Definitions 16-18
3.3 Dimensions of Organisational Climate 19-21
3.4 Job Satisfaction: Definitions 21-24
3.5 Determinants of Job Satisfaction 24-27
3.6 Theories of Job Satisfaction 27-30
4 RESEARCH METHODOLOGY
4.1 Objectives 32
4.2 Hypothesis 32-33
4.3 Research Design 33-34
4.4 Sources of Data 34
4.5 Primary and Secondary data 35
x
4.6 Population 35
4.7 Sample Design 35-36
4.8 Sampling Method 36
4.9 Method of data collection 36
4.10 Drafting a questionnaire 37

4.11 Pilot Survey 37
4.12 Data Analysis Techniques 38-39
5 DATA ANALYSIS
5.1 Percentage Analysis 41-83
5.2 Correlation Analysis 84-89
6 FINDINGS 91-93
7 RECOMMENDATIONS 95
8 CONCLUSION 97
REFERENCES 98-102
APPENDICES
APPENDIX A 104-109
APPENDIX B 110-116
xi
EXECUTIVE SUMMARY
The project report is entitled on “A study on the relationship between
organisational climate and job satisfaction of employees pertaining to Akay
Flavours And Aromatics Pvt Ltd, Pathanamthitta”. A research study conducted by
Monia L Castro and Nico Martins is a good evidence for this study. The objective
of the study is to explore the relationship between organisational climate and job
satisfaction of employees at South African Information and Technology
Organisation. The main finding is that there exist a high positive relationship
between organisational climate and job satisfaction of employees.
The Need and Significance of the study to analyse whether there exist any
relationship between organisational climate and job satisfaction of the employees.
The study also helps to signify the effectiveness of organizational climate on job
satisfaction of employees at Akay Flavours and Aromatics Pvt Ltd,
Pathanamthitta.
The objective of the study is to study the relationship between organisational

climate and job satisfaction of employees in Akay Flavours And Aromatics Pvt
Ltd, Pathanamthitta.
The Research design used for the study is Descriptive and Exploratory Research.
A Descriptive Research is concerned with the detailed description of certain
functional variables and characteristics of a problem situation. The methods used
in descriptive research are observational method – defined as a method of viewing
and recording the participants, case study, passing questionnaires to participants
defined as an in-depth study of an individual or group of individuals. Exploratory
Research is a study of new phenomenon. Exploratory research is characterized by
its flexibility. When a problem is broad and not specifically defined, the
researchers use exploratory research as a beginning step.
xii
The sources of data used for study include primary data which is collected for the
first time through field survey. Such data are collected with specific set
objectives. The secondary data were collected from books, company website and
journals.
The population taken for the study is 130. The sample size taken for the study is
50. The sampling method used for the study is convenience sampling.
Convenience Sampling is a non- probability sampling technique where subjects
are selected because of their convenient accessibility and proximity to the
researcher.
The Data Analysis Techniques used for the study include Percentage Analysis and
Correlation Analysis using IBM SPSS Software.
The study found that there is high positive correlation between quality of work
life, communication, conflict management, training, leadership, image and job
satisfaction of employees. Thus, it is found that there is high positive correlation
between organisational climate and job satisfaction of employees. The study also
found that majority of the respondents strongly agrees that superiors are receptive
to the suggestions of the subordinates. It is clear that majority of the respondents
agree that their job provides enough challenges to bring out best in them. It is
identified that majority of the respondents agree that there is adequate
communication between top management and employees at all levels. It is found
that 58percent of the respondents agree that they feel free to express their
opinions. It is found that 50percent of the respondents agree that conflicts in the
organisation are openly discussed and resolved. It is identified that majority of the
respondents agree that conflict provide an opportunity for change. It is found that
people in the organisation sponsored for training programmes on the basis of
genuine training needs. It is found that 60percent of the respondents agree that
xiii
employees get opportunity to take initiative and demonstrate leadership qualities
in work. Majority of the respondents agree that the organisation is able to retain
people with knowledge and expertise.
The recommendations of the study are superiors should constantly monitor

employees whether employees apply their skills and competence acquired from
training. It is recommended to give feedback to employees through positive
reinforcement. The organisation should adopt a suggestion box so that the
employees can suggest their opinion, quote their complaints etc. It is also
recommended to provide more attention to provide recreation facilities such as
sports, music to employees. Interaction between superior and subordinates must
be encouraged through open door policy which helps to reduce mismanagement.
xiv
CHAPTER 1
INTRODUCTION
1
1. INTRODUCTION
1.1 Background of the study
There has been a long standing interest in the study of organisational climate and
its influence on job satisfaction of employees. A research study conducted by
Monia L Castro and Nico Martins is a good evidence for this study. The objective
of the study is to explore the relationship between organisational climate and job
satisfaction of employees at South African Information and Technology
Organisation. The main finding is that there exist a high positive relationship
between organisational climate and job satisfaction of employees.
The aim of the project study is to find out any relationship exist between
Organisational Climate and Job Satisfaction of employees in Akay Flavours and
Aromatics Pvt Ltd. Akay Flavours And Aromatics Pvt Ltd was established as a
private limited company on 15 April 1995, under company’s Act 1956. The
company was originally promoted by NRI’s. Mr. Alex Koshy and Rajendra
Prasad, the two NRI’s were the persons who started the firm in the year 1995.
They are the ‘A and P’ group. AKAY has manufacturing facilities located at
‘Nallanikunnu’ in Pathanamthitta district and ‘Ambunadu’ in Ernakulum district
and also at `Tadas’ and ‘Byadgi’ in the state of Karnataka for the purpose of
source of raw materials, mainly paprika of various varieties and engaging in
transport of raw material to its factory at Nallanikunnu.
The Pathanamthitta branch is the biggest production unit. There is almost 130
employee’s working here. The main product is oleoresins and oil spices. The
Ernakulum branch is the next unit in Kerala. There is almost 50 employee’s
working. The main products are oleoresins and natural oils. Karnataka, there is
almost 50 employees are working. The main function in this unit is powdering the
chilly. AKAY FLAVOURS AND AROMATICS PVT LTD, the manufacturers of
2
oleoresins, essential oils and natural colours is a full-fledged company within the
quality control facilities at Elavumthitta village in the Pathanamthitta district at
Kerala state. The products that were manufactured in Akay flavors and Aromatics
Pvt, Ltd are Oleoresins, Natural colors, Essential Oils and Spice Extracts.
1.2 Need and Significance of the Study
The study helps to analyse whether there exist any relationship between
organisational climate and job satisfaction of the employees. The study also helps
to signify the effectiveness of organizational climate on job satisfaction of
employees at Akay Flavours and Aromatics Pvt Ltd, Pathanamthitta.
1.3 Statement of the Problem
The organisational climate plays an important role in developing, maintaining and

improving the competency, motivation and morale of the employees which is vital
for an organisational success. These motivated employees are satisfied with their
job. The statement of the problem of the study is to investigate whether the
organisational climate influence the job satisfaction of employees. The study also
gives a way to analyse whether the organisational climate have positive or
negative or no correlation with the job satisfaction of employees.
1.4 Objective of the Study

 To study the relationship between organisational climate and job satisfaction
of employees in Akay Flavours and Aromatics Pvt Ltd, Pathanamthitta.
1.5 Scope of the Study
The study focus on the relationship between organisational climate and job
satisfaction of employees pertaining to Akay Flavours and Aromatics Pvt Ltd.
The survey is useful to the management of the company to know the
3
organisational climate towards their employees and they can take measures to
retain the employee by increasing their satisfaction level of employee.
1.6 Limitations of the Study

 The biases that can come into play as a result of survey respondents who
attempt to convey a favourable impression of their firm.
 The staffs were interviewed during their lunch break and after the lunch so
they were in a hurry to respond the questions, this may have affected the
quality of data.
 Some confidential details which the company didn’t want to publicise could
not be collected.
 Due to limitations of time, detailed study was not possible
 The tight schedule of the company caused some hindrance in the collection of
data.
 The respondents response where influenced by their mood and cognitive
limitations.
 The limitations of convenience sampling.
1.7 Organization of the report:
Chapter 1: The chapter one deals with the Background of the study, need and
significance of the study, statement of the problem, objectives of the study, scope
and limitations of the study.
Chapter 2: The chapter two makes a detailed review on organisational climate

and job satisfaction.
Chapter 3: The chapter three deals with the theoretical framework of the study.
Chapter 4: The chapter four deals with Research Methodology stating objectives,
hypothesis, research design used for the study, sources of data, population, sample
4
design, sampling method, Drafting a questionnaire, pilot survey and also
mentioning the data analysis techniques used for the study.
Chapter 5: The chapter five deals with data analysis techniques used which
include Percentage analysis, correlation.
Chapter 6: The chapter six stating findings of the study.
Chapter 7: The chapter seven deals with recommendations.
Chapter 8: The chapter eight stating the conclusion of the study.
5
CHAPTER 2
LITERATURE REVIEW
6
2. LITERATURE REVIEW
2.1 Review of Literature
ORGANISATIONAL CLIMATE:
There are various approaches to the organisational climate. The one of the
approach can be understood by the study of Forehand and Gilmer (1964)1. From
his study, it is said that organisational climate is a set of characteristics that
describe an organisation from other organizations and also it is said that
organisational climate exist for a long time and also it influence the behaviour of
people in the organisation. As per this approach, organisational climate is a
product of organisational characteristics such as size, structure, system,
complexity, leadership style, physical environment and goals. And hence,
interaction of these factors produces the organisational climate.
Another approach to organisational climate is to be analyzed from the study of J.P

Campbell, M.D Dunnette, E.E Lawler, and K.E Weick. Jr (1970)2. Here,
organisational climate is regarded as an independent attribute itself and it is not to
be assumed to be a product of other organisational attributes. That is
organisational climate is still an organizational attribute but is independent of the
perception of its members.
1
G. Forehand and B. Gilmer, (1964) , “ Environmental Variation in Studies of Organizational
Behaviour’’, Journal Of Applied Psychology, 60, pp.459-465
2
J.P Campbell, M.D Dunnette, E.E Lawler and K.E Weick, Jr. (1970), Managerial Behaviour
Performance and Effectiveness, New York:: ‘McGraw –Hill’.
7
From the study of J.P Campbell and Beaty (1971)3, organisational climate is
based on the perception of individuals. It is stated that climate perceptions vary on
the basis of individual and job differences as much as organizational differences.
In the study of Ginsberg (1978)4, it is stated that how changes in climate can be
planned in a systematic manner. The organizational performance can be assessed
and evaluated on basis of this method of approach. The strategy consists of clearly
defined objectives and identification of programmes to meet them and to make
specific action plans for various steps, cost impact and control of these
programmes. And climate then be surveyed on a regular basis inorder to monitor
progress against the plan and to assess the effectiveness of the alternative.
A study stating the relationship between organisational climate and job

satisfaction of employees is from Monia L. Castro and Nico Martin5 research
study. He conducted the study in South African Information and Technology
Organisation. The objectives of the study is to explore the relationship between
organisational climate and job satisfaction inorder to determine whether the
employees’ perception of work environment influence their level of job
satisfaction. A convenience sample of 696 employees taken from a population of
1453 employees. The finding of the study is that there exist a strong positive
relationship between organisational climate and job satisfaction of employees.
3
J.P. Cambell and E.E. Beaty, (1971), “Organizational Climate, Its Measurement and Relationship
to Work Group Performance”, Paper Presented at the Annual Meeting of the American
Psychological Association, Washington.D.c.
4
Lee Ginsberg, (1978), “Strategic Planning for Work Climate Modification”, Personnel Journal,
Vol.55, No.6, pp.10-20.
5
Castro, M. and Martins, N (2010), The Relationship between Organisational
Climate and Employee Satisfaction in a South African Information and Technology
Organisation, SA Journal of Industrial Psychology, 36 (1) http://www.sajip.co.za.
8
A study on the impact of organisational climate on performance is experimented
by Cawsey (1973)6. The study found that individuals are rated as higher
performers in a high motivating climate than those working in less motivating
climate. Other studies also saying that performance was affected by organisational
climate. As per their study employee- centered climate was associated with higher
performance in terms of lower unit cost, higher profits etc.
A study undertaken by Roy and Raja (1974)7 inorder to compare the

organisational climate in private & public sectors. The finding of the study is that,
when compared to the private sector, public sector was perceived to be less
efficient because of nepotism, arbitrariness in union and management relations,
inexperience of managers, lack of an adequate management system and
interference by government and political system.
Litwin and Stringer (1968)8 conducted experimental studies on organisational

climate. They found that a given leadership style produce a characteristic climate.
This help to know that how to create and alter climate in a group and to
understand how climate can arouse as a motive appropriate for its demands. Thus
for organisational change, changing the overall climate of an organisation is its
primary objective.
6
T.Cawsey, (1973), “The Interaction of Motivation and Environment in the Prediction of
Performance Potential and Satisfaction in the Life Insurance industry in Canada”, Paper Presented
at 16th Annual Midwest Academy of Management Meeting, Chicago, Illionois, April, 1973.
7
S.K. Roy and G.A. Raja, (1974), “Managerial and Supervisory Motivation in Indian Industry”,
In S.K. Roy and A.S.K. Menon, (Eds)., Motivation and Organizational Effectives, New Delhi,
Shree Ram Centre for Industrial Relations and Human Resources.
8
G.Litwin and R. Stringer, (1968) Motivation and Organizational Climate, Boston: Harvard
University Press.
9
Johannesson (1971)9 conducted a study which equated organisational climate with
job satisfaction. He maintained that researchers using perceptual measures of
organisational climate seemed to replicate the satisfaction literature and that such
measure were likely to produce little more than alternate form of measurement of
job satisfaction.
A study undertaken by Jones and James (1979)10 states that one of the
assumptions of the climate literature is that a relatively number of dimensions
could characterize a wide cross-section of social settings. They initially
administered their 145 item instrument to a large sample of 4315 US Navy
personnel. They used an exploratory Principal Component Analysis (PCA)
produced a six factor (eight values greater than unity) solution. Jones and James
labeled their factors as conflict and ambiguity, Job challenge, importance and
variety, Leader facilitation and support, workgroup cooperation, friendliness and
professional and organisational espirit, job standards.
JOB SATISFACTION:
A study conducted by Mira Singh and Pestonjee (1990)11 in a nationalized bank in

Western India. The objective of the study is to find out whether job satisfaction is
influenced by levels of occupation, job involvement and participation. The sample
taken for the study consists of 250 officers and 250 clerical cadres. The finding of
the study is that job satisfaction of the bank employees was positively affected by
the occupation, job involvement and participation.
9
R.E.Johannesson, (1971), “Job Satisfaction and Perceptually Measured Organizational Climate:
Redundancy and Confusion in New Development in Management and Organization”, Proceedings
of 8th Annual Conference of Eastern Academy of Management, Massachusetts.
10
Jones and James, Conflict and ambiguity, Job Challenges, 1979, pp.23.
11
Singh, M and Pestonjee, D M (1990), “Job Involvement, Sense of Participation and
Job Satisfaction: A Study in Banking Industry”; Indian Journal of Industrial
Relations, Vol. 26, No. 2, pp. 159-165. 2
10
A study undertaken by Mehra and Mishra (1991)12 inorder to explore the potential
moderator effect of mental health on intrinsic job satisfaction- occupational stress
relationship. The study was conducted on 250 blue collar industrial workers of
UPTRON India Ltd. The findings of the study showed that mental health has a
moderating effect on the Intrinsic Job Satisfaction- Occupational Stress
relationship.
Dhar and Jain (1992)13 carried out research study among academicians. The study
aims to explore the nature of relationship between Job satisfaction, Job
involvement, Age, Length of service. The important finding of the study was that
Job involvement and Job satisfaction are positively correlated which means that
involvement in job increases the job satisfaction and vice-versa.
A research study was undertaken by Syeed14 (1992). The study meant to

determine the relationship between employee job satisfaction and organisational
effectiveness. The sample taken for the study consisted of 44 supervisors of a
public sector undertaking which was randomly drawn from a single unit of the
company. The main objective of the study is to relate the job satisfaction with
organisational effectiveness along with personal attributes such as age, education,
pay, length of service etc. The study found that the organisation through its
human resource development policies and practices create better environment for
employees resulting in greater satisfaction which inturn enhanced organisational
effectiveness.
12
Mehra, G and Mishra, P C (1991), “Mental Health as a Moderator variable of
Intrinsic Job Satisfaction and Occupational Stress”; Psychological Studies, Vol. 36,
no. 3, pp. 198-202. 5
13
Dhar, W and Jain, R (1992), “Job Involvement, Job Satisfaction and some
Demographic Correlates: A Study of Academicians”; Indian Journal of Psychology,
Vol. 67, no. 1, pp. 5-10
14
Sayeed, O B, (1992), “Organisational Effectiveness-Relationship with Job
Satisfaction Facets, Productivity”; Vol. 33, no. 3, pp. 422-429
11
A study undertaken by Sarri and Judges (2004)15 relates employee attitude and job
satisfaction of employee. The study analyzed three gaps between Human resource
practice and scientific research in the area of employee attitudes in general and
the most employee attitude in particular- Job satisfaction, the causes of employee
attitudes, the result of positive and negative job satisfaction and how to measure
and influence employee attitudes.
16
Vanar, V.M (2012) had undergone a research study to find out the relationship
between employee satisfaction and industrial relations in selected industrial units
of Ahmedabad and Anand districts. The study found that inadequate welfare
measures and absence of motivation are the root problems for indiscipline and so
employers should urgently frame such effective employee’s welfare policy which
motivates employees to work efficiently without creating troubles in the
organisation. It was also found that job satisfaction is important because the
committed and engaged employees create satisfied work group which inturn leads
to pleasant industrial relations.
The study of Rane (2011)17 determines the role of job satisfaction and its effect
on the performance of the organisation. In the study, it is understood that building
of employee’s competencies and self- confidence through training, feedback and
recognition should be a never- ending activity of the organisation. It was also
noticed that high job satisfaction was closely related to the feelings of
effectiveness on the job. And thus highly satisfied employees ultimately show
extraordinary devotion for mission, vision and eagerness for their work. It is also
15
Sarri, Lise M and Judge, Timothy A (2004), Employee attitudes and Job
Satisfaction, Human Resource management, Vol.43, No. 4, PP. 395-407.
www.interscience.willey.com
16
Vanar, V. M. (2012). Employee's Satisfaction and Industrial Relations - A Study of Selected
Industrial Units of Ahmedabad and Anand Districts. International Journal of Research in
Commerce & Management, Volume No.: 3, Issue No.8, ISSN 0976-2183, Pg. 48 - 60.
17
Rane, D B (2011), Employee Job Satisfaction: An Essence of Organisation, HRM
Review, Vol. XI, no. 7, pp. 11-16.
12
said that both monetary as well as non-monetary ways help to increase employee
job satisfaction.
A study undertaken by O’Leary, Patrick and et.al (2008)18 inorder to determine

the relationship between job characteristics and job satisfaction which is being
conducted amongst Physicians in Russia. The sample taken for the study is 2,325
Physicians. This research included rewards, other people, nature of work and
organisational context. The finding of the study is that majority of the doctors are
satisfied with patient’s relationship, colleagues and staff relationship, prestige and
majority of the physicians were dissatisfied with administration and time
constraints.
A study of job satisfaction among bank employees was conducted by Salman

Khalid (2010)19 in Punjab province. He had taken sample of 144 from 4 Bank
employees who were randomly selected from both private and public sector
banks. The study revealed that sectoral differences in terms of salary, promotion,
job security, recognition and benefits play a significant role in influencing one’s
perception of job satisfaction. Private sector bank reported job dissatisfaction in
terms of job security. He gave suggestions to overcome this obstacle that is
private sector banks need to introduce special schemes related retirement,
pension, gratuity, and other benefits to enhance job security which in turns leads
to increase employee commitment and job satisfaction.
18
O’Leary, Patrick., Wharton Natalia and Quinlan, Thomas, (2008), Job Satisfaction of
Physicians in Russia, International Journal of health Care quality assurance, Vol. 22,
No. 3, pp. 221-231.
19
. Khalid, Salman, (2010), Job Satisfaction Among Bank Employees in Punjab,
Pakistan: a comparative Study, Journal of Social Science, Vol. 17, No.4, pp. 570-
577
13
CHAPTER 3
THEORETICAL FRAMEWORK
14
3. THEORETICAL FRAMEWORK
3.1 Organisational Climate: Meaning and Nature:
The organisational climate is a commonly experienced phenomenon which

describes the organisation personality. It is multidimensional in nature; it
represents conceptually integrated synthesis of organisational characteristics. The
behaviour of the people in an organisation is significantly aff ected by its climate.
The study of organisational climate plays an important role in attainment of the
organisational goals. The organisational climate plays an important role in
developing, maintaining and improving the competency, motivation and morale
of the employees which is vital for an organisational success.
A good organisational climate provides an environment in which employees work

for their benefits as well as for others. And also a good organisational climate
comprises of openness, trust, enthusiasm, mutuality which is important for
developing human resources.
According to Forehand and Gilmer, Organisational climate is a set of

characteristics that describes an organisation and that,
a) distinguish one organisation from other.

b) are relatively enduring over a period of time.
c) influence the behaviour of people in the organisation.
The Organisational climate can be understood in more detail. It is known that

every organisation operates in terms of a set of policies, norms and procedures
and thus members in the organisation perceive it in meaningful terms and these
policies, practices and procedures exist in lasting patterns. In course of time, these
policies, practices and procedures acquire an enduring quality and result in
creating unique organisational climate.
15
Baumgartel20 defined organisational climate is a product of leadership practices,
communication practices and enduring and systematic characteristics of working
relationship among persons and decisions of any particular organisation. Each
organisation has its unique identity or personality, which exerts directional
influences on behaviour.
The organisational climate has been treated as a dependent variable by some

researchers which is being influenced by factors like leadership, technology etc.
Dieterly and Schneider treated organisational climate as a dependent variable
which is being influenced by organisational structure and management
assumptions and practices. Litwin and Stringer treated organisational climate as
an independent variable which influence employees’ satisfaction, performance etc
and manipulated organisational practice and procedures. Organisational climate
has also been analyzed as an intervening variable especially between leadership
styles and employee performance and it is studied by Likert and MC Greger.
3.2 Organisational Climate: Definitions
 Taylor and Bowers21 defined organisational climate as the perceived traits of

organisational stimuli which become a group property through inter-personal
interactions, which modify the behaviour of people within the organisation.
 Litwin and Stringer22 defined organisational climate as set of measurable
properties of the work environment perceived directly or indirectly by the
people who live and work in that environment, which influence their mot
20
Baumgartel H., The Penetration of modern Management Technology and organisational
practices in Indian business organisations, Indian Administrative and Management Review, vol. 3,
(1971) 22–28.
21
Taylor J. and Bowers D., The Survey of Organisation, Ph.D. thesis (1970).
22
Litwin and Stringer, Motivation and Organisational Climate (Harvard University Press,
Cambridge, 1968).
16
 Taiguri and Litwin23 defined organisational climate as a relatively enduring
quality of the internal environment that is experienced by its members,
influences their behaviour and can be described in terms of values of
particular set of characteristics of the organisation.
 Forehand and Gilmer defined organisational climate as a set of characteristics
that describe the organisation and distinguish it from other organizations and
are relatively enduring overtime and it influence the behaviour of people in
the organisation.
 Payne24 defined organisational climate as a moral concept, reflecting the
content and strength of the present values, norms, attitudes, behaviour and
feelings of the members of a social system, which can be operationally
measured through the perceptions of the members of the system or by other
objective means. Litwin, Hamphrey and Wilson25 described the
organisational climate as a set of measurable properties of a given
environment, based on the collective perception of the people who live and
work in that environment and demonstrated to influence their motivation and
behaviour. They viewed the organisational climate as a system comprising
the following elements:
(a) Determinants-there are three major forces aff ecting organisational climate as

given below. i. Management systems ii. Individual manager practices and iii.
Norms and values of the work group
23
Taiguri R. and Litwin G., Organisational Climate: Explorations of a concept (Harvard
University Press, 1968).
24
Payne R., Organisational Climate: The concept and some research findings (Cok, Prakselogia,
1971).
25
Litwin G., Humphrey J. and Wilson T., Organisational climate: a proven tool for improving
performance, in: W.W. Bruke, ed., The edge Current Theory and Practice in Organisation
Development (University Associates, California, 1978), 187 – 205.
17
(b) Climate profile -this is represented by a set of the following six statistically
validated dimensions. They are the following.
i. Clarity (i.e. individual’s degree of understanding of organisational goals and

policies
ii. Commitment (i.e. dedication to goal achievement)
iii. Standards (i.e. management’s emphasis on high standards of performance)
iv. Responsibility (i.e. the degree to which employees feel personally responsible
for their work)
v. Recognition (i.e. feeling that people are recognized and rewarded for good
work)
vi. Team work (i.e. feeling of belonging to the organisation characterized by

cohesion, mutual warmth and support, trust and pride)
(c) Consequences - these are the three primary results of the organisational
climate
i. Motivational Arousal (or the creation of particular psychological status that

pre-dispose an individual to behave in certain ways)
ii. Employees’ Health and Retention
iii. Organisational performance and development.
18
3.3 Pareek26 has brought out the twelve dimensions of organisational climate
as follows.
1. Orientation: This refers to the main concern of the organisational members. If

the main concern is to excel the climate is characterized by achievement. On the
other hand, if the main concern is to maintain friendly relation, the climate is
characterized by affiliation.
2. Inter personal relationships: These are reflected in the way informal groups are
formed in the organizations. When informal groups are formed around experts,
climate is characterized by expert influence.
3. Supervision: When supervisors focus on developing subordinates, the climate is

characterized by extension. On the other hand, dependency climate results
supervisors prefer that their subordinates should depend on their instructions and
suggestions.
4. Problem management: When problems are taken as a challenge, achievement

climate prevails. When problems are referred to supervisors, climate is
characterized by dependency.
5. Management of mistakes: When experts help in analyzing and preventing

mistakes, experts’ influence the climate is the result. Climate is characterized by
dependency when subordinates expect guidance from supervisors in correcting or
preventing mistakes.
6. Conflict management: When experts are consulted to resolve conflicts, expert

influence climate prevails. On the other hand, if conflicts are avoided or smoothed
over to maintain friendly relations, the climate is characterized by affiliation.
26
Pareek U., Motivational Analysis of Organisational Climate (MAO-C), in: J. P feiff er, ed., The
1989 Annual: Developing Human Resources (University Associates, California, 1989), 161–180.
19
7. Communication: When relevant information is freely available to all those who
need it for achieving higher performance, achievement climate prevails. When
people hold back crucial information, climate is characterized by control.
8. Decision making: When decisions are made mainly by those who have
demonstrated high achievement, climate is characterized by achievement. On the
other hand, if special eff orts are made to maintain cordial relations while making
decisions affiliation climate prevails.
9. Trust: When experts are highly trusted, expert influence climate is the result.
When only a few people are trusted by the management the climate is
characterized by control.
10. Management of rewards: Experts influence climate results when knowledge

and expertise are recognized and rewarded. When loyalty is rewarded more than
analyzing also, climate is characterized by dependency.
11. Risk taking: When calculated risks are taken for achieving the results,
achievement climate is the result. If discipline and obedience are emphasized in
risky situations, climate is characterized by control.
12. Innovation and change: Expert influence climate prevails when experts initiate
innovation or change. When innovation or change is primarily ordered by top
management, control climate is the result.
On the basis of explanations given by diff erent experts on organisational

climate an attempt is made to categorize the dimensions into three broad
categories.
1. Organisational Structure: The structure of an organisation is the basic frame

work that conditions the organisational climate. It refers to the characteristics of
20
the total organisation or of the sub - organisational units in terms of size, span of
management, degree of decentralization, line-staff structure, number of levels in
organisational hierarchy and the shape of organisational structure etc.
2. Leadership functions: The leadership style prevailing in the organisation

influences the climate a lot or the leader has a role in conditioning organisational
climate. Leadership style refers to the formal actions of the executive of a
company that are intended to motivate the employee, including the system of
reward and punishment, employee benefits programme, incentive pay plans, level
of supervision, exercised by the middle and lower levels of the managerial
hierarchy etc.
3. Individual behaviour: Organisational climate is aff ected by the behaviour of the

individuals, since the members themselves, are the makers of the organisational
climate. Individual behaviour refers to the attitude and the feelings of employee
about fellow employees, job experience and the organisation.
3.4 Job Satisfaction: Definitions
 Blum27: - Job satisfaction and commitment to work is the result of various

attitudes the employee holds towards his job, towards related factors and
towards life in general.
 Bullock28: - Considers job satisfaction as an attitude which results from a
balancing and summation of many specific likes and dislikes experienced in
connection with the job.
 Davis29:-Observes job satisfaction as the favorableness or unfavorableness
with which employees view their work.
27
Blum M.L., Industrial Psychology and its Social Foundations (Harper, Newyork, 1956).
28
Bullock R.P., Position, Function and Job Satisfaction in Social system of a modern hospital,
Nursing Research, (1953) 35–46.
21
 Smith30: - Suggests that job satisfaction is the employee’s judgment of how
well his job on the whole is satisfying his various needs.
 Morce and Porter31: - Job satisfaction is a function of discrepancy between
needs and outcome.
 Vroom32: - The positive orientation of an individual towards all aspects of the
work situation. It is the resultant of a host of orientations to specific aspects
of the job.
 Locke:33-Job satisfaction is a pleasurable or positive emotional state resulting
from the appraisal of one’s job or job experience.
Job satisfaction is the function of perceived relationship between what one

expects and obtains from one’s job and how much importance or value one
attributes to it. Thus job satisfaction is highly subjective and it is feeling of the
benefits derived from the job.
Job satisfaction refers to an individual’s complex reaction towards his job. It is a

pleasurable emotional state resulting from the appraisal of one’s job values.
Hoppoek defines job satisfaction as “any combination of psychological,
physiological and environmental circumstances that causes a person truthfully to
say, I am satisfied with my job”. He has summarized the dimensions of job
satisfaction as follows:
1. The way individuals react to unpleasant situation
2. The facility with which he adjusts himself to other persons.
29
Davis L.E., Job Satisfaction research: The Post Industrial view, Industrial Relations, (1953)
213–225.
30
Smith H., Psychology of Industrial Behaviour (Mc Graw Hill, Newyork, 1974).
31
Moree N. and Porter L., Satisfaction in the white collar job, Ph.D.thesis (1953).
32
Vroom, Work and Motivation (Willey, Newyork, 1978).
33
Locke E., The nature and causes of Job satisfaction: Handbook of industries and Organisational
Psychology (Rand McNally, Chicago, 1976).
22
3. His relative status in the social and economic group with which he identified
himself.
4. The nature of work in relation to his abilities, interests and preparations.
5. Security
6. Loyalty.
There are several factors influencing job satisfaction. They are:
1. The actual job
2. Pay
3. Promotion
4. Supervision
5. Work group and
6. Working condition.
Some of the most important ingredients of a satisfying job include,
 Interesting and challenging work, a work that is not boring and a job that
provides status.
 Wages and salaries are also recognized to be a significant but complex multi-
dimensional factor in job satisfaction. On the job promotion, participative
climate created by the supervisor, nature of work groups and working
conditions are the other factors influencing job satisfaction.
Kutz and Van Mannen34 have suggested that work satisfaction is related to job
properties, interaction contexts and organisational policies referring them as “Loci
of satisfaction". In the above model job properties refer to characteristics of every
34
Kutz R. and Mannen J., Personal Goals and work Design (Willey, Newyork, 1976).
23
day task process involved in a partial time of work. Interaction context refers to
the characteristics of the day to day interpersonal environment in which the
person carries out his or her work and the organisational policies refer to the
general rule and standards, which are enforced in the work place. All the above
three components job properties, interaction context and organisational policies
are very important determinants of job satisfaction. Researchers report that highly
satisfied employees have better mental and physical health, learn new job related
tasks quickly, have fewer grievances and have fewer on-the-job accidents.
3.5 Determinants of Job Satisfaction:
Job satisfaction is a complex of diff erent attitudes, possessed by an individual.

These attitudes relate to several aspects of the job such as opportunity for
advancement, job security, opportunity to use ideas, opportunity to learn a job,
opportunity for public service, steadiness of employment, supervision, pay, co-
workers, working conditions, cleanliness, working hours, ease at work, benefits,
communications and allied factors.. In addition to these job related factors
individual adjustments and group relationship outside the job also form major
determinants of job satisfaction.
 Harred35 on the basis of numerous studies classifies determinants of job

satisfaction in three groups including personal factors, factors inherent in the
job, and factors controlled by the management. Personal factors relating to
the job satisfaction are sex, number of dependants, age, time on job,
intelligence, education and personality.
 Usually, women are more satisfied than men in their jobs. It is perhaps
because of the fact that they have less ambition and financial needs than their
counterpart. Job dissatisfaction increases with the increasing number of
35
Harred T., Industrial Psychology (Oxford & B H Publishing Co., New Delhi, 1967).
24
dependants. Presumably, increased financial stress leads to greater
dissatisfaction in job.
 The relationship between job satisfaction and intelligence is a function of the
nature of work. Intelligent individuals in less challenging and repetitive work
are found to be dissatisfied.
 Education has dubious relationship with job satisfaction. Individuals with
high education are likely to be satisfied with their jobs depending upon
advancement policies and opportunities in relation to education in the
company.
 The job satisfaction factors inherent in the job itself relate to the nature of
work, skill required, occupational status, geographical location and size of
the organisation.
 The nature of work determines job satisfaction. Usually, varied work cause
more job satisfaction than repetitive work. Obviously the factory workers are
found to be less satisfied than professionals. However, the relation between
job satisfaction and nature of work is confused by the involvement of other
factors such as skill, pay and status.
The job satisfaction is mainly determined by skill required in the job. Factors such
as conditions of work or wages assume significance when satisfaction in skill
declines.
 Occupational status as perceived by the individual himself and others whose

opinion he values forms a factor in job satisfaction. Frequently white-collar
jobs are rated high, although there may be variations in the prestige, value of
the occupations from community to community. It has been indicated that
individuals are less satisfied in jobs which have lower social status and
prestige.
25
 Size of the organisation is also a factor in job satisfaction. In smaller
organizations, individuals are more satisfied than in large ones. This is
because of the fact that the former involves greater participation and
personal relations than the later.
 Job satisfaction factors controlled by the management includes security, pay,
fringe benefits, opportunity for advancement, working conditions, co-
workers, responsibility, supervision and downward flow of information.
 Steady employment or job security is a determinant of job satisfaction,
although its importance varies in terms of marital status and number of
dependants. Explicitly job security is a great source of satisfaction for
individuals with several dependants than single individuals.
 Pay is considered as a significant source of job satisfaction although its
significance varies in terms of the labour market, economic conditions and
allied factors. Fringe benefits are also an important factor in job satisfaction.
 Opportunity for promotion is a significant determinant of job satisfaction,
especially for sales, clerical and skilled personnel. It has been indicated that
it is more important for younger individuals than older ones.
 The working conditions are related to job satisfaction. Poor working
conditions are found to cause low job satisfaction.
 Job satisfaction increases with increasing responsibility, although
relationship is confused because of involvement of other factors.
 Downward flow of information about diff erent issues in the company exerts
marked impact on job satisfaction. The management may take several
measures to be placed on jobs where their personal factors help them in
obtaining job satisfaction. Care should be taken to take into account the
geographical locations while building a plant, size of the organisation while
planning for expansion and measures to minimize repetitiveness in jobs
while laying out the manufacture of a product. In addition, eff orts may be
26
made to give a feeling to the individuals that their jobs are important and
that they are making significant contributions towards the attainment of
organisational goals.
 Job security can be enhanced as much as financially feasible and measures
can be taken to provide opportunity for advancement based on merit and
seniority. Work teams can be formed on the basis of sociometric patterns
and supervisors can be trained to provide eff ective leadership.
3.6 Theories of Job Satisfaction:
Job satisfaction has been treated as a complex set of variables. There have been
attempts to explain job satisfaction diff erently. A brief resume of some important
theories related to the dynamics of job satisfaction will not be out of place. A
reflection on theories will point out that in these discussions it becomes difficult to
consider motivation as separate and apart from job satisfaction, although there are
both theoretical and practical diff erence between the two concepts. However it
must be noted that the two are closely related and the analysis of procedures used
in work motivation are remarkably similar to those used in studies of job
satisfaction. Some of the important theories are discussed below which will help
in understanding the dynamics of job satisfaction.
Perhaps the most widely discussed theory related to motivation and job
satisfaction is:
 Abraham Maslow’s need hierarchy theory: The theory suggests the following
order of priority of fundamental needs.
1. The physiological needs: - These are the basic needs of organisation such as
food, water etc.
27
2. The safety needs: - Once the physiological needs are met, then emerges a new
set of needs generally related to protection against danger, threat etc.
3. Social needs: - These are the needs for aff ectionate relations with other
individuals like need for association, peer relations, for love etc.
4. The esteem needs or age needs: - Next in hierarchy are the needs of stable
reputation, status and recognition.
5. The self-actualization needs: - Highest in the hierarchy of needs, are the needs
for self-fulfillment, the need to achieve one’s full capacity for doing.
Abraham Maslow’s hierarchy theory states that the behaviour of any person is
dominated and determined by the most basic needs which are unfulfilled. Since
the physiological needs are classified as primary, they are of course given first
priority. If a person is starving, only food occupies the mind reasonably well
satisfied, a second need becomes apparent, the person forgets that he or she was
starving and now starts to be concerned about a need that was formerly of less
significance. Once the basic need is satisfied the need for safety and security
attains importance. Human beings are motivated by unsatisfied needs and not by
those that have been satisfied. People are never completely satisfied at any need
level, but a reasonable amount of satisfaction of first priority needs must be
forthcoming if they are to perceive a lower priority need. Maslow suggests that an
average citizen might be 80 percent satisfied in physiological needs, 70 percent in
safety needs, 50 percent in love needs, 40 percent in self esteem category and 10
percent in self actualization needs.
Once the necessities for continued existence have been met the higher order needs
of lower priority comes into prominence. The social needs include need for love,
need for aff ection and the desire for association with others. The need for esteem
28
includes the desire for social approval, self-assertion and self-esteem.
Gratification of the need for esteem contributes to a feeling of self confidence,
worth and capability. The final need i.e. self-actualization, refers to the desire for
self fulfillment and achievement. A person desires actualization in the need in
which he or she has capabilities. This is the highest level need and has been
completely satisfied. These jobs which are able to satisfy more of the Maslow’s
need would be jobs, which would result in greater satisfaction on the part of the
employees.
Victor H. Vroom developed a job satisfaction theory in 1964.
 Vroom’s Expectancy theory: Expectancy theory represents a comprehensive,

valid and useful approach to understand job satisfaction. Vroom tries to
answer the question concerning the specificity Vs generality of job
satisfaction. It views people as having their own needs and expectation of
what they desire from their work. They use these to decide on which company
to join and how hard to work on the job. The theory assumes that people are
decision makers who choose among alternative by selecting the one that
appears most desirable at the time. Vroom equates job satisfaction with
valence of a work role to its occupant. There can be diff erent valence
associated with diff erent properties of work roles. The general valence of the
work role is useful in predicting behavior in relation to the total work role.
This will indicate whether the total work role is attractive enough (positive
valence) to lead an individual towards it or has a negative valence and leads
an individual away from it. In Vroom’s model job satisfaction reflects valence
of the job to its incumbent. Thus, satisfaction should be negatively related to
turnover and absenteeism.
29
 Herzberg Two- Factor Theory:
Herzberg proposes that human beings have two basic needs, the need to avoid
pain and survive and the need to grow, develop and learn. Thus the analysis of
employees’ job satisfaction would result in the formation of two separate
continuums rather than the traditional one of satisfaction and dissatisfaction. The
first continuum ranging from dissatisfaction to no-dissatisfaction would be
aff ected by environment factors of which the employee has limited influence.
Typical of these, “hygiene factors” are pay, interpersonal relations, supervision,
company policy and administration, working condition, status and security.
Herzberg indicates that these factors do not serve to promote job satisfaction;
rather their absence or deficiency can create dissatisfaction.
The second class of factors, referred to as “motivators" make up a continuum

leading from no job satisfaction to satisfaction. Examples from this class are work
itself, recognition, achievement, possibility of growth and advancement. All of
these as concerned with the work itself rather than its surrounding, physical,
administrative, social and environment factors. These factors are called
“motivators" because they gave rise to job satisfaction. The absence of the
motivators will not cause dissatisfaction. Thus the two groups of factors
(motivator and hygiene factors) act diff erently in producing satisfaction and
dissatisfaction. The factors giving rise to job satisfaction are separate and distinct
from those which lead to dissatisfaction. Satisfaction and dissatisfaction appear to
be somewhat independent. They are not viewed as symmetrical items on a single
scale; rather, they are viewed as attributes of different scales. Satisfaction is
aff ected by motivators and dissatisfaction by hygiene factors.
30
CHAPTER 4
RESEARCH METHODOLOGY
31
4. RESEARCH METHODOLOGY
Research in common parlance refers to search for knowledge. In fact research is
an art of scientific investigation. Research methodology is a way to systematically
solve particular problem. In this section the researcher deals with the research
design, sampling procedure, data collection methods, techniques, analysis and
interpretation of the received data.
4.1 Objectives
 To study the relationship between quality of work life [factor of

organisational climate] and job satisfaction of employees.
 To study the relationship between communication [factor of organisational
climate] and job satisfaction of employees.
 To study the relationship between conflict management [factor of
 To study the relationship between training [factor of organisational climate]
and job satisfaction of employees.
 To study the relationship between leadership [factor of organisational
 To study the relationship between image [factor of organisational climate]
4.2 Hypothesis
1. To study the relationship between quality of work life [factor of organisational

H0: There is no significant relationship between quality of work life and job
satisfaction of employees.
32
2. To study the relationship between communication [factor of organisational
H0: There is no significant relationship between communication and job

3. To study the relationship between conflict management [factor of

H0: There is no significant relationship between conflict management and job

4. To study the relationship between training [factor of organisational climate]

H0: There is no significant relationship between training and job satisfaction of

employees.
5 To study the relationship between leadership [factor of organisational climate]

H0: There is no significant relationship between leadership and job satisfaction of

employees.
6. To study the relationship between image [factor of organisational climate] and

job satisfaction of employees.

employees.
4.3 Research Design
Exploratory and Descriptive Research:
Exploratory Research is a study of new phenomenon. Exploratory research is

characterized by its flexibility. When a problem is broad and not specifically
33
defined, the researchers use exploratory research as a beginning step. Exploratory
studies are a valuable means of understanding what is happening; to seek new
insights; to ask questions and to assess phenomenon in a new light. Exploratory
research has the goal of formulating problems more precisely, clarifying concepts,
gathering explanations, gaining insight, eliminating impractical ideas and forming
hypotheses.
A Descriptive Research is concerned with the detailed description of certain

functional variables and characteristics of a problem situation. The major
purposes for which descriptive research designs are commonly used to disclose in
detail the characteristics of target groups, to assess the proportionate behaviour of
respondents within their identical or homogenous groups, to help in precise
prediction and to determine the association of different variables. The methods
used in descriptive research are observational method – defined as a method of
viewing and recording the participants, case study, passing questionnaires to
participants defined as an in-depth study of an individual or group of individuals.
In this study, it is preferable to used survey and fact finding enquires of different
kinds.
4.4 Sources of Data
The sources of data include primary and secondary data.
 Primary data
The data is collected through questionnaire and observation method.
 Secondary data
The data is collected from company website, journals, books etc.
34
4.5 Primary data and Secondary data
Primary data:
Primary data is known as data collected for the first time through field survey.
Such data are collected with specific set objectives. Primary data always reveals
the cross section picture of anything studied.
It is collected directly from respondents by providing structured questionnaire to

the employees working in the Akay Flavours and Aromatics Pvt Ltd.
Secondary data:
Secondary -data refers to the information or facts already collected. Such data are
collected with the objective of understanding the past status of the variable data
collected and reported by some source is assessed and used for this study. The
secondary data were collected from books, company website and journals.
4.6 Population
Population refers to the entire group of people, events or things of interest that the
researcher wishes to investigate. The total population of the company is 130.
4.7 Sample Design
The plan, method or technique through which a researcher identifies and selects
the potential sampling units from the sampling frame or the target population, to
form a relevant sample for the study is termed as sample design. A sample design
has 2 elements they are sampling method and estimator. Sampling methods refers
to rules and procedures by which elements of the population are included in the
sample and the estimation process for calculating sample statistics is called
estimator.
35
The Sampling Method used for the study is Convenience Sampling. Convenience
Sampling is a non- probability sampling technique where subjects are selected
because of their convenient accessibility and proximity to the researcher. The
sample size taken for the study is 50 which include staff, supervisors and clerks
4.8 Sampling Method
There are two types of sample methods probability and non- probability sampling
techniques. The method, in which all units of the universe are given equal chance
of being selected in the sample, is known as Probability Sampling. Non-
probability sampling is that type of sampling procedure which does not have any
ground for estimating the probability that whether or not each item in the
population has been included in the sample. The different types of Non-
probability sampling include Convenience sampling, Random sampling,
Purposive sampling and Snow ball sampling.
The Sampling Method used for the study is Convenience Sampling. Convenience
Sampling is a non- probability sampling technique where subjects are selected
because of their convenient accessibility and proximity to the researcher.
4.9 Method of Data Collection
Primary data are collected during the course of doing experiments in an

experimental research. The different types of primary data are Survey, Interview
and Questionnaire.
Here the primary data is collected by distributing questionnaire to the employees.
The Secondary data is collected through company website, journals, books etc.
36
4.10 Drafting a questionnaire
A questionnaire is a research instrument consisting of a series of questions for the

purpose of gathering information from respondents. The questionnaire has a cover
layout which helps the respondents to know the research title and purpose of the
survey.
The questionnaire consists of 43 questions. The dependent variable used

in the study are organisational climatic factors such as quality of work life,
communication, conflict management, training, leadership and image and
independent variable are job satisfaction factors comprising of pay, promotion,
working environment, safety and security, relationship with superiors, work itself.
4.11 Pilot Survey
A pilot study is a strategy used to test the questionnaire using a smaller sample
compared to the planned sample size. In this phase of conducting a survey,
questionnaire is administered to a convenience sample.
Through pilot study some questions be deducted due to the time

constraint of respondents, due to repeated questions and also the ambiguity of
questions, so with the help of my guide, so deduct five questions
The five questions which are deducted are:
Teamwork:
 My team members will help me if I need help?
 My team focuses on fixing the problem rather than blaming people?

 I can trust that a manager will address my conflicts that may arise?
37
Resources and Procedures
 I have all the tools and equipment to do my job well?

 Procedures necessary to do my job do not involve unnecessary steps?
4.12 Data Analysis Techniques
The collected data is analyzed using statistical methods such as percentage

analysis, correlation.
Percentage Analysis:
This is the simplest way to analyse different types of data. It refers to a special
kind of ratio. Percentage is used in making comparison between two or more
series of data; percentages are used to determine the relationship between the
series if data finding the relative differences becomes easier through percentage. It
is expressed as,
Percentage (%) = No. of respondents / Total no of respondents *100.
Correlation:
The correlation test is used to find out the relationship between variables.
Correlation Analysis is actually an attempt to find a numerical value to express
the extent of relationship exists between two or more variables. The numerical
measurement showing the degree of correlation between two or more variables is
called Correlation Coefficient. Correlation Coefficient ranges between -1 and +1.
The formula for calculating correlation,
r= N ΣdxΣdy -ΣdxΣdy
√N Σdx²-(Σdx) ²√N Σdy²-(Σdy) ²
38
Here ‘x’ denote independent variable and ‘y’ denote dependent variable. And
Organisational Climate is the dependent variable and Job Satisfaction is the
independent variable.
39
CHAPTER 5
DATA ANALYSIS
40
5 DATA ANALYSIS
5.1 Percentage Analysis
5.1.1 The result of analysis showing gender of respondents
Table 5.1.1Categorization of respondents based on Gender
Responses Frequency Percent

Male 47 94.0
Female 3 6.0
Total 50 100
(Source: Survey Data).
Chart 5.1.1 Categorization of respondents based on Gender
INTERPRETATION: From the above table and chart, it is understood that

94percent of the respondents are male and 6percent of them are female.
41
5.1.2 The result of analysis showing age of respondents
Table 5.1.2 Categorization of respondents based on age

20-30 7 14.0
30-40 26 52.0
40-50 17 34.0
Total 50 100.0
(Source: Survey Data)
Chart 5.1.2 Categorization of respondents based on age

14percent of the respondents belonging to 20-30 age category, 52percent of the
respondents belonging to 30-40 age category and 34percent of them is belonging
to 40-50 age category.
42
5.1.3 The result of analysis showing whether job offers enough opportunities
to acquire new competencies.
Table 5.1.3 Job offers enough opportunities to acquire new competencies

Strongly Disagree 2 4.0
Disagree 1 2.0
Neither Agree nor
3 6.0
Disagree
Agree 34 68.0
Strongly Agree 10 20.0
Total 50 100.0
Chart 5.1.3 Job offers enough opportunities to acquire new competencies

68percent of the respondents strongly agree that their job offers enough
opportunities to acquire new competencies, 20percent agree, 6percent neither
agree nor disagree, 2percent disagree and 4percent strongly disagree it.
43
5.1.4 The result of analysis showing whether the superiors are receptive to
the suggestions of the subordinates.
Table 5.1.4 Superiors are receptive to the suggestions of the subordinates.

Disagree 3 6.0
Neither Agree nor
2 4.0
Disagree
Agree 21 42.0
Total 50 100.0
Chart 5.1.4 Superiors are receptive to the suggestions of the subordinates

46percent of the respondents strongly agree that superiors are receptive to their
suggestions, 42percent agree, 4percent neither agree nor disagree, 6percent disagree and
2percent strongly disagree it. .
44
5.1.5 The result of analysis showing freedom to try out new work methods.
Table 5.1.5 Freedom to try out new work methods.

Disagree 3 6.0
Neither Agree nor
5 10.0
Disagree
Agree 26 52.0
Total 50 100.0
Chart 5.1.5 Freedom to try out new work methods.

52percent of the respondents agree that they have the freedom to try new work
methods, 28percent strongly agree, 10percent neither agree nor disagree, 6percent
disagree and 4percent strongly disagree it.
45
5.1.6 The result of analysis showing whether the job provides enough
challenges to bring out best in employee.
Table 5.1.6 Job provides enough challenges to bring out best in employee.

Disagree 6 12.0
Neither Agree nor
1 2.0
Disagree
Agree 27 54.0
Total 50 100.0
Chart 5.1.6 Job provides enough challenges to bring out best in employee.

54percent of the respondents agree that job provides enough challenges to bring
out the best, 28percent strongly agree, 2percent of them neither agree nor
disagree, 12percent disagree and 4% strongly disagree to it.
46
5.1.7 The result of analysis showing whether there is adequate
communication between top management and employees at all levels.
Table 5.1.7 Adequate communication between top management and employees at

all levels.

Disagree 3 6.0
Neither Agree nor
2 4.0
Disagree
Agree 23 46.0
Total 50 100.0
Chart 5.1.7 Adequate communication between top management and employees at

all levels.

46percent of the respondents agree that there is adequate communication between
top management and employees at all levels, 44percent strongly agree, 4percent
of them neither agree nor disagree, 6percent disagree it.
47
5.1.8 The result of analysis showing whether the employees feel free to
express their opinions.
Table 5.1.8 Employees feel free to express their opinions.

Disagree 1 2.0
Neither Agree nor
5 10.0
Disagree
Agree 29 58.0
Total 50 100.0
Chart 5.1.8 Employees feel free to express their opinions

58percent of the respondents agree that employees feel free to express their
opinions, 28percent strongly agree, 10percent neither agree nor disagree, 2percent
strongly disagree and 2percent disagree it.
48
5.1.9 The result of analysis showing whether the organisation listened to
views of the employees.
Table 5.1.9 Response on Organisation listened to views of the employees.

Disagree 2 4.0
Neither Agree nor
3 6.0
Disagree
Agree 19 38.0
Total 50 100.0
Chart 5.1.9 Response on Organisation listened to views of the employees

50percent of the respondents strongly agree that organisation listen to the views
expressed by the people, 38percent agree, 6percent neither agree nor disagree,
4percent agree and 2percent strongly disagree it.
49
5.1.10 The result of analysis showing whether conflicts in the organisation
are openly discussed and resolved.
Table 5.1.10 Conflicts in the organisation are openly discussed and resolved.

Disagree 2 4.0
Neither Agree nor
3 6.0
Disagree
Agree 25 50.0
Total 50 100.0
(Survey Data)
Chart 5.1.10 Conflicts in the organisation are openly discussed and resolved.
INTERPRETATION: From the above table and Chart, it is understood that

50percent of the respondents agree that conflicts in the organisation are openly
discussed and resolved, 36percent strongly agree, 6percent neither agree nor
disagree, 4percent strongly disagree and 4percent disagree it.
50
5.1.11 The result of analysis showing whether conflict provides an
opportunity for change.
Table 5.1.11 Conflict provides an opportunity for change.

Disagree 3 6.0
Neither Agree nor
2 4.0
Disagree
Agree 25 50.0
Total 50 100.0
(Survey Data)
Chart 5.1.11 (Source: Survey Data).

50percent of the respondents agree that the conflict provides an opportunity for
change, 38percent strongly agree, 4percent neither agree nor disagree, 2percent
strongly disagree and 6percent disagree it.
51
5.1.12 The result of analysis showing whether the people in the organisation
have skills to diagnose and resolve conflicts.
Table 5.1.12 People in the organisation have skills to diagnose and resolve
conflicts.
Responses Frequency Valid Percent

Disagree 1 2.0
Neither Agree nor
4 8.0
Disagree
Agree 23 46.0
Total 50 100.0
Chart 5.1.12 People in the organisation have skills to diagnose and resolve
conflicts.

46percent of the respondents agree that people in the organisation have the skills
to diagnose and resolve conflicts, 42percent strongly agree, 8percent neither agree
nor disagree it, 2percent strongly disagree and 2percent disagree it.
52
5.1.13 The result of analysis showing whether people in the organisation
sponsored for training programmes on the basis of genuine training needs.
Table 5.1.13 People in the organisation sponsored for training programmes on the
basis of genuine training needs

Disagree 1 2.0
Neither Agree nor
4 8.0
Disagree
Agree 25 50.0
Total 50 100.0
(Survey Data)
Chart 5.1.13 People in the organisation sponsored for training programmes on the
basis of genuine training needs.

50percent of the respondents agree that people in the organisation are sponsored
for training programmes on the basis of genuine training needs, 38percent
strongly agree, 2percent strongly disagree, 2percent disagree and 8percent neither
agree nor disagree it.
53
5.1.14 The result of analysis showing whether employee’s perception about
training need is considered while recommending training programmes.
Table5.1.14 Employee’s perception about training need is considered while


Disagree 2 4.0
Neither Agree nor
2 4.0
Disagree
Agree 26 52.0
Total 50 100.0
Chart 5.1.14 Employee’s perception about training need is considered while


52percent of the respondents agree that employee’s perception about training need
is considered while recommending training programmes, 36percent strongly
agree, 4percent strongly disagree, 4percent disagree and 4percent neither agree
nor disagree it.
54
5.1.15 The result of analysis showing whether superiors encourage the
subordinates to apply their learning from training programmes.
Table 5.1.15 Superiors encourage the subordinates to apply their learning from
training programmes.

Disagree 1 2.0
Neither Agree nor
3 6.0
Disagree
Agree 31 62.0
Total 50 100.0
Chart 5.1.15 Superiors encourage the subordinates to apply their learning from
training programmes.

62percent of the respondents agree that superiors encourage the subordinates to
apply their learning from training programme, 28percent strongly agree, 2percent
strongly disagree, 2percent strongly disagree and 6percent neither agree nor
disagree it.
55
5.1.16 The result of analysis showing whether the organisation provide
opportunities to develop the capabilities through training.
Table 5.1.16 Organisation provides opportunities to develop the capabilities

through training.

Disagree 2 4.0
Neither Agree nor
2 4.0
Disagree
Agree 20 40.0
Total 50 100.0
Chart 5.1.16 Organisation provides opportunities to develop the capabilities

through training

50percent of the respondents strongly agree that organisation provide
opportunities to develop the capabilities through training, 40percent agree,
4percent neither agree nor disagree, 4percent disagree and 2percent strongly
disagree it.
56
5.1.17 The result of analysis showing whether the employees get opportunity
to take initiative and demonstrate leadership qualities in work.
Table 5.1.17 Employees get opportunity to take initiative and demonstrate

leadership qualities in work.

Disagree 3 6.0
Neither Agree nor
5 10.0
Disagree
Agree 30 60.0
Total 50 100.0
Chart 5.1.17 Employees get opportunity to take initiative and demonstrate

leadership qualities in work.

60percent of the respondents agree that employees get opportunity to take
initiative and demonstrate leadership qualities in work, 22percent strongly
disagree, 10percent neither agree nor disagree, 6percent disagree and 2percent
strongly disagree it.
57
5.1.18 The result of analysis showing whether Senior executives in the
organisation promote teamwork and healthy climate.
Table 5.1.18 Senior executives in the organisation promote teamwork and healthy
climate.

Disagree 3 6.0
Neither Agree nor
3 6.0
Disagree
Agree 20 40.0
Total 50 100.0
Chart 5.1.18 Senior executives in the organisation promote teamwork and healthy
climate.

46percent of the respondents strongly agree that Senior executives in the
organisation promote teamwork and healthy climate, 40percent agree, 6percent
neither agree nor disagree, 6percent disagree and 2percent strongly disagree it.
58
5.1.19 The result of analysis showing whether the superiors in the
organisation have the vision and ability to guide the organisation through
environmental changes.
Table 5.1.19 Superiors in the organisation have the vision and ability to guide the

Disagree 1 2.0
Neither Agree nor
2 4.0
Disagree
Agree 26 52.0
Total 50 100.0
Chart 5.1.19 Superiors in the organisation have the vision and ability to guide the

52percent of the respondents agree that superiors in the organisation have the
vision and ability to guide the organisation through environmental changes,
40percent strongly agree, 4percent neither agree nor disagree, 2percent disagree
and 2percent strongly disagree it.
59
5.1.20 The result of analysis showing whether the organisation has leaders
who inspire people to high levels of performance.
Table 5.1.20 Organisation has leaders who inspire people to high levels of
performance.

Disagree 1 2.0
Neither Agree nor
3 6.0
Disagree
Agree 33 66.0
Total 50 100.0
Chart 5.1.20 Organisation has leaders who inspire people to high levels of
performance

66percent of the respondents agree that organisation has leaders who inspire
people to high levels of performance, 24percent strongly agree, 6percent neither
agree nor disagree, 2percent strongly disagree and 2percent disagree it.
60
5.1.21 The result of analysis showing the opinion of employees regarding
whether the organisation is the best place to work for.
Table 5.1.21 Opinion of employees regarding whether the organisation is the best
place to work for.

Disagree 1 2.0
Neither Agree nor
3 6.0
Disagree
Agree 21 42.0
Total 50 100.0
Chart 5.1.21 Opinion of employees regarding whether the organisation is the best
place to work for.

48percent of the respondents strongly agree that organisation is the best place to
work for, 42percent agree, 6percent neither agree nor disagree, 2percent disagree
61
5.1.22 The result of analysis showing whether the organisation is able to
retain people with knowledge and expertise.
Table 5.1.22 Organisation is able to retain people with knowledge and expertise.

Disagree 2 4.0
Neither Agree nor
3 6.0
Disagree
Agree 33 66.0
Total 50 100.0
Chart 5.1.22 Organisation is able to retain people with knowledge and expertise.

66percent agree that organisation is able to retain people with knowledge and
expertise, 22percent strongly agree, 6percent neither agree nor disagree, 4percent
disagree and 2percent strongly disagree.
62
5.1.23 The result of analysis showing whether customers hold this
organisation in high esteem for its product quality and service.
Table 5.1.23 Customers hold this organisation in high esteem for its product
quality and service.

Disagree 1 2.0
Neither Agree nor
2 4.0
Disagree
Agree 22 44.0
Total 50 100.0
Chart 5.1.23 Customers hold this organisation in high esteem for its product
quality and service.

48percent of the respondents strongly agree that customers hold this organisation
in high esteem for its product quality and service, 44percent agree, 4percent
neither agree nor disagree, 2percent disagree and 2percent strongly disagree.
63
5.1.24The result of analysis showing salaries, allowances and other benefits
are attractive commensurate with job responsibilities.
Table 5.1.24 Salaries, allowances and other benefits are attractive commensurate
with job responsibilities.

Disagree 1 2.0
Neither Agree nor
4 8.0
Disagree
Agree 29 58.0
Total 50 100.0
Chart 5.1.24 Salaries, allowances and other benefits are attractive commensurate
with job responsibilities

58percent of the respondents agree that salaries, allowances and other benefits are
attractive commensurate with job responsibilities, 30percent strongly agree,
8percent neither agree nor disagree, 2percent strongly disagree and 2percent
disagree it.
64
5.1.25 The result of analysis showing whether the system of rewards in the
organisation are fair and equitable.
Table 5.1.25 System of rewards in the organisation are fair and equitable.

Disagree 1 2.0
Neither Agree nor
7 14.0
Disagree
Agree 25 50.0
Total 50 100.0
Chart 5.1.25 System of rewards in the organisation are fair and equitable

50percent of the respondents agree that system of rewards in the organisation is
fair and equitable, 32percent strongly agree, 14percent neither agree nor disagree,
2percent disagree and 2percent strongly disagree it.
65
5.1.26 The result of analysis showing whether the promotion policies of the
organisation are satisfactory.
Table 5.1.26 Promotion policies of the organisation are satisfactory.

Disagree 3 6.0
Neither Agree nor
2 4.0
Disagree
Agree 29 58.0
Total 50 100.0
Chart 5.1.26 Promotion policies of the organisation are satisfactory.

58percent of the respondents agree that promotion policies of the organisation are
satisfactory, 28percent strongly agree, 4percent neither agree nor disagree,
66
5.1.27 The result of analysis showing whether the working hours of the
company are satisfactory.
Table 5.1.27 Working hours of the company are satisfactory.

Disagree 3 6.0
Neither Agree nor
1 2.0
Disagree
Agree 24 48.0
Total 50 100.0
Chart 5.1.27 Working hours of the company are satisfactory

48percent of the respondents agree that the working hours of the company are
satisfactory, 42percent strongly agree, 2percent neither agree nor disagree,
6percent disagree and 2percent strongly disagree.
67
5.1.28 The result of analysis showing whether the workload is appropriate
for employees.
Table 5.1.28 Workload is appropriate for employees.

Disagree 2 4.0
Neither Agree nor
4 8.0
Disagree
Agree 29 58.0
Total 50 100.0
(Survey Data).
Chart 5.1.28 Workload is appropriate for employees.

58percent of the respondents agree that workload is appropriate, 28percent
strongly agree, 8percent neither agree nor disagree, 4percent disagree and
2percent strongly disagree it.
68
5.1.29 The result of analysis showing whether the working conditions of the
company are adequate and satisfactory.
Table 5.1.29 Working conditions of the company are adequate and satisfactory.

Disagree 1 2.0
Neither Agree nor
2 4.0
Disagree
Agree 21 42.0
Total 50 100.0
Chart 5.1.29 Working conditions of the company are adequate and satisfactory

50percent of the respondents strongly agree that the working conditions of the
company are adequate and satisfactory, 42percent agree, 4percent neither agree
nor disagree, 2percent disagree and 2percentstrongly disagree it.
69
5.1.30 The result of analysis showing whether the environment in the
organisation conducive to acquire job-related knowledge and skills.
Table 5.1.30 Environment in the organisation conducive to acquire job-related

knowledge and skills.

Disagree 2 4.0
Neither Agree nor
4 8.0
Disagree
Agree 30 60.0
Total 50 100.0
Chart 5.1.30 Environment in the organisation conducive to acquire job-related

knowledge and skills.

60percent of the respondents agree that environment in the organisation
conducive to acquire job-related knowledge and skills, 26percent strongly agree,
disagree it.
70
5.1.31 The result of analysis showing whether the company provides
adequate job security to the employees.
Table 5.1.31 Company provides adequate job security to the employees.

Disagree 2 4.0
Neither Agree nor
2 4.0
Disagree
Agree 20 40.0
Total 50 100.0
Chart 5.1.31 Company provides adequate job security to the employees
INTERPRETATION: From the above table and figure, it is understood that

50percent of the respondents strongly agree that company provides adequate job
security, 40percent agree, 4percent neither agree nor disagree, 4percent disagree
and 2percent strongly disagree.
71
5.1.32 The result of analysis showing whether the workmen in the
organisation are aware about the prescribed safety procedures and practices.
Table 5.1.32 Workmen in the organisation are aware about the prescribed safety
procedures and practices

Disagree 2 4.0
Neither Agree nor
1 2.0
Disagree
Agree 27 54.0
Total 50 100.0
Chart 5.1.32 Workmen in the organisation are aware about the prescribed safety
procedures and practices

54percent of the respondents agree that workmen in the organisation are aware
about the prescribed safety procedures and practices, 36percent strongly agree,
disagree it.
72
5.1.33 The result of analysis showing whether the workmen in the
organisation follow the prescribed safety procedures and practices in their
work.
Table 5.1.33 Workmen in the organisation follow the prescribed safety procedures
and practices in their work.

Disagree 2 4.0
Neither Agree nor
1 2.0
Disagree
Agree 22 44.0
Total 50 100.0
Chart 5.1.33 Workmen in the organisation follow the prescribed safety procedures
and practices in their work.

48percent of the respondents strongly agree that they follow the prescribed safety
procedures and practices in their work, 44percent agree, 2percent neither agree
nor disagree, 4percent disagree and 2percent strongly disagree it.
73
5.1.34 The result of analysis showing whether the relationship between
superior and subordinate are cordial.
Table 5.1.34 Relationship between superior and subordinate are cordial.

Disagree 2 4.0
Neither Agree nor
1 2.0
Disagree
Agree 17 34.0
Total 50 100.0
Chart 5.1.34 Relationship between superior and subordinate are cordial.

58percent of the respondents strongly agree that the relationship between superior
and subordinate are cordial, 34percent agree, 2percent neither agree nor disagree,
74
5.1.35 The result of analysis showing whether workmen in the organisation
work as a team along with their superiors to maximize the output.
Table 5.1.35 Workmen in the organisation work as a team along with their
superiors to maximize the output.

Disagree 3 6.0
Neither Agree nor
4 8.0
Disagree
Agree 28 56.0
Total 50 100.0
Chart 5.1.35 Workmen in the organisation work as a team along with their
superiors to maximize the output.
INTERPRETATION: From the above table and Chart, it is understood that

56percent of the respondents agree that workmen in the organisation work as a
team along with their superiors to maximize the output, 26percent strongly agree,
disagree it.
75
5.1.36 The result of analysis showing whether superiors in the organisation
give the workmen the credit whenever they do good job.
Table 5.1.36 Superiors in the organisation give the workmen the credit whenever
they do good job.

Disagree 2 4.0
Neither Agree nor
3 6.0
Disagree
Agree 21 42.0
Total 50 100.0
Chart 5.1.3 Superiors in the organisation give the workmen the credit whenever
they do good job.

46percent of the respondents strongly agree that superiors in the organisation give
the workmen the credit whenever they do good job, 42percent agree, 6percent
neither agree nor disagree, 4percent disagree and 2% strongly disagree.
76
5.1.37 The result of analysis showing whether superiors in the organisation
provide feedback to workmen on their performance and areas for
improvement.
Table 5.1.37 Superiors in the organisation provide feedback to workmen on their


Disagree 2 4.0
Neither Agree nor
3 6.0
Disagree
Agree 19 38.0
Total 50 100.0
Chart 5.1.37 Superiors in the organisation provide feedback to workmen on their

performance and areas for improvement

50percent of the respondents strongly agree that superiors in the organisation
provide feedback to workmen on their performance and areas for improvement,
38percent agree, 6percent neither agree nor disagree, 4percent disagree and
77
5.1.38 The result of analysis showing whether the employee is clear about the
tasks which they expected to perform.
Table 5.1.38 Employee is clear about the tasks which they expected to perform.

Disagree 2 4.0
Neither Agree nor
2 4.0
Disagree
Agree 21 42.0
Total 50 100.0
Chart 5.1.38 Employee is clear about the tasks which they expected to perform.

48percent of respondents strongly agree that they are clear about the tasks which
they expected to perform, 42percent agree, 4percent neither agree nor disagree
78
5.1.39 The result of analysis showing whether the employee feel enjoy in
performing the actual day to day activities.
Table 5.1.39 Employee feel enjoy in performing the actual day to day activities.

Disagree 3 6.0
Neither Agree nor
3 6.0
Disagree
Agree 33 66.0
Total 50 100.0
Chart 5.1.39 Employee feel enjoy in performing the actual day to day activities.

66percent of the respondents agree that they feel enjoy in performing the actual
day to day activities, 20percent strongly agree, 6percent neither agree nor
disagree, 6percent disagree and 2percent strongly disagree it.
79
5.1.40 The result of analysis showing whether employees get timely decision
on job related issues.
Table 5.1.40 Employees get timely decision on job related issues.

Disagree 2 4.0
Neither Agree nor
2 4.0
Disagree
Agree 23 46.0
Total 50 100.0
Chart 5.1.40 Employee get timely decision on job related issues.

46percent agree that they get timely decision on job related issues, 42percent
strongly agree, 4percent neither agree nor disagree, 4percent disagree and
80
5.1.41 The result of analysis showing whether the organisation take
responsibility for the task they are expected to accomplish.
Table 5.1.41 Organisation take responsibility for the task they are expected to
accomplish.

Disagree 3 6.0
Neither Agree nor
3 6.0
Disagree
Agree 34 68.0
Total 50 100.0
Chart 5.1.41 Organisation take responsibility for the task they are expected to
accomplish.

68percent of the respondents agree that organisation take responsibility for the
task they are expected to accomplish, 18percent strongly agree, 6percent neither
81
5.1.42 The result of analysis showing whether employees in the organisation
are highly committed to their work.
Table 5.1.42 Employees in the organisation are highly committed to their work.

Disagree 1 2.0
Neither Agree nor
4 8.0
Disagree
Agree 24 48.0
Total 50 100.0
Chart 5.1.42 Employees in the organisation are highly committed to their work.

48percent of the respondents agree that employees in the organisation are highly
committed to their work, 40percent strongly agree, 8percent neither agree nor
disagree, 2percent disagree and 2percent strongly disagree it.
82
5.1.43 The result of analysis showing whether people in the organisation has
necessary freedom to take work related decision.
Table 5.1.43 Organisation has necessary freedom to take work related decision.

Disagree 2 4.0
Neither Agree nor
3 6.0
Disagree
Agree 29 58.0
Total 50 100.0
Chart 5.1.43 Organisation has necessary freedom to take work related decision.

58percent of the respondents agree that people in the organisation have necessary
freedom to take work related decision, 28percent strongly agree, 6percent neither
83
5.2 Result of Correlation Analysis:
5.2.1 To find the relationship between quality of work life and job
H0: There is no significant relationship between quality of work life and job
Ha: There is a significant relationship between quality of work life and job
Satisfaction of employees.
Table 5.2.1 Correlations between Quality of work life and Job satisfaction
Descriptive Statistics:
Mean Std. Deviation N

QW 16.0600 3.26021 50
JS 83.2000 14.01166 50
Correlations
QW JS
QW Pearson 1 .881**
Correlation
Sig. (2-tailed) .000
N 50 50
JS Pearson .881** 1
Correlation
N 50 50

Inference: Here r = .881, p = .000. Thus, the result show a high positive
correlation between quality of work life and job satisfaction of employees, so
reject null hypothesis and accept alternate hypothesis. That is there is a significant
relationship between quality of work life and job satisfaction of employees.
84
5.2.2 To find the relationship between communication and job satisfaction of
employees.
H0: There is no significant relationship between communication and job
Ha: There is a significant between communication and job satisfaction of
employees.
Table 5.2.2 Correlation between Communication and Job satisfaction.
Descriptive Statistics

CM 12.6600 2.15340 50
JS 83.2000 14.01166 50
Correlation between Communication and Job satisfaction.
CM JS
CM Pearson 1 .840**
Correlation
N 50 50
JS Pearson .840** 1
Correlation
N 50 50
**. Correlation is significant at the 0.01 level (2-tailed).

Inference: Here r = 0.840, p =0.000. Thus the result show a high positive
correlation between communication and job satisfaction of employees, so reject
null hypothesis and accept alternate hypothesis. That is there is significant
relationship between communication and job satisfaction of employees.
85
5.2.3 To find the relationship between conflict management and job
H0: There is no significant relationship between conflict management and job

Ha: There is a significant relationship between conflict management and job
Table 5.2.3 Correlation between Conflict Management and Job Satisfaction

CO 12.5000 1.70533 50
JS 83.2000 14.01166 50
Correlation between Conflict Management and Job Satisfaction
CO JS
CO Pearson 1 .729**
Correlation
N 50 50
JS Pearson .729** 1
Correlation
N 50 50
Correlation is significant at the 0.01 level (2-tailed)
Inference: Here r = 0.729, p= 0.000. Thus the result shows a high positive
correlation conflict management and job satisfaction of employees, so reject null
hypothesis and accept alternate hypothesis. That is there is significant relationship
between conflict management and job satisfaction of employees.
86
5.2.4 To find the relationship between training and job satisfaction of
employees.
H0: There is no significant relationship between training and job satisfaction of

employees.
Ha: There is a significant relationship between training and job satisfaction of
employees.
Table 5.2.4 Correlation between Training and Job satisfaction

TR 16.7600 2.86826 50
JS 83.2000 14.01166 50
Correlation between Training and Job satisfaction.
TR JS
TR Pearson 1 .930**
Correlation
N 50 50
JS Pearson .930** 1
Correlation
N 50 50
Inference: Here r = 0.930, p = 0.000. Thus, the result show that there is high
positive correlation between training and job satisfaction of employees, so reject
null hypothesis and accept alternate hypothesis. That is there is a significant
relationship between training and job satisfaction of employees.
87
5.2.5 To find the relationship between leadership and job satisfaction of
employees.

employees.
Ha: There is a significant relationship between leadership and job satisfaction of
employees.
Table 5.2.5 Correlation between Leadership and Job satisfaction.

LS 16.5000 2.80124 50
JS 83.2000 14.01166 50
Correlation between Leadership and Job satisfaction.
LS JS
LS Pearson 1 .924**
Correlation
N 50 50
JS Pearson .924** 1
Correlation
N 50 50
Inference: Here r = 0.924, p = 0.000. Thus the result shows that there is a high
positive correlation between leadership and job satisfaction of employees. So
reject null hypothesis and accept alternate hypothesis. That is there is significant
relationship between leadership and job satisfaction of employees.
88
5.2.6 To find the relationship between image and job satisfaction of
employees.
H0: There is no significant difference between Image and job satisfaction of

employees.
H1: There is a significant difference between Image and job satisfaction of
employees.
Table 5.2.6 Correlation between Image and Job satisfaction.

IM 12.6800 2.07453 50
JS 83.2000 14.01166 50
Correlation between Image and Job satisfaction.
IM JS
IM Pearson 1 .902**
Correlation
N 50 50
JS Pearson .902** 1
Correlation
N 50 50
Inference: Here r = 0.902, p = 0.000. Thus the result show a high positive
correlation between image and job satisfaction of employees, so reject null
hypothesis and accept alternate hypothesis. That is there is a significant
relationship between image and job satisfaction of employees.
89
CHAPTER 6
FINDINGS
90
6. FINDINGS
6.1 Percentage Analysis
 It is found that 68percent of the respondents agree that their job offers enough
opportunities to acquire new competencies.
 It is found that majority of the respondents strongly agree that superiors are
receptive to the suggestions of the subordinates.
 It is identified that 52percent of the respondents agree that they are being
given the freedom to try out new work methods.
 It is clear that majority of the respondents agree that their job provides enough
challenges to bring out best in them.
 It is identified that majority of the respondents agree that there is adequate
communication between top management and employees at all levels.
 It is found that 58percent of the respondents agree that they feel free to
 It is found that 50percent of the respondents agree that conflicts in the
organisation are openly discussed and resolved.
 It is identified that majority of the respondents agree that conflict provide an
opportunity for change.
 It is found that people in the organisation sponsored for training programmes
on the basis of genuine training needs.
 It is found that 60percent of the respondents agree that employees get
opportunity to take initiative & demonstrate leadership qualities in work.
 Majority of the respondents agree that the organisation is able to retain people
with knowledge and expertise.
 It is identified that majority of the respondents agree that salaries, allowances
and other benefits commensurate with job responsibilities.
91
 Majority of the respondents agree that working conditions of the company are
satisfactory.
 It is identified that majority of the respondents agree that promotion policies
of the company are satisfactory.
 It is found that majority of the respondents agree that employees follow the
safety measures and procedures.
 It is found that 58percent of the respondents strongly agree that the
relationship between superior and subordinate are cordial.
 It is found that 56percent of the respondents agree that workmen in the
organisation work as a team along with their superiors to maximize the output.
 Majority of the respondents agree that superiors give the workmen the credit
whenever they do good job.
 It is found that 50percent of the respondents strongly agree that superiors in
the organisation provide feedback to workmen on their performance and areas
for improvement.
 It is found that 48percent of the respondents strongly agree that employee is
clear about the tasks which they expected to perform.
 Majority of the respondents agree that employees feel enjoy in performing the
actual day to day activities.
 It is found that 46percent of the respondents agree that employee get timely
decision on job related decision.
 It is found that 48percent of the respondents agree that employees in the
organisation are highly committed to their work.
 Majority of the respondents agree that employee’s perception about training
need is considered while recommending training programmes.
 It is found that majority of the respondents agree that superiors encourage the
subordinates to apply their learning from training programmes.
92
 Majority of the respondents agree that superiors in the organisation have the
vision and ability to guide the organisation through environmental changes.
 Majority of the respondents agree that organisation has leaders who inspire
people to high levels of performance.
 It is found that majority of the respondents strongly agree that customers hold
this organisation in high esteem for its product quality and service.
6.2 Correlation Analysis:
 It is identified that there is high positive correlation between quality of work

life and job satisfaction of employees.
 It is found that there is high positive correlation between communication and
job satisfaction of employees.
 It is found that there is high positive correlation conflict management and job
 It is found that there is high positive correlation between training and job
 It is found that there is high positive correlation between leadership and job
 It is found that there is high positive correlation between image and job
 It is found that there is high positive correlation between organisational
climatic factors and job satisfaction of employees, thus there is high positive
correlation between organisational climate and job satisfaction of employees.
93
CHAPTER 7
RECOMMENDATIONS
94
7. RECOMMENDATIONS
 The superiors should constantly monitor employees whether employee apply

their skills and competence acquired from training.
 The organisation should adopt a suggestion box so that the employees can
suggest their opinion, quote their complaints etc.
 It is also recommended to provide more attention to provide recreation
facilities such as sports, music, games to employees.
 Interaction between superior and subordinates must be encouraged through
open door policy which helps to reduce mismanagement.
 It is essential to evaluate the performance of employees through a regular and
systematic procedure.
 The company should take adequate measures in improving teamwork. The
interpersonal skills should be improved. The management should take
measures which should boost up the employees to extend their helping hands
to their employees.
95
CHAPTER 8
CONCLUSIONS
96
8. CONCLUSION
The report is an outcome of the study entitled, ‘A study on the relationship
between organisational climate and job satisfaction of employees pertaining to
Akay Flavours and Aromatics Pvt Ltd’. The organisational climate reflects a
person’s perception of the organisation to which he belongs. The organisational
climate is a set of unique characteristics and features that are perceived by the
employees about their organisations which serves as a major force influencing
their behaviour. The organisational climate influences to a great extent the
performance of employees because it has a major impact on motivation and job
satisfaction of employees. Organisational climate determine the work
environment in which the employee feel satisfied or dissatisfied.
The aim of the study is to find out whether organisational climate influences the
job satisfaction of employees. The study found out that there is significant
relationship between organisational climate and job satisfaction of employees. A
good organisational climate provides an environment in which employees work
for their benefits as well as for others. And also a good organisational climate
comprises of openness, trust, enthusiasm, mutuality which is important for
developing human resources. The study of organisational climate plays an
important role in attainment of the organisational goals. The organisational
climate plays an important role in developing, maintaining and improving the
competency, motivation and morale of the employees which is vital for an
organisational success.
97
REFERENCES
BOOKS:
 E. Lawrence R. James and Allan P Jones ‘Organisation Climate: A review of

theory and research.
 Neal, M.A. Griffin and P.M Hart “The impact of organisation climate on
safety climate and individual behaviour.
 M. Jacob jaya, (2009), Qualitative techniques for business research
methodology, Lilly publishing house, Changanassery.
JOURNALS:
 G. Forehand and B. Gilmer, (1964) , “ Environmental Variation in Studies of

Organizational Behaviour’’, Journal Of Applied Psychology, 60, pp.459-
465
 J.P Campbell, M.D Dunnette, E.E Lawler and K.E Weick, Jr. (1970),
Managerial Behaviour Performance and Effectiveness, New York: ‘McGraw
–Hill’.
 J.P. Cambell and E.E. Beaty, (1971), “Organizational Climate, Its

Measurement and Relationship to Work Group Performance”, Paper
Presented at the Annual Meeting of the American Psychological Association,
Washington.D.c.
98
 Lee Ginsberg, (1978), “Strategic Planning for Work Climate Modification”,
Personnel Journal, Vol.55, No.6, pp.10-20.
 Castro, M. and Martins, N (2010), The Relationship between Organisational

Climate and Employee Satisfaction in a South African Information and
Technology Organisation, SA Journal of Industrial Psychology, 36 (1)
http://www.sajip.co.za.
 T.Cawsey, (1973), “The Interaction of Motivation and Environment in the

Prediction of Performance Potential and Satisfaction in the Life Insurance
industry in Canada”, Paper Presented at 16th Annual Midwest Academy of
Management Meeting, Chicago, Illionois, April, 1973.
 S.K. Roy and G.A. Raja, (1974), “Managerial and Supervisory Motivation in
Indian Industry”, In S.K. Roy and A.S.K. Menon, (Eds)., Motivation and
Organizational Effectives, New Delhi, Shree Ram Centre for Industrial
Relations and Human Resources.
 G. Litwin and R. Stringer, (1968) Motivation and Organizational Climate,

Boston: Harvard University Press.
 R .E. Johannesson, (1971), “Job Satisfaction and Perceptually Measured
Organizational Climate: Redundancy and Confusion in New Development in
Management and Organization”, Proceedings of 8th Annual Conference of
Eastern Academy of Management, Massachusetts.
 Jones and James, Conflict and ambiguity, Job Challenges, 1979, pp.23.
99
 Singh, M and Pestonjee, D M (1990), “Job Involvement, Sense of
Participation and Job Satisfaction: A Study in Banking Industry”; Indian
Journal of Industrial Relations, Vol. 26, No. 2, pp. 159-165. 2.
 Mehra, G and Mishra, P C (1991), “Mental Health as a Moderator variable of

Intrinsic Job Satisfaction and Occupational Stress”; Psychological Studies, Vol.
36, No. 3, pp. 198-202. 5
 Dhar, W and Jain, R (1992), “Job Involvement, Job Satisfaction and some
Demographic Correlates: A Study of Academicians”; Indian Journal of
Psychology, Vol. 67, no. 1, pp. 5-10
 Sayeed, O B, (1992), “Organisational Effectiveness-Relationship with Job

Satisfaction Facets, Productivity”; Vol. 33, no. 3, pp. 422-429
 Sarri, Lise M and Judge, Timothy A (2004), Employee attitudes and Job
Satisfaction, Human Resource management, Vol.43, No. 4, PP. 395-407.
www.interscience.willey.com
 Vanar, V. M. (2012). Employee's Satisfaction and Industrial Relations - A

Study of Selected Industrial Units of Ahmedabad and Anand Districts.
International Journal of Research in Commerce & Management, Volume No.:
3, Issue No.8, ISSN 0976-2183, Pg. 48 - 60.
 Rane, D B (2011), Employee Job Satisfaction: An Essence of Organisation,

HRM Review, Vol. XI, no. 7, pp. 11-16.
100
 O’Leary, Patrick., Wharton Natalia and Quinlan, Thomas, (2008), Job
Satisfaction of
Physicians in Russia, International Journal of health Care quality assurance,
Vol. 22, No. 3, pp. 221-231.
 Khalid, Salman, (2010), Job Satisfaction Among Bank Employees in Punjab,

Pakistan: a comparative Study, Journal of Social Science, Vol. 17, No.4, pp.
570-577.
 Taylor J. and Bowers D., The Survey of Organisation, Ph.D. thesis (1970).
 Litwin and Stringer, Motivation and Organisational Climate (Harvard

University Press, Cambridge, 1968).
 Taiguri R. and Litwin G., Organisational Climate: Explorations of a concept

(Harvard University Press, 1968).
 Payne R., Organisational Climate: The concept and some research findings
(Cok, Prakselogia, 1971).
 Litwin G., Humphrey J. and Wilson T., Organisational climate: a proven tool
for improving performance, in: W.W. Bruke, ed., The edge Current Theory
and Practice in Organisation Development (University Associates, California,
1978), 187 – 205.
 Pareek U., Motivational Analysis of Organisational Climate (MAO-C), in: J. P

feiff er, ed., The 1989 Annual: Developing Human Resources (University
Associates, California, 1989), 161–180.
101
 Blum M.L., Industrial Psychology and its Social Foundations (Harper,
Newyork, 1956).
 Bullock R.P., Position, Function and Job Satisfaction in Social system of a

modern hospital, Nursing Research, (1953) 35–46.
 Davis L.E., Job Satisfaction research: The Post Industrial view, Industrial
Relations, (1953) 213–225.
 Smith H., Psychology of Industrial Behaviour (Mc Graw Hill, Newyork,
1974).
 Moree N. and Porter L., Satisfaction in the white collar job, Ph.D.thesis
(1953).
 Vroom, Work and Motivation (Willey, Newyork, 1978).
 Locke E., The nature and causes of Job satisfaction: Handbook of industries
and Organisational Psychology (Rand McNally, Chicago, 1976).
 Kutz R. and Mannen J., Personal Goals and work Design (Willey, Newyork,
1976).
 Harred T., Industrial Psychology (Oxford & B H Publishing Co., New Delhi,
1967).
102
APPENDICES
103
APPENDIX A
QUESTIONNAIRE (PILOT SURVEY)
Likert Scale: 1-Strongly Disagree, 2-Disagree, 3- Neither Agree nor Disagree,

4- Agree, 5- Strongly Agree
Quality Of work life 1 2 3 4 5
1. My job offers me enough opportunities

2. In this organisation superiors are receptive

to the suggestions of the subordinates.
3. In my job, I have the freedom to try out new

Work methods.
4. My job provides me enough challenges to

bring out the best in me.
Communication:
5. There is adequate communication in the

organisation between top management and
employees at all levels.
6. People in the organisation feel free to

7. Views expressed by people in the
104
organisation are taken seriously and listened to.
Conflict Management:
8. Conflicts in this organisation are openly

discussed and resolved.
9. The conflict provides an opportunity for

change
10. People in this organisation have skills to

diagnose and resolve conflicts.
Training:
11. People in this organisation are sponsored for

training programmes on the basis of genuine
training needs.
12. An individual’s perception about his training

need is duly considered in recommending him
for training programmes.
13. Superiors in this organisation expect and
encourage their subordinates to apply their
learning from training programmes in the
interest of the organisation.
14. I have been given enough opportunities

so far to develop my capabilities
through training.
105
Leadership:
15. I have enough opportunity here to take
initiative and demonstrate leadership
qualities in my work.
16. Senior executives in leadership roles

in this organisation promote teamwork
and healthy climate.
17. Superiors in this organisation have the

vision and ability to guide the organisation
through environmental changes.
18. The organisation has leaders who inspire
Image:
19. The organisation is the best place to work for.
20. The organisation is able to retain people with
knowledge and expertise.
21. Customers hold this organisation in high esteem for

its product quality and service.
A. Dimensions Of Job Satisfaction
Pay:
22. Salaries, allowances and other benefits are attractive

commensurate with job responsibilities.
106
23. The system of rewards in this organisation are fair and
equitable.
Promotion:
24. The promotion policies of the organisation are

satisfactory.
Working Environment:
25. The working hours of the company are satisfactory.
26. The workload is appropriate for me.
27. The working conditions (working space,
lighting arrangement, plant layout) in
this organisation are adequate and satisfactory.
28. I find the environment in the organisation conducive to

acquire job-related knowledge and skills.
Safety and Security:
29. The company provides adequate job security to its

employees.
30. The workmen in this organisation are aware about
the prescribed safety procedures and practices.
31. The workmen in this organisation follow the prescribed

safety procedures and practices in their work.
107
Relationship With Superiors:
32. The relationship between superior and

33. subordinate are cordial.
34. The workmen in this organisation work as a team along with
their superiors to maximize the output.
35. Superior in this organisation give the workmen the credit due
to them whenever they do good work.
36. Superiors in this organisation provide feedback to workmen

on their performance and areas for improvement.
Work Itself:
37. I’am clear about the tasks that I’am expected to perform.
38. I enjoy performing the actual day to day activities that
make up my job.
39. I always get a timely decision on issues related to my job.
40. People in this organisation take responsibility for the task
they are expected to accomplish.
41. People in this organisation are highly committed to their

work.
42. People in this organisation have the necessary freedom to

take work related decisions.
108
Teamwork:
43. My team members will help me if I need help?
44. My team focuses on fixing the problem rather than
blaming people?
45. I can trust that a manager will address my conflicts that

may arise?
Resources & Procedures
46. I have all the tools and equipment to do my job well?
47. Procedures necessary to do my job do not involve

unnecessary steps?
109
APPENDIX B
QUESTIONNAIRE
Dear Sir/Madam,
I’m an MBA student in Human Resource from Musaliar Institute of

Management, Pathanamthitta. I’m carrying out a study on “A Study on the
relationship between organisational climate and job satisfaction of employees
pertaining to Akay Flavours and Aromatics Pvt Ltd, Pathanamthitta. I would be
happy if you help me in answering the following questions and help me on my
project.
Thanking You
ALEN RAJU VARGHESE
Personal Details:
Name:
Gender:
Male Female
Age:
18-20 yrs 20-30yrs 30-40yrs
40-50 yrs Above 50yrs
110
A. Dimensions Of Organisational Climate
Likert Scale: 1-Strongly Disagree, 2-Disagree, 3- Neither Agree or Disagree,

4- Agree, 5- Strongly Agree
Quality Of work life:
1. My job offers me enough opportunities

2. In this organisation superiors are receptive
to the suggestions of the subordinates.
3. In my job, I have the freedom to try out new

work methods.
4. My job provides me enough challenges to

bring out the best in me.
Communication:
5. There is adequate communication in the

organisation between top management and
employees at all levels.
6. People in the organisation feel free to

7. Views expressed by people in the

organisation are taken seriously and
listened to.
111
Conflict Management:
8. Conflicts in this organisation are openly

discussed and resolved.
9. The conflict provides an opportunity for

change
10. People in this organisation have skills to

diagnose and resolve conflicts.
Training:
11. People in this organisation are sponsored for

training programmes on the basis of genuine
training needs.
12. An individual’s perception about his training

need is duly considered in recommending him
for training programmes.
13. Superiors in this organisation expect and
encourage their subordinates to apply their
learning from training programmes in the
interest of the organisation.
14. I have been given enough opportunities

so far to develop my capabilities
through training.
112
Leadership:
15. I have enough opportunity here to take
initiative and demonstrate leadership
qualities in my work.
16. Senior executives in leadership roles

in this organisation promote teamwork
and healthy climate.
17. Superiors in this organisation have the

vision and ability to guide the organisation
through environmental changes.
18. The organisation has leaders who inspire
Image:
19. The organisation is the best place to work for.
20. The organisation is able to retain people with
knowledge and expertise.
21. Customers hold this organisation in high esteem for

its product quality and service.
113
B. Dimensions Of Job Satisfaction
Pay:
22. Salaries, allowances and other benefits are attractive

commensurate with job responsibilities.
23. The system of rewards in this organisation are fair and

equitable.
Promotion:
24. The promotion policies of the organisation are

satisfactory.
Working Environment:
25. The working hours of the company are satisfactory.
26. The workload is appropriate for me.
27. The working conditions (working space,
lighting arrangement, plant layout) in
this organisation are adequate and satisfactory.
28. I find the environment in the organisation conducive to

acquire job-related knowledge and skills.
Safety & Security:
29. The company provides adequate job security to its
114
employees.
30. The workmen in this organisation are aware about
the prescribed safety procedures and practices.
31. The workmen in this organisation follow the prescribed

safety procedures and practices in their work.
Relationship With Superiors:
32. The relationship between superior and subordinate are

cordial.
33. The workmen in this organisation work as a team along with
their superiors to maximize the output.
34. Superior in this organisation give the workmen the credit due
to them whenever they do good work.
35. Superiors in this organisation provide feedback to workmen

on their performance and areas for improvement.
Work Itself:
36. I’am clear about the tasks that I’am expected to perform.
37. I enjoy performing the actual day to day activities that
make up my job.
38. I always get a timely decision on issues related to my job.
115
39. People in this organisation take responsibility for the task
they are expected to accomplish.
40. People in this organisation are highly committed to their

work.
41. People in this organisation have the necessary freedom to

take work related decisions.
116

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A STUDY ON THE RELATIONSHIP BETWEEN

ORGANISATIONAL CLIMATE AND JOB SATISFACTION

Reg. No. MCK16MBA03

Dr Sonia Katherin Mathew

in partial fulfillment of the requirements

for the award of the Degree of

Dr. APJ Abdul Kalam Technological University

MUSALIAR COLLEGE OF ENGINEERING AND TECHNOLOGY

Reg. No. MCK16MBA03

Dr Sonia Katherin Mathew

in partial fulfillment of the requirements

for the award of the Degree of

Dr. APJ Abdul Kalam Technological University

MUSALIAR COLLEGE OF ENGINEERING AND TECHNOLOGY

Dr Sonia Katherin Mathew Dr M.H Salim

Assistant Professor Director

Date: ALEN RAJU VARGHESE

This space wouldn’t be enough to extend my warm gratitude towards my project

I escalate a heartfelt regards to our Institution Director Dr M.H Salim, Musaliar

ALEN RAJU VARGHESE

Table Title of the Table Page

Fig. Title of the Figure Page

Sl. No. Title Page

3.5 Determinants of Job Satisfaction 24-27

3.6 Theories of Job Satisfaction 27-30

4.10 Drafting a questionnaire 37

The objective of the study is to study the relationship between organisational

The recommendations of the study are superiors should constantly monitor

1.2 Need and Significance of the Study

1.3 Statement of the Problem

The organisational climate plays an important role in developing, maintaining and

1.4 Objective of the Study

1.5 Scope of the Study

1.6 Limitations of the Study

1.7 Organization of the report:

Chapter 2: The chapter two makes a detailed review on organisational climate

Chapter 6: The chapter six stating findings of the study.

Chapter 7: The chapter seven deals with recommendations.

Chapter 8: The chapter eight stating the conclusion of the study.

2.1 Review of Literature

Another approach to organisational climate is to be analyzed from the study of J.P

A study stating the relationship between organisational climate and job

A study undertaken by Roy and Raja (1974)7 inorder to compare the

Litwin and Stringer (1968)8 conducted experimental studies on organisational

A study conducted by Mira Singh and Pestonjee (1990)11 in a nationalized bank in

A research study was undertaken by Syeed14 (1992). The study meant to

A study undertaken by O’Leary, Patrick and et.al (2008)18 inorder to determine

A study of job satisfaction among bank employees was conducted by Salman

3.1 Organisational Climate: Meaning and Nature:

The organisational climate is a commonly experienced phenomenon which

A good organisational climate provides an environment in which employees work

According to Forehand and Gilmer, Organisational climate is a set of

a) distinguish one organisation from other.

The Organisational climate can be understood in more detail. It is known that

The organisational climate has been treated as a dependent variable by some

3.2 Organisational Climate: Deﬁnitions

 Taylor and Bowers21 defined organisational climate as the perceived traits of

(a) Determinants-there are three major forces aﬀ ecting organisational climate as

i. Clarity (i.e. individual’s degree of understanding of organisational goals and

ii. Commitment (i.e. dedication to goal achievement)