Part 2 Completed

8/6/2019 Part 2 Completed.

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CONTENTS

CHAPTER PARTICULARS PAGE NO

TITLE

PROJECT COMPLETION CERTIFICATE

CERTIFICATE

DECLARATION

ACKNOWLEDGEMENT

LIST OF TABLES 2

LIST OF CHARTS 5

1 INTRODUCTION 7

2 ORGANIZATION PROFILE 11

3 REVIEW OF LITERATURE 25

4 RESEARCH METHODOLOGY 23

5 ANALYSIS AND INTERPRETATION 27

6 FINDINGS & SUGGESTIONS 69

7 CONCLUSION 71

BIBLIOGRAPHY 72

ANNEXURE 74


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Sino Title Page no

1

Table showing the gender of the sample respondents28

2 Table showing the age of the sample respondents 30

3Table showing the marital status of the sample

respondents 32

4 Table showing the length of service of the sample

respondents 34

5 Table showing the work shift of the sample respondents 36

6

Table showing the sample respondents opinion on the

adaptation of latest management tools and technique by

the organization 38

7Table showing the employee attitude on the recognition

of good work by the management 39

8

Table showing the employees opinion towards

consideration of education and skills in determining

salary grades 40

9Table showing the attitude of employees towards

appreciation for good work 41

10Table showing the attitude of employer towards the

customer interest 42

11Table showing the attitude of employer towards rewards

given towards the employees suggestion 43

12Table showing the attitude of employee regards rewards

on suggestions 44

13Table showing the opinion of the employee towards team

work with supervisors 45


work with peers 46


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work with subordinates 47

16 Table showing the number of labors in the organization 48

17Table showing the opinion of the employee to existenceof friendly work place 49

18Table showing the sample respondents attitude towards

socialization outside the office 50

19Table showing the opinion of the employee on

relationship with the former colleagues 51

20Table showing the opinion of the employee towards the

organizations social responsibility 52

21Table showing the opinion of the employee towards the

organizations social responsibility 53

22Table showing the opinion of the sample respondents

about the performance appraisal system 54

23Table showing the opinion of sample respondents on

regular career development 55

24

Table showing the sample respondents comment on

adequate welfare facilities and amenities provided 56

25Table showing the sample respondents attitude onfair

recruitment and exit policy 57

26Table showing the opinion of the employee on grievance

regresal 58

27Table showing the opinion of the employee towards

collective decisions making 59


employee employer relationships 60


the collective win 61


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30Table showing the sample respondents opinion on

sharing the strategic goals 62

31Table showing the opinion of the employee on prevailing

open communication 63

32Table showing the sample respondents opinion on

solving the day to day problems 64

33Table showing the opinion of the employee on vision and

mission of the company 65


recommending their organization to their friends 66

35

Table showing the sample respondents opinion on

putting more effort for success of the organization 67


loyalty 68

37Table showing the opinion of the employee towards job

assignment 69


shared values 70

39Table showing the opinion of the employee towardsbelonging to this organization 71


the organization inspiring the very best in them 72

41Table showing the sample respondents comment on

choosing the organization to work 73


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S.no Title Page no

1 Chart showing the gender of the sample respondents 29

2 Chart showing the age of the sample respondents 31

3

Chart showing the marital status of the sample

respondents 33

4

Chart showing the length of service of the sample

respondents 35

5

Chart showing the length of service of the sample

respondents 37


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CHAPTER 1

INTRODUCTION

1.0 EMPLOYEE COMMITMENT :Understanding employee commitment as an employee attitude is important

because, it has an important effect on organizational performance and productivity and

this attitude can be influenced by human resources policies and practices. (RAYTON,

2006: 139)

The last decade particular research interest in high commitment model of

human resources management depicted that a bundle of human resources practices

focusing on employee commitment to the organization ultimately would contribute to

organizational effectiveness. (DOREN BOSCH, 2006:275). Despite the focus on

commitment executives find it difficult to understand the concept of employee

commitment and how it can be influenced, measured and managed. (CROSBY, 2000:2)

MATTESON (2005:224) found that Research evidence indicates that the absence of

commitment can reduce organizational effectiveness. People who are committed are less

likely to quit jobs.

It is evident from theories that strong commitment is often correlated with

high productivity. (BENNETT and MINTY 2005:16-17). Various studies have indicated

that promoting employee commitment increases employee retention and in addition,

makes a positive contribution to organizational performance.

Commitment can be influenced by variety of psychological and work related

variables such as individual behavioral influence, work related attitude and human

resource management practices.

ASHKANASY describe drivers of commitment as intervening variable that

channel the occurrence and strength of commitment.


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GREENBERG and BARREN (2003:146) argue that work related attitude

include lasting belief, feeling and behavioral tendency towards various aspect of the job

itself, the setting in which the work is conducted and the people involved. Work related

attitude reflects in tendencies to respond.

According to MATTESON (2005:96) individual variables combined with

organizational variables will shape productive, non productive and counterproductive

work behavior. It is important to understand individual behavior to shape and influence

commitment.

People in organizations encounter thousands of events, practices and

procedure and they perceive them in related set. Therefore as proposed by SCHNEIDER

and REICHERS (1983) work settings have numerous climates. Since climate is a

multidimensional construct it is meaningless to speak without a referent.

SHARMA (1987) reviewed a fairly large number of studies of organizational

climate and concluded that despite general agreement over the definition there is yet no

agreement over a common set of dimension of climate. The concept organizational

climate has three components (Affective, Continuance, and Normative). The drivers of

commitment also belong to three sources as Personal attributes, Job characteristics andOrganizational climate.


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1.1

Organizational climate, sometimes known as corporate climate is the process of

quantifying the culture of an organization. Organizational climate is a psychological

dynamism Organizational climate is a set of properties of the work environment,

perceived directly or indirectly by employees, that is assumed to be a major force in

influencing employee behavior. The concept of organizational climate has been assessed

by various authors, of which many of them published their own definition of

organizational climate. For those interested in understanding organizational climate, it is

important to make some distinctions. Climate is often defined as the recurring patterns of

behavior, attitudes and feelings that characterize life in the organization (Isaksen &

Ekvall, 2007). Organizational climate, however, proves to be hard to define.

Organizational Climate surveying enables the impact of HR strategies to be

evaluated to create HR Return on Investment (HRROI) calculations. This data has been

found to be highly effective in changing the perspective of people-based initiatives as

being an investment rather than a cost and transforming HR into a mission-critical

strategic partner from its perception of personnel administration.

Organizational Climate is hard to define. Because, it is important to define

Climate and other is how to measure it effectively. There are two approaches to the

concept of Climate, one being cognitive schema and the other the shared perception

approach.


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1.2 ORGANIZATIONAL COMMITMENT:

Commitment refers to the attachment and loyalty. It is associated with the feelings

of individuals about their organization. As defined by PORTER et al (1974),

commitment is the real strength of individuals identification with, and involvement in, a

particular organization. It isthe employee's psychological attachment to the organization.

It can be contrasted with other work-related attitudes, such as Job Satisfaction, defined as

an employee's feelings about their job, and Organizational identification, defined as the

degree to which an employee experiences a 'sense of oneness' with their organization.

The three characteristics of commitment identified by MODWAY et al (1982) are:

1. A strong desire to remain a member of the organization.2. A strong belief in and acceptance of, the values and goals of the organization.3. A readiness to exert considerable effort on behalf of the organization.

BATEMAN and STRASSER state that organizational commitment has been

operationally defined as multidimensional in nature, involving an employees loyalty to

the organization, willingness to exert effort on behalf of the organization, degree of goal

and value congruency with the organization, and desire to maintain membership (p.95).

MOWDAYSTEERS and PORTER(1979) identified commitment-related attitudes and

commitment-related behaviors.

SHELDON (1971) defines commitments as being a positive evaluation of the

organization and the organizations goals. According to BUCHANAN (1974) most

scholars define commitment as being a bond between an individual (the employee) and

the organization (the employer), though his own definition of commitment


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CHAPTER 2

ORGANIZATIONAL PROFILE

2.1 Roots industries ltd:

ROOTS Industries Ltd. is a leading manufacturer of horns in India and the 11th

largest Horn Manufacturing Company in the world. Headquartered in Coimbatore - India,

ROOTS has been a dominant player in the manufacture of Horns and other products like

Castings and Industrial Cleaning Machines.

ROOTS Industries Ltd. is managed by an excellent team of path-breakers, chief

among them being the Chairman, Mr. K. RAMASAMY, a Master's Degree Holder in

Automobile Engineering from Lincoln Technical Institute, USA. He is supported by

technical and administrative people, experts in their own field, who together strive to

maintain the highest quality quotient in all of ROOTS' products.

Since its establishment in 1970, ROOTS has had a vision and commitment to

produce and deliver quality products adhering to International Standards. With a strong

innovative base and commitment to Quality, Roots Industries Limited has occupied a key

position in both international and domestic market as suppliers to leading OEMs (original

equipment manufacturers) and after market. Similar to products, Roots has leading edge

over competitors on strong quality system base. Now, Roots Industries Limited is the first

Indian Company and first horn manufacturing company in the world to get ISO/TS 16949

certification based on effective implementation of QS 9000 and VDA 6.1 system

requirement earlier. Roots' vision is to become a world class company

manufacturing world class product, excelling in human relation.

Roots is a leading Original Equipment supplier to major vehicle manufacturers

like Mercedes Benz, Mitsubishi, Mahindra & Mahindra, Toyota, Fiat, TELCO, TVS,

Kinetic, etc. The ever demanding requirements of Customer Satisfaction has strengthened

R &D activities and increased Roots technical competence to international standards.


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The Engineering Research Centre (ERC) is involved in the continuous

improvement and enhancement of design to increase performance and reliability. The

ERC functioning fewer than three distinct heads cater to the needs of Roots Industries,

Roots Multiclean and Roots Auto Products. Though there is a three-pronged operational

ethos, the ERC is integrated and meshed seamlessly with one single objective: that of

design research and performance monitoring. Through extensive product engineering, the

ERC cell of ROOTS achieves the following:

y Designing and developing new products with customer focus.y Conducting required tests to ensure product reliability.y Initiating necessary corrective and preventive action for ensuring peak

performancey Fine-tuning products with available components to satisfy customer requirements

Roots Multiclean Ltd. (RMCL) is a joint venture with Hako Werke GmbH &

Co., Germany, one of the largest cleaning machine manufacturers with global operations.

RMCL is the sole representative in India and SAARC countries for Hako Werke's entire

range of cleaning equipment. The quality of RMCL products is so well established that

Hako buys back a major portion for their global market. RMCL also represents several

global manufacturers of cleaning products and is gearing itself up to provide customized,

total cleaning solutions.


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2.2 VISION OF ROOTS GROUP:

We will stand technologically ahead of others to deliver world-class innovative

products useful to our customers. We will rather lose our business than our customers'

satisfaction. It is our aim that the customer should get the best value for his money.

Every member of Roots Company will have decent living standards. We care

deeply for our families, for our environment and our society. We promise to pay back in

full measure to the society by way of selfless and unstinted service.

2.3 MILESTONES OF THE GROUP:

1970

Promotes American Auto Service for manufacture of Electric

Horns.

1972 First to manufacture Servo Brakes for Light Motor Vehicles.

1984

Roots Auto Products Private Limited was established tomanufacture Air Horns. Die Casting Unit commences commercial

operations.

1988 Polycraft, a unit for Plastic Injection Moulding was established.

1990 Roots Industries Private Limited takes over Electric Horn business.

1992

RMCL enters into Techno-Financial collaboration with M/s. HakoWerke GmbH, Germany.

1992Roots Industries Private Limited obtains the National Certification -ISI mark of quality.

1994

Production of floor cleaning equipment commences. RootsIndustries Private Limited wins American International Quality

Award.


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1999 Becomes the first horn manufacturer in Asia to obtain QS 9000

2000

Becomes the first horn manufacturer in Asia to obtain VDA 6.1 andthe first in the world to win ISO / TS 16949

2000

The first to introduce digitally controlled air horns and lowfrequency, low decibel irritation free Jumbo Air Horns.

2003

Roots Industries Ltd., Horn Division is accredited with ISO 14001 :1996

2003

Roots Industries Ltd., upgraded its ISO / TS 16949 from 1999

version to 2002 version

2004

Roots Industries Limited (RIL) opens its 100% exclusive ExportOriented Unit at their Horn Division, Thoppampatti, Coimbatore to

cater the needs of Ford North America.

2004 RIL's EOU commences its supplies to Ford, North America

2004

Roots Multiclean Limited (RMCL) inaugurates its 100% EOU Plantat Kovilpalayam, Coimbatore

2004

Roots Cast Private Limited (RCPL) inaugurates its Unit II atArugampalayam, Coimbatore

2004

Roots Auto Products Pvt Ltd (RAPPL) expands with its MachiningDivision at Arugampalayam, Coimbatore

2004 RIL successfully launches its Malaysian Plant

2004

The group company American Auto Service is accredited with ISO9001 : 2000

2005

Roots Industries Ltd. is certified with MS 9000, a pre-requisite forQ1 award for Ford Automotive Operations Suppliers. Focus on

Systems and Processes

2005

Roots Metrology & Testing Laboratory has been accredited by

National Accreditation Board for testing & calibration in the field ofMechanical Linear & Angular

2005 Roots Industries Ltd., is awarded Q1 by Ford Motor Company

2005

Roots Horn Division upgraded its ISO : 14001 from 1996 version to2004 version


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CHAPTER 3

REVIEW OF LITERATURE

3.1 ORGANIZATIONAL COMMITMENT

Aviad Bar Haim et al (2009) in their article Essence and techniques in

redefinition of the concept of Organizational commitmenthas shown that organizationalcommitment has its core personal or organizational resources, which enable commitment

choices. These commitment choices, either personal or organizational stem from or aredependent on this core. The authors have concluded that for a non negligible number of

working people, commitment is a raison dtre no less powerful than a contractual

obligation to the employer.

Dave Arnott et al (2000) in their article Organizational Commitment and

Corporate Cults examined the commitment of workers to their organization via three

constructs that are derived from the definition of a cult. They further analyzed the three

constructs in terms on their effects on Christian lifestyle and expectations. The authors

concluded the literature as displaying the attributes of a culted organization, and one that

has been found to be less culted.

Dinah J Kipkebut (2009) in his article Organizational commitment in a non

western context: the Kenyan case has shown that organizational commitment in Kenyanuniversities was a multidimensional construct variables consisting of affective, normative

and continuance commitment and was found to be bi-dimensional consisting of low

perceived alternatives and high personal sacrifice. The researchers concluded that since

all the three components interact with each other positively they are all important in their

own respect, and cannot be ignored.

Isaiah O. Ugboro (2006) in his article Organizational Commitment, Job Redesign,

Employee Empowerment and Intent to Quit among Survivors of Restructuring and

Downsizingshown the relationship between job redesign, employee empowerment and

intent to quit measured by affective organizational commitment among survivors of

organizational restructuring and downsizing. The authors have concluded that highly

competent survivors have a high propensity to leave an organization subsequent to

restructuring and downsizing.


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Jennifer C. Cullen (2005) In her article Performance Differences Among Four

Organizational Commitment Profiles Robert R. Sinclair, Jennifer S. Tucker, and Chris

Wright attempted research on organizational commitment and from configure

organizational theory to propose a framework of affective and continuance commitment

profiles. The authors have concluded about distinguishing profiles reflecting moderate

attachments from those reflecting more intense positive or negative attachments.

Jesalina A. Tabuso in her article Organizational commitment of the faculty of the

divine word college of Viganhas attempted at teacher commitment is closely connected

to teachers work performance and their ability to innovate and integrate new ideas into

their own practice, as well as having an important influence on students. The authors

have concluded that the faculty of DWCV (DIVINE WORD COLLEGE OF VIGAN. ) is

female-dominated in their prime years, with majority of them married. And the entire

faculty has remained in DWCV because they find in the school a sense of economic

security.

Mahmoud AL-Hussami (2008) in his article A Study of Nurses' Job Satisfaction:

The Relationship to Organizational Commitment, Perceived Organizational Support,

Transactional Leadership, Transformational Leadership, and Level of Education has

determined the predicting strength among job satisfaction of the nurses. And concluded

that the Relationship to Organizational Commitment, Perceived Organizational Support

Another implication is that nurse managers should stay abreast of the current trends and

factors that contribute to job satisfaction. Issues related to organizational commitment

and organizational support, such as unfair work conditions, salary inequities, lack of

employee support should be addressed promptly and justly.

Naser Shirbagi (2007) in her article Exploring Organizational Commitment and

Leadership Frames within Indian and Iranian Higher Education Institutions has

investigated relationship between faculty members organizational commitment and

leadership frames of chairpersons has proved significant differences between Punjab

University and Tabriz University in case of affective commitment. The authors have

concluded that there exists significant correlation between organizational commitment

and symbolic frame; there exists significant correlation between affective commitment

with symbolic frame; continuance commitment with structural frame; as well as

normative commitment with symbolic frame. The result of this investigation exhibit, that

Indian faculty members tend to be more committed to their organization as compared to

their Iranian counterpart.

OOI KENG BOON et al (2006) in their article The influence of corporate culture

on organizational commitment: case of semiconductor organizations has investigated


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the influence of four dimensions of corporate culture (teamwork, communication, reward

and recognition, and training and development) on employees organizational

commitment within six major Malaysian semiconductor packaging organizations and also

revealed that communication, training and development, reward and recognition, and

teamwork are positively associated with employees commitment. The authors have

concluded that age, gender, marital status, education, and organizational tenure may

influence organizational commitment.

Kuldeep kumar et al (2009) in their article Organizational justice perceptions as

predictor of job satisfaction and organizational commitmentattempted at linking

perceived organizational justice with job satisfaction and organizational commitment.

Distributive justice was found to be positively related to both job satisfaction and

organizational commitment. Procedural justice was a more important predictor of the

organizational outcomes (organizational commitment and subordinates evaluation and

supervisor). Procedural justice was not found to be related to job satisfaction but it wassignificantly related to Organizational commitment.

Rajendran Muthuveloo et al (2005) in their journal Antecedents and outcomes

of organizational commitment among Malaysian engineershas received much empirical

study, both as consequences and antecedents, of other work-related variables of interest.

The authors have concluded that the antecedents and outcomes of organizational

commitment amongst engineers are unique, or different from other professions. The

dynamism of organisational commitment, due to its continuance commitment element, is

strongly influenced by macro-economics. The impact of organisational commitment and

personal characteristics on organisational outcome was emphasized by the authors.

Sajid Bashir et al (2008) in their article Determinants of Organizational

Commitment A Study of Information Technology Professionals in Pakistan has been

extensively researched and different researchers have identified its antecedents and

outcomes. They have related to commitment with turnover Steers (1977) conducted a

comprehensive study developing a model to find out antecedents and outcomes of

organizational commitment. They have concluded that job characteristics do not

determine organizational commitment of IT professionals in Pakistan and majority of

organizations follow a centralized authority structure. Jobs are designed with least

autonomy, significance and feedback. Similarly use of personal initiative and autonomyat jobs is also discouraged in most of Pakistani organizations. Hence employees and

professionals in Pakistani organizations prefer jobs with high formalization.


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Sumaira Hamid et al (2009) in their article Modeling causative factors of

organizational commitment in consumer banks employeesstudied intended to stay and

the extent to which an employee feels loyal and attached to an organization. The authors

have concluded that it was evident that timely and fair promotion method, pay and

rewards within banks augmented the organizational commitment level among employees.

And further organizational repute and age of employees also showed a significant linkage

with organizational commitment.

Dr. Yogesh Upadhyay et al (2010) in their article Job satisfaction &

organizational commitment: A study of mediating role of perceived organisational

support organizational commitment has attempted to find out impact of Job

Satisfaction on Organizational Commitment and investigate mediating. The researchers

outcome indicates that job satisfaction creates a feeling in employees concerning the

contribution of organization towards their well-being. The direction of impact further

reinforces merits of job satisfaction. Third relationship that has been examined in the

present study is the significance of impact of Perceived Organisational Support (POS) on

Organisational Commitment. The study concludes this impact to be significant.


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3.2 ORGANIZATIONAL CLIMATE:

Anita Gupta, (2008) the data provided a description of a relatively young, welleducated and trained work force which received moderate levels of financial

remuneration. The general picture emerging out of these findings indicate that overall a

favorable climate exists in the organization. The organization has a pool of professionals

which are working for a larger cause and meeting their professional satisfaction.

However due to the rising prices there is a need to revise the financial policy relating to

perdiem and accommodation on a regular basis. The organization shows great deal of

transparency in decision making and shares information across levels. The management

believes in having a participative approach to decision making. There is enough

autonomy to perform ones job. Also the organization offers enough scope for personal

and professional growth. The leadership of the origination is approachable and is

sensitive to the needs of the employees. At the same time there are roles and

responsibilities to be performed and each one is held accountable for work. There is a

great emphasis on capacity building and skill enhancement of the employees. As the

organization is in its expansion phase, it promises its employees enhanced roles and

responsibilities. The organization needs to plan its manpower requirement in the teams so

as to optimize the productivity. In case of employees having multiple reporting, job

description should be decided jointly by the team leaders and made known to the

employee. The organizational climate can become conducive to develop potential and

competencies of the employees and provide opportunities for fulfillment. There is a need

for an enhanced role of regional managers who should feel responsible for building a

positive, motivating work culture which would ensure optimum utilization of the

capabilities of the team members leading to self and organizational effectiveness.

Avinash Kumar Srivastav, (2007) Organizational climate depends on the

perception of organizational members about different organizational dimensions. Age

influences the individual perception. Depending on the age group, individuals in an


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organization may have differing perceptions about the organization. It can therefore be

hypothesized that organizational climate is differently perceived across the age groups

within the same organization. Climate was measured across age groups (lower, middle

and higher), using MAO-C instrument, involving 453 randomly selected executives in a

public sector industry. Statistical analysis reveals significant differences in the perception

of climate across the age groups in the organization. "Dependency-Control"

climate prevails in the lower and middle age groups but "Dependency-Affiliation"

climate prevails in the higher age group. "Expert Influence" and "Extension" are weaker

in the middle age group as compared to the higher age group, whereas "Control" and

"Dependency" are stronger in the middle age group as compared to the higher age group.

Thus, organizational climate is less functional in the middle age group as compared to the

higher age group.

Dastmalchian and Ali (1986) conducted a study primarily concerned with

exploring the relationships between organizational climate and characteristics of

organizational environments. Environmental characteristics include dependencies,

competition and uncertainty. In addition, the relationship of climate and environments

with dimensions of organizational structure and size are examined. Using data from 15

industrial organizations in Britain, the results have shown that different environmental

characteristics have different associations with organizational climate. Also, the

relationships between environments and climate are not similar to those found between

environments and structure. The researcher suggested that the creation of appropriate

climates and structural design as responses to environmental pressures may be considered

as complementary strategies in an attempt to maintain administrative control. The results,

therefore, provide support for the suggestion that, in order to improve our understanding

of the dynamics of organizational climate, characteristics of organizational environments

should be incorporated into future research designs.

James, Lawrence R.; Jones, Allan P., (1974) conducted a study on

organizational climate research, definitions, and measurement approaches are reviewed

and differentiated into 3 categories: a multiple measurement-organizational attribute


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approach, a perceptual measurement-organizational attribute approach, and a perceptual

measurement-individual attribute approach. Similarities and differences between these

approaches are discussed in an attempt to address a number of theoretical and

psychometric concerns. A major focus is the extent to which organizational climate

duplicates other organizational and individual domains. Recommendations for future

research include a rationale for differentiating between organizational climate and

psychological or individual climate, and an emphasis upon the distinction between level

of measurement and level of explanation as related to future definitions of climate.

Richard M Burton et al., (1999) Climate is the atmosphere of the organization, a

relatively enduring quality of the internal environment of an organization, which is

experienced by its members and influences their behavior. The organizational climate

can be measured in terms of trust, morale, conflict, equity in rewards, leader credibility,

resistance to change and scapegoating. Using a factor analysis, we found that the

organizational climate can be described in two dimensions: tension and the resistance

to change for a group of 245 Danish companies. High tension involves strained

relationships, stress and a balance of the combined factors. High resistance to change is a

preference for tomorrow to be like today. Change management has a long history and

rests fundamentally upon Lewins three phases: unfreeze, change and re-freeze. More

recently, change management is seen as sense making and the creation of an

organizational reality in which change is more usual and continuous. Using the

competing values framework, four organizational climates emerge: internal process,

which is high on tension and resistance to change, rational goal, which is high on tension

and low on resistance to change, developmental, which is low on tension and low on

resistance to change, and group, which is low on tension and high on resistance to

change. The managerial implications are complex for a fast paced world; the resistance to

change must be low. Lewinian episodic change is difficult, slow and costly. Continuous

change can be managed, where change becomes the norm of the organization. However,

tension does not have to be low. Individuals may prefer a low tension organization, but it


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may not be necessary for a fast paced world. Further, since the two dimensions are

independent, managers cannot reduce tension as a means to reduce the resistance to

change.

Victor and Cullen, (1987, 1988) although organizational commitment continues

to interest researchers because of its positive effects on organizations, we know relatively

little about the effects of the ethical context on organizational commitment. As such, we

contribute to the organizational commitment field by assessing the effects of ethical

climates on organizational commitment. We hypothesized that an ethical climate of

benevolence has a positive relationship with organizational commitment while egoistic

climate is negatively related to commitment. Results supported our propositions for both

a benevolent climate and an egoistic climate. We also hypothesized that a principled

climate is positively related to organizational commitment for professional workers but

has no relationships for nonprofessional workers. Results supported this hypothesis.


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CHAPTER 4

RESEARCH METHODOLOGY

4.1

PROBLEM STATEMENTWhile research has shown that empirical commitment can be influenced by

human resources strategies executives find it difficult to measure and manage. Measuring

employee attitude towards human resources strategies will enable an organization to

direct specific actions resulting in committed workforce contributing to organizational

effectiveness. It is important to understand the concept of employee commitment and the

drivers that channel the occurrence and strength of commitment. Executives need to be

aware of these drivers to understand how commitment can be influenced and sustained.The measurement is possible by measuring employee attitude about job.

4.2 PURPOSE OF THE STUDYThe purpose of the study is to provide theoretical and empirical findings on

employee commitment and measure significant drivers of commitment. Employee

commitment is multidimensional. The study aims to identify the drivers of organizationalcommitment taking in two commitments affective commitment and normative

commitment. Organizational commitment is treated as dependent variable while

dimensions of organizational climate will be used as independent variable. The study

aims to test whether there exists any relationship between organizational climate and

organizational commitment. Understanding this relationship will enable effective

management of the drivers with a hope of increasing commitment.


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4.3 OBJECTIVE OF STUDY:

Primary objective-

y To examine the level of organizational commitment among the employees ofRoots industries ltd.,

y To identify factors influencing organizational commitment among employees ofRoots industries ltd.,

Secondary objective-

y To provide suggestions for enhancement and sustainability of organizationalcommitment.

4.3 RESEARCH METHODOLOGYResearch design: Descriptive study

Research method: Survey method

Research instrument: Structured questionnaire

Sample area: Roots industries ltd, Coimbatore

Sample population: 105 respondents

Pilot survey: 10 employees

Survey instrument: Questionnaire

Data sources: Primary sources and secondary sources

Statistical tools: Percentage analysis.

4.4 RESEARCH DESIGNResearch design refers to the conceptual structure within which research would be

conducted. A research design indicates a plan of action to be carried out in

connection with a proposed research work. The research design used for the study is

of descriptive type. A descriptive study collects data for a definite purpose.


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4.5 SAMPLING PROCEDURE

4.5.1 ResearchQuantitative research is the systematic scientific investigation of quantitative

properties and phenomena and their relationships. It is based on the measurement of

quantity and amount. The objective of the quantitative research is to develop and employ

mathematical models, theories, hypothesis, pertaining to natural phenomena.

4.5.2 Sampling designThe study has used in non probability sampling design. Non- probability

sampling involves deliberate selection of a particular unit of the population forconstituting sample.

4.5.3 Sample size: 105

4.6 SAMPLING TECHNIQUES:

The samples were collected by the researcher through convenience sampling and

the sampling technique applied by the researcher was non probability sampling.

4.7 SOURCES OF DATA

Type of data:

Types of data used in this study are

Primary data

Secondary data


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Primary data

Primary data was collected directly from the field. In this study, data was obtained from

the employees of Roots industries. Primary data was collected to know the opinion of the

employees about organizational commitment and the some demographic factors such as

age, gender etc.

Secondary data

The data which have already been collected and analyzed by someone else is called

secondary data in this study; secondary data was collected from the company profiles,

book, and websites.

Findings of the data:

The data needed for this study was found in the company profile and company website

for the details about the company. The data about the employees opinion was obtained

by schedule method.

4.8 DATA COLLECTION TECHNIQUE

Questionnaire

Structured and unstructured questionnaire is framed to get the responses from the

respondents. The questionnaire consists of dichotomous and rating questions.

4.9 PILOT STUDY

A pilot study also called a pilot experiment is a small scale preliminary study

conducted before the main research in order to check the feasibility or to improve the

design of the research. Pilot studies are therefore not appropriate for case studies. They

are frequently carried out before large scale quantitative research in an attempt to avoid

time and money being wasted on an inadequately designed project. A pilot study is

usually carried out on members of the relevant population, but not on those who will

form part of the final sample. This is because it may influence the later behavior of


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research subjects if they have already been involved in the research. A pilot survey was

conducted before finalizing the questionnaire with 10 employees to check if there

prevailed any discrepancies.

4.9 FINDINGS:

The major findings were to be recorded and the suggestion or conclusions concerning the

study were orderly formed through these phases of study.

4.10 CONCLUSIONS:

Following the major findings and suggestions appropriate conclusion was framed and

given.

4.11 CHAPTER SUMMARY:

CHAPTER 1 This chapter presents the introduction of the concept of

organizational climate.

CHAPTER 2 This chapter elaborates the history of the organization.

CHAPTER 3 This chapter presents the review of the literature done.

CHAPTER 4 This chapter explains the research methodology adopted for the

research.

CHAPTER 5 This chapter presents the analysis and interpretation done.

CHAPTER 6 This chapter shows the findings and suggestions.

CHAPTER 7 This chapter briefs the conclusion for the research.

BIBLIOGRAPHY

ANNEXURE


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CHAPTER 5

Data Analysis & Interpretation

TABLE 5.1: Table showing the classification of the sample respondents on the basis

of gender

Gender

No of sample

respondents

Percentage

(%)

Male 90 86

Female 16 14

Total 105 100

Source: Primary Data

Interpretation : From the above table it is observed that among 105 sample respondents

as high as 86% of the sample respondents are male and remaining 14% are female.

Inference : Thus from the analysis it can be concluded that majority of the sample

respondents are male.


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CHART 5.1: Chart showing the gender of the sample respondents

86%

14%

Gender

Male

Female


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TABLE 5.2: Table showing the classification of the sample respondents on the basis

of age


Interpretation : From the above table it is clearly depicted that among 105 sample

respondents as high as (43%) of the sample respondents are between the age group 20

30 and 30 40and as less as (2%) of the sample respondents are aged 50 and above.

Inference : Thus from the analysis it can be concluded that a majority of the sample

respondents are in the age group of 20 30 and 30 40.

Age

No of sample

respondents

Percentage

(%)

20 30 46 43

30 40 46 43

40 50 11 12

50 and above 2 2

Total 105 100


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CHART 5.2: Chart showing the age of the sample respondents

43%

43%

12%

2%

Age

20 - 30

30 - 40

40 - 50

50 andabove


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TABLE 5.3: Table showing the marital status of the sample respondents

Marital status

No of sample

respondents

Percentage

(%)

Single 33 31

Married 72 69

Total 105 100Source: Primary Data

Interpretation : From the above table it is understood that 31% are unmarried and theremaining 69% of the sample respondents are married.

Inference: Thus from the analysis it can be concluded that a majority of the sample

respondents are married.


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TABLE 5.4: Table showing the classification of respondents on the basis of service

Length of

service

No of sample

respondents Percentage (%)

1 year 0 0

1 - 2 years 3 3

3 - 5 years 25 24

5 > years 77 73

Total 105 100


Interpretation : From the above table it is clearly depicted that among 105 sample

respondents as high as (73%) of the sample respondents have an experience of more than

5 years while 24% of the sample respondents have 3 5 years of experience and as low

as (3%) of the sample respondents have an experience of 1 2 years,.


respondents have an experience of more than 5 years.


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CHART 5.4: Chart showing the length of service of the sample respondents

3%

24%

73%

Service of employees

1 - 2 years

3 - 5 years

5 > years


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TABLE 5.5: Table showing the work shift of the sample respondents

Work shift

No of sample

respondents Percentage (%)

Day 92 88

Night 2 2

Rotation 11 10

Total 105 100


Interpretation : From the above table it is observed that among 105 sample respondents

as high as (88%) of the sample respondents are working in day shift, 2% of the sample

respondents are night shift and as low as (10%) of the sample respondents are rotation

shift.


respondents are working in day shift.


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CHART 5.5: Chart showing the length of service of the sample respondents

88%

2%10%

Work shift

Day

Night

Rotation


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Dimensions of Employee commitment

TABLE 5.6: Table showing the sample respondents opinion on the adaptation of

latest management tools and technique by the organization

Factors

No of sample

respondents

Percentage

(%)

Strongly agree 23 22

Agree 68 65

Neutral 14 13

Disagree 0 0Strongly disagree 0 0

Total 105 100


From the above table it is clearly depicted that among 105 sample respondents as high as

(65%) of the sample respondents agree that the organization has a adaptation of latestmanagement tools, and 22% strongly agree it, and as low as (13%) of the respondents

stays neutral.


respondents agree that the organization has a adaptation of latest management tools.


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TABLE 5.7: Table showing the employee attitude on the recognition of good work

by the management


From the above table it is observed that among 105 sample respondents as high as

(66%) of the sample respondents agree that the management recognises good work,

while 25% of the sample respondents strongly agree it, and as low as ( 2%) disagree it

and strongly disagree it.


respondents agree that the management recognises good work.

Factors

No of

sample

respondents

Percentage

(%)


Agree 69 66

Neutral 5 5

Disagree 2 2

Strongly disagree 2 2

Total 105 100


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TABLE 5.10: Table showing the attitude of employer towards the customer interest

Factors

No of

sample

respondents

Percentage

(%)


Agree 57 54

Neutral 12 11

Disagree 0 0


Total 105 100



(54%) of the sample respondents agree that the customers interest comes ahead of

owners interest,while 35% strongly agree it, as low as (11%) of the respondents stays

neutral.


respondents agree that the customers interest comes ahead of owners interest.


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TABLE 5.11: Table showing the attitude of employer towards rewards given

towards the employees suggestion

Factors

No of

sample

respondents

Percentage

(%)


Agree 57 54

Neutral 19 18

Disagree 0 0


Total 105 100



(54%) of the sample respondents agree that the rewards given towards the employees

suggestion, while 18% of the respondents stays neutral, and 2% strongly disagree it.


respondents agree that the rewards given towards the employees suggestion.


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TABLE 5.12: Table showing the attitude of employee regards rewards on

suggestions

Factors

No of

sample

respondents

Percentage

(%)


Agree 59 57

Neutral 16 15

Disagree 4 3


Total 105 100



(57%) of the sample respondents agree that the sample respondents are encouraged to

think upside down, while 23% of the sample respondents strongly agree it, and as low as

(2%) strongly disagree it.


respondents agree that the sample respondents are encouraged to think upside down and

give conventional suggestions.


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TABLE 5.13: Table showing the opinion of the employee towards team work with

supervisors

Factors

No of sample

respondents

Percentage

(%)


Agree 70 68

Neutral 20 18


Total 105 100



(68%) of the sample respondents agree they have a team work with supervisors, 12%

strongly agree it, while 18% stays neutral, and as low as (2%) strongly disagree it.


respondents agree that they get necessary help and cooperation in carrying out their

duties from supervisors.


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peers

Factors

No of sample

respondents

Percentage

(%)


Agree 63 60

Neutral 29 28

Disagree 0 0


Total 105 100



(60%) of the sample respondents agree that they get necessary help and cooperation in

carrying out their duties from peers, while 28% stays neutral, and as low as (12%)

strongly agree it.



duties from peers.


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subordinates

Factors

No of

sample

respondents

Percentage

(%)


Agree 76 74

Neutral 11 10

Disagree 0 0




(74%) of the sample respondents agree that they get necessary help and cooperation in

carrying out their duties from subordinates, while 16% strongly agree it, and as low as

(10%) stays neutral.



duties from subordinates.


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TABLE 5.16: Table showing the attitude of the sample respondents about the scope

and responsibility of their role in the organization

Factors

No of sample

respondents

Percentage

(%)


Agree 71 68

Neutral 8 7

Disagree 0 0


Total 105 100



(68%) of the sample respondents agree that they are clear about the scope and

responsibility of their role in the organization, while 23% strongly agree it, and as low as

( 2%) strongly disagree it.


respondents agree that they are clear about the scope and responsibility of their role in the

organization.


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TABLE 5.17: Table showing the opinion of the employee to existence of friendly

work place

Factors

No of

samplerespondents

Percentage(%)


Agree 70 68

Neutral 8 6

Disagree 0 0


Total 105 100



(68%) of the sample respondents agree that there is a friendly work place, while 26%

strongly agree it, and as low as (6%) stays neutral.


respondents agree that that there is a friendly work place.


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TABLE 5.18: Table showing the sample respondents attitude towards socialization

outside the office

Factors

No of sample

respondents

Percentage

(%)


Agree 59 57

Neutral 26 25

Disagree 3 2




(57%) of the sample respondents agree that they socialize outside the office often, while

16% strongly agree it, and as low as (2%) of the respondents disagree it.


respondents agree that they socialize outside the office often.


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TABLE 5.19: Table showing the opinion of the employee on relationship with the

former colleagues

Factors

No ofsample

respondents

Percentage

(%)

Strongly agree 5 5

Agree 64 63

Neutral 32 32

Disagree 0 0




(63%) of the sample respondents agree that they have relationship with former

colleagues, while 32% stays neutral, and as low as (5%) of the respondents strongly

agree it.


respondents agree that they have relationship with former colleagues.


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TABLE 5.20: Table showing the opinion of the employee towards the organizations

social responsibility

Factors

No of

sample

respondents

Percentage

(%)


Agree 57 54

Neutral 25 24

Disagree 0 0




(54%) of the sample respondents agree that the organization strongly carries out its social

responsibility, while 24% stays neutral and as low as (22%) of the respondents strongly

agree it.


respondents agree that the organization strongly carries out its social responsibility.


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TABLE 5.21: Table showing the opinion of the employee towards ethical standards

and practices

Factors

No of

sample

respondents

Percentage

(%)


Agree 73 70

Neutral 7 6

Disagree 0 0


Total 105 100



(70%) of the sample respondents agree that the organization follows high ethical

standards and practices in the business, while 24% strongly agree it, and as low as ( 6%)

of the respondents stays neutral.


respondents agree that the organization follows high ethical standards and practices.


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TABLE 5.22: Table showing the opinion of the sample respondents about the

performance appraisal system

Factors

No of

sample

respondents

Percentage

(%)

Strongly agree 8 7

Agree 45 44

Neutral 35 34

Disagree 11 10


Total 105 100



(44%) of the sample respondents agree that there is a transparent performance appraisal

system, while 34% stays neutral, and as low as (5%) of the respondents strongly disagree

it.


respondents agree that there is a transparent performance appraisal system.


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TABLE 5.23: Table showing the opinion of sample respondents on regular career

development

Factors

No ofsample

respondents

Percentage

(%)

Strongly agree 9 8

Agree 66 64

Neutral 23 22

Disagree 5 4




(64%) of the sample respondents agree that the organization has a regular plan in the

career developments, while 4% disagree it, and as low as (2%) of the respondents

strongly disagree it.


respondents agree that the organization has a regular plan in the career developments.


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TABLE 5.24: Table showing the sample respondents comment on adequate welfare

facilities and amenities provided

Factors

No ofsample

respondents

Percentage

(%)

Strongly agree 9 8

Agree 71 68

Neutral 21 20

Disagree 2 2




(68%) of the sample respondents agree that the organization has a adequate welfare

facilities and provides amenities, while 20% stays neutral, and as low as (2%) of the

respondents disagree it and strongly disagree it.


respondents agree that the organization has a adequate welfare facilities and provides

amenities.


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TABLE 5.25: Table showing the sample respondents attitude onfair recruitment

and exit policy

Factors

No of

sample

respondents

Percentage

(%)


Agree 63 61

Neutral 28 26

Disagree 0 0


Total 105 100



(61%) agree that the organization has a fair recruitment and exit policy, while 26% stays

neutral, and as low as (13%) of the respondents strongly agree it.


respondents agree that the organization has a fair recruitment and exit policy.


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TABLE 5.26: Table showing the opinion of the employee on grievance regresal

Factors

No of

sample

respondents

Percentage

(%)


Agree 60 58

Neutral 24 23

Disagree 0 0


Total 105 100



(58%) of the sample respondents agree that the organization is sympathetic in solving

employee problems, while 23% stays neutral, and as low as (3%) of the respondents

strongly disagree it.


respondents agree that the organization is sympathetic in solving employee problems.


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TABLE 5.27: Table showing the opinion of the employee towards collective

decisions making

Factors

No of sample

respondents

Percentage

(%)


Agree 60 58

Neutral 24 23

Disagree 0 0


Total 98 100


From the above table it is observed that among 94 sample sample respondents as high as

(58%) of the sample respondents agree that there is a collective descicion making, while

23% stays neutral, and as low as (3%) of the respondents strongly disagree it.


respondents agree that there is a collective decision making in the organization.


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TABLE 5.28: Table showing the opinion of the employee towards employee

employer relationships

Factors

No ofsample

respondents

Percentage

(%)

Strongly agree 8 7

Agree 62 60

Neutral 30 28

Disagree 3 3



From the above table it is clearly depictedthat among 105 sample respondents as high as

(60%) of the sample respondents agree that there is a employer employee relationship,

while 28% says neutral, and as low as (2%) of the respondents strongly disagree it.

Inference: Thus from the analysis it can be concluded that a majority of the samplerespondents agree that there is an employer employee relationship


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Organizational commitment

TABLE 5.29: Table showing the sample respondents attitude towards the collective

win

Factors

No of

sample

respondents

Percentage

(%)


Agree 67 64

Neutral 16 15


Total 105 100



(64%) agree of the sample respondents agree that their collective win to win is high,

while 21% strongly agrees it, and as low as (15%) of the respondents stays neutral.


respondents agree that their collective win to win is high.


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TABLE 5.30: Table showing the sample respondents opinion on sharing the

strategic goals

Factors

No of

sample

respondents

Percentage

(%)


Agree 79 76

Neutral 13 12

Disagree 0 0


Total 105 100



(76%) agree that they share the same strategic goals, and as low as (12%) of therespondents strongly agree and stays neutral.


respondents agree that they share the same strategic goals.


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TABLE 5.31: Table showing the opinion of the employee on prevailing open

communication

Factors

No of

samplerespondents

Percentage(%)


Agree 69 66

Neutral 20 19

Disagree 1 1


Total 105 100


From the above table it is observed that among 105 sample respondents as high as (66%)

of the sample respondents agree that there is a open communication system, while 19%

stays neutral, and as low as (1%) of the respondents disagree it.


respondents agree that there is a open communication system.


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TABLE 5.32: Table showing the sample respondents opinion on solving the day to

day problems

Factors

No ofsample

respondents

Percentage

(%)


Agree 69 66

Neutral 12 11

Disagree 2 2




(66%) of the sample respondents agree that they solve the day to day problems, while

21% agree it, and as low as (2%) of the respondents disagree it.


respondents agree that they solve the day to day problems.


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TABLE 5.33: Table showing the opinion of the employee on vision and mission of

the company

Factors

No of

sample

respondents

Percentage

(%)


Agree 54 51

Neutral 10 9

Disagree 0 0


Total 105 100


From the above table it is observed that among 105 sample respondents as high as (51)%

of the sample respondents agree that they are aware of vision and mission of the

organization, while 40% strongly agree it, and as low as (9%) of the respondents stays

neutral.


respondents agree that they are aware of vision and mission of the organization.


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TABLE 5.34: Table showing the opinion of the employee towards recommending

their organization to their friends

Factors

No ofsample

respondents

Percentage

(%)


Agree 59 56

Neutral 12 11

Disagree 2 2




of the sample respondents agree that they recommend their organization to their friends,

while 31% strongly agree it, and as low as (2%) of the respondents disagree it.

Inference: Thus from the analysis it can be concluded that a majority of the samplerespondents agree that they talk about the organization to their friends.


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TABLE 5.35: Table showing the sample respondents opinion on putting more effort

for success of the organization

Factors

No ofsample

respondents

Percentage

(%)


Agree 64 61

Neutral 9 8

Disagree 0 0

Strongly

disagree 2 2

Total 105 100

Source: Primary data


(61%) agree that they are willing to put more efforts for organizations success, while

29% strongly agree it, and as low as (2%) of the sample respondents strongly disagree it.


respondents agree that they are willing to put more efforts for organizations success.


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TABLE 5.36: Table showing the opinion of the employee towards loyalty

Factors

No of

sample

respondents

Percentage

(%)


Agree 61 58

Neutral 15 14

Disagree 0 0


Total 105 100



(58%) agree that they are loyal to the organization, while 28% strongly agree it, and as

low as 14% of the sample respondents stays neutral.


respondents agree that they are loyal to the organization.


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TABLE 5.37: Table showing the opinion of the employee towards job assignment

Factors

No of

sample

respondents

Percentage

(%)


Agree 57 54

Neutral 23 22

Disagree 0 0




agree that they accept job assignment, while 24% strongly agree it, and as low as (22%)

of the sample respondents stays neutral.


respondents agree that they accept job assignment.


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TABLE 5.38: Table showing the opinion of the employee towards shared values

Factors

No ofsample

respondents

Percentage

(%)


Agree 60 58

Neutral 20 19

Disagree 4 3


Total 105 100



(58%) agree the shared values, while 20% strongly agree it, and as low as (3%) of the

sample respondents disagree it.


respondents agree that their value and organizations value are similar.


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TABLE 5.39: Table showing the opinion of the employee towards belonging to this

organization



agree that the they talk to others as being a part of the organization, while 31% strongly

agree it, and as low as (2%) of the sample respondents strongly disagree it.


respondents agree that the they talk to others as being a part of the organization.

Factors

No ofsamplerespondents

Percentage(%)


Agree 58 55

Neutral 13 12

Disagree 0 0


Total 105 100


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TABLE 5.40: Table showing the sample respondents attitude towards the

organization inspiring the very best in them

Factors

No ofsample

respondents

Percentage

(%)


Agree 68 65

Neutral 14 13

Disagree 0 0



From the above table it is clearly depictedd that among 105 sample respondents (65%)

agree that the organization inspires the very best in them, while 20% strongly agree it,

and as low as (2%) of the sample respondents strongly disagree it.


respondents agree that the organization inspires the very best in them.


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TABLE 5.41: Table showing the sample respondents comment on choosing the

organization to work

Factors

No of

sample

respondents

Percentage

(%)


Agree 58 55

Neutral 13 12

Disagree 0 0


Total 105 100



agree that they have chosen good organization to work, while 31% strongly agree it, and

as low as ( 2%) of the sample respondents strongly disagree it.


respondents agree that they have chosen good organization to work.


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CHAPTER 6

FINDINGS

DEMOGRAPHIC PROFILE

y Majority(87%) of the sample respondents are male.y Majority(45%) of the sample respondents are in the age group of 20 30.y Majority(68%) of the sample respondents are married.y Majority(75%) of the sample respondents have an experience of more than 5

years.

y Majority(84%) of the sample respondents are working in day shift.EMPLOYEE COMMITMENT

y Majority(65%) of the sample respondents agree that the organization has aadaptation of latest management tools.

y Majority(67%) of the sample respondents agree that the management recognisesgood work.

y Majority(56%) of the sample respondents agree that the organization appreciatesthe employees good work.

y Majority(57%) of the sample respondents agree that the sample respondents areencouraged to think upside down and give conventional suggestions.

y Majority(64%) of the sample respondents agree that that there is a friendly workplace.

ORGANIZATIONAL COMMITMENT

y Majority(57%) of the sample respondents agree that they are loyal to theorganization.

y Majority(56%) of the sample respondents agree that they accept job assignment.y Majority(57%) of the sample respondents agree that their value and

organizations value are similar.


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SUGGESTION

y Since it is a highly techno focused industry specific training programmes toeliminate techno stress can be provided.

y Modern tested organizational development interventions can be implemented like360 degree appraisal, Mentoring etc.,


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CHAPTER 7

CONCLUSION

In todays dynamic global business environment, organizational commitment

place critical role in building a competitive advantage in the organization. The available

literature on employee commitment has generally accorded more attention to exploring

crucial factors such as Progressive management, Participative management, Interpersonal

harmony, Ethical practices and benevolent management as vital factors contributing to

organizational commitment.

The major study of the present indicates the existence of the positive and

satisfactory level of commitment. It can be concluded that organization with higher level

of employee commitment, will lead guide to lower level of turn over intention through

the effect of job satisfaction. Therefore the study represents the guide to help mangers to

understand the impact of employee commitment.


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BIBLIOGRAPHY

y Anita Gupta (2008), Organizational Climate Study, Institute of rural management.y Aviad Bar Haim and Hanna Ornoy. (2009) Essence and techniques in redefinition of

the concept of Organizational commitment Effective executive 2009.

y Avinash Kumar Srivastav (April 2007), Differential climate in the Organization: AnEmpirical Study Across Age Groups, The Icfai Journal of Organizational Behavior,

Vol. VI, No. 2, pp. 7-13.

y Dastmalchian and Ali (1986), Environmental characteristics and organizationalclimate: an exploratory study,Blackwell Publishers Ltd.

y Dave Arnott, Rusty Juban. (2000) Organizational Commitment and Corporate Cults.Dallas Baptist University. 2000 Annual Meeting

y Dinah J Kipkebut. (2009)Organizational commitment in a non western context: theKenyan case. The ICFAI university journal of organizational behavior. Vol viii, Nos.

3 & 4, 2009.

y Isaiah O. Ugboro. (2006) Organizational Commitment, Job Redesign, EmployeeEmpowerment and Intent to Quit Among Survivors of Restructuring and Downsizing.

North Carolina A&T State University

y James, Lawrence R, Allan P. Jones (Dec 1974), Organizational climate: A review oftheory and Research Psychological Bulletin. Vol 81(12), 1096-1112.

y Jennifer C. Cullen. (2005) Performance Differences Among Four OrganizationalCommitment Profiles Robert R. Sinclair, Jennifer S. Tucker, and Chris Wright.

Journal of Applied Psychology. 2005, Vol. 90, No. 6, 1280 1287

y Jesalina A. Tabuso. Organizational commitment of the faculty of the divine word college ofviganhttp://docs.google.com/viewer?a=v&q=cache:wVdZH9yDYwJ:www.eisrjc.com/journals

/journal_1/dwcv08096.pdf+organizational+commitment.pdf&hl=en&gl=in&sig=AHIEtbResr

8NQW3xON9UZR1IQt0iSP6UlA

y R. Marie Garcia (2008), Individual and Institutional Demographic and OrganizationalClimate Correlates of Perceived Danger among Federal Correctional Officers,Temple

University.


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y Mahmoud AL-Hussami (2008) A Study of Nurses' Job Satisfaction: The Relationshipto Organizational Commitment, Perceived Organizational Support, Transactional

Leadership, Transformational Leadership, and Level of Education European Journal

of Scientific Research ISSN 1450-216X Vol.22 No.2 (2008), pp.286-295

y Naser Shirbagi (2007) Exploring Organizational Commitment and Leadership Frameswithin Indian and Iranian Higher Education Institutions. June 2007, Vol. 29, No. 1,

pp. 17-32

y Ooi keng boon, veeri arumugam.(2006) The influence of corporate culture onorganizational commitment: case study of semiconductor organizations in Malaysia

Sunway Academic Journal3,99115 (2006)

y Kuldeep kumar, Arti Bakshi, Ekta Rani. (2009) Organizational justice perceptions as predictor of job satisfaction and organizational commitment The IUP journal ofManagement research, Vol viii, no 10, 2009.

y Rajendran Muthuveloo, Raduan Che Rose. (2005) Antecedents and outcomes oforganisational commitment among Malaysian engineers American Journal of Applied

Sciences, June, 2005.

y Sajid Bashir and Mohammad Ismail Ramay. (2008) Determinants of OrganizationalCommitment A Study of Information Technology Professionals in Pakistan

http://docs.google.com/viewer?a=v&q=cache:LRtQQtG25pEJ:www.ibam.com/pubs/j

bam/articles/Vol9/no2/JBAM_9_2_7.pdf+organizational+commitment&hl=en&gl=in

&sig=AHIEtbRoCg5h5b5UfYb3UJSaxRnTnL358Q

y Sumaira Hamid, Samia Murad. (2009) Modeling causative factors of organizationalcommitment in consumer banks employees 2009 Oxford Business & Economics

Conference Program. ISBN : 978-0-9742114-1-9

y Dr. Yogesh Upadhyay, Dr. Shiv Kumar Singh and Ms. Shilpy Singh. (2010). Jobsatisfaction & organizational commitment: a study of mediating role of perceived

organisational support.Article No: 185 ISSN 0974 9497 February 2010 Volume 4,

Issue 1/4


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Websites:

y www.citehr.comy www.wikipedia.com

Books:

y Marketing management Philip kotlery Human resource management Dessler & Varkeyy Managerial economics Francis cherunilam


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ANNEXURE

A study on drivers of organizational commitment among the employees of Roots

industries limited, Coimbatore

Demographic profile

Gender a) Male b) Female

Age: a) 20-30 b) 30-40 c) 40-50 d) 50&above

Marital status: a) Single b) Married

Educational qualification: __________

Length of service with the present employers

a) < 1 year b) 1 2 years c) 3 5 years d) > 5 years

Department designation: ___________

Type of work shift a) Day b) Night c) Rotation shift


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DIMENSIONS OF EMPLOYEE COMMITMENT

I. Progressive managementStrongly

agree

Agree

Neutral

Disagree

Strongly

disagree

1. Our organization is quick to adopt latest managementtools and technique for performance improvement.

2. Good work is always recognized by the management.3. Education and skills are an important factor in

determining salary grades.

4. Employees who contribute to companys productivity andefficiency are invariably appreciated.

5. .Customers interest always comes first, ahead of theowners.

II. Participative management

1. Employee suggestions are acted upon expeditiously andcontributions rewarded promptly.

2. Employees are encourages to think upside down and comeup with conventional suggestions / viewpoints.

3. Members get necessary help and cooperation in carryingout their duties from supervisors.

4. Members get necessary help and cooperation in carryingout their duties from peers.

5. Members get necessary help and cooperation in carryingout their duties from subordinates


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III. Interpersonal harmony

1. Members are clear about the scope and responsibility oftheir role in the organization.

2. People try to make friends and to keep their relationshipstrong.

3. People often socialize outside the office.4. People stay in touch even with those persons who left the

group.

IV. Ethical practices

1. The company eagerly carries out its social responsibility.2. Our organization follows high ethical standards and

practices in the conduct of its business.

3. Performance appraisal system is transparent.4. Career developments of employees are on a regular

plan.

5. Adequate welfare facilities and amenities are providedto employees.

6. The company has fair recruitment and exit policy.V. Benevolent management

1. Management always sympathetic in dealing with employeeproblems

2. Management always consults the employee before takingany important decisions.

3. Management treats employees belonging to differentcategories and departments impartially.


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VI. Organizational commitment

1. Our collective will to win is high.2. We share the same strategic goals.3. There is an open communication system that the employees

agree in transparent.

4. Employees are actively involved in solving day to dayproblems through regular meetings and joint forums

5. I am aware of the vision and mission of the company

6. I talk about this organization to my friends as a great placeto work for.

7. I am willing to put in a great deal of effort beyond thatnormally expected in order to help this organization be

successful

8. I feel loyal to this organization.9. I would accept any type of job assignment in order to keep

working for this company.

10. I find that my values and the organizations value are verysimilar.

11. I am proud to talk other that I am a part of this organization.12.This organization inspires the very best in me in the way of

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Documents

Part 2 Completed