WWJMRD 2017; 3(11): 46-55 www.wwjmrd.com
International Journal Peer Reviewed Journal Refereed Journal Indexed Journal UGC Approved Journal Impact Factor MJIF: 4.25 e-ISSN: 2454-6615
Aparna P. Goyal Associate Professor Amity Business School Amity University, Noida, India
Correspondence: Aparna P. Goyal Associate Professor Amity Business School Amity University, Noida, India
Three Pillars of Consumer Behaviour w.r.t Influence
on Satisfaction and Delight
Aparna P. Goyal
Abstract
Each organization differs from the other not only in the structure but also in the attitudes and behavior that they arouse in the people, and these differences related to the psychological structures. In fact, individual personalities and their work requirements interact to produce a climate that can be meaningful to both the individual and the organization. By climate, we refer to those characteristics that influence the behavior of people in organizations. It is indeed what one reacts to the whole context of stimulation and confusion where one works. A total of 39 questions have been developed for this Organizational Climate Survey to be asked from the respondents, i.e. NPC Officers & Staff. This survey contains both open and close ended questions. The survey responses have been primarily designed on Likert scale of 1-5. Likert scale measures the extent to which a correspondent agrees or disagrees with the question. The scale was 1 to 5 (1-strongly disagree, 2-disagree, 3-neutral, 4-agree, and 5-strongly agree). After review and changes the survey converted to online form through Google forms. Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is mainly based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. On the other hand, satisfaction with these facets is linked to results related to performance, including participation, turnover intentions, and absenteeism. Staff attitudes seem to be driven mainly by the perceived low support of their divisions, perceived injustice, the presence of obstacles to performance and job insecurity. The data suggest several strategies for improving staff morale including - improving communication to clarify performance procedures and expectations, showing concern and appreciation for staff, reducing perceived injustice due to inaccurate or inadequate information, and reducing Job insecurity, to examine the training needs for the employees. Others are identify and eliminate obstacles to performance, monitor the working climate for employees working in technical and service positions and finally ensure the consistent application of the policies that determine the payment and promotion decisions of staff.
Keywords: Customer Satisfaction, Consumer Behaviour, Organizational Behaviour, Employee Delight, Intrinsic Motivation, Culture
Introduction
By climate, we refer to those characteristics that influence the behavior of people in organizations. It is indeed what one reacts to the whole context of stimulation and confusion where one works. (Peptone 1992). The reality of the impact of environmental factors on behavior was first discussed by Kurt Lewin in the mid-thirties who first referred to Lewin's theory, said environmental factors on behavior in the literature of industrial psychology. Describing the essential dynamics linking human behavior to generalized environmental structures, he wrote: In order to adequately characterize the psychological field, it is necessary to take into account specific elements such as particular objectives, stimuli, social relations, as well as more general characteristics of the field such as the atmosphere or the amount of freedom. These characteristics of the field as a whole are as important in psychology as, for example, the field of gravity for the explanation of events in classical physics. Psychological atmospheres are empirical realities and are scientifically descript able facts. (Lewin, 1938). A similarity with this is observed in Kafka’s (1935) writings that distinguish between the geographical environment, which constitutes the physical and social environment, and the behavioral environment perceived and reacted by the subject. Kafka argued that behavior could be more significant if it was related to the behavioral
environment. To understand the concept of climate it is necessary to consider some of the theories that have touched concepts related to climate theory. Some of them demonstrate the possibility of integrating climate theory into their own structure and others present similar models in intention but with different approaches. Theories can be divided into three categories:
Theory of individual behavior
Management theory
Theory of organization
Many psychologists who have addressed the study of individual behavior in organizations have classified environmental factors in pluralistic terms. In conclusion of this exhaustive analysis of work and motivation, Vroom (1964) establishes the following two propositions:
Hypothesis 1: The valence of a result for a person is a monotonically increasing function of the algebraic sum of the products of the valences of all other outcomes and his conception of its instrumentality for the attainment of these other outcomes.
Hypothesis 2: The force on a person to perform an act is a monotonically increasing function of the algebraic sum of the products of the valence of all the results and the force of their expectations that the act will be followed by the achievement of these results.
The Vrooms model recognizes the importance of situational variables, but does not provide a format by which these variables can be mapped and measured. Most other theories of individual behavior also do not provide a systematic and useful link between climate and behavioral concepts. Organizational psychologists interested in the management process have developed several terms to describe the indirect and subtle effects of management practices on the attitude and behavior of subordinates. Several of these terms attempt to define the phenomenon identified as an organizational climate. Blake and Mouton (1960) in "The Management Grid" use the term "Organization Culture" stating that "when a manager views his responsibility as managing a culture rather than simply managing people to get work from them, Basic development It is no longer the individual considered separately and alone. " However, they fail to explain what the organizational culture implies for people. And, most importantly, if it IS the manager's responsibility to look at a total organizational perspective how he can carry out his responsibility without a linking concept that allows him to relate individual and organizational elements? Organizational theorists interested in descriptive explanations of human behavior in organizations have dealt indirectly with notions of organizational environments. The theories of classical organizations represented in the writings of Fayol (1949) Koontz and O’Donnell (1955) and others, make such concepts unnecessary. Theories of cognitive or economic behavior of the organization, as proposed by March and Simon, 1959 and Cyret and March 1964, see organizations as systems for making decisions and dealing in a tangent to the climate. The main group of organizational theories has focused on the objective framework of organizations, structure. Lorsch and Lawrence (1967) distinguish eight structural dimensions, which have been widely used to characterize the influence of the situation on motivated behavior. The model proposed above and those proposed by Likert (1967), who in their
are largely objective characteristics of an organizational system. Relatively little attention is given to the member's perceptions of and responses to the organizational environment. Thus it has been difficult for these theories to use motivational concepts, many of which are based on subjective elements. Pritchard and Karasick (1973) observed that both overall organization and its sub-units influenced the perception of organizational climate and that climate correlated with satisfaction and unit performance, but not performance. They also reported that some dimensions of organization climate moderated the individual's characteristics performance and satisfaction relationships. According to them, organizational climate is relatively enduring quality of an organization, which is the outcome from the behavior and policies of members of organization, especially top management, which is perceived by employees of the organization, which serves as a basis for interpreting the Situation, and acts as the source of pressure for an activity. Hellriegel and Solcum (1974) referred to climate as a set of organization sub-system attributes that may be inferred from the way an organization or any of its sub systems to deal with its employees. For example, specific situational characteristics such as unstructured role prescriptions, unclear reward contingencies, and non-directive leadership might be transformed into the set of cultural influences referred to as the conflicting and ambiguous climate. These specific situational characteristics result in climate characteristics, described as consideration, warmth, supports etc.
Satisfaction Level
Satisfaction in work is divided into two levels: Affective job satisfaction and Cognitive satisfaction in an organization. Emotional satisfaction at organization is an individual’s emotional feeling related to his work as a whole. Cognitive satisfaction at task is the satisfaction of employees with respect to some aspect of his or her work, such as pay, hours or benefits.
Job satisfaction by various researchers:
According to E. A. Locke: Satisfaction at work is like a pleasant or positive emotional state resulting from the evaluation of your work or work experience. As defined by Feldman and Arnold Satisfaction at work as the globally positive amount of affect (or feelings) that individuals have towards their jobs. Kreitner and Kinicki described, Job satisfaction is an emotional or emotional response to various facets of their work. This definition means that job satisfaction is not a unitary concept. Davis and Newstrom explained that job satisfaction is a set of favorable or unfavorable feelings with which employees view their work. Andrew stated that job satisfaction is the amount of pleasure or satisfaction associated with a job.
It requires more than good wages and benefits to keep employees engaged and satisfied. Some of the key aspects of job satisfaction cited by employees is revealed by the following list: Respect - According to the SHRM report, employees rate the respectful treatment of all employees as the most top factor in job satisfaction. Trust - Perhaps because of uncertainty in the organization in the after recession years, employees indicated that trust between employees and top management was another most important satisfaction
factor. Safety - If you ever had to go to work each day wondering if your job is safe, you know it can cause a lot of anxiety. Organizations can provide a sense of safety and security through honest communication and transparency about the company's health and long-term viability. Healthy Environment - Workplaces free of stress, moral issues, harassment and discriminatory practices can create a positive and healthy environment for all. Career Path - No one wants a dead end job. Employees are more likely to excel when they can observe an established upward path, with the opportunity to get a higher salary and take on more and more responsibilities. Pay and Benefits - Good salaries are not the only reason employees find satisfaction in his or her jobs, but they usually rank at the top. Competitive compensation generally makes employees feel appreciated, and gives them less reason to look for work elsewhere.
There is no doubt that large employees are the number one resource of an organization. Keeping happy helps employees build a business in many ways, including: Lower turnover - Turnover may be one of the maximum costs qualified to the human resources department. Retention helps create a healthier environment and facilitates the recruitment of quality talent and protects money. The bottom line is that pleased employees are often less likely to leave. Increased Productivity - Regardless of job designation and pay grade, employees who report great job satisfaction tend to achieve higher productivity. Increased Benefits - Keeping employees safe and satisfied can lead to higher sales, lower costs and a stronger bottom line. Loyalty - When workers feel that the company has their best interests at heart, they often support their mission and work hard to assistance to them to achieve their goals. And, they may be more likely to tell their friends, which helps spread benevolence.
satisfaction and actual satisfaction of estimated needs. The main trouble with this approach is that job satisfaction, as seen with the will, is not only a function of what a person receives, but also what he senses should he receive, as there would be a considerable difference in The real and the opportunities of people. Therefore, job satisfaction cannot be considered simply as a function of how much an individual receives from his or her job. Another important factor that must be included in the forecasted job satisfaction is the strength of individuals' desire for their level of aspirations in a particular area. This led to the improvement of the discrepancy-theory of job satisfaction. Advocates of this theory argue that satisfaction is the function of what an individual actually receives from their work situation and what they think they should obtain or what they expect to receive. When the actual satisfaction gotten is less than the expected satisfaction, it results in dissatisfaction. Satisfaction at work and dissatisfaction are functions of observed relationships between what one wants from one's work and what one perceives to be offering. This approach does not make it clear whether satisfaction is part of dissatisfaction or not, and if so, how does it fluctuate from dissatisfaction. This led to the development of the equity theory of job satisfaction. Equity theory is mainly a theory of motivation, but it does have some vital things to say about the causes of satisfaction / dissatisfaction. Supporters of this theory argue that a person's satisfaction is determined by their perceived equity, which in turn is determined by their input-output balance in comparison to their comparison of others, is the perceived amount of what a person Receives from his work in relation to what he contributes to the work. This theory is of the view that both low and over rewards lead to dissatisfaction. While the sub-reward provokes feelings of biased treatment, the excess reward causes feelings of guilt and distress. This theory was developed by Herzberg, Manusner, Peterson and Capwell, who identified certain factors as satisfied and dissatisfied. Factors such as achievement, recognition, responsibility, etc., are satisfactory, whose presence brings satisfaction but their absence does not result in dissatisfaction. On the other hand, factors such as supervision, salary, working conditions, etc. They are unsatisfactory, the absence of which causes dissatisfaction. Their presence, however, does not lead to job satisfaction. Studies designed to test his theory did not support this theory, as it seems that a person can get satisfaction and dissatisfaction at the same time, which is not valid. The theory of motivation / hygiene of Fredrick Herzberg suppose that a group of factors, motivators, explains the high level of motivation. Another group of factors, hygiene or maintenance factors can cause dissatisfaction with work. Compares Herzberg's motivational and hygiene factors with Maslow's hierarchy needs. As is often the case with those who use Maslow's hierarchy, workers in modern and technologically advanced societies have basically met their physiological, safety, and membership needs. Therefore, they will be motivated by the needs of esteem, esteem of others and then self-actualization. Consequently, the conditions for meeting these needs must be present at work; The work itself must be meaningful and motivating. The theory of motivation / hygiene of Fredrick Herzberg supposes that a group of factors, motivators, explains the high level of motivation. Another group of factors, hygiene or maintenance factors
can cause dissatisfaction with work. The implications of Herzberg's research for human resource management and practices is that although managers must carefully consider hygiene factors to avoid employee dissatisfaction, even if all of these maintenance needs are advanced, people cannot Be motivated to work harder. Only motivators make employers harder and thus achieve more productivity, and this theory suggests that managers must use motivators as tools to improve employee performance. A theory of human motivation that has received great experience in the past was developed by Abraham Maslow. Until the most basic needs are sufficiently met, a person will not struggle to meet developed needs. In this theory Maslow classified human needs into five categories rising in an order defined as follows:
1.Physiological needs
2.Safety and security needs
3.Belonging and Needs of Love
4.Estimate the needs and
5. Self-realization needs.
the relevant facets of job satisfaction or identifying them through investigation, enables researchers to establish whether there are important individual differences present in reported levels of job satisfaction or whether there is a high degree of consensus among staff about what features of work lead to high levels of satisfaction and dissatisfaction. By identifying what aspects of a job give rise to high and low levels of satisfaction, managers are better placed when considering what variations can be made to improve job satisfaction.
Working conditions
Because workers spend so much time in their work situation each week, it is important that companies try to optimize working conditions. Providing abundant work spaces instead of confined spaces, adequate lighting and comfortable workplaces contribute to favorable working conditions. Providing productivity tools such as up-to-date data technology to help employees perform tasks more efficiently also contributes to job satisfaction.
Opportunity to progress
Employees are more satisfied with their current job if they see a path available to move up the position of the company and will be given more responsibility and along with greater compensation. Many firms encourage employees to acquire more advanced skills that will lead to the possibility of promotion. Companies often pay tuition for employees taking university courses, for example. During the annual review of an operative's performance, a supervisor must chart a route that shows what he needs to accomplish and the new skills he needs to develop to be on the road to progress within the organization.
Workload and Stress Level
Dealing with a workload that is too dense and deadlines that are impossible to achieve can cause job satisfaction to erode, even for the most dedicated employee. Failure to meet goals leads to conflicts between employees and supervisors and increases the level of stress in the workplace. Often, this environment is caused by unproductive management and poor planning. The office operates in a crisis mode because supervisors do not allow adequate time for employees to perform assigned tasks effectively or because staffing levels are inadequate.
Respect for co-workers
Employees seek to be treated with respect by those with whom they work. An unfriendly work environment - with coarse or unpleasant co-workers - is one that generally has lower job satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of respondents said they had individually experienced a great deal of rudeness in the workplace. Fifty percent also believe that morale is poor where they work. Managers must interfere and mediate conflicts before they become more serious problems that require disciplinary action. It may be necessary to remind employees what behaviors are considered unsuitable when interacting with co-workers.
Relationship with Supervisors
Actual managers know that their employees need recognition and praise for their efforts and accomplishments. Employees also need to know the door
their manager is always open to them to discuss any concerns they have that are affecting their ability to do their job successfully and avoid their office satisfaction.
Financial Rewards
Job satisfaction is affected by an employee's views on the equality of the company's pay scale, as well as the actual compensation they can receive. Businesses need to have a mechanism for appraising employee performance and providing salary rises to the best. Opportunities to earn special encouragements, such as bonuses, overtime or vacations also bring enthusiasm and greater job satisfaction to the workstation.
Benefits
1. Satisfaction and Productivity
Is there an optimistic relationship between satisfaction and productivity? This argument has been there for several years. Although, most people believe there is a optimistic relationship, but sign from the research concludes that there is no strong relationship between these two. According to the results of the VROOM study conducted in 1964, the mean correlation between satisfaction and performance is only 0.14.
LAWLER and PORTER study found that there is more indication to suggest that performance at work leads to job satisfaction rather than the other way around. An employee who is a poor player will get fewer rewards and will be less satisfied with their work experience.
Nevertheless, the sayings that "a happy worker is a productive worker" are not always wrong. If people receive rewards that have intrinsic and extrinsic worth and feel that the rewards are equitable, they will be satisfied and this will lead to a higher return on the job.
On the other hand, research also includes that job satisfaction may not necessarily lead to individual performance increase, but it does lead to improvement at departmental and organizational level.
2. Job Satisfaction and Rotation of Employees
Unlike the relationship between satisfaction and performance, the research has concluded the moderate relationship between job satisfaction and turnover. High employee turnover is a concern for management as it interrupts normal operations and continuous replacement of employees leaving the organization costly and technically undesirable. The managerial concern is mainly due to the volume of business that arises due to job disappointment. Employees, therefore, try to keep employees satisfied in their jobs to dismiss turnover. However, high job satisfaction in itself cannot keep turnover down, but significant job dissatisfaction will certainly increase turnover staff.
3. Job Satisfaction and Absenteeism
It has been decisively proven that there is an inverse relationship between job satisfaction and absenteeism. When satisfaction is excessive, absenteeism is little and when satisfaction is low, absenteeism is high. Less satisfied workers are more likely to be absent from work for unnecessary reasons. This is known as voluntary absenteeism against unavoidable absenteeism which is due to sickness or other reasons of emergency. Management should be concerned about voluntary absenteeism, because it is related to job satisfaction. Absenteeism can be altered by certain factors. Research has found that people who trust their work is important have lower absenteeism compared to those who do not feel that way. On the other hand, it is significant to remember that although high job satisfaction will not essentially result in low absenteeism (due to unavoidable absenteeism), but low job satisfaction will unquestionably bring high absenteeism.
4. Work satisfaction and union activities
It has been shown that satisfied workers are not generally involved in unions and do not perceive them as necessary. Job satisfaction has demonstrated to be the main cause of unionization. Employees join trade unions because they feel that they are independently incapable of influencing changes that eliminate the reasons of job dissatisfaction. The level of trade union activities is related to the level of job dissatisfaction. The low level of dissatisfaction results in grievances only, while high levels of dissatisfaction will result in employee raids.
5. Work satisfaction and safety
When people are not satisfied with their jobs, organization and superintendents, they are more likely to experience accidents. One underlying reason for this is that dissatisfaction washes away the current task and leads straight to accidents. A satisfied worker will always be cautious and observant to their work, and the chances of accidents will be lower. Here, we are discussing avoidable and not predictable accidents....
6. Other effects of job satisfaction
In addition, there are a number of other effects brought about by high job satisfaction. Highly satisfied employees tend to have better physical and mental fitness, learn new work-related tasks with easiness, and have less work stress and discomfort. Such workers will be more cooperative, such as helping co-workers, helping clients, etc. This behavior will improve the performance of the unit and the efficiency of the organization.
In conclusion, we can say that job satisfaction results from the employee's insight that the content of work and context actually provide what employee morale in the work situation. In organizational terms, the high level of job satisfaction reflects a highly promising organizational climate that results in attracting and retaining better workers.
NPC is a nationwide organization to promote productivity culture in India. Established by the Ministry of Industry, Government of India in 1958, it is an autonomous, multi-party, non-profit organization with equal depiction of employers 'and workers' organizations and government, as well as technical and professional institutions and other interests. The APN is a component of the Asian
in their terms of work and interact with each other to find appropriate solutions. Cooper (2003) describes the organizational climate as "the perception of people about their work environment regarding care and friendship." In other words, the interaction of workers and management must create a healthy organizational environment. This means that the organizational climate is subjective to the perception of their work environment regarding care and friendship. "In other words, the interaction of workers and management must create a healthy organizational environment. Subjective to the perceptions of staff and students. Komal Khalid Bhatti and Tahir Masood Qureshi, "Impact of Employee Participation on Job Satisfaction, Employee Engagement and Employee Productivity", International Review of Business Research Papers: Vol.3. N0.2, (pp. 54-68), Year: June 2007.It is widely believed that employee participation can affect employee job satisfaction; Employee productivity, employee commitment and all of them can create a comparative advantage for the organization. The main intention of this study was to know the relationship between employee participation, job satisfaction, and employee productivity and employee engagement. Increasing employee participation will have a positive effect on employee job satisfaction, employee engagement, and employee productivity. Job satisfaction is a worker‟s sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one‟s efforts. Job satisfaction further implies enthusiasm and happiness with one‟s work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski, 2007). Kadian W. Wanyama & S.N. Mutsotso, "Relationship between capacity development and employee productivity on the performance of commercial banks in Kenya", Africa Journal of History and Culture: Vol.2. No.5, (pp. 73-78), Year: October 2010.This paper is based on a research project carried out at commercial banks in the central district of Kakamega, Kenya, focusing on the influence of employee productivity on organizational performance and how employee satisfaction leads to satisfaction the client's. The results of this study add to the person being physically present in a job and also the degree to which he or she is "mentally present" or efficiently functioning while present in a job. Businesses must address employee satisfaction, health and morale in order to maintain high labour productivity. Kadian W. Wanyama & S.N. Mutsotso, "Relationship between capacity development and employee productivity on the performance of commercial banks in Kenya", Africa Journal of History and Culture: Vol.2. No.5, (pp. 73-78), Year: October 2010.This paper is based on a research project carried out at commercial banks in the central district of Kakamega, Kenya, focusing on the influence of employee productivity on organizational performance and how employee satisfaction leads to satisfaction the client's. The results of this study add to the person being physically present in a job and also the degree to which he or she is "mentally present" or efficiently functioning while present in a job. Businesses must address employee satisfaction, health and morale in order to maintain high labour productivity. Petri Bodkerman and Pekka Ilmakunnas "The nexus between professional
aim of this research study is to build an understanding of the impact of employee compensation on job satisfaction and employee organizational commitment among Pakistani university professors. Increasing the organization's commitment will eventually result in greater employee engagement, improved retention and better performance. This study also aims to develop a course of action for the administration of the university to reach practices that allow them to attract and retain the best teachers in their institutions. Dr. R. Anitha (sep. 2011) studied the Job Satisfaction of Paper Mill Employees with Special Reference to Udumalpet and Palani Taluk. Satisfaction level of the employees was measured on the basis of employees working conditions, rewards, welfare measures & job security. The 100 employees were selected after considering time and cost. The method of simple random sampling was undertaken for the research purpose. The Convenience method of sampling is used to collect the data from the respondents. The collected data had been analyzed by using Percentage analysis& Chi square test. Brikend Aziri, (2011) studied Job Satisfaction and found that Job satisfaction is under the influence of a series of factors such as: The nature of work, Salary, Advancement opportunities, Management, Work groups and Work conditions. It is one of the major challenges for today‟s organization. Job satisfaction represents a combination of positive or negative feelings that workers have towards their work. Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed. Job satisfaction represents the extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual's behavior in the work place. Hassan et al (2013) found that compensation was themost important factor for job satisfaction whereas employee empowerment was also a significant factor foremployee loyalty. Hooi Lai Wan (2013) in his study revealed that there existed no correlation between employee loyalty and the extent of Japanese style of Human Resource Management policies used at workplace. Jain and Singh (2013) stated that employee attitudes reflect the values of the company. Employee satisfaction is extremely important especially in the areas of sales and services as they represent the company to customers.
To understand the NPC work environment.
To evaluate the perception of the respondents towards the conditions of work that prevails in the organization.
To evaluate the perception of the respondents towards the management of the performance in the organization.
To understand the level of satisfaction of the employees at NPC
This project will be including all Officers & Staff level employees of NPC. The project is strictly for internal use of the organization. This survey will be conducted in every department, discipline and different RDs & HQ Groups of NPC after getting permission from the higher authorities at NPC. It is still in process.
Research Design
A research design is a procedure used to collect data, analyse data, interpret results and disseminate results (Myers 2008). The research design can be qualitative, mixed method (qualitative and quantitative) and
quantitative design. Qualitative design is a research design that is subjective and involves a naturalistic and interpretative approach where data are collected normally using interviews to generate qualitative data (Rubin and Babbie 2010). Quantitative design is objective and usually involves the collection of quantitative data in the form of numbers; therefore, statistical methods can be used to test hypotheses (Ary, Jacobs and Razavieh 2002). Taking into account the purpose of the research and the model, a quantitative approach is used in this research. This study applies a survey-based methodology for data collection. There are many survey-based methods for collecting data such as personal interviews, telephone interviews, mail or online surveys, fax surveys, and self-administered questionnaires. This research used online questionnaires and unstructured questions that were later interpreted to compare different banks.
• Primary data: Primary data has been collected with the help of an online questionnaire; self-administered rules and regulations books of the organisation, observing the current situation at the corporate office and also talked to the employees about the difficulties faced by them in the organisation.
Secondary data: the secondary data has been collected from the various documents available at the organisation. Like from their Service book, Rules and regulations book etc. and other information is also being collected from their website.,
The questionnaire is self-administrated which can be executed without an interviewer, the survey is kept simple and user friendly. Words used in questionnaire can be easily understood. Technical jargons are also avoided to ensure that there is no misunderstanding for respondents. Sample size and sample design is important factors that should be considered by researchers. The considerations in determining the sample size, sampling design, and collecting the data from the respondents are discussed in the following sections.
This survey still not been conducted in the organisation because of the permissions is not being granted to the S.P. Tripathi (ED, HR) by the higher authorities. But it is still in process, and would be taken up in some future date. However, the effort of designing the questionnaire for the organisation is being applauded by the HR&ED group. As this is a tailored made questionnaire, so management has already described the researcher beforehand that what all aspects has to be covered in the questionnaire and some concrete outcomes where they want to work upon. Hence, data analysis is solely based on management’s perception. This questionnaire is prepared impartially giving enough space for employees to talk about what they feel. But the following dimensions have been taken into account: • Personnel policies - This includes the HR policies and
practices that prevail in the organization. It covers the whole range of performance evaluation, promotion, career development, compensation etc.
• Environment - A work environment can be identified as the place where one works.
• Teamwork - Teamwork is the concept of people working together on the team in order to achieve the same goals and objectives.
management effectiveness that includes execution, leadership and communication.
• Competence - Competence is a standardized requirement for an individual to perform a specific job correctly. It encompasses a combination of knowledge, skills and behaviours used to improve performance. • Commitment-Commitment means being committed to
something or someone, and can refer to the personal commitment, commitment of the organization towards the goals, work, people, etc.
• Participation-Employee participation is creating an environment in which people have an impact on the decisions and actions that affect their jobs. It is considered as useful in the continuous improvement and success of the organization.
• Organizational fairness and Transparency-Generally refers to the perceptions of impartiality in the treatment of individuals internal to the organization and transparency in decisions and communication.
• Flexibility in working hours - Work practice that allows employees a degree of freedom to decide how the work will be done and how they will coordinate their schedules with those of other employees.
Training and Development- It is any attempt to improve the current or future performance of employees by increasing an employee's ability to perform through learning, usually by changing the employee's attitude or increasing their skills and knowledge
Conclusion & Recommendations
A total of 39 questions have been developed for this Organizational Climate Survey to be asked from the respondents, i.e. NPC Officers & Staff. This survey contains both open and close ended questions. The survey responses have been primarily designed on Likert scale of 1-5. Likert scale measures the extent to which a correspondent agrees or disagrees with the question. The scale was 1 to 5 (1-strongly disagree, 2-disagree, 3-neutral, 4-agree, and 5-strongly agree). After review and changes the survey converted to online form through Google forms. Here the management has a brief idea that the employees who are working at the organisation from past 10 years and more are hardly aware with the HR policies as they don’t give importance to it. At that time when they joined the organisation there was no induction programmes conducted, hence they are just only working whatever task is being assigned to them rather than fulfilling the organisational goals in totality. Whereas new people are fully aware with the HR policies as management has rightly conducted induction programmes for them. They also wanted to know that HR policies are employees friendly or not? Do they need to take any step to improve or work upon their HR policies? As NPC deals with the consultancy and training and development, so their main focus is that their employees are totally trained in all aspects or not. So, management wanted to put some questions related to training and development. Management also wanted to know about how many training and developments programmes are being attended by their employees in past 3 years. As some people in the organisation are lethargic to do new work or come up with new ideas, specially in an organisation which is an autonomous body, management wanted that old employees should come up with new ideas
of their sub-ordinates. Management already had a rough belief that old employees who are at now senior positions never let new talent to come forward with new ideas to do work efficiently and effectively. As many young talents have joined NPC in past 5 years, so management also wanted to know from them where they need improvement within the organisation. Hence, the question related to the infrastructure, furniture, IT equipment’s are being raised up. Even flexible timings option to be introduced or not is being asked from all the employees where management had a brief idea that 60% people will say NO to it as they are the majority of old employees but new employees wanted flexible timing option. So, to give new employees a belongingness feeling that their point is been taken into the consideration. This flexible timing question is being included. As from past 2 years or so many people went to other corporations on deputation or on permanent basis. So, management has also heard about that employees don’t get Diversified experience at NPC and hence, they move to the other organisations. So, management wanted to know that still how many people think so? Heather they are new employees or old employees? Management also thinks that there are 10% employees who are given a lot of work because of their past good work records. Hence, they also wanted to find out about it. Management also wanted to know the level of engagement of employees towards their work and how much they feel satisfied with the work allocated to them. If they are not satisfied to area of work, they are assigned with than they can give where they wanted to work. Management feels that there are around 30% work force under this category.
Being an autonomous body, here maximum numbers of employees are between the age group of 45-60. So, the management should focus on them and should provide them with training and development programmes to increase their competencies.
As observed in the organisation that this organisation follows informal channel of communication (grapevine) a lot. Hence, should strict measures should be taken to overcome this problem.
As in this organisation employees don’t have feeling of belongingness with the organisation, so programmes should be conducted to make employees feel being the part of the organisation.
Management can also conduct orientation programmes for the old employees so that they are being well aware about the mission, vision of the organisation.
Management should work on building hygiene, seating arrangements and other equipment’s (coffee and tea making machine, microwave etc.)
Management should have complained drop box where an employee van easily reach and can put their complain about their senior.
There should be a proper canteen service for the employees.
Meetings should also involve lower level employees too so that they feel sense of belongingness with the organisation.
There should be online accounts for the employees wherein they can easily get sanctioned with the leave.
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