A Study On Customer satisfaction towards Reliance Services

By

V.MANOJ
Reg.No. 1725F1133
Of

SASURIE COLLEGE OF ARTS AND SCIENCE

Perundurai, Erode – 638 052.

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

June, 2005
BONAFIDE CERTIFICATE

Certified that this project report titled “A Study on ‘Organisational

Culture’ and Its Impact on Employees’ Behaviour” is the bonafide work of
Miss. G. Harini who carried out the research under my supervision. Certified
further, that to the best of my knowledge the work reported herein does not form
part of any other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.

SUPERVISOR DIRECTOR

Viva - Voce held on _______________.

INTERNAL EXAMINER EXTERNAL EXAMINER

ABSTRACT

The topic of the project is ‘A Study on ‘Organizational Culture’ and it’s

Impact on employees’ behaviour’. It brings out the behavioural aspect of the
employees working in Hyundai Motors India Ltd. The main objective of the study
is to find the overall performance of the employees.

The research design used in this study is descriptive research design.

Data from 100 people were collected as population study. Data was collected by
survey method through structured questionnaire with close ended questions. The
primary data was obtained through questionnaire and secondary data from the
company records and through internet.

The purpose of the survey process is to provide a more accurate

assessment of the existing culture from the employees’ point-of-view and also to
assess their behaviours with respect to that of the existing culture.

The culture of an organisation consists of the values and beliefs of the

people in an organisation. The organisational culture usually has values and
beliefs that support the organisational goals. Organizational culture has an
impact on employee’s satisfaction.

The analysis was done through simple percentage analysis and weighted
average method. From the analysis it was found that the employees of HMIL
were much satisfied with their interpersonal relationships, co-ordination and
integration between various departments of the organization, and also the
rewards & incentives given by their management. But the management has to
provide more practical sessions in training programmes to improve their
performance in their respective fields. Such training programmes will help them
to enhance their knowledge in the respective fields.
 CONTENTS

Chapter No. Particulars Page No.

LIST OF TABLES

LIST OF CHARTS

1. INTRODUCTION

1.1 Industry Profile 1

1.2 Company Profile 4
2.
OBJECTIVES, SCOPE AND LIMITATIONS
OF THE STUDY

2.1 Objectives of the study 10

2.2 Scope of the study 11
2.3 Limitations of the study 12
3.
RESEARCH METHODOLOGY

3.1 Research Design 13

3.2 Population Size 13
3.3 Data Source 14
3.4 Analysis and Interpretation 14

4. DATA ANALYSIS AND INTERPRETATION

4.1 Analysis of the Data 15

4.2 Weighted Average 48

5. RESULTS AND DISCUSSIONS

5.1 Findings 50
5.2 Suggestions 53
5.3 Conclusions 54

APPENDIX

REFERENCES
Table. No. Particulars Page No.

1 Highly involved in their work 15

2 Ability to manage my their own work 17

3 Others cooperate to get work done 19

4 Members have good interpersonal 20

relationship

5 Employee consulted on important maters 21

6 Effective utilization of skills and abilities 22

by the company

7 Capabilities are viewed as important 23

source of competitive advantage

8 Work related suggestions are valued 24

9 The organization values diversity 25

10 Organization has clear and consistent set 27

of values

11 While disagreements occurs employee 28

work hard to achieve solutions

12 Easy for the employee to reach consensus 29

even on difficult issues

13 Feel happy to work with people from other 30

parts of the organization also

14 Its easy for me to coordinate with different 31

departments of the organization

15 Employee respond well to the 33

organizational change

16 Employees continually adopt new and 35

improved ways to do work
17 Company’s current activities reflect a 36
strong focus on clients.

18 Employees given a real opportunity to 37

improve their skills in the organization

19 Employees view failure as an opportunity 38

for learning and improvement

20 Organization has clear mission that gives 39

meaning and direction to their work

21 Employees are clear with organization 41

long-term purpose and direction

22 Employees have clear idea about my 42

company’s goal

23 Employees continuously track their 43

progress against the stated goal

24 Employees have shared vision about the 45

future of organization

25 Organization’s vision creates motivation 46

for the employees

26 Opinion about the organizational factors 48

with respect to employees behavioral
aspects
Chart .No. Particulars Page No.

1 Highly involved in their work 16

2 Ability to manage my their own work 18

3 The organization values diversity 26

4 Employee respond well to the 33

organizational change

5 Employees continually adopt new and 35

improved ways to do work

6 Organization has clear mission that gives 40

meaning and direction to their work

7 Employees continuously track their 44

progress against the stated goal

8 Organization’s vision creates motivation 47

for the employees
 CHAPTER 1

INTRODUCTION

1.1 INDUSTRY PROFILE

AUTOMOBILE INDUSTRY

Automobile Industry, industry that produces automobiles and other

gasoline-powered vehicles, such as buses, trucks, and motorcycles. The
automobile industry is one of the most important industries in the world, affecting
not only the economy but also the cultures of the world. It provides jobs for
millions of people, generates billions of dollars in worldwide revenues, and
provides the basis for a multitude of related service and support industries.
Automobiles revolutionized transportation in the 20th century, changing forever
the way people live, travel, and do business.

The automobile has enabled people to travel and transport goods

farther and faster, and has opened wider market areas for business and
commerce. The auto industry has also reduced the overall cost of transportation
by using methods such as mass production (making several products at once,
rather than one at a time), mass marketing (selling products nationally rather
than locally), and globalization of production (assembling products with parts
made worldwide). Between 1886 and 1898, about 300 automobiles were built,
but there was no real established industry. A century later, with automakers and
auto buyers expanding globally, auto making became the world's largest
manufacturing activity, with nearly 58 million new vehicles built each year
worldwide.
 As a result of easier and faster transportation, the United States and
world economies have become dependent on the mobility that automobiles,
trucks, and buses provide. This mobility allowed remote populations to interact
with one another, which increased commerce. The transportation of goods to
consumers and consumers to goods has become an industry in itself. The
automobile has also brought related problems, such as air pollution, congested
traffic, and highway fatalities. Nevertheless, the automobile industry continues to
be an important source of employment and transportation for millions of people
worldwide.

INDIA AUTOMOBILE INDUSTRY

Following India's growing openness, the arrival of new and existing

models, easy availability of finance at relatively low rate of interest and price
discounts offered by the dealers and manufacturers all have stirred the demand
for vehicles and a strong growth of the Indian automobile industry.

The data obtained from ministry of commerce and industry, shows high
growth obtained since 2001- 02 in automobile production continuing in the first
three quarters of the 2004-05. Annual growth was 16.0 per cent in April-
December, 2004; the growth rate in 2003-04 was 15.1 per cent the automobile
industry grew at a compound annual growth rate (CAGR) of 22 per cent between
1992 and 1997. With investment exceeding Rs. 50,000 crore, the turnover of the
automobile industry exceeded Rs. 59,518 crore in 2002-03. Including turnover of
the auto-component sector, the automotive industry's turnover, which was above
Rs. 84,000 crore in 2002-03, is estimated to have exceeded Rs.1,00,000 crore (
USD 22. 74 billion) in 2003-04.
Automobile Dealers Network in India

In terms of Car dealer networks and authorized service stations,

Maruti leads the pack with Dealer networks and workshops across the country.
The other leading automobile manufactures are also trying to cope up and are
opening their service stations and dealer workshops in all the metros and major
cities of the country. Dealers offer varying kind of discount of finances who in
tern pass it on to the customers in the form of reduced interest rates.

Major Manufacturers of Automobiles in India

 Maruti Udyog Ltd.

 General Motors India
 Ford India Ltd.
 Eicher Motors
 Bajaj Auto
 Daewoo Motors India
 Hero Motors
 Hindustan Motors
 Hyundai Motor India Ltd.
 Royal Enfield Motors
 Telco
 TVS Motors
 DC Designs
 Swaraj Mazda Ltd

Government has liberalized the norms for foreign investment and

import of technology and that appears to have benefited the automobile sector.
The production of total vehicles increased from 4.2 million in 1998- 99 to 7.3
million in 2003-04. It is likely that the production of such vehicles will exceed 10
million in the next couple of years.
1.2 COMPANY PROFILE

ABOUT HYUNDAI MOTORS INDIA LIMITED

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of

Hyundai Motor Company, South Korea and is the second largest and the fastest
growing car manufacturer in India. HMIL presently markets over 25 variants of
passenger cars in six segments. The Santro in the B segment, Getz in the B+
segment, the Accent in the C segment, the Elantra in the D segment, the Sonata
in the E segment and the Terracan in the SUV segment.

The company recorded combined sales of 215,630 cars during the

calendar year 2004 with a growth of 43% over year 2003. HMIL is India’s fastest
growing car company having rolled-out over 700,000 cars in just over 70 months
since its inception and is the largest exporter of passenger cars with exports of
over Rs. 1,700 crores. HMIL has recorded a staggering growth of 149% in
exports over the year 2003.

HMIL’s fully integrated state-of-the-art manufacturing plant near

Chennai boasts some of the most advanced production, quality and testing
capabilities in the country. In continuation of its investment in providing the Indian
customer global technology, HMIL has announced plans for its second plant,
which will produce 150,000 units per annum, raising HMIL’s total production
capacity to 400,000 per annum by 2007. The plant will be built on a 2.1 million
square meter site adjacent to the existing facility with an investment of $450-
$500 million on its new integrated facility. HMIL is investing to expand capacity
in line with its positioning as HMC’s global export hub for compact cars. Apart
from expansion of production capacity, HMIL plans to expand its dealer network,
which will be increased from 146 to 180 this year. And with the company’s greater
focus on the quality of its after-sales service, HMIL’s service network will be
expanded to over 1,000 in 2005.

ABOUT HYUNDAI MOTOR COMPANY

The parent company of HMIL is the Korean Car giant Hyundai Motor
Company (HMC), a part of the Hyundai Motor Group comprising Hyundai Motor
Company, Kia Motors, Hyundai Mobis and other affiliated companies, with a
combined turnover of over US$ 50 Billion. The Hyundai Motor Group with a
presence in over 185 countries and with a combined annual sale of over 3 million
units is one of the fastest growing auto manufacturers in the world.

Hyundai Motor and its sister concern Kia Motor achieved global sales
of over 3.16 million cars worldwide in 2004. The target for 2005 is an ambitious
3.7 million vehicles.
HYUNDAI’S FULLY INTEGRATED MANUFACTURING CAPABILITIES

The Press Shop

A computer controlled line that converts sheet metal to body panels

of high dimensional accuracy and consistency.

The Body Shop

A hi-tech line that builds full body shells from panels. Automated
robotic arms are used for intricate welding operations that ensure superior and
consistent build quality.

The Paint Shop

This is one of the most modern paint shops in the country and uses
the environment friendly water based process for superior and lasting exteriors.
A unique process management system followed here helps us deliver the most
extensive colour range, independent of minimum batch requirements, helping
customers get their preferred colour anytime.
The Aluminium foundry

Forges the engine cylinder blocks for our cars to exacting design
specifications.

The Engine and Transmission Shop

One of the biggest engine shops in the country, this unit is equipped
with the most modern tooling and testing facilities to make a wide range of
engines in house.

The Plastic Extrusion Unit

Moulds the dashes, bumpers and other plastic components to perfect

fit and finish.

The Plastic Paint Shop

One of the very few manufacturing units in India to have this facility
in-house, Hyundai's plastic paint shop delivers a high grade finish on exterior
plastic components.

The Test Track

 With comprehensive performance testing facilities like rattle testing
and ABS brake testing; this track is designed to meet pre-delivery (PDI)
certification standards to exacting Euro specifications.

R&D FACILITIES

Hyundai and Kia together have R&D centres in the United States,
Europe, and Japan apart from the global R&D headquarters at Ulsan, Korea.

The Hyundai Motor Group has recently dedicated an annual R&D

spend of close to US$ 2 Billion, up from US$ 1.2 Billion to enhance its thrust on
new product development and achieve global quality benchmarks by year 2005.
This includes the $30 Mn Hyundai-Kia Design and Technical Center in Irvive,
California.

ENVIRONMENT MANAGEMENT

Hyundai Motor India has been awarded the benchmark ISO 14001
certification for its sustainable environment management practices. Living up to
its commitment of providing global standards of qualityand process management
in India, Hyundai had put in place an Environment Management System (EMS)
at its manufacturing plant in Chennai right from its project stage. The certification
process was completed in a record time of 10 months with 'Zero NCRs'. The
assessment was done by TUV SUDDEUTSCHLAND and covered areas like
Awareness Training, Technology Upgradation, Recycling, Waste Management
and fulfilling Government Regulations.

HMI is also working on a backward integration strategy that will

support vendors of the company in implementing EMS.

Hyundai Motor Company, S.Korea, the parent of HMI, has been doing
considerable work on sustainable Environment Management. The company has
a well-defined framework in place for developing products that reduce pollutant
emissions and processes for preservation of natural resources and energy along
all the stages of the product lifecycle from production, sales, and use to disposal.
The company has also been in the forefront of development of environment
friendly technologies like Hybrid Electric Vehicles (HEVs), and Fuel Cell Electric
Vehicles (FCEVs) and has been awarded the ISO 14001 certification for all its
three major plants in Ulsan, Asan and Jeonju in S.Korea.

SOCIAL RESPONSIBILITY

Hyundai, as a responsible corporate citizen is committed to

sustainable social development and the preservation of the environment. All the
company's key manufacturing units, including the Indian plant has the ISO 14001
certification for its Environment management practices. As a part of its social
responsibility programs, the company conducts various campaigns to spread
awareness of in-car safety and safe driving practices, particularly targeted
against drunken driving, speeding, etc.
 As a part of its community development projects, the company has
adopted a few villages around its factory in Tamilnadu and has been working
towards the social and economic development of these villages, assisting them
in the areas of primary health care, education, basic amenities and employment
opportunities.

CHAPTER 2

OBJECTIVES, SCOPE AND

LIMITATIONS OF THE STUDY

2.1 OBJECTIVES OF THE STUDY

This study is undertaken with the following objectives.

1. To assess the existing culture of the organization and to find its

impact on employees’ behaviour.

2. To analyse the overall performance of the employees.

3. To learn the employees relationship with their peers.

 4. To study the employees feel about the management.

5. To understand how the employer encourages participation in

decision making.

6. To find out the employees motivational factor.

2.2 SCOPE OF THE STUDY

1. It helps the management

 To understand the causes of performance problems.

 To understand how to assess the effectiveness of motivational
practices in the organization.

2. This study focuses on today's turbulent, often chaotic, environment,

commercial success depends on employees making use of their talents
in full.

3. The management can create the work environment in which their

employees will thrive.

4. The management can

 Enhance the professional perception of the employees

 Foster a team oriented cooperative environment
 Enhance employee relationship
 Provide constructive feedback to their performance
 Encourage the resolve of the employees to change the negative
behavior pattern
2.3 LIMITATIONS OF THE STUDY

 It is difficult to elicit responses from employees who do night shifts.

 The attitude of the worker changes from time to time. Hence the
result of the project may be applicable only at present.

 We cannot get exact information because some of the employees

are reluctant to share the information.
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

A research design is an arrangement of condition for collection and

analysis of the data in a manner that aims to combine relevance to the research
purpose with economy in procedure.

The study is descriptive in nature i.e., descriptive research. Descriptive

research is concerned with describing the characteristics of a particular individual
or group. This includes surveys and fact-finding enquiries of different kinds. The
main characteristic of this method is that the researcher has no control over the
variables; one can only report what has happened or what is happening. Thus,
the research design in case of descriptive study is a comparative design throwing
light on all the areas and must be prepared keeping the objectives of the study
and the resources available. This study involves collection of data from Junior
level Executives.

3.2 POPULATION SIZE

The universe of the study consists of employees (Junior level

Executives) of Hyundai with a total number of 105. Out of the total population
data could be collected from 100 persons.

3.3 DATA SOURCE

 This study involves collection of primary data from the employees of
Hyundai. This survey method is used considering the size of the universe and
time factor. Data are collected through structured Questionnaire. Questionnaire
has been designed and personally administered.

3.4 ANALYSIS AND INTERPRETATION

As the questions generate direct information the data were analyzed

using Statistical tools such as,

1. Simple percentage
2. Weighted average
CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS OF THE DATA

TABLE NO. 1

HIGHLY INVOLVED IN THEIR WORK

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 53 53.0
2. Agree 24 24.0
3. Neutral 14 14.0
4. Slightly Disagree 9 9.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 53% of the respondents have
strongly agreed that they are highly involved in work, followed by 24% of the
respondents who agreed, 14% of the respondents are neutral and 9% of the
respondents slightly disagreed.
 CHART 1
HIGHLY INVOLVED IN THEIR WORK

60
53

50

40
PERCENTAGE

30
24

20
14
9
10

0
0
Strongly Agree Agree Neutral Slightly Disagree
Disagree
 TABLE NO. 2

ABILITY TO MANAGE THEIR OWN WORK

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 47 47.0
2. Agree 34 34.0
3. Neutral 15 15.0
4. Slightly Disagree 4 4.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 47% of the respondents have
strongly agreed about managing their own work, followed by 34% of the
respondents who agreed, 15% of the respondents are neutral and 4% of the
respondents slightly disagreed.
 CHART 2
ABILITY TO MANAGE THEIR OWN WORK

50 47
45

40

34
35
PERCENTAGE

30

25

20
15
15

10

4
5
0
0

Strongly Agree Agree Neutral Slightly Disagree Disagree

 TABLE NO. 3

OTHERS COOPERATE TO GET WORK DONE

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 12 12.0
2. Agree 65 65.0
3. Neutral 23 23.0
4. Slightly Disagree 0 0.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 65% of the respondents are
agreeing about cooperation in doing work, 12% of the respondents strongly
agree and 23% of the respondents are neutral. This shows that majority of the
employees feel that there is interpersonal cooperation.
 TABLE NO. 4

MEMBERS HAVE A GOOD INTERPERSONAL

RELATIONSHIP

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 22 22.0
2. Agree 41 41.0
3. Neutral 32 32.0
4. Slightly Disagree 5 5.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 41% of the respondents agree on
that they have good relationship with other members, 22% of the respondents
have strongly agreed, 32.7% of the respondents are neutral and 5% of the
respondents slightly disagreed.
 TABLE NO. 5

EMPLOYEE CONSULTED ON IMPORTANT MATERS

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 15 15.0
2. Agree 26 26.0
3. Neutral 50 50.0
4. Slightly Disagree 9 9.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 50% of the respondents are
neutral about the boss consult the employee on important matters, followed by
15% of the respondents who strongly agreed, 26% of the respondents have
agree and 9% of the respondents slightly disagreed.
 TABLE NO. 6

EFFECTIVE UTILIZATION OF SKILLS AND

ABILITIES BY THE COMPANY

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 9 9.0
2. Agree 56 56.0
3. Neutral 26 26.0
4. Slightly Disagree 5 5.0
5. Disagree 4 4.0
Total 100 100.0

INFERENCE

From the above table it is clear that 56% of the respondents agree
that their skills and abilities are utilized effectively by the company, 9% of the
respondents strongly agree, 26% of the respondents are neutral, 5% of the
respondents slightly disagreed and 4% of them disagreed.
 TABLE NO. 7

CAPABILITIES ARE VIEWED AS IMPORTANT

SOURCE OF COMPETITIVE ADVANTAGE

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 18 18.0
2. Agree 39 39.0
3. Neutral 27 27.0
4. Slightly Disagree 6 6.0
5. Disagree 10 10.0
Total 100 100.0

INFERENCE

From the above table it is clear that 39% of the respondents agree
that their capabilities are viewed as important source of competitive advantage,
18% of the respondents strongly agree, 27% of the respondents are neutral, 6%
of the respondents slightly disagreed and 10% of them disagreed.
 TABLE NO. 8

WORK RELATED SUGGESTIONS ARE VALUED

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 13 13.0
2. Agree 44 44.0
3. Neutral 30 30.0
4. Slightly Disagree 6 6.0
5. Disagree 7 7.0
Total 100 100.0

INFERENCE

From the above table it is clear that 44% of the respondents agree
that their work related suggestions are valued in the organization, 13% of the
respondents strongly agreed, 30% of the respondents are neutral, 6% of the
respondents slightly disagreed and 7% of them disagreed.
 TABLE NO. 9

THE ORGANIZATION VALUES DIVERSITY

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 13 13.0
2. Agree 50 50.0
3. Neutral 28 28.0
4. Slightly Disagree 9 9.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 50% of the respondents agree
that the organisation values diversity, 13% of the respondents have strongly
agreed, 28% of the respondents are neutral and 9% of the respondents slightly
disagreed.
 CHART 3
THE ORGANIZATION VALUES DIVERSITY

60

50
50

40
PERCENTAGE

30 28

20
13
9
10

0
0
Strongly Agree Agree Neutral Slightly Disagree Disagree
 TABLE NO. 10

ORGANIZATION HAS CLEAR AND CONSISTENT

SET OF VALUES

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 22 22.0
2. Agree 35 35.0
3. Neutral 33 33.0
4. Slightly Disagree 6 6.0
5. Disagree 4 4.0
Total 100 100.0

INFERENCE

From the above table it is clear that 35% of the respondents agree
that the organization has clear and consistent set of values, 22% of the
respondents have strongly agreed, 33% of the respondents are neutral, 6% of
the respondents slightly disagreed and 4% of them disagreed.
 TABLE NO. 11

WHILE DISAGREEMENTS OCCUR THE EMPLOYEE

WORK HARD TO ACHIEVE SOLUTIONS

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 17 17.0
2. Agree 58 58.0
3. Neutral 19 19.0
4. Slightly Disagree 2 2.0
5. Disagree 4 4.0
Total 100 100.0

INFERENCE

From the above table it is clear that 58% of the respondents agree
that they will work hard to achieve “win-win” solutions when disagreements
occur, 17% of the respondents strongly agree, 19% of the respondents are
neutral, 2% of the respondents slightly disagreed and 4% of them disagreed.
 TABLE NO. 12

EASY FOR THE EMPLOYEE TO REACH CONSENSUS

EVEN ON DIFFICULT ISSUES

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 12 12.0
2. Agree 49 49.0
3. Neutral 31 31.0
4. Slightly Disagree 8 8.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 49% of the respondents agree
that it’s easy for them to reach consensus even on difficult issues, 12% of the
respondents strongly agree, 31% of the respondents are neutral and 8% of the
respondents slightly disagreed.
 TABLE NO. 13

FEEL HAPPY TO WORK WITH PEOPLE FROM OTHER

PARTS OF THE ORGANIZATION ALSO

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 44 44.0
2. Agree 35 35.0
3. Neutral 13 13.0
4. Slightly Disagree 8 8.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 44% of the respondents have
strongly agreed that they feel happy to work with people from other part of the
organization also, followed by 35% of the respondents who agreed, 13% of the
respondents are neutral, and 8% of the respondents slightly disagreed.
 TABLE NO. 14

IT IS EASY TO COORDINATE WITH DIFFERENT

DEPARTMENTS OF THE ORGANIZATION

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 41 41.0
2. Agree 46 46.0
3. Neutral 11 11.0
4. Slightly Disagree 0 0.0
5. Disagree 2 2.0
Total 100 100.0

INFERENCE

From the above table it is clear that 46% of the respondents agree
that it is easy for them to coordinate with other departments, 41% of the
respondents strongly agree, 11% of the respondents are neutral and 2% of the
respondents disagreed.
 TABLE NO. 15

EMPLOYEES RESPOND WELL TO THE

ORGANIZATIONAL CHANGES

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 42 42.0
2. Agree 47 47.0
3. Neutral 11 11.0
4. Slightly Disagree 0 0.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 47% of the respondents agree
that they respond well to the organisational changes, 42% of the respondents
strongly agree and 11% of the respondents are neutral.
 CHART 4
EMPLOYEES RESPOND WELL TO THE ORGANIZATIONAL CHANGES

50 47

45 42

40

35
PERCENTAGE

30

25

20

15
11
10

5
0 0
0
Strongly Agree Agree Neutral Slightly Disagree Disagree
 TABLE NO. 16

EMPLOYEES CONTINUALLY ADOPT TO NEW

AND IMPROVED WAYS TO DO WORK

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 33 33.0
2. Agree 46 46.0
3. Neutral 16 16.0
4. Slightly Disagree 4 4.0
5. Disagree 1 1.0
Total 100 100.0

INFERENCE

From the above table it is clear that 46% of the respondents agree
that they continually adopt new and improved ways to do work, 33% of the
respondents strongly agree, 16% of the respondents are neutral, 4% of the
respondents slightly disagreed and 1% of them disagreed.
 CHART 5
EMPLOYEES CONTINUALLY ADOPT NEW AND IMPROVED
WAYS TO DO WORK

50
46
45

40

35 33
PERCENTAGE

30

25

20
16
15

10
4
5
1
0
Strongly Agree Agree Neutral Slightly Disagree Disagree
 TABLE NO. 17

COMPANY’S CURRENT ACTIVITIES REFLECT

A STRONG FOCUS ON CLIENTS

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 22 22.0
2. Agree 45 45.0
3. Neutral 23 23.0
4. Slightly Disagree 10 10.0
5. Disagree 0 0.0
Total 100 100.0

INFERENCE

From the above table it is clear that 45 of the respondents agree that
the company’s current activities reflect a strong focus on clients, 22% of the
respondents strongly agree, 23% of the respondents are neutral, 10% of the
respondents slightly disagreed.
 TABLE NO. 18

EMPLOYEES GIVEN A REAL OPPORTUNITY TO IMPROVE

THEIR SKILLS IN THE ORGANIZATION

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 31 31.0
2. Agree 41 41.0
3. Neutral 15 15.0
4. Slightly Disagree 5 5.0
5. Disagree 8 8.0
Total 100 100.0

INFERENCE

From the above table it is clear that 41% of the respondents agree
that they are given real opportunity to improve their skills in the organization, 31%
of the respondents strongly agree, 15% of the respondents are neutral, 5% of
the respondents slightly disagreed and 8% of them disagreed.
 TABLE NO. 19

EMPLOYEES VIEW FAILURE AS AN OPPORTUNITY FOR

LEARNING AND IMPROVEMENT

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 25 25.0
2. Agree 52 52.0
3. Neutral 18 18.0
4. Slightly Disagree 1 1.0
5. Disagree 4 4.0
Total 100 100.0

INFERENCE

From the above table it is clear that 52% of the respondents agree
that they view failure as an opportunity for learning and improvement, 25% of the
respondents strongly agreed, 18% of the respondents are neutral, 1% of the
respondents slightly disagreed and 4% of them disagreed.
 TABLE NO. 20

ORGANIZATION HAS A CLEAR MISSION THAT GIVES

MEANING AND DIRECTION TO THEIR WORK

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 20 20.0
2. Agree 48 48.0
3. Neutral 23 23.0
4. Slightly Disagree 2 2.0
5. Disagree 7 7.0
Total 100 100.0

INFERENCE

From the above table it is clear that 48% of the respondents agree
that the organization has a clear meaning and direction to their work, 20% of the
respondents strongly agree, 23% of the respondents are neutral, 2% of the
respondents slightly disagreed and 7% of them disagreed.
 CHART 6
ORGANIZATION HAS CLEAR MISSION THAT GIVES
MEANING AND DIRECTION TO THEIR WORK

60

50 48

40
PERCENTAGE

30
23
20
20

10 7
2
0
Strongly Agree Agree Neutral Slightly Disagree Disagree
 TABLE NO. 21

EMPLOYEES ARE CLEAR WITH THE ORGANIZATION’S

LONG TERM PURPOSE AND DIRECTION

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 29 29.0
2. Agree 46 46.0
3. Neutral 17 17.0
4. Slightly Disagree 2 2.0
5. Disagree 6 6.0
Total 100 100.0

INFERENCE

From the above table it is clear that 46% of the respondents agree
that they are clear with the organization's long term purpose and direction, 29%
of the respondents strongly agree, 17% of the respondents are neutral, 2% of
the respondents slightly disagreed and 6% of them disagreed.
 TABLE NO. 22

EMPLOYEES HAVE CLEAR IDEA ABOUT THE

COMPANY’S GOAL

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 32 32.0
2. Agree 49 49.0
3. Neutral 15 15.0
4. Slightly Disagree 2 2.0
5. Disagree 2 2.0
Total 100 100.0

INFERENCE

From the above table it is clear that 49% of the respondents agree
that they have clear idea about the company’s goal, 32% of the respondents
strongly agree, 15% of the respondents are neutral, 2% of the respondents
slightly disagreed and 2% of them disagreed.
 TABLE NO. 23

EMPLOYEES CONTINUOUSLY TRACK THEIR PROGRESS

AGAINST THE STATED GOALS

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 26 26.0
2. Agree 48 48.0
3. Neutral 22 22.0
4. Slightly Disagree 3 3.0
5. Disagree 1 1.0
Total 100 100.0

INFERENCE

From the above table it is clear that 48% of the respondents agree
that they continuously track their progress against the stated goals, 26% of the
respondents strongly agree, 22% of the respondents are neutral, 3% of the
respondents slightly disagreed and 1% of them disagreed.
 CHART 7
EMPLOYEES CONTINUOUSLY TRACK THEIR PROGRESS
AGAINST THE STATED GOALS

60

50 48

40
PERCENTAGE

30 26
22
20

10
3
1
0
Strongly Agree Agree Neutral Slightly Disagree Disagree
 TABLE NO. 24

EMPLOYEES HAVE A SHARED VISION ABOUT

THE FUTURE OF ORGANIZATION

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 46 46.0
2. Agree 30 30.0
3. Neutral 17 17.0
4. Slightly Disagree 4 4.0
5. Disagree 3 3.0
Total 100 100.0

INFERENCE

From the above table it is clear that 46% of the respondents have
strongly agreed that they have a shared vision about the future of the
organization, followed by 30% of the respondents who agreed, 17% of the
respondents are neutral, 4% of the respondents slightly disagreed and 3% of
them disagreed.
 TABLE NO. 25

ORGANIZATION’S VISION CREATES MOTIVATION

FOR THE EMPLOYEES

S.No. Opinion No. of Percentage

Respondents
1. Strongly Agree 25 25.0
2. Agree 57 57.0
3. Neutral 10 10.0
4. Slightly Disagree 3 3.0
5. Disagree 5 5.0
Total 100 100.0

INFERENCE

From the above table it is clear that 57% of the respondents agree
that organization’s vision creates motivation for them, 25% of the respondents
strongly agree, 10% of the respondents are neutral, 3% of the respondents
slightly disagreed and 5% of them disagreed.
 CHART 8
ORGANIZATION’S VISION CREATES
MOTIVATION FOR THE EMPLOYEES

60 57

50

40
PERCENTAGE

30
25

20

10
10
5
3

0
Strongly Agree Agree Neutral Slightly Disagree Disagree

4.2 WEIGHTED AVERAGE

 TABLE NO. 26

OPINION ABOUT THE ORGANIZATIONAL FACTORS WITH

RESPECT TO EMPLOYEES BEHAVIORAL ASPECTS

S.No. Factors Weightage

Score
1. I am highly involved in my work 4.21

2. I have the ability to manage my own work 4.24

3. The people I work with cooperate to get work done 3.89
4. My team members have a good interpersonal 3.80
relationship with me
5. My boss consults me on important maters 3.47
6. My skills and abilities are utilized effectively by the 3.61
company
7. My capabilities are viewed as an important source 3.49
of competitive advantage
8. My work related suggestions are valued 3.50
9. The organization values diversity 3.67
10. There is a clear and consistent set of values 3.65
11. When disagreements occur, I work hard to achieve 3.82
“win-win” solutions
12. It is easy for me to reach consensus, even on 3.65
difficult issues
13. I feel happy to work with people from other parts of 4.07
the organization also
14. It is easy for me to coordinate with different 4.24
departments of the organization
15. I respond well to the organizational changes 4.31
16. I continually adopt new and improved ways to do 4.06
work.
 17. The company’s current activities reflect a strong 3.79
focus on clients
18. I am given a real opportunity to improve my skills 3.82
in this organization
19. I view failure as an opportunity for learning and 3.93
improvement
20. There is a clear mission that gives meaning and 3.75
direction to my work
21. I am clear with the organizations long-term 3.90
purpose and direction
22. I have clear idea about my company’s goal 4.07
23. I continuously track my progress against the stated 3.95
goals
24. I have a shared vision of what the organization will 4.12
be like in the future
25. Organization’s vision creates motivation for me 3.94

INFERENCE

From the above table it is clear that most of the respondents gave
more weightage for the statement “I respond well to the organizational changes”,
secondly respondents give more weightage for two statements “I have the ability
to manage my own work & It is easy for me to coordinate with different
departments of the organization ”, third weightage for statement “I am highly
involved in my work”, fourth weightage for the statement “I have a shared vision
of what the organization will be like in the future” and the fifth position is for two
statements “I feel happy to work with people from other parts of the organization
also & I have clear idea about my company’s goal”.
 CHAPTER – 5

RESULTS AND DISCUSSIONS

5.1 FINDINGS

 Majority (53%) of the respondents strongly agreed that they are highly
involved in their work.

 Sizable number (47%) of the respondents strongly agreed that they have
ability to manage their own work.

 Majority (65%) of the respondents agreed that the people they work with
are cooperating to get work done.

 Sizable number (41%) of the respondents agreed that they have good
relationship with other members.

 Half (50%) of the respondents are neutral that their boss consult them on
important matters.

 Majority (56%) of the respondents agreed that the company utilizes their
skills and abilities effectively.

 A good number (39%) of the respondents agreed that their capabilities

are viewed as an important source of competitive advantage.

 Sizable number (44%) of the respondents agreed that their work related
suggestions are valued by the company.
 Half (50%) of the respondents agreed that the organization values
diversity.

 A good number (35%) of the respondents agreed that there is clear and
consistent set of values in the organization.

 Majority (58%) of the respondents agreed that while disagreements occur

they work hard to achieve “win-win” solutions.

 Sizable number (49%) of the respondents agreed that it’s easy for them
to reach solutions even on difficult issues.

 Sizable number (44%) of the respondents strongly agreed that they feel
happy to work with people from other parts of the organization also.

 Sizable number (46%) of the respondents agreed that it’s easy for them
to coordinate with other departments.

 Sizable number (47%) of the respondents agreed that they respond well
for the organizational changes.

 Sizable number (46%) of the respondents agreed that they continuously

adopt to new & improved ways to do work.

 Sizable number (45%) of the respondents agreed that company’s current

activities reflect a strong focus on clients.

 Sizable number (41%) of the respondents agreed that they are given a
real opportunity to improve their skills in the organization.

 Majority (52%) of the respondents agreed that they view failure as an

opportunity for learning and improvement.

 Sizable number (48%) of the respondents agreed that the organization’s

clear mission gives meaning and direction to their work.

 Half (50%) of the respondents agreed that they are clear with
organization’s long term purpose and direction.
 Sizable number (49%) of the respondents agreed that they have clear
idea about the company’s goal.

 Sizable number (48%) of the respondents agreed that they continuously

track their progress against stated goals of the company.

 Sizable number (46%) of the respondents strongly agreed that they have
shared vision on organization’s future.

 Majority (57%) of the respondents agreed that the organization’s vision

creates motivation for them.

 Most of the respondents gave more weightage for the statement “I

respond well to the organizational changes”.
5.2 SUGGESTIONS

 In training programmes practical sessions must receive greater

emphasize.

 The management may enhance the frequency of employee’s

feedback on their performance.

 Now, only the employees who belong to committees can participate

in decision-making. The management may encourage all the
employees to participate in decision-making process.
5.3 CONCLUSION

The study about the organizational culture and behaviour on

employees reveals that the workers were satisfied with their ability, co-
operation, team work, involvement, supervisors, utilization of their skills
and rewards etc. They are highly satisfied with the current culture of HMIL.

Because of this favourable culture the employees’ show positive

behaviours like high involvement, highly commitment to the organization,
highly motivated and highly flexible to the organizational changes etc.
1-15,17,19-25,27-31,32,34,36-39,41-43,45,46,48-54