Asmaa Pressing Final Report

A STUDY ON ATTITUDE OF EMPLOYEES TOWARDS ORGANIZATION
CLIMATE IN ASMAA PRESSING PRIVATE LIMITED
Submitted in partial fulfillment of the requirement for the award of the degree of
Master of Business Administration of Madurai Kamaraj University
By
P.DIVYA BHARATHI
2018MBA09
Under the guidance of
Mrs. N.ASHA.,MBA.,MPhil.,Ph.D
Department of Management Studies
Fatima College (Autonomous)
Madurai – 625 018.
October 2019
Madurai – 625 018.
Certificate
This is to certify that the live project work entitled “A STUDY ON ATTITUDE OF
EMPLOYEES TOWARDS ORGANIZATION CLIMATE IN ASMAA PRESSING PRIVATE
LIMITED” is a bonafide record of work done by P.DIVYA BHARATHI, (2018MBA09)
submitted in partial fulfillment of the requirement for the degree of Master of Business
Administration of Madurai Kamaraj University.
Faculty Guide Head of the Department
(Mrs.N.ASHA) (Dr.Mrs.P.SHYAMALA)
Director
(S.Raju)
Madurai – 625018.
P.DIVYA BHARATHI
2018MBA09
Declaration
I hereby declare that the project done under the title “A STUDY ON ATTITUDE OF
EMPLOYEES TOWARDS ORGANIZATION CLIMATE IN ASMAA PRESSING PRIVATE
LIMITED” submitted for the award of the Degree of Master of Business Administration
is my original work and that no part of this project has been submitted fully or partly
for any other recognition earlier:
Signature of the Student.
P.DIVYA BHARATHI
ACKNOWLEDGEMENT
First and foremost I would like to thank God almighty whose blessings made me to complete the
training successfully.
It is a great pleasure to acknowledge my sincere thanks to Dr.Sr.G.Celine Sahaya Mary,

Principal, Fatima College (Autonomous), Madurai.
I express my gratitude to Dr.S.Raju, Director, Fatima College (Autonomous), Madurai for

providing me such an opportunity.
I also thank Dr.P.Shyamala HOD, Department of Management Studies for her moral support
to undergo the training/ Project.
I indeed greatly thankful to my faculty guide Mrs.N.Asha.MBA,M.Phil.,Ph.D., for her moral

support to under go the training/ Project.
It is a great pleasure to acknowledge my sincere thanks to guide Ibrahim, Senior HR in Asmaa

Pressing Private Limited, Uranganpatti.
I wish to express my gratitude to all the staff members in the Department of Management
Studies for their encouragement for completing this training. Finally I thank my teachers,
respondents, friends and parents who helped me in completing my training successfully.
INTRODUCTION
An employee’s work behavior which is mainly influenced by his motivation,
determines the success of an organization to a great extent. Employee motivation, in turn is mostly influenced by
various dimensions of organizational climate prevailing in a particular organization. organizational climate and
attitude of employees plays a different roles in organization, it is a controversial issue . my topic is “A STUDY
ON ATTITUDE OF EMPLOYEE TOWARDS ORGANIZATION CLIMATE IN ASMAA PRESSING
PRIVATE LIMITED” is fully based on the attitude and organizational climate which includes low level
workers, HR and also include quality of workers life, About organizational climate practiced in the enterprise from
time to time, enduring quality of the organization’s internal environment experienced by its employees, function of
an employee and his interaction with the organization’s environment.
CONTENT
Chapter I INTRODUCTION
 Industry Profile
 Company profile
 Need for the Study
 Scope of the Study
 Limitations of the Study
Chapter II REVIEW OF LITERATURE
Chapter III RESEARCH METHODOLOGY
Chapter IV ANALYSIS AND INTERPRETATION
Chapter V FINDINGS, SUGGESTIONS & CONCLUSION
 BIBLIOGRAPHY
 APPENDIX
CHAPTER-I
Asmaa Pressing Private Limited is an auto parts, sheet metal components and welded assembled parts manufacturer
at Madurai, with the Design & Development capacity for sheet metal pressed & welded parts, which are supplied
to leading global Industries and domestic parts manufacturers in India. APPL capabilities span wide range of
products in automotive sector and the company stands as a perfect amalgam of people, technology and resources
reinforced with strategic top management with thorough knowledge of automobile industry. They are a reliable
organization engaged in this business with a quantitative range of industrial products. It is one of the leading
companies of highly commendable range of products. Their team of experts maintain a vigil on the quality of the
products. Every single piece of the work is ensured with a proper quality assurance. APPL continually improving
the quality to serve clients better. Use of modern technology , industry standards , timely and quality deliveries ,
experienced workforce.
INDUSTRIAL PROFILE:
Companies in the metal fabrication industry transform purchased metals into intermediate or end-use
products by forging, stamping, bending, forming, welding, machining and assembly. Major companies include Ball
Corporation, Flowserve, Gibraltar Industries, Mueller industries, Snap-on, The Timken Company and Valmont
Industries. Because of the special manufacturing processes involved for individual parts, most companies make a
limited range of products.
CUSTOM METAL FABRICATION:
Custom Metal Fabrication services include laser cutting CNC stamping, CNC bending, forming
, rolling, welding ,polishing and various services. Metal fabrication is the process of building machines and
structures from raw materials. The process includes cutting, burning, welding, machining, forming and assembly to
create the final product. Metal Fabrication projects include everything from hand railings to heavy equipment and
machinery. Specific subsectors
include cutlery and hand tools architectural and structural metals hardware manufacturing spring and wire
manufacturing and forging and stamping.
The main benefit of metal fabrication shops is the centralization of these many processes that are often required to
be performed in parallel via a collection of vendors. A one-step metal fabrication shop helps contractors limit their
need to work with multiple vendors to complete complicated projects.
HOW METAL FABRICATION PERFORM:
Metal Fabrication industry has broad applications across a great many industries and
customer products. Standards raw materials used include plate metal, fittings, castings, formed and expanded metal,
sectional metal, flat metal and welding wire. Welders, ironworkers, blacksmiths, boilermakers and similar professionals
that work with these raw materials and convert them into their final products. According to the Bureau of Labor
Statistics, approximately 1.425 million workers are employed in metal fabrication. Among them are cutting ,punching
and press machine setters and operators, first-line supervisors, managers, team assemblers, welders, cutters, solderers
and blazers
SECTOR CHARACTERISTICS:
Demand is driven by the economy , the profitability of the metal fabrication industry relies on
economic growth to thrive. Since the economic rebound after the last recession, metal fabrication has become a strong
and intense business that continues to recalibrate itself itself and flourish. Current adjustments include a shift from
learning on a few large projects to maintain a yearly profit to attempting to maintain steady sales volume by
diversifying and continuing to follow the successful template of previous volume. Most of the companies in the
metal fabrication business work primarily to fortify their organization’s strategy in a manner that can best help
them make it through changes in the global economy.
The metal fabrication industry is highly cyclical and depends on industries such as auto, aerospace, construction and
energy. Earnings for each sector vary based on market and economic factors affecting those markets. Investors
must look at their particular customer base and the economic influences affecting them in any given year. Metal
fabrication can start by looking at significant statistics for that area of business, be it home constructions , energy
defense or any other area. By diversifying the customer base and collecting customers from a variety of sectors, the
cyclical nature of the industry can better manage to keep net profits consistent. Metal fabricators that can be
quickly shift product lines can protect profits and focus on areas where demand is most prevalent. This type of
diversification can create a sustainable revenue base, regardless of resolving economic conditions.
LOOK AT THE FUTURE OF METAL FABRICATION:
The industry is learning to balance capacity with variability and find new ways to build
support for the inherent variability of customer demands that are driven by an ever-changing economy. As
machinery become more sophisticated the ability to maintain a constant level of capital and profit is improving.
Although forecasting can be difficult in a business dependent on the economic fortune of its customers, the general
consensus remains that those who can keep up with rapidly changing demands while still maintaining a high output
capacity will elbow into a position of maximized profits.
MANY INDIAN COMPANIES ARE LOOKING AT EXPANDING CAPACITIES:
 Sterlite and Hindalco are looking at adding significant smelting capacities in the coming years.
Birla Copper’s expansion to double capacity from 250000 tonnes per annum to 500000 TPA will
make it one of the top 10 copper production in the world.
 Sterlite Industries has made a higher $2.57B bid for Asarco, topping Grupo Mexico’s offer.
 Tata Steel , through its acquisition of corus, become the fifth largest steel maker in the world
 Essar steel will invest million in setting up steel processing units in India, the Middle East and
North America.
 Hindalco industries an integrated producer of aluminum and a leading copper manufacturer, has
drawn up a billion capex plan for next two years.
 Tata Steel plans to invest billion over the next five years to ramp up its production capacity to
 lead million tonnes.

COMPANY PROFILE
Asmaa pressing private limited is a private incorporated on 05 August 2013. It Is classified as non-government
company and is registered at Registrar of companies, Chennai. Its authorized share capital is Rs.4,300,000 and its
paid up capital is Rs. 3,900,000. It is involved in manufacturing of structural metal products, tanks, reservoirs and
steam generators.
Asmaa pressing private limited ‘s Annual General Meeting (AGM) was last held on 29 september 2018 and as per
records from ministry of corporate affairs (MCA) , its balance sheet was last field on 31 march 2018.
Directors of Asmaa Pressing Private are Mohd Gani Muthu Mohamed , Adhamsha Jafar Ali, Adhamsha Fazil
Khan and Fazil khan Thoulathbanu.
Asmaa Pressing Privated Limited’s Corporate Identification Number is (CIN) U28113TN2013PTC092423 and its
registration number is 92423. Its email address is [email protected], www.applcorp.com. and its
registered address number is NO.3, MAHIA SIDCO INDUSTRIAL ESTATE URANGANPATTI, SIVAGANGAI
ROAD , MADURAI 625020 IN.
Current Status Of Asmaa Pressing Private Limited :
CIN U28113TN2013PTC092423
COMPANY NAME ASMAA PRESSING PRIVATE LIMITED
ROC ROC-CHENNAI
REGISTERATION 92423
NUMBER
COMPANY LIMITED BY S HARES

CATEGORY
COMPANY SUB NON-GOVERNMENT COMPANY

CATEGORY
CLASS OF PRIVATE COMPANY

DATE OF 05 AUGUST 2013
INCORPORATION
AGE OF 5 YEARS , 11 MONTH, 13 DAYS

COMPANY
ACTIVITY METAL PRODUCTS, TANKS, RESERVIORS ,STEAM GENERATORS
SHARE CAPITAL & NUMBER OF EMPLOYEES
AUTHORISED CAPITAL Rs 4,300,000
PAID UP CAPITAL Rs 3,900,000
NUMBER OF EMPLOYEES 75
LISTING AND ANNUAL COMPLIANCE DETAILS:
LISTING STATUS UNLISTED
DATE OF LAST ANNUAL 29 SEPTEMBER 2018

GENERAL MEETING
DATE OF LATEST 31 MARCH 2018

BALANCE SHEET
VISION
Their vision is to achieve customer satisfaction through continuous innovation, better products, time out bound
delivery yet holding firmly on honesty and genuineness.
MISSION
To become the market leader by establishing themselves as leading manufacturer of Automobile & Industrial
Fabrication components in Domestic.
GOALS AND OBJECTIVES:
 Increase sales 25% every year

 Maintain a minimum of 10% profitability
 Obtain 100% order from All Major OEM Automobile Industries
UPCOMING VISION:
 Quality Standards & Improvements

 Good Detection control for FG Products
 Traceability Control in all areas
 Control of QMS Document/Record
 Control/Improvement in Production process
 3C Improvement
QUALITY OBJECTIVES:
 Improve Safety Index

 Enhance Training Activity
 To reduce Lead Time for Tool Development
 To increase Productivity
 To reduce Inventory Levels (RM, FG & WIP)
 To reduce Customer Complaints & Returns
 To reduce Internal Rejection
 To Maintain On-time Delivery to Customer(100%)
 To Improve Customer Satisfaction Index
 To Increase Continuals Improvement Project.
OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVES:
“To study on attitude of employees towards organization climate in Asmaa pressing private limited”
SECONDARY OBJECTIVES:
1. To displaying the present organizational culture of public manufacturing industries in India.
2. To investing the priorities of motivational profile of manufacturing industries.
3. To know the organizational culture and motivation varies across age groups, function, gender
and organizational hierarchy.
NEED FOR THE STUDY:
The work environment is very different than it was a generation ago, it is not uncommon for a person to change
careers, on an average his or her life time.
Measure the effects of organizational culture on motivation among steel manufacturing industries at ASMAA
PRESSING. Understanding the quality of work culture programmes needs, it acts a motivating factor for better
working conditions, at employment includes work environment and social integration. It is therefore essential to see
the problem in its totality and hence planned approach is need to study the work culture. If the quality of life at
work could be improved it would benefit and reward the individual employee, the company, its customer and
society as a whole.
SCOPE OF THE STUDY:
It is necessary for any management to ensure that employees are satisfied with their jobs, for the benefits of the
organization.
 This study tells that how the workers feel about their relationship with an industry and their welfare of job,
it especially contributes towards employees productivity and morale.
 The future use of this study may help to understand the organization how to handle different attitude of
employees in one organization.
 This study helps the organization to understand concept of working area and suggest the way to improve
their working conditions.
LIMITATIONS OF THE STUDY:
 The period of study with span of time.
 The results based on data given by respondents.
 Scientific techniques are used in determining the sample size and sample item
 This study is limited only to ASMAA PRESSING Pvt limited
 The results of the study cannot be generalized with any other organization.
CHAPTER-II
REVIEW OF LITERATURE:
(Nair, 1992) Organizations in the 21st century are facing more challenges than ever before. These challenges are not
unique to any specific organization or industry, but affect all organizations, regardless of their structure or size.
Organizational climate in particular is constantly challenged by changes impacting organizations today. To survive and
outdo their competitors, organizations are constantly seeking to improve their performance. They also help to improve
individual needs and organization objectives. Brown and Leigh (1992) think that organizational climate is becoming
more important than ever before because organisations need to ensure that those individuals who add value to the bottom
line will want to stay in the organisation and will want to continue pouring their effort into their work to the benefit of
the organisation.
Watkin and Hubbard (1993), high-performing organisations have climates with particular measurable characteristics,
which has shown how organisational climate can directly account for up to 30% of the variance in key business
performance measures. (Wiley & Brooks, 1993)This is supported by research that examined the relationship between
the way in which employees describe their work environments and the relative performance success of these
environments. Watkin and Hubbard (1993) contend that climate does make a difference to organisations’ performance
because ‘it indicates how energising the work environment is for employees’. There is, however, clearly more to an
organisation’s performance than an ‘energised employee’ or the presence of certain organisational and leadership
characteristics: ‘productivity … also depends on the morale which governs discretionary effort – the willingness to go
the extra mile’.
Mayo’s (1994) studies at Western Electric. These studies found that environmental factors influence worker productivity
and morale. Bisconti and Solomon (1994) report that an organisational climate that allows a high degree of autonomy
and nurtures relationships among peers, supervisors and subordinates results in more satisfied workers. (Castro &
Martins, 1994) Organization Climate has a rich history and implementations in both industrial and organizational set
ups. Kurt Lewin was one the first researcher who studies about this concept and presented an argument that behavior is a
product of an individual and the environment surrounding him or her. Organizational climate studies took the stage in
late 1940s and the focus was to integrate the climate research into a broader spectrum and also studies on related
concepts of satisfaction and organizational structure. Understanding the concept of climate became more important as the
organizations grew and more awareness spread regarding this concept. Previously organization climate was seen as a set
of objectives, structures, size, policies and organizational characteristics. Climate plays a great role in developing and
enforcing positivity in the employee’s behaviors, motivation levels, commitment and loyalty etc.
(K.Selvarajan,1995) Researchers suggest that organizational culture is very closely related to organizational climate.
Early researches such as Hawthorn studies were one of the pioneers in this topic. The main aim or objective of the
research was to study the effect of environment or surroundings of employees and also to study the effect of different
variables on their behaviors.Thus a concept of organizational climate came into being. Armstrong (1995), that it is the
strategically management of the members of an organization who contribute to the achievement of that organization's
objectives. These definitions make us conclude that HRM is a strategic business and should be concerned strategically.
Deshpande and Webster (1996) make a definition for culture that, it is the pattern of shared values and beliefs that help
members of an organization understand organizational functioning and thus teach them the behavioral norms in the
organization. Schein (1996), the organizational culture helps the organization to solve its problems of -external
adaptation and internal integrationby creating a shared pattern. As the new members come into the organization, they
deal with these problems in this shared pattern. Ginevičius and Vaitkūnaitė (1996), the first dimension -involvement- is
defined as to provide favorable conditions for all the members of the organization for decision making processes and
giving various ideas or suggestions for the organization.
(Lederach, 1997), and is an active living phenomenon through which people jointly creates and recreates the worlds in
which they working environment. And they also learned how to manage their personal and working environment.
O'Cass and Ngo (1997) state that market-oriented behaviors (which generally take place in the organizations’ strategy
maps) are driven by the organizational culture that manifests itself in specific behaviors. Cooper (1997) argues that that
sub-cultures will be either in alignment or at odds with the dominant ‘cultural theme’ of the organization. This casts
doubt over the notion that organizational safety culture is composed of shared behaviours, beliefs, attitudes, and values
(Williams, Dobson & Walters, 1989) as the degree to which elements of culture are shared may be diminished from
lowest to highest-level of subculture. Mearns et al.(1998) confirm the presence of fragmented ‘safety subcultures’ in a
UK offshore sample, which varied as a function of seniority and prior accident involvement. They suggested that the
interaction of different subcultures on one work-site partly determines the prevailing safety climate of that site.
(Daft,1998) Effectively using the organizational resources to achieve the organizational goals is known as
Organizational Performance.it should be effective and easily utilize by workers and empoyees.
(Young , Yom and Ruggiero, 1998) Organisational Effectiveness will be the result of good Organisational culture.
(Rose, Kumar, Abdullah and Ling, 1998).Feminityand low uncertainty avoidance have greater mean scores in
organization performance thus revealing relationship amongst organisation culture and performance . (Yilmazand
Ergun, 1999)For fastening organization performance mission trait is the crucial one amongst the four traits. (Berson
,Oreg and Dvir, 1999) Cultural dimensions exhibited differential associations with the subsequent sales growth of
company, as an index of the organizational efficiency and employee satisfactionassessments.
(Xenikou and Simosi, 1999) Adoptive cultural orientations and achievement directly effect performance. (Balthazard,
Cooke and Potter, 1999).Humanistic orientation and Transformational Leadership had an indirect and positive impact
on organization performance through achievement orientation. (Ogbonna and Harris, 1999) The connection between
corporate culture and effectiveness looks to be strong and consistent. There are weak and indirect connection between
internal oriented cultures and performance.
( Cameron and Freeman, 2000) He presence of cultural traits of mission, adaptability, involvement and consistency
are positively related to performance perceptions. The presence of cultural traits of adhocracy, clan, hierarchy or
marvel is very muchrelated to organization effectiveness. (Deal and Kennedy (2000) Strong shared values can
increase organizational performance .( Boon and Arumugam, 2000) Organizational commitment is in what extent
the employee devoted to their organization. Organization culture has significant influence on worker’s commitment.
Team work, reward and recognition, training and development, and communication are positively related to
employees commitment .(Steven,2000) Constructive culture results in increased job commitment. Due to insufficient
work tension and critical work pressure.( Lok and Crawford , 2000). When compared to organization culture,
organization sub-culture has greater influence on organizational commitment.Sub-cultures of innovation and support
had a significant and positive influence on participant’s commitment.
Variables of Job satisfaction viz. professionalism, control and interaction are strongly related with commitment. (
Steven, 2000) Job satisfaction is the positive feel of an employee about his job. Role stressors are significantly
reduced by Constructive Culture, which reduces job tension and improves job satisfaction.
(Mansor,Tayib, 2000) Significant correlations are found amongst organization culture, employee job satisfaction and
job stress .(Guerra , Martinez , Munduate and Medina, 2005) Workers job satisfaction decreases due to Relationship
Conflict. Satisfaction and well being of workers of private organization’s decreases due to Task Conflicts. In private
organization’s the effect of Task Conflict is moderated by the Goal Oriented Culture. In public organization the task
conflict’s effect is moderated by support Oriented Culture.
(Sempane , Rieger , Roodt, 2001) Variables of organization culture and job satisfaction have clear relationship between
them. organizational culture related to high performance culture and support it through various rewards and recognitions.
( Choi , Martin and Park, 2001) Overall employee job satisfaction is significantly influenced by Clan Culture. It
focused on analyzing job satisfaction in level in the organization. (Kenny and Reedy, 2001) The process of translating
an new idea into a good or service that creates value to others is called as innovation. Relationships are found amongst
culture factors and the organisation’s commitment to supportive environment, constraint free environment, Research
and Development, strategic direction, technically sound team and adequate funding.
(Hon andLeung , 2002) The relation between the need for achievement & creativity is moderated by innovative Culture,
whereas, relation between the need for power and creativity is moderated by traditional Culture. The relation between the
need for affiliation and creativity is moderated by cooperative Culture. (Miron ,Erez and Naveh, 2002) People can be
creative and at the same time pay attention to detail. At the same time Culture of Efficiency and Quality can coexist with
the Innovative culture. (Ogbonnaand Harris,2002) Innovative culture and Competitive culture have a directly and
positively associated with organizational performance. (Biswas, 2002) Leadership is the ability to lead others. To a
substantial extent organizational communication can be predicted by organizational culture.Further organizational
culture has positive impact on leadership. It has negative impact on turnover intention.
( Kavanagh and Ashkanasy,2003) As evident from many cases, the Change which is resultant of a
merger is imposed upon the Leaders. The speed of change hinders re-engineering of organization
culture.(Xenikou and Simosi 2003) Adoptive and Achievement oriented cultures directly impact
performance. There is an indirect and positive impact on performance by the humanistic alignment and
transformational leadership. (Casida and Pinto-Zipp, 2003) To maintain organizational effectiveness in
the nursing units the dynamics of stability along with flexibility is essential. Transformational and
transactional leaders are able to balance the said dynamics in the organizational culture of a nursing unit.
(Blackwell, 2003) The perception of transformational and transactional role needs is related to the
manager’s interpretation of organizational culture. They play a vital role in implementing the plan and
work. (Sarros, Cooper, and Santora, 2003) Transformational leadership is related to organizational
culture, mainly by the process of expressing a vision, and secondly by setting expectations of high
performance and extending support to individual workers . (Sharma and Sharma, 2004) Charismatic
leadership style positively impacts the cultural values in the textile industry in North India .
(Biswas, 2004) Number of persons relived and replaced by others is called as employee turnover. Organization
Culture and leadership have negative impact on turnover intention.( Sheridan,2004) The rate of turnover of newly
hired employees is significantly influenced by the differences in cultural values. The job performance and the
retention rate are also influenced by variations in cultural values.
(Glisson,Dukes and Green,2004) Emotional exhaustion, role conflict, role overload are reduced when organization
climate is improved. Employee turnover gets reduced by two thirds through the organizational interventions of
Availability, Responsiveness and Continuity. (Glisson, Schoenwald , Kelleher , Landsverk , Hoagwood ,Mayberg
and Green,2004) New Service programs could be continuedsuccessfully in those organisations that had the best
culture profiles than the organisationsthat had worst culture profiles.
(Cable ,Aiman-Smith , Mulveyand Edwards , 2005) Cultural beliefs have an impact on the success of recruitment,
post entry performance, turnover. Hence recruitment managers need to be careful while providing pre interview
information to the applicants. Hill 2005 “ Culture viewed as the norms, values shared within organisation among
employees”. Mavondo & Ferrell 2006 “Organisational culture is viewed as a set of broadly tacitly understood
rules and procedure that inform organisational members on what and how, to do under variety undefined situation”.
Cameron & Quinn 2007 “Organisational Culture is defined as the set of values, norms, belief shared by member
of the organization . Hofstede 2008 “Culture is collective programming of the mind which distinguish the member
of one organisation from another. Deal & Kennedy 2009“Organisational culture can be defined as the way things
are done in Organisation”. Schein 2009“Organisational culture is a patterns of basic assumptions invented,
discovered or developed by a given group as it learns to cope with its problem with external adaptation and integral
integration
(Ernst, 2010)Organizational culture and performance clearly are related (Kopelman, Brief, & Guzzo, 2010), although the
evidence regarding the exact nature of this relationship is mixed. Studies show that the relationship between many cultural
attributes and high performance has not been consistent over time (Denison, 2011; Sorenson, 2011). It can summarize the
effects of organizational culture on employee behavior and performance based on four key ideas (Bulach, (Lunenburg, &
Potter, 2012; Hellriegel & Slocum, 2011). First, knowing the culture of an organization allows employees to understand
both the organization’s history and current methods of operation. This insight provides guidance about expected future
behaviors. Second, organizational culture can foster commitment to the organization’s philosophy and values. This
commitment generates shared feelings of working toward common goals. That is, organizations can achieve effectiveness
only when employees share values. Third, organizational culture, through its norms, serves as a control mechanism to
channel behaviors toward desired behaviors and away from undesired behaviors. This can also be accomplished by
recruiting, selecting, and retaining employees whose values best fit the values of the organization. Finally, certain types of
organizational cultures may be related directly to greater effectiveness and productivity than others.
Organizational culture is the set of shared values, beliefs, and norms that influence the way employees think, feel, and
behave in the workplace (Schein, 2012). Organizational culture has four functions: gives members a sense of identity,
increases their commitment, reinforces organizational values, and serves as a control mechanism for shaping behavior
(Nelson & Quick, 2012). Organizational facilitates the acceptable solution for to know the problems which members
learn, feel, and set the principles, expectations , behavior, patterns and norms that promote high level of
achievements (MARCOULIDES & HEEK ,2012)
(Cyert and MacCrimmon,), economics (Parker, 2012 Barney and Hesterly, 2012, DiMaggio and Powell, 2012),
politics (Bayley, 2012), history (present world history is very much influenced by some of the international organisations
such as World Bank, International Monetary Fund, World Trade Organisation), and gender (Fincham and Rhodes, 2013
Calas and Smircich, 2013) An organization is considered as a social unit that falls somewhere between a primary group and
the whole society (Cyert and MacCrimmon, 2013). The scholar would like to agree with the statement that the study of
organisations is within the purview of sociology, however, the last couple of decades have m n a shift in the stuJ; of
organisations from the perspective o' sociology
(Chaturvecii and Chaturvedi, 2013) to business and management schools (Thompson and McHugh, 2014) Organisations
as social entities can be studied from the angle of their impact on society and also from the perspective of their internal
components.
Buchanan and Huczynski (2014) have defined organisation as a social arrangement for the controlled performance of
collective goals Organisations of various kinds and former catering to various human needs exist society Human
experience tells us that groups of people can achieve much more than individuals acting on their own. organisations is
multidisciplinary, drawing mainly from sociology (Buchanan and Huczynski, 2014), however the study of organisations
has had a relatively short history within sociology. The work of Max Weber and Robert Merton and his students in the late
1940s provided recognition to organisations as a distinctive social phenomena requiring study (Tolbert & Zucker, 2015).
The earlier studies in sociology had treated organisations from the point of view of social inequality, intercommunity
relations and social deviance but organisations had never been studied as such. One of the earliest studies of organisations
was that of textiles mills in Ahmedabad in early 1958 by Rice through Tavistock Institute (Burrell and Morgan, 2015, De,
2015). Sociology was developed in India primarily by the British rulers with a view to understanding the customs, manners
and institutions of the colonised India so as to be able to govern it better (Damle, 2015). But sociology as a separate
discipline in Indian Universities can be traced back to the 1960s (Oommen and Mukherji, 2015) Compared to that the study
of organisations, as part of sociology, and that too of the NGO and Voluntary Organisations, in India is a relatively recent
phenomenon.
(Hukherju, 2016). In the context of an organisation one could argue that economy (Barney and Hesterly, 2016) - how
resources are mobilised, allocated and used -, and polity (Bryman, 2016, Miller et al, 2016) – the governance, leadership,
decision-making - are part of organisation culture In fact the present study includes some aspects of economy and polity as
part of organisation culture. However one could study organisations from a very specific angle also. The scholar has chosen
to focus on organisational culture. The study assumes that organisational culture and its components, in an organisational
context, are essential factors to be taken into account for organisational effectiveness Viewing organisational culture -
“where there is a system of shared meaning among members” - is a relatively recent phenomenon.
Culture is a concept which sometimes is easier to grasp by description than by definition (Henslin, 2017). It is argued that
the first published used of the term “corporate culture” or “organisational culture”, is uncertain, but one of the earliest
references appeared in Stanley Davis’ (2017) book called ‘Comparative Management. Organisational and Cultural
Perspective’ (Kennedy, 2017) Schein (2017) suggests that the debate about the definition is healthy but it creates difficulties
for both scholars and practitioners if definitions are fussy and uses are inconsistent. Kono Toyohiro (2017) thought of the
organization culture as the shared values, shared thoughts, shared decision methods and shared behavioral pattern. Dension
(2017) agreed that the corporate culture refers to the set of values, beliefs and behavior patterns that form the core identity of
an organization.
which is the best original and most important, must be the accounting performance (Hermalin and Weisbach, 2018;
Barney, 2018), include profit rate, ROA (return on assets), long-term profitability, sales growth rate and so on. Roland
Calori and Philippe Sarnin (2018) select the return on investment ratio (which is a measure of the effective utilization of
resources over time), the return on sales ratio (which is a measure of operating efficiency) and the annual variation of the net
turnover (which is a nonfinancial variable) to examine the relationship between the organization culture and corporate
performance through the field study.
Culture Moderates the Self-Regulation of Shame and Its Effects on Performance. The In-role performance includes sales
volume, communication effectiveness and relationship building,
while the Extra-role performance is made up of courtesy, helping, sportsmanship and civic virtue. It is sure that the
nonfinancial variable is the new trend for the performance appraises and related research (Roland Calori and Philippe
Sarnin 2018; Meral Elci, Hakan Kitapci & Alper Ertrk, 2018, etc.). In china, the research on the relationship between the
organization culture and corporate performance is much more important, more urgent than any other countries, according to
the analysis about the independent thinking in China by Xiao-ping Chen (2018).
organization culture can be a moderator or mediator. First, culture is a moderator. As suggested by

Bagozzi, Verbeke, and Gavino (2019), the authors investigated how salespeople within an interdependent-based culture
(the Philippines) and an independent-based culture (the Netherlands) experience and self-regulate shame. Ji Li, Kevin Lam,
and Gongming Qian (2019) do a research to examine how the culture moderates the relationship between the behavior and
performance. Second, the organization culture might be a mediator. According to Emmanuel Ogbonna and Lloyd C.
Harris (2019), the culture is a full mediator between the leadership style and corporate performance. Then considering the
study by Emmanuel Ogbonna and Lloyd C. Harris (2019), the organization culture would be a full mediator as well as
relationship between manager and outcomes.
(Vries and Miller, Meyerson and Martin, ; Tushman, ). To be specifically, Christensen claims that culture antecedents as
the summary of old-timey success get in the way of adapting to a new environment rapidly and successfully. Also in the
empirical study, Roland Calori and Philippe Sarnin found that the relations between profitability and the company’s
cultural attributes were less significant. And other possible question would be taken into account, such as the endogenous
problem that organization culture influences the performance while the performance put effect on the organization culture, as
examined in Emmanuel Ogbonna and Lloyd C. Harris.
(1) The theoretical framework and empirical exploration make great senses, though there is still no consistent conclusion;
(2) The mechanism is still in hide, which required more studies to examine possible moderators or mediators. And
maybe the organization culture is a moderator or mediator itself; (3) The “culture rigidity” must be accounted into
theory and modeling; (4) The endogenous problem should be paid more attention, and the SEM might be a solution; (5)
Most of these papers are conducted from case study or field study, which lack of reliability and validity; (6) Nearly no
studies based on the time series study to test the stability of the culture and performance. From these points, this paper
would account new variable (such as organization commitment) based on the theoretical framework using effective data
and analyze methods.
Organizational culture is important vehicle for implementing organizational change (Yeung, Brockbank and Ulrich,).
Though not all organizational change involves innovation, all organizational innovation involves change (King,). Though
studies have acknowledged existence of a relationship between organizational culture and organization innovation (Kotter
and Heskett), empirical studies on the impact of organizational culture on innovation are very few. The following review of
related literature includes a discussion of 1) organizational culture, 2) organizational innovation, 3) organizational culture
and innovation. The review of literature will conclude with the contribution of the study and summary of the related
literature.
In a sample of United States firms, (O’Reilly et al.) identified the following seven dimensions of organizational culture
using an instrument they developed, the Organizational Culture Profile (OCP): innovative, stable, respecting of people,
outcome oriented, detail oriented, team oriented, and aggressive. These culture dimensions are quite similar to( Hofstede et
al) practice dimensions generated from an international sample of firms, the OCP dimensions also resemble two of the four
types of cultural knowledge that (Sackmann) found generalized across a single organization. The construct of organizational
culture is fairly constructs and remains today in that critical stage of adaptation to the field of organizational science. Studies
have elaborated on what constitutes culture, on how it may be defined and operationalized, and on the anecdotal evidence of
culture and organizations (Proenca,)
organization members similarly engage in rituals, pass along corporate myths and stories, and use arcane jargon, and that
these informal practices may foster or hinder management’s goal for the organization (Baker,). In the organizational
behavior literature, a number of definitions for organizational culture have been proposed. For example, (Kilmann et al.)
defined organization culture as “the shared philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and
norms” that knit an organizational together. (Deal) defined it as “the human invention that creates solidarity and meaning and
inspired commitment and productivity.” (Uttal) defined it as a “system of shared values (what is important) and beliefs (how
things work) that interact with a company’s people, organizational structures, and control systems to produce behavioral
norms.
RESEARCH GAP:
 Since the new changes bring competition in the present scenario , this study consists of attitudes of employees and
organizational climate in Asmaa Pressing, Uraganpatti , Madurai.
 It is mainly used to judging their efficiency and profitability as to know the comparative performance and individual
assessment .
 This study covers a periods of 5 months from june 2019 to october 2019
SCOPE FOR THE FURTHER STUDY:
 In the Asmaa pressing private limited there is no process of manufacturing items in regular manner.
 If it is maintained in the proper way it is very useful and easy to manufacture the metal products and
metallic items.
CHAPTER-II
RESEARCH METHODOLOGY:
The objective of the current study is accomplished by conducting a market research. The market research
process that will be adopted in the present study consist of the following steps.
RESEARCH DESIGN:
Research designs are concerned with turning the research question into a testing project. The research
design has been considered as a “Blue Pin” for research. Here the descriptive design is used
SAMPLE DESIGN:
A sample of 75 respondents was taken into consideration for my study and the data was collected.
SAMPLING TECHNIQUE:
To study the project a SIMPLE RANDOM SAMPLING TECHNIQUE under lottery method is used.
QUESTIONNAIRE DESIGN:
A questionnaire is being framed for collecting the appropriate data required for collecting the information
based on 4 variable physical factor, social factor, organizational factor, and personal factor. 5 question framed to
test each variable.
PERIOD OF STUDY:
The period of study was a course of 4 months
DATA COLLECTION:
Collection of data was done by
 Questionnaire
 Interaction session
SOURCE OF DATA:
The data collected for this project work was from two sources
1. Primary Data
2. Secondary Data
PRIMARY DATA:
Primary data is collected from HR manager, employees of ASMAA PRESSING,

URANGANPATTI, MADURAI.
Secondary DATA:
The secondary data was collected by company employees, books and internet.
STATISTICAL TOOLS USED:
For the purpose of analysis CHI-SQUARE, PERCENTAGE ANALYSIS, RANKING METHOD are used for
calculations and the result were interpreted. These methods are used to minimize the error of data collected.
Statistical tools used for analysis are as follows:
 Weighted average
 Chi-square
 Ranking method
WEIGHTED AVERAGE:
Mean in which each item being averaged is multiplied by a number(weighted) based on the item’s relative
importance. The result is summed and the total is divided by the sum of the weighted averages are used extensively in
descriptive statistical analysis such as index numbers, Also called Weighted Average.
CHI-SQUARE ANALYSIS:
The chi-square test is one of the most widely non-parametric test in statistical work. It makes no assumption
of population being sampled. Chi-square is a statistical test commonly used to compare observed data with expected data to
obtain according to a specific hypothesis. The chi-square test is used for testing the null hypothesis, which states that there is
no significant difference between the expected and observed result.
RANKING METHOD:
A ranking method is a relationship between a set of item such that, for any two items, the first is either ‘ranked
higher than ranked lower than’ or ‘ranked equal’ or ‘second.
HYPOTHESIS OF THE STUDY:
 There is no significant relationship between gender of the respondents and their

Organizational factor
 There is no significant relationship between gender of the respondents and their personal
factors
 There is no significant relationship between employees rewards and managerial control.
 There is a significant relationship between work pressure and consultation , communication

of individual in organization.
CHAPTER-IV
ANALYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS:
TABLE:4.1
The following table shows that percentage analysis of the gender of the employees in
Asmaa Pressing
GENDER OF THE EMPLOYEES:
Gender
Frequency Percent
Male 27 52.9
Female 22 43.1
Total 49 96.1
Total 51 100.0
INFERENCE:
From this table 4.1 it is represents that 52.9% of respondents were male worker in Asmaa pressing 43.1% of
respondents were female worker in this
organization.
.
TABLE4.1(a)
The following table shows that percentage analysis of the age of the employees in
Asmaa Pressing
AGE OF THE EMPLOYEES:
Age
Frequency Percent
20-29years 13 25.5
30-39years 17 33.3
40-49years 14 27.5
above50years 5 9.8
Total 49 96.1
Total 51 100.0
INFERENCE:
From this table 4.1 (a) it is represents that 33.3% of respondents age between 30-39 years in Asmaa pressing
,27.5% of respondents were between age groups of 40-49% years , and 25.5% of respondents between age 20-29
years and only 9.8% of employees were above 50 years.
.
TABLE4.1(b)
The following table shows that percentage analysis of the

education qualification of the employees in Asmaa Pressing
EDUCATION QUALIFICATION:
Education qualification Frequency Percent

HSC 16 31.4
DIPLOMA 18 35.3
UG 12 23.5
PG 3 5.9
Total 49 96.1
Total 51 100.0
INFERENCE:
From this table 4.1(b) it is represents that 35.3% of respondents were completed diploma in Asmaa pressing
,31.4% were completed Hsc , and 23.5% of respondents were completed Ug degree and only 5.9% of employees
were completed Pg.
TABLE 4.1(c)
The following table shows that percentage analysis of how long employees have
worked in Asmaa Pressing
HOW LONG HAVE YOU WORKED IN THIS INDUSTRY:
How long have you worked in this industry

Frequency Percent
lessthan1year 6 21.4
1-5years 7 25.0
5-10years 4 14.3
above10years 8 28.6
Total 25 89.3
Total 28 100.0
INFERENCE:
From this table 4.4(c) it is represents that 28.6% of respondents working above ten years in Asmaa pressing
,25.0% of employees work for 1-5 years and 21.4% of respondents were working for less than one year and only
14.3% of employees were working for 5-10 years.
TABLE 4.1(d)
The following table shows that percentage analysis of what shift employees have
work mostly in Asmaa Pressing
WHAT SHIFT DO YOU WORK MOST OFTEN:

What shift do you work most often Frequency Percent
Overnight 7 25.0
between am & pm 8 28.6
i work all different types of shifts 10 35.7
Total 25 89.3
Total 28 100.0
INFERENCE:
From this table 4.1(d) it is represents that 35.7% of respondents were work for all type of shifts in Asmaa
pressing ,28.7% were work between am and pm , 25.0% of respondents were work for overnight in their
organization.
TABLE4.1(e)
The following table shows that percentage analysis of employees

regional areas in Asmaa Pressing
WHERE ARE YOU FROM:
Where are you from Frequency Percent
Rural 9 32.1
Urban 7 25.0
semi-urban 9 32.1
Total 25 89.3
Total 28 100.0
INFERENCE:
From this table 4.1(e) it is represents that 32.1% of respondents were from rural area in Asmaa pressing ,32.1%
were also from urban areas and 25.0% of respondents from semi-urban areas.
TABLE 4.1(f)
The following table shows that percentage analysis of Organization’s core values
have a strong influence in shaping the behavior and attitude of employees in
Asmaa Pressing
ORGANIZATION’S CORE VALUES:
Organization’s core values have a

strong influence in shaping the
behavior and attitude of employees
Frequency Percent
strongly agree 7 13.7
Agree 16 31.4
Don t know 13 25.5
Disagree 8 15.7
strongly disagree 5 9.8
Total 49 96.1
Total 51 100.0
INFERENCE:
From this table 4.1(f) it is represents that 31.4% of respondents were dis agree for their organizational core
values that influence workers in Asmaa pressing, 25.5% of respondents were don’t know answer for this question
and only 15.7% of employees were dis agree ,13.7% of respondents were strongly agree and 9.8% were strongly
disagree with this statement.
.
TABLE:4.1(h)
have bring out potential of employees in Asmaa Pressing
EMPLOYEES POTENTIAL:
Bring out employees

potential Frequency Percent
Agree 16 31.4
Don t know 8 15.7
Disagree 13 25.5
Total 49 96.1
Total 51 100.0
INFERENCE:
From this table 4.1(h) represents that 31% of respondents are agree with this statement , 25% of respondents are
disagree , 23% of respondents strongly agree remaining 15% of respondents
TABLE:4.1(i)
The following table shows that percentage analysis of continuous growth and
learning of employees in Asmaa Pressing
CONTINUOUS GROWTH AND LEARNING:
Continuous growth and learning in

employees Frequency Percent
Valid strongly agree 25 49.0
Agree 16 31.4
Don t know 8 15.7
Total 49 96.1
Total 51 100.0
INFERENCE:
From this table 4.1(i) there are 49% of respondents were strongly agree, 31% of respondents are agree and
remaining 15% of respondents were don’t know about this statement.
TABLE: 4.1(j)
The following table shows that percentage analysis of Organization concentrate on

healthy work-life balance of employees in Asmaa Pressing
HEALTHY WORK-LIFE BALANCE:
Healthy work-life balance Frequency Percent
Agree 20 39.2
Total 49 96.1
Total 51 100.0
INFERENCE:
From this above table 4.1(j) there are 56% of respondents strongly agree , 39% of were agree with this statement.
TABLE:4.1(k)
The following table shows that percentage analysis of Organization recognition
program in Asmaa Pressing:
RECOGNITION PROGRAM:
Recognition program Frequency Percent
Agree 10 19.6
Don t know 17 33.3
Disagree 13 25.5
strongly 8 15.7
disagree
Total 49 96.1
Total 51 100.0
INTERFRENCE:
From this table 4.1(k) there are 33% of respondents were don’t know this statement , 25% of respondents
disagree with this. 19% are agree with and remaining 15% are strongly agree.
Table:4.1(l)
inspires employees in Asmaa Pressing:
ORGANIZATION INSPIRES CORE VALUE:
Organization inspires employees Frequency Percent
Agree 16 31.4
Don t know 9 17.6
Total 49 96.1
Total 51 100.0
INTERFERENCE:
From this table 4.1(i) there are 47% of respondents were strongly agree with this statement ,31% were agree and
remaining 9% are don’t know this statement
Table:4.1(m)
The following table shows that percentage analysis of Organization cultivates strong
bond in Asmaa Pressing:
ORGANIZATION CULTIVATES STRONG BOND:
Organization cultivates strong bond Frequency Percent
Agree 21 41.2
Total 49 96.1
Total 51 100.0
INTERFERENCE:
From this table 4.1(m) there are 28% of respondents were strongly agree with this statement ,21% were agree
organization considerate towards emotions and feeling of employees.
Table4.1(n)
The following table shows that percentage analysis of Organization cultivates strong
bond in Asmaa Pressing:
CULTURE IN ORGANIZATION:
Culture in organization Frequency Percent
Agree 17 27.4
Don t know 7 11.3
Total 49 79.0
Total 62 100.0
INTERFRENCE:
From this table 4.1(n) there are 40% of respondents were strongly agree with this statement ,27% were agree and
remaining 11% are don’t know this statement
TABLE:4.1(o)
The following table shows that percentage analysis of progressive outlook in Asmaa
Pressing:
PROGRESSIVE OUTLOOK OF ORGANIZATION:

Progressive out look of organization Frequency Percent
Agree 13 21.0
Don t know 14 22.6
Disagree 8 12.9
Total 49 79.0
Total 62 100.0
INTERFRENCE:
From this table 4.1(o) there are 16% of respondents were strongly agree with this statement ,21% were agree and
12% of respondents disagree about this statement and remaining 22% are don’t know this statement
TABLE:4.1(p)
The following table shows that percentage analysis of Organization promote

collective bargaining in Asmaa Pressing:
ORGANIZATION PROMOTE COLLECTIV BARGAINING:
Organization promote collective bargaining Frequency Percent

agree 17 27.4
Don t know 6 9.7
disagree 3 4.8
Total 49 79.0
Total 62 100.0
INTERFRENCE:
From this table 4.1(p) there are 37% of respondents were strongly agree with this statement ,17% were agree and
TABLE:4.1(q)
The following table shows that percentage analysis of Strategy taken by

organization in Asmaa Pressing:
STRATEGY TAKEN BY ORGANIZATION:

Strategy taken by organization Frequency Percent
Agree 16 25.8
Don t know 8 12.9
Disagree 8 12.9
Total 49 79.0
Total 62 100.0
INTERFERNCE:
From this table 4.1(q) there are 21% of respondents were strongly agree with this statement ,25% were agree and
TABLE:4.1(r)
The following table shows that percentage analysis of Employees recognized for
their work in Asmaa Pressing:
EMPLOYEES RECOGNIZED FOR THEIR WORK:
Employees recognized for their work Frequency Percent
Agree 15 24.2
Don t know 10 16.1
Disagree 6 9.7
Total 49 79.0
Total 62 100.0
INFERENCE:
From this table 4.1(r) there are 22% of respondents were strongly agree with this statement ,24% were agree and
TABLE:4.1(s)
The following table shows that percentage analysis of Consultation, communication
between employees and management in Asmaa Pressing:
Consultation, communication between
employees and management Frequency Percent
Agree 16 25.8
Don t know 11 17.7
Disagree 4 6.5
Total 49 79.0
Total 62 100.0
INFERENCE:
From this table 4.1(s) there are 25% of respondents were strongly agree with this statement ,25% were agree and
TABLE:4.1(t)
The following table shows that percentage analysis of Consultation, communication

between employees and management in Asmaa Pressing:
ORGANIZATION IMPROVED MARKET SHARE:

Organization improved market share Frequency Percent
Agree 17 27.4
Don t know 9 14.5
Disagree 9 14.5
Total 49 79.0
Total 62 100.0
From this table 4.1(t) there are 19% of respondents were strongly agree with this statement ,27% were agree and
TABLE:4.1(u)
The following table shows that percentage analysis of Organization increase sales in
Asmaa Pressing:
ORGANIZATION INCREASES SALES:
Organization increase sales Frequency Percent
Agree 14 22.6
Don t know 11 17.7
Disagree 4 6.5
Total 49 79.0
Total 62 100.0
INFERENCE:
From this table 4.1(u) there are 29% of respondents were strongly agree with this statement ,22% were agree and
TABLE:4.1(w)
The following table shows that percentage analysis of Organization structure clearly
defined in Asmaa Pressing
ORGANIZATION STRUCTURE CLEARLY DEFINED:
Organization structure clearly defined Frequency Percent
Agree 22 35.5
Total 49 79.0
Total 62 100.0
INFERENCE:
From this table 4.1(w) represents that 43.5% of respondents were strongly agree that organization have clearly
defined about organization structure in Asmaa pressing ,35.5% of respondents were agree vwith this statement.
TABLE:4.1(x)
The following table shows that percentage analysis of internal factors in Asmaa
Pressing
Internal factors:
Strongly Don’t Dis Strongly
Agree
Agree know Agree Disagree
Wages 25 19 5 0 1
Treatment of
14 10 2 12 12
staff
Incentives 11 16 9 9 4
Management
14 15 10 6 4
policies
Total 64 60 26 27 21
percentage 25.6 24 10.4 10.8 8.4

25
20
Series1
15
Series2
10 Series3
Series4
0
1 2 3 4 5
INFERENCE:
From this table 4.1(x) Internal factor table has strongly agree with 25.6% of respected variables are wages,
treatment of staffs, incentives and management policies.
TABLE:4.1(y)
The following table shows that percentage analysis of external factors in Asmaa
Pressing
External factors:
Strongly
Strongly Agree Agree Don’t know Dis Agree
Disagree
Industry standards 15 15 12 5 2
Technology 13 17 8 9 2
Legal ramification 17 13 12 5 2
Economic
14 12 8 8 8
conditions
Total 59 57 40 27 14
Percentage 23.6 22.8 16 10.8 5.6
18
16
14
12
Industry standards
10
Technology
8
Legal ramification
6
Economic conditions
4
2
0
Strongly Agree Don’t Dis Strongly
INFERENCE:
From this table 4.1(y) Internal factor table has strongly agree with 23.6% of respected variables are industry
standards, legal ramification, technology and economic conditions.
TABLE:4.1(z)
The following table shows that percentage analysis of personal factors in Asmaa
Pressing
Personal factor
Strongly Strongly
Agree Don’t know Dis Agree
Agree Disagree
Work pressure 19 18 7 5 0
Innovation 18 16 9 4 2
Physical comfort 20 19 4 7 2
Involvement 7 12 14 10 6
Total 64 65 34 26 10
Percentage
25.6 26 13.6 10.4 4
18
16
14
12 Series1
10 Series2
8 Series3
6 Series4
4 Series5
2
0
Strongly Agree Don’t Dis Agree Strongly
Agree know Disagree
INFERENCE:
From this table 4.1(z) Internal factor table has strongly agree with 26% of respected variables are work pressure,
innovation, physical comfort and involvement.
TABLE:4.1(aa)
The following table shows that percentage analysis of social factors in Asmaa
Pressing:
Social factors:
Strongly Strongly
Agree Don’t know Dis Agree
Agree Disagree
Team work 3 13 13 14 6
Customer
15 10 5 15 5
service
Values and
6 20 4 10 10
beliefs
Supported
10 4 6 20 10
service
Total 34 47 28 59 31
percentage 13.6 18.8 11.2 23.6 12.4

INFERENCE:
From this table 4.1(aa) Internal factor table has strongly agree with 23.6% of respected variables are team work,
customer service, values & beliefs and supported service.
ONE-WAY ANOVA:
One way ANOVA between Gender of the respondents and their Organizational factor:
ANALYSIS:1
Following table relationship between gender of the respondents and their organizational factors
H0: There is no significant relationship between gender and organizational factors.
H1: There is a significant relationship between work pressure
TABLE:4.2
ANOVA
Sum of Squares Df Mean Square F Sig.
Managerial control Between Groups 1.052 1 1.052 .761 .387
Within Groups 64.948 47 1.382
Total 66.000 48
It is obvious from the table 4.2 that there is no significant(0.387) difference in organizational factors among
employees. This findings indicates that the level of organizational factors among employees do not vary with
gender at 4%
One way ANOVA between gender of the respondents and their personal factors:
TABLE:4.2(a)
ANOVA
Sum of Squares Df Mean Square F Sig.
Work pressure Between Groups 4.563 3 1.521 1.072 .370
Within Groups 63.845 45 1.419
Total 68.408 48
TABLE:4.3
Managerial control
TABLE:4.3(a) strongly
strongly agree Agree Don t know disagree disagree Total
the organization employees Agree 2 8 0 1 0 11

are rewarded in proportion Don t know 6 3 5 2 0 16
to the excellence of their Disagree 2 4 2 6 0 14
job performance
strongly disagree 2 2 2 0 2 8
Total 12 17 9 9 2 49
It is obvious from the table 4.2(a) that there is no significant(0.370) difference in organizational factors among
employees. This findings indicates that the level of organizational factors among employees do not vary with
gender at 3%
CHI-SQUARE ANALYSIS:
RELATIONSHIP BETWEEN EMPLOYEES REWRDS AND MANAGERIAL CONTROL OF

ORGANISATION
TABLE4.3(a)
The following table shows that CHI-SQUARE analysis of WORK PRESSURE in
Asmaa Pressing:
TABLE4.3(b)
Work pressure
strongly
strongly agree agree Don t know Disagree disagree Total
consultation , strongly agree 1 7 5 4 4 21

communication and Agree 3 4 7 4 0 18
involvement organization Don t know 3 1 1 0 0 5
allows its employees to
Disagree 1 0 2 0 0 3
voice any concern before
strongly disagree 1 1 0 0 0 2
they develop into major
problem
Total 9 13 15 8 4 49
P
Value Df Value
Pearson Chi-Square 28.898a 12 .004
Intrepretation:
(p<0.05)
In the above table 4.3(a) , it is inferred that there is no significant relationship between employees rewards
and managerial control. And null hypothesis is rejected.
THE FOLLOWING TABLE SHOWS THAT RELATIONSHIP BETWEEN

CONSULTATION,COMMUNICATION,INVOLVEMENT OF INDIVIDUAL IN ORGANIZATION
TABLE:4.3(b)
P
Value Df Value
Pearson Chi-Square 20.337a 16 .205
INTREPRETATION:
P>0.05%
From the above table 4.3(b) it is inferred that there is significant relationship between work pressure and
consultation , communication of individual in organization. null hypothesis is accepted. .
WEIGHTED AVERAGE ANALYSIS:

THIS TABLE SHOWS THE WEIGHTED AVERAGE OF ORGANIZATIONAL FACTORS AND
MANAGEMENT RULES
TABLE:4.4
Organizational Strongly Agree Don’t Disagree Strongly Total ∑ Weighted
factors agree know disagree W average
X
Managerial 15 15 10 5 5 50 120 2.4
control
Co-worker 10 5 5 10 10 50 140 2.8
cohesion
Supervisor 20 10 10 5 5 50 115 2.3
support
Functional 10 10 10 10 10 50 150 3
expertise
INTREPRETATION:
From the above table 4.4 it is inferred that it functional expertise with weighted average of 3 ,co-worker cohesion
with 2.8, managerial control with 2.4 and supervisor support with 2.3
THIS TABLE SHOWS THAT WEIGHTED AVERAGE OF PERSONAL FACTORS AND INDIVIDUAL
TRAITS
Table:4.4(a)
Personal Strongly Agree Don’t Disagree Strongly Total ∑ Weighted

factor agree know disagree W average
x
Work 5 5 10 20 10 50 175 3.5
pressure
Innovation 20 10 5 5 10 50 125 2.5
Physical 12 22 8 2 8 50 128 2.56
Comfort
involvement 8 7 23 10 2 50 141 2.82
INTREPRETATION:
From the above table 4.4(a) it is inferred that work pressure with weighted average of 3.5 , involvement with 2.82 ,
physical comfort with 2.56 and innovation with 2.5
THIS TABLE SHOWS THAT WEIGHTED AVERAGE OF INTERNAL FACTORS AND WAGE SCHEMES
TABLE:4.4(b)
Internal Strongly Agree Don’t Disagree Strongly Total ∑ Weighted

x
Wages 10 5 14 11 10 50 171 3.42

Treatment of 22 16 3 5 4 50 103 2.06
staff
Incentives 27 6 3 4 5 50 89 1.78
Management 18 9 6 5 12 50 134 2.68
INTREPRETATION:
From the above table 4.4(b) It is inferred that wages with weighted average of 3.42 , management with 2.68 ,
treatment of staff with 2.06 and incentives with 1.78.
THIS TABLE SHOWS THAT WEIGHTED AVERAGE OF EXTERNAL FACTORS AND INDUSTRIAL
ASPECTS:
TABLE:4.4(c)
External Strongly Agree Don’t Disagree Strongly Total ∑ Weighted

x
Industry 7 32 1 6 4 50 118 2.36
standards
Technology 18 14 9 1 8 50 117 2.34
Legal 3 32 7 1 7 50 127 2.54
ramification
Economic 15 20 8 4 3 50 110 2.2
conditions
INTREPRETATION:
From the above table 4.4( c) it is inferred that legal ramification , industry standards with weighted average of 2.36
, technology has with 2.34 and economic conditions with 2.2 and legal ramification with 2.54
RANK METHOD ANALYSIS:

THIS TABLE SHOWS THAT RANK ANALYSIS OF ORGANIZATIONAL FACTORS AND
MANAGEMENT CONTROLS
TABLE:4.5
Organizational Strongly Agree Don’t Disagree Strongly Total ∑ Weighted Rank
x
Managerial 15 15 10 5 5 50 120 2.4 III
control
Co-worker 10 5 5 10 10 50 140 2.8 II
cohesion
Supervisor 20 10 10 5 5 50 115 2.3 IV
support
Functional 10 10 10 10 10 50 150 3 I
expertise
INTREPRETATION:
From the above table 4.5 it is inferred that it functional expertise has ranked I with weighted average of 3 , co-
worker cohesion has ranked II with 2.8, managerial control has ranked III with 2.4 and supervisor support in IV with
2.3
RELATIONSHIP BETWEEN PERSONAL FACTORS AND INDIVIDUAL TRAITS
TABLE:4.5(a)
Personal Strongly Agree Don’t Disagree Strongly Total ∑ Weighted Rank

factor agree know disagree W average
x
Work 5 5 10 20 10 50 175 3.5 I
pressure
Innovation 20 10 5 5 10 50 125 2.5 IV
Physical 12 22 8 2 8 50 128 2.56 III

Comfort
involvement 8 7 23 10 2 50 141 2.82 II
INTREPRETATION:
From the above table 4.5(a) it is inferred that work pressure has ranked I with weighted average of 3.5 ,
involvement has ranked II with 2.82, physical comfort has ranked III with 2.56 and innovation IN IV with 2.5
THIS SHOWS THAT RANK ANALYSIS OF INTERNAL FACTORS AND WAGES SCHEME
TABLE:4.5(b)
Internal Strongly Agree Don’t Disagree Strongly Total ∑ Weighted Rank

x
Wages 10 5 14 11 10 50 171 3.42 I

Treatment of 22 16 3 5 4 50 103 2.06 III
staff
Incentives 27 6 3 4 5 50 89 1.78 IV
Management 18 9 6 5 12 50 134 2.68 II
INTREPRETATION:
From the above table 4.5 (b) it is inferred that wages has ranked I with weighted average of 3.42 , management has
ranked II with 2.68 , treatment of staff has ranked III & IV with 2.06, with 1.78 and incentives with 1.78
THIS TABLE SHOWS THAT RANK ANALYSIS OF EXTERNAL FACTORS AND INDUSTRIAL ASPECTS
TABLE:4.5(c)
External Strongly Agree Don’t Disagree Strongly Total ∑ Weighted Rank

x
Industry 7 32 1 6 4 50 118 2.36 II
standards
Technology 18 14 9 1 8 50 117 2.34 III
Legal 3 32 7 1 7 50 127 2.54 I

ramification
Economic 15 20 8 4 3 50 110 2.2 IV
conditions
INTREPRETATION:
From the above table 4.5(c) it is inferred that legal ramification has ranked I with weighted average of 2.54,
industry standards has ranked II with 2.36 , technology has ranked III with 2.34 and economic conditions in IV with 2.2
CHAPTER-V
FINDINGS:
➢ Majority (59.2%) of employees strongly agree that they take positively actions as the organization
inspires them to live up to its core values in weighted average. The employees perception emphasis
on getting appropriate work environment covering all the essential amenities which include the basic
infrastructure facilities as well as to obtain the imperative amenities which covers the safety and pollution
measures without any hindrance.
➢ (85%) of employees in Asmaa have agree that organization core have strong influence on shaping
behavior in weighted average. The employees are very particular about the basic facilities which are the
most commonly provided welfare facilities in any organization and expects the ancillary facilities which
are not provided by all organizations.
➢ Sizable number (45.0%) of the respondents don’t know whether the organization maintain a healthy life
balance for employees for their personal life in one way Anova . Factor analysis revealed that affable
approach is the predominant climate conditions provide among employees of Asmaa pressing at the same
time the un educated employees are hindered by the dogmatic approach.
 (.340% )of respondents have strongly agree that culture in organization instills a sense of
compliance , responsibility and shared feelings which employees in one way Anova method help
them to be tolerant. The training and development programs are very essential for any organization to
enhance their employees performance level in order to enhance their productivity.
➢ A good number (.225%) of the respondents agreed that the company utilizes their skills and abilities
effectively in chi-square analysis. The adequacy of resources is the basic requirements for any
organization for its day to day functioning. Spontaneous supply of the necessary basic and safety
equipments and tools leads to effective and efficient performance of employees.
➢ Sizable number (62.4%) of respondents strongly agreed that they have strongly agree that they believe
organization improve their economic conditions in chi-square analysis. Relation and co-operation leads
to the elimination of discrimination and individualism, whilst encouraging teams and social groups to form
an effective and successful organization.
➢ Majority (95%) of the respondents were agree that they have lot of work pressure while working in
manufacturing area in ranking method. The employees expect the generous approach that ensures
opportunity and freedom for an employee to work which becomes very essential for better work life and at
the same the employees are forced to work in a helpless conditions and situation through vulnerable
approach.
➢ A good number (79%) of employees were agree that they don’t know clear awareness about monthly
wages and salary deduction in ranking method. The benefits such as satisfied pay, allowances, welfare,
facilities, adequate, training. The employees of asmaa pressing to work better and auxiliary benefits such as
future career prospects, new opportunities, proper motivation creating job involvement among the
employees.
➢ Sizable number (21.0%) of respondents were disagree that they don’t have a proper communication
between team members. Work life balance in asmaa pressing was shaped by three different phases:
flexibility options given in work schedules, supportive measures given by the management and through
some convenient benefits.
➢ Majority (29%) of the respondents were agree that they have lot of work pressure while working in
manufacturing area. The t-test analysis revealed that the employees agreed that they are satisfied with
overall factors of welfare facilities, freedom of work and compensation and rewards.
➢ A good number (79%) of employees were agree that they don’t know clear awareness about monthly
wages and salary deduction. The employees of asmaa pressing moderately agreed with factors of relations,
co-operation, work life balance and job satisfaction and security.
➢ Sizable number(33%) of the respondents were don’t know organization pro-active stand to maintain a
healthy work life balance for employees. The other factors like training and development , adequacy of
resources, work environment and organizational culture and climate leads to moderate satisfaction among
the employees of asmaa pressing
➢ (33.3%) organization cultivate strong bond, positive attitude and value sense among employees that directs
them to towards a common goals. It is evident from the analysis there is a reflective association between
the job training potential and clusters of work environment, compensation and rewards , welfare facilities,
training and development.
➢ (25%)Organization has a progressive outlook that recognizes the rights of the employees and protect their
interests by minimizing disputes. There is a high association between HR policies followed in the asmaa
pressing. A good number(19.4%) of the respondents were don’t know about the legal ramification of the
organization. Sizable number(12.9%) of the employees in their organization don’t know that their company
use recent technology.
SUGGESIONS:
The management may enhance the frequency of employees feedback on their performance. e employees are less satisfied
with their work environment. The organization has to take necessary steps to provide a satisfied physical appearance of
work place, adequate basic and safety requirements and pollution control equipments. Though the employees of Asmaa
enjoy better organizational culture and climate there are some pitfalls to be considered in order to provide good quality of
work life such as avoiding discriminations and abusement, proper grienavance handling. In training programmes
practical sessions must receive greater emphasize. Function of labour union is very poor in asmaa , proper and effective
function of labour union is very essential for employee’s welfare growth and survival. The employees also feels that there
are no proper career prospects in their organization, hence the management has to focus more on these aspects.It is
essential to create a productivity measurement system for identifying the employees thoughts and views regarding the
organization. The majority of employees are moderately satisfied regarding the quality of work life factors which denotes
that the employees expect more quality of work life factors. 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. Safety implements and equipments are very essential for any employee to safe guard himself. That too
organization in rural area where the work environment is hazardous must concentrate on difficulties. Many employees
stated that there is no adequate of resources in asmaa pressing sites. Without adequate resources, it is very tough for the
employees to achieve their objectives to accomplish the organizational objective. Management have to satisfy the
remaining employees(60.8%) to take positively actions as the organization inspires them to live up to its core
values. Employees provided with the flexible work culture like flexible working hours, flexible starting and endings
timings, relocation facilities. They employees of asmaa doesn’t have any separate uniform which makes the employees
feel enthusiastic and comfortable at work. The family and parental supportive programs and special counseling can be
given to the family members of the employees to make them understand the work environment and work culture of the
organization and make them feel committed to organization.
CONCLUSION:
The well- being of human resources has become inevitable for any organization for its healthy progress and
survival. In order to keep this vibrant work force ever energetic, proper motivation through better quality of work-
life becomes more essential. The work environment, organizational culture and climate , compensation and
rewards , welfare facilities, training and development, adequacy of resources, relation and co-operation, freedom
of work, job satisfaction and work-life balance plays a pre-dominant role in determining the employees. from this
study I have learned that both small and large organization provide a good job experience and profit similarly
smaller organization equally provide a professional expertise to employees.
BIBLIOGRAPHY:
www.organizationclimateandconstructs.org
www.groupandindividualperformanceofworkers.org
www.theclustersoforganizationalchangeandenvironment.com
https://doi.org/10.118/EMIJB-02-1992-0003.
https://www.researchgate.net/publication/228801211-Diagnosing-organizational-cultures-
validating_a_model_and_method.
https://doi.org/10.1108/081437710259190.
(Wiley & Brooks, 1993) Work culture in India, Inaugral Address, Patna: Kotesear Rao, Srinivasan, P.T and George.,
J,P(2005) Vilakshan, Vol-II Issue-I March. https://doi.org/10.1002/hrdq.1104.
Watkin and Hubbard (1993),Corporate Culture: The Rites and Rituals of Corporate life, Reading, Massachusetts
performance measures.
.https://deepblue.lib.umich.edu/handle/2027.42/39984.
https://doi.org/10.1108/1401331211284227.
Watkin and Hubbard (1993) contend that climate does make a difference to organisations’ performance because ‘it
indicates how energising the work environment is for employees’” international journal of management,31,228-238.
https//doi.org/10.101016/j.ijproman.2012.06.010
REFERENCES:
 Litwin, G.H. and Stringer, R.A. (1968), Motivation and Organizational Climate, Cambridge, Mass:
Harvard University Press ,Owens, R.G. (1987), Organizational Behavior in Education, Prenlice Hall,
PTR
 Aishwarya, B. and Ramasundaram G. (2012), “A study on interference of worklife conflict between

organizational climate and job satisfaction of women employees in information technology sector”, Asia
Pacific Journal of Management Research and Innovation, 8(3), 351-360.
 Tagiuri, R., Organizational Climate : Explorations of a Concept, Boston, Harvard Business School
Division Res., 1968, pp. 11-32. Tagiuri, R. (1968), Ibid.
 Forehand, G.A. and Glimer, B.V.H. (1964), “Environmental variation in studies of organizational
behavior”, Psychological Bulletion, 62(6), 361-382.
 Litwin, G.H. and Stringer, R.A. (1966), Organizational Climate Questionnaire, Hay group research into
teacher effectiveness : A report by Hay McBer for the department of education and employment.
 Halpin, A.W. and Croft, D.B. (1963), The Organizational Climate of Schools, Chicago, The University
of Chicago.
 House, R.J. and Rizzo, J.R., “Towards the measurement of organizational practices : scale development
and validation”, Applied Psychology, 56 (1972), 388-396.
 Pareck, U. (1989), “Motivational analysis of organizational climate”, in Pfeiffer, J.W. (Ed.) San Diego,
CA : University Associates.
 Payne, R.L. and Mansfield, R. (1973), “Relationships of perceptions of organizational climate to

organizational strategic, context and hierarchical position”, Administrative Science Quarterly, 18, 515-
526.
 Stipek, D.J. (1996), Motivation and instruction. In Berliner, D.C. &Calfee, R.C. (Eds.) Handbook of
educational psychology, New York, Macmillan, pp. 85 – 113.
 Samantarai, F., Impact of Personality and Motivational Patterns on Managerial Success Among Bank
Employees, 2016, Ph.D thesis, Utkal University, pp. 40 – 41.
 Guayet. al. (2010), Ibid., 711 – 735.
 Parson, T. (1969), Organizations in AmitaiEtzioni (Ed.), A Sociological Reader on Complex Organizations

o (Second Edition), New York, Holt, Rinhart and Winston.
 March, J.G. and Simon, H.A. (1969), “The Theory of Organizational Equilibrium” in AmitaiEtzioni (Ed.),
 Lawler, E.E. and Porter, L. (1967), “The effects of performance on the job satisfaction”, Industrial
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April 1993.
 Davis, K. and Moore, W.E. (1962), “The social allocation of occupations: a functional analysis”, in
Nosow, S. and Form, W.H. (Eds), Man, Work and Society, New York, Basic Books, Inc.
 Ryan, R.M., Connell, J.P., & Plant, R.W. (1990), “Emotions in non-directed text learning”, Learning and
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 Gansuly, H.C. (1964), Structure and Progress of Organization, Asia, Bombay, 1964, p. 89.
 Orpen, C. (1997), “The effects of formal mentoring on employee work motivation, organizational
commitment and job satisfaction”, The Learning Organization, 4(2).
APPENDIX:
“ A STUDY ON ATTITUDE OF EMPLOYEES

TOWARDS ORGANIZATION CLIMATE IN ASMAA
PRESSING”
Name:
1. Gender ___________
a. male b. female
2. Age ___________
a. 20-29 years b. 30-39 years c. 40-49 years d. above 50
3. Qualification?
a. HSC b. Diploma c. UG d. PG e. Professional
4. How long have you worked in this industry?

a. Less than 1 year b. 1-5 years c. 5-10 years d. above 10 years
5. What shift do you work most often?

a. Overnight b. between a.m. and p.m. c. I work all different types of shifts
6. Where are you from?

a. Rural b. urban c. semi-urban
7. Whether organization’s core values have a strong influence in shaping the behavior and
attitude of employees?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
 Strongly Disagree
8. Employees mostly take positively actions as the organization inspires them to live up to
its core values?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
9. The organization welcomes & respects creative ideas and thoughts of employees in every
sphere of discussion?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
10. The organization helps employees to bring out their potential and give their best for the
organization?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
11. The organization helps employees into group through continuous learning , overall growth
and development?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
12. The organization takes pro-active stand to maintain a healthy work-life balance for
employees?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
13. The recognition program of the organization boosts employee morale?

 Strongly Agree
 Agree
 Don’t know
 Dis Agree
14. Whether the organization frequently arranges campaigns that incorporate mental and
physical health agenda for employees?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
15. Organization arranges employee assistance programs for enhancing personal and
professional development of employees?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
16. Organization inspires employees through tenderness flexibility and support?

 Strongly Agree
 Agree
 Don’t know
 Dis Agree
17. Organization lends its hand and offers guidance when employees have hit a road block or
have a tight deadline of a project?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
18. Organization is considerate towards emotions and feelings of employees?

 Strongly Agree
 Agree
 Don’t know
 Dis Agree
19. Organization cultivates strong bond , positive attitude and values sense among employees
that directs them towards a common goals?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
20. Culture in organization instills a sense of compliance , responsibility and shared feelings
which employees help them to be tolerant?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
21. Whether employees in organization identify themselves with organization that encourage
behavioral norms?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
22. Organization has a progressive outlook that recognizes rights of its employees and
protects their interests by minimizing disputes?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
23. Organization promote collective bargaining in settling of disputes?

 Strongly Agree
 Agree
 Don’t know
 Dis Agree
24. Through consultation , communication and involvement organization allows its employees
to voice any concern before they develop into major problem?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
25. Organization make pro-active strategy in resolving employee grievances with immediate
effects?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
26. Whether the employees feel they are recognized for their work?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
27) Organizational factors:

Managerial
control
Co-worker
cohesion
Supervisor
support
Functional
Expertise
28) Personal factor

Work
pressure
Innovation
Physical
comfort
Involvement
29) Internal factors:

Wages
Treatment of
staff
Incentives
Management
policies
30) External factors:

Industry
standards
Technology
Legal
ramification
Economic
conditions
1
31) Social factors:

Team
work
Customer
service
Values
and
beliefs
Supported
service
32) The policies and the organization structure in our organization have been clearly defined?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
33) whether the organization employees are rewarded in proportion to the excellence of their job
performance?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
34) whether employees in their organization are giving more information, ideas, feed back on
customers, products, service?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
35) whether the organization allows individual employees to plan and act on their own sphere?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
36) whether organization employees are encouraged for innovative approaches in solving
problems?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
37) whether organization employees believe that the scope or conveying their ideas to the superior
is possible?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
38) whether organization communication is used as an effective way of getting relevant feed back
and critical information for corrective action?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
39) whether organization leaders plan the tasks, distribute assignments and supervise the work on
the organization?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
40) whether organization senior employees based on their age and service are recognized by the
organization by offering cash awards, certificates?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
41) whether in organization innovation or change is mainly inititated and implemented through
highly result oriented individuals?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
42) whether the organization have provision for welfare amenities is available?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
43) The policies and the organization structure in our organization have been clearly defined?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
44) whether the organization cares for the financial stability of its employees?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
45) whether organization have provision for bonus and other allowances?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
46) whether organization superiors guide their juniors for future career development?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
47) whether organization have informational groups and networks are used to share the
organizational information among themselves?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
48) In their organization time and punctuality is highly valued?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
49) whether organization cares for the financial stability of its employees?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree
50) whether organization the attitude of management is that conflict between competing units and
individuals can be very healthy?
 Strongly Agree
 Agree
 Don’t know
 Dis Agree

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A STUDY ON ATTITUDE OF EMPLOYEES TOWARDS ORGANIZATION

CLIMATE IN ASMAA PRESSING PRIVATE LIMITED

Under the guidance of

Department of Management Studies

Fatima College (Autonomous)

Madurai – 625 018.

Department of Management Studies

Madurai – 625 018.

Faculty Guide Head of the Department

Department of Management Studies

Signature of the Student.

It is a great pleasure to acknowledge my sincere thanks to Dr.Sr.G.Celine Sahaya Mary,

I express my gratitude to Dr.S.Raju, Director, Fatima College (Autonomous), Madurai for

I indeed greatly thankful to my faculty guide Mrs.N.Asha.MBA,M.Phil.,Ph.D., for her moral

It is a great pleasure to acknowledge my sincere thanks to guide Ibrahim, Senior HR in Asmaa

Chapter II REVIEW OF LITERATURE

Chapter III RESEARCH METHODOLOGY

Chapter IV ANALYSIS AND INTERPRETATION

Chapter V FINDINGS, SUGGESTIONS & CONCLUSION

CUSTOM METAL FABRICATION:

HOW METAL FABRICATION PERFORM:

LOOK AT THE FUTURE OF METAL FABRICATION:

MANY INDIAN COMPANIES ARE LOOKING AT EXPANDING CAPACITIES:

 lead million tonnes.

Current Status Of Asmaa Pressing Private Limited :

COMPANY NAME ASMAA PRESSING PRIVATE LIMITED

COMPANY LIMITED BY S HARES

COMPANY SUB NON-GOVERNMENT COMPANY

CLASS OF PRIVATE COMPANY

AGE OF 5 YEARS , 11 MONTH, 13 DAYS

ACTIVITY METAL PRODUCTS, TANKS, RESERVIORS ,STEAM GENERATORS

SHARE CAPITAL & NUMBER OF EMPLOYEES

AUTHORISED CAPITAL Rs 4,300,000

PAID UP CAPITAL Rs 3,900,000

LISTING AND ANNUAL COMPLIANCE DETAILS:

LISTING STATUS UNLISTED

DATE OF LAST ANNUAL 29 SEPTEMBER 2018

DATE OF LATEST 31 MARCH 2018

GOALS AND OBJECTIVES:

 Increase sales 25% every year

 Quality Standards & Improvements

 Improve Safety Index

1. To displaying the present organizational culture of public manufacturing industries in India.

2. To investing the priorities of motivational profile of manufacturing industries.

NEED FOR THE STUDY:

LIMITATIONS OF THE STUDY:

 The period of study with span of time.

 The results based on data given by respondents.

 This study is limited only to ASMAA PRESSING Pvt limited

organization culture can be a moderator or mediator. First, culture is a moderator. As suggested by

SCOPE FOR THE FURTHER STUDY:

The period of study was a course of 4 months

Collection of data was done by

Primary data is collected from HR manager, employees of ASMAA PRESSING,

STATISTICAL TOOLS USED:

Statistical tools used for analysis are as follows:

HYPOTHESIS OF THE STUDY:

 There is no significant relationship between gender of the respondents and their

 There is no significant relationship between employees rewards and managerial control.