1.1.
INTRODUCTION
Organization climate is comprised of mixer of norms, values, expectations, policies and
procedures that influence work motivation, commitment and ultimately, individual and work-
performance. Positive climate encourages, while negative climate in his discretionary effort.
“Organization climate” refers to the quality of working environment. If people feel that they are
valid and respected within the organization, they are more likely to combat positively to the
achievement of business outcomes Creating a reality organizational climate requires attention to
the factors, which influence employer’s perceptions, including the quality of leadership, the way
in which decisions are made and whether the efforts of import “Climate may be thought as the
perception of the characteristics of an organization .
Climate for an organization is the personality for person. As every individual has a
personality that makes each person unique, each organization has an organization climate that
clearly distinguishes its personality from her organizations. Organizational climate is one of the
most important concepts to enter into the theory of organizational climate as a mature concept in
management. The concept has also proved useful in predicting and explaining variety of job-
related behaviour, attitudes and performance and organizational performance.
Optional climate by virtue of being a mote salient dual phenomenon lent by itself to
direct observation 0 and thus has had a longer research tradition. But climate is only a surface
manifestation of culture and thus research on climate has not enabled innovative into the deeper
aspects of the functions of the organization.
Organizational climate is less encompassing than the concept of organizational culture And is
more readily measured.
Problems of industrial democracy occurred in the socio-political debate since the middle
of the last century. To study the inter- group dynamics of organizational behaviour, a concept
named organizational behavioural study is to integrate the individual with the organization. It
improves the relationship between the people and the organization that are fulfilled. It is the due
responsibility of the management to build a climate in which the employees can gain satisfaction
and help the organization to attain the goals and objectives. In the modern context, organizational
climate removes the behavioural pollution in the inner environment of the organization and it
improves the quality of working life. Organizational climate serves as the guidelines for dealing
with people and this has a major influence on motivation and productivity of individuals as well
as the total work group. A sound climate is a long-term proposition. Climate may be thought of
as the fundamental internal character of an organization that sets the pattern for how things get
done.
CONCEPT OF ORGANIZATIONAL CLIMATE:
Organizational climate is comprised of mixture of norms, values, expectations, policies and
procedures that influence work motivation, commitment and ultimately, individual and work unit
performance. Positive climate encourages, while negative climates inhibits discretionary effort.
‘Organizational climate refers to the quality of working environment. If people feel that they are
valued and respected within the organization, they are more likely to contribute positively to the
achievements of the business outcomes. Creating a healthy organizational climate requires
attention to the factors which influence employees perceptions, including the quality of leadership,
the way in which decisions are made and whether the efforts of employees are recognized. In fact
Climate may be thought of as the perceptions of the characteristics of an organization.
Climate for an organization is somewhat like the personality for a person. Just as every
individual has a personality that makes each person unique, each organization has an
organizational climate that clearly distinguishes its personality from other organization. Every
organization is different and has a unique feeling and character beyond its structural
characteristics. Thus every organization deals with its member in a distinct way through its policies
on allocations of resources, communication pattern, reward and penalty, leadership and decision
making style, etc.
The content of organizational climate has varied widely and they include almost all the
important aspect of organizations such as structure, communication, leadership, Conflicts, reward
system, inter personal relationships organizational effectiveness, reasonability and so forth. It has
been various researches overlap with many other major concept of climate is different from other
organizational variables, especially, structure and job satisfaction.
HISTORICAL PERSPECTIVE OF ORGANIZATIONAL CLIMATE:
The concept of Organizational climate individual has a personality that makes each person
unique, each organization has an organizational climate that clearly distinguishes its personality
from other organization. Every organization is different and has a unique feeling and character
beyond its structural characteristics. Thus every organization deals with its member ina distinct
way through its policies on allocations of resources, communication pattern, rewardand penalty,
leadership and decision making style, etc. The content of organizational climate hasvaried widely
and they include almost all the important aspect of organizations such as structure,communication,
leadership, Conflicts, reward system, inter personal relationships organizational effectiveness,
reasonability and so forth. It has been various researches overlap with many other major concept
of climate is different from other organizational variables, especially, structure and job
satisfaction.
HISTORICAL PERSPECTIVE OF ORGANIZATIONAL CLIMATE:
The concept of organizational climate was originally developed in order to improve our
understanding of individual attitudes and behaviour. However, organizational climate quickly
become a tool for understanding the organization itself.
IMPACT OF ORGANIZATIONAL CLIMATE:
Organizational climate has a major influence on human performance through its impact
on individual motivation and job satisfaction. It does this by carrying certain kinds of expectancies
about what consequences will follow from different actions. Individuals in the organization have
certain expectations and fulfillment of these expectations depend upon their perception as to how
the organizational climate suits to the satisfaction of their needs. Thus organizational climate
provides a type of work environment in which individuals feels satisfiedor dissatisfied. Since
satisfaction of individual goes a long way in determining his efficiency.
• Affects Motivation, Productivity and Job satisfaction
• Organizational climate can have a major influence on motivation, productivity and job
The concept of organizational climate was originally developed in order to improve our
understanding of individual attitudes and behaviour. However, organizational climate quickly
become a tool for understanding the organization itself.
Affects Motivation, Productivity and Job satisfaction
Organizational climate can have a major influence on motivation, productivity and job
Satisfaction. Climate determines the action and it creates few expectations as to consequences.
Employees expect certain rewards, penalties, satisfaction or frustrations based on the
organizational climate and their expectations tend to lead to motivation as said in expectancy
theory.
Contingency Relationship
There is a contingency relationship between climate and the organization. The climate of
an organization is contingent upon the type of employees. The type related to employees education
like technical workers, knowledge workers. For example, research institutes certainly want a
climate different from that of a workshop or an office.
Social System:
Organizational climate represents the entire social system of a work-group. It is clearly a
system concept. There are two important aspects of climate: (1) workplace itself and (2) Personal
treatment of Management. If employees feel satisfied while at work and if climate provides a sense
of personal worth, it can be assumed that in that organization is favourable. Employees expect the
management to feel and care about their needs and problems. If these two are favourable a good
climate prevails in the organization.
A high level of organizational climate is necessary for the development of organization.
Good climate attracts good and efficient to the organization, who contribute to the productivity of
the organization.
DIMENSIONS OF ORGANIZATIONAL CLIMATE:
Jones and James (19790 argued that one of the assumptions of the climate literature is
that a relatively limited number of dimensions could characterize a wide cross-section of social
settings. Jones and James labelled their factors as follows. Conflict and ambiguity, which reflected
perceived conflict in organizational goals and objectives, combined with ambiguity of
organizational structure and roles, a lack of interdepartmental cooperation, and poor
communication from management.
Job challenge, importance and variety, which reflected a job perceived as challenging,
which involve a variety of duties, including dealing with other people. The job was seen as
providing autonomy and feedback, and demanding high standards of quality and performance.
Leader facilitation and support, which reflected perceived leader behaviours such as the
extent to Workgroup cooperation, friendliness, and warmth, which generally described
relationships among group members and their pride in the workgroup. Professional and
organizational esprit, which reflected perceived external image. Also included were perceptions
of an open atmosphere to express ones feelings and thoughts, confidence in the leader, and
consistently applied organizational policies, combined with no conflicting roles expectations and
reduced job pressure.
Job standards, which reflected the degree to which the job was seems as having rigid
standards of quality and accuracy, combined with inadequate time, manpower, training and
resources to complete the task.
PROBLEM IDENTIFICATION:
➢ In order is to achieve organizational goals, happy and satisfied employees are needed in the
workforce. This has a lot to do with the kind of work environment an organization provides
to its employees .
➢ An organizational Climate perceived Positively by the employees working in it, leads to job
satisfaction Employers will be moderated to work towards organizational goals when they are
provided with a good work environment.
➢ So, for an organization to achieve success, it is essential to understand how their employees
perceive their work environment to be, their unfulfilled needs and what kind of factors
motivate them to work. So, this study is an attempt to analyze organizational climate and
employee motivation of employees working in BRG Energy system limited.
1.2. OBJECTIVES OF THE STUDY :
Primary Objectives:
➢ To study the various factors which influences organizational climate in Spinning
Mills.
Secondary Objectives :
➢ To examine the organizational climate prevailing in Spinning Mills.
➢ To find out the level of employee motivation prevailing in Spinning Mills.
➢ To examine the relationship between organizational climate and employee motivation.
➢ To suggest various innovations based on the study for the improvement in organizational
climate in Spinning Mills.
1.3. NEED OF THE STUDY :
➢ Employee motivation is central to management as it explains why employees behave the way
they do in organization. The output, quality, cost of production, productivity, profit, etc.-all are
determined, to a large extent, by the way the employees behave in an organization.
➢ Hence, in order to get positive results, employee motivation is of utmost importance. Though
employee motivation is affected by a number of factors, but the organization climate plays a
very important role in this direction.
➢ It is for this reason, in particular, that the topic, organizational climate on employee motivation,
has been chosen to be deliberated upon in the present paper. However, before entering into the
discussion, it will be worthwhile to understand a few issues related to ‘organizational climate’
and ‘motivation’ or ‘employee motivation’.
1.4. SCOPE OF THE STUDY:
➢ The study is mostly pertaining to the different dimensions of organizational climate
prevailing in Spinning Mills viz., attitude of the management and senior executives,
employee interrelationships, recognition, performance appraisal and reward system in the
organization.
➢ Time was a constraint which restricted the scope of this study.
➢ The study as confined to Spinning Mills that too only certain specific aspects, the results
of the study cannot be generalized without reservations.
1.5. LIMITATIONS OF THE STUDY:
➢ Time limit is a major limitation.
➢ The opinion of the respondents may be biased.
➢ Due to the time constraints, only a smaller sample is selected for the study.
➢ Some of the respondents are very busy and they were reluctant to co-
operatewith the researcher.
1.1 COMPANY PROFILE
Registered in 2018, India The Krishnagiri District Cooperative
Spinning Mills Ltd has gained immense expertise in supplying & trading of
Spinning mill spares, bobbin holder, air jet loom etc. The supplier company is
located in Krishnagiri, Tamil Nadu and is one of the leading sellers of listed
products. Buy Spinning mill spares, bobbin holder, air jet loom in bulk from
us for the best quality products and service.
Basic Information
The Krishnagiri District Cooperative
Name of the firm Spinning Mills Ltd
Manager
Mr.N.Murugesan
Nature of Business
Manufacturer, Supplier
Additional Business
Service Provider
Year of Establishment
2018
Legal Status of Firm
Individual – Proprietor
Annual Turnover
Rs. 50 Lakhs - 2 Crore
Our Mission, Vision and Heritage
To improve our customer experience through continuous innovation
and insight, with a huge attention on quality and transparency of processes so
that when it comes to spinning mill, customers come to expect nothing but the
best. Our mission is to ensure customer satisfaction, to give its customers a
competitive advantage through superior products and services at best prices.
OUR VISION: Our vision is to ensure that we exceed customer satisfaction
by maintaining consistency, high ethical standards.
OUR HERITAGE: The story of the spinning mill is a legacy of
entrepreneurship that started in 1960 and lives to this day.
Our Values, Milestone and CSR Our Values
• Leadership
• Learning
• Integrity
• Innovation
• People
• Performance
We make it Quality & Trendy
History/Milestones
2012 – Started with business of wholesale distribution of apparels in uppernorth of India.
2013 – Started sourcing division helping brands to source their products from north of India
providing services to them from design to delivery
.
2014 – appointed as distributor for Levi’s and Dockers for Upper North territory.
2015 – Expansion of retail operations
2016 – Expansion of design development center supported by latest machinery.
2017 – Expansion of own manufacturing facilities for sweaters.
2018– Setting up new factories for manufacturing of jackets.
2019– Setting up a factory for manufacturing of t-shirts.
2020 – Augmentation of various production capacities.
2022 – Successful expansion and execution of visionary business plans
CORPORATE SOCIAL RESPONSIBILITY
These days, corporate social responsibility has become a positive measure to conserve
our environment reflecting the level of commitment to build a harmonious future. With the
objective of being self-reliant and to reduce the cost of production, the company has installed
6 windmills with 6.5 MW capacities at various locations in South India.
The initiative has been successful in meeting most of our power requirements with the
conservation of energy. Rainwater harvesting and water management complement our efforts
in making this planet green safe.
CERTIFICATIONS STANDARDS AND RESPONSIBILITY
Product Reliability
The testing for Quality assurance starts from sourcing of raw materials and continues
to the final process of production. An associate strongly believes gaining reputation in the
market share Due to its stringent quality control process.
Social Responsibility
All employee compliances are met in response to provide a better living for the
employees. Asafe and secure working environment for wellness of all the individuals
involved.
Exports
Decades of valuable experience have equipped Associates to take on many export
challenges in Various Countries.
Product Engineering
Product Development is continues process for Associates. The company goes along
with the global technological developments to manufacture textile accessories, to suit the latest
machinery with very high speeds
Solar and Wind Energy
Solar and Wind energy sources have a significant impact on our total energy consumption.
1.2 INDUSTRY PROFILE
Spinning is a twisting technique to form yarn from fibers . The fiber intended is drawn
out, twisted, and wound onto a bobbin. A few popular fibers that are spun into yarn other than
cotton, which is the most popular, are viscose (the most common form of rayon), animal fibers
such as wool, and synthetic polyester. Originally done by hand using a spindle whorl, starting
in the 500s AD the spinning wheel became the predominant spinning tool across Asia and
Europe. The spinning jenny and spinning mule, invented in the late 1700s, made mechanical
spinning far more efficient than spinning by hand, and especially made cotton manufacturing
one of the most important industries of the Industrial Revolution.
Process
Traditional spinner in her family's house in Old Bagan, Myanmar (2019).
The yarn issuing from the drafting rollers passes through a thread-guide, round a
traveller that is free to rotate around a ring, and then onto a tube or bobbin, which is carried on
to a spindle, the axis of which passes through a center of the ring. The spindle is driven (usually
at an angular velocity that is either constant or changes only slowly), and the traveller is dragged
around a ring by the loop of yarn passing round it. If the drafting rollers were stationary, the
angular velocity of the traveler would be the same as that of the spindle, and each revolution of
the spindle would cause one turn of a twist to be inserted in the loop of yarnbetween the roller
nip and the traveler. In spinning, however, the yarn is continually issuing from the rollers of
the drafting system and, under these circumstances, the angular velocity of the traveller is less
than that of the spindle by an amount that is just sufficient to allow the yarnto be wound onto
the bobbin at the same rate as that at which it issues from the drafting rollers.
Each revolution of the traveler now inserts one turn of twist into the loop of yarn
between the roller nip and the traveler but, in equilibrium, the number of turns of twist in the
loop of yarn remains constant as the twisted yarn is passing through the traveler at a
corresponding rate.
Types of fiber
Artificial fibers are made by extruding a polymer through a spinneret into a medium
where it hardens. Wet spinning (rayon) uses a coagulating medium. In dry spinning (acetate
and triacetate), the polymer is contained in a solvent that evaporates in the heated exit chamber.
In melt spinning (nylons and polyesters) the extruded polymer is cooled in gas or air and sets.
All these fibers will be of great length, often kilometers long.
Natural fibers can be divided into three categories: animals (sheep, goat, rabbit,
silkworm), minerals (asbestos, gold, silver), or plants (cotton, flax, sisal). Thesevegetable fibers
can come from the seed (cotton), the stem (known as bast fibres: they includeflax, hemp, and
jute) or the leaf (sisal). Many processes are needed before a clean even staple is obtained.
Except for silk, each of these fibers is short, only centimeters in length, and each has a rough
surface that enables it to bond with similar staples.
Artificial fibers can be processed as long fibers or batched and cut so they can be
processed like natural fiber.
Methods:
Ring spinning
Ring spinning is one of the most common spinning methods in the world. Other systems
include air-jet and open-end spinning, a technique where the staple fiber is blown by air into a
rotor and attaches to the tail of formed yarn that is continually being drawn out of the chamber.
Other methods of break spinning use needles and electrostatic forces.
In open-end and air-jet spinning, the roving operation is eliminated. The spinning frame
winds yarn around a bobbin. Generally, after this step the yarn is wound to a cone for knitting
or weaving.
Mule spinning
In a spinning mule, the roving is pulled off bobbins and sequentially fed through rollers
operating at several different speeds, thinning the roving at a consistent rate. The yarn is twisted
through the spinning of the bobbin as the carriage moves out, and is rolled onto a cop as the
carriage returns. Mule spinning produces a finer thread than ring spinning. Spinning by the
mule machine is an intermittent process as the frame advances and returns. It is the descendant
of a device invented in 1779 by Samuel Crompton, and produces a softer, less twisted thread
that is favored for fines and for weft.
The ring was a descendant of the Arkwright water frame of 1769 and creates yarn in a
continuous process. The yarn is coarser, has a greater twist, and is stronger, making it more
suitable for warp. Ring spinning is slow due to the distance the thread must pass around the
ring. Similar methods have improved on this including flyer and bobbin and cap spinning.
The pre-industrial techniques of hand spinning with a spindle or spinning wheel
continue to be practiced as handicraft or hobby and enable wool or unusual vegetable and
animal staples to be used.
PRODUCTS PROFILE
• Spindle Monitoring Device
• Bobbin Holder
• Air Jet Loom
• Circular Loom Spare Parts
Spindle Monitoring Device
AIR-JET LOOM
An air-jet loom is a shuttle fewer looms that uses a jet of air to propel the weft yarn
through the warp shed. It is one of two types of fluid-jet looms, the other being a water-jet
loom, which was developed previously.[1Fluid-jet looms can operate at a faster speed than
predecessor looms such as rapier looms, but they are not as common. The machinery used in
fluid-jet weaving consists of a main nozzle, auxiliary nozzles or relay nozzles, and a profile
reed.
CIRCULAR LOOM SPARE PARTS
We have the support of our advanced infrastructure facilities that forms the foundation of our
organization. The production unit in our premises is well equipped with the latest tools and
machines to match the varied demands of the clients from various industries
REVIEW LITERATURE
1. Co-partnership:
Kamani vs. R.K. Kamani in 1984 by permitting workers to takeover a sick unit. As per a
study prepared by the Inter-university Center for European Commission's DG MARKT in
which a pilot project was conducted throughout countries concluded that "thirty years of
research have confirmed that companies partly or entirely owned by their employees are more
profitable, create more jobs and pay more taxes than their competitors without employee
ownership". Mostly researches revolve around pros and cons of co partnership and the question
of extent of this partnership is yet to be explored more.
2.Suggestion Scheme:
Milner et al (1995) defined a suggestion scheme as a "formalized mechanism which
encourages employees to contribute constructive ideas for improving the organization in which
they work. Suggestion schemes make the employees more committed towards their
organizations and thus must be encouraged in all business units. But it's not always easy to
retrieve desired outcomes from such tools as demonstrated
Carvenale and Sharp (1993) "also report that suggestion schemes can backfire on the
organization if they become overtly bureaucratic bureaucratic". In an another study presented
Du Plessis and Paine (2007) correlation between the number of suggestions submitted and
the time taken to give feedback was ascertained. The conclusion of such study was "the initial
view should be the assumption that all suggestions are beneficial until the evaluation proves
otherwise. Suggestion
3.Joint Consultation:
The First Five Year Plan document in India (1951) "emphasized the importance of such
committees as a forum for participation. This tool certainly benefits organizations in many
ways.
Emmott (2010) in his research concluded that " joint consultations have a positive effect on
employee attitudes, reassuring employees that their interests are not being ignored when key
decisions are taken". On the flip side, a report by the Ministry of Labor and Employment
Bates and Murphy (1981) noted that "joint consultations continued to survive in the
organizations partly because of the lack of consultations continued to survive in the
organizations partly because of the lack of amounted to a conspiracy of vested interests"
.Armstrong (2003) "For joint consultations to work well, it is necessary to first define, discuss
and agree on its objectives. The scope of such objectives must be wide enough to accommodate
all significant aspects of the job and overall Organizational practices.
THEORETICAL FRAMEWORK
Analysis and Decision-making Process
Analysis and decision-making Analysis and decision-making are integral parts of the
problem-solving process in any organization. Analysis involves systematically examining
aproblem, breaking it down into smaller parts, and studying the information available.
This process helps in understanding the problem in depth and aids in identifying potential
solutions. On the other hand, decision-making is the process of choosing the best course
of action from the identified alternatives based on the analysis. It involves evaluating the
pros and cons of each option, considering the potential outcomes, and making a choice
that will lead to the most favorable result. Together, analysis and decision-making form a
continuouscycle that drives problem-solving and strategic planning in an organization.
Training and development
Training and development (T&D) in HRM refers to the continuous process of providing
essential knowledge and skills that help employees improve in their current roles and enable
them to perform better. Though the words training and development are often used together,
they have two different functions and meanings.
Training means the process that helps enhance knowledge, skills and capabilities of
employees within an organizational context. This can be a continuous process that helps
employees improve their overall job performance and make them do better, which includes
training sessions, courses, and interactive sessions, among others.
On the other hand, development refers to the long-term growth of an employee. That is, it
focuses on educating employees on emerging technologies, establishing a learning culture,
andempowering employees that will enable them to handle the changing business landscape
and future responsibilities that might come their way.
Techniques of communication:
Communication techniques are strategies used to convey information effectively and
efficiently. These include active listening, where one focuses entirely on the speaker and
avoids interruptions; non-verbal communication, which involves body language, facial
expressions, and gestures; clarity and concision, which prevent misunderstandings by
ensuring the message is clear and to the point; providing constructive feedback, which
helpsimprove communication and performance; empathy, which involves understanding
and sharing the feelings of others; respect for others’ ideas and opinions, which fosters a
positivecommunication environment; and open-mindedness, which enhances
communication by being receptive to new ideas and perspectives. These techniques are
crucial in both personal and professional settings, as effective communication is key to
building strong relationships and achieving success.
