climate survey

ORGANIZATIONALCLIMATE SURVEY

Report by

Dr. Prabath KarunanayakeMBBS, MBA in HRM, PDDipPsych, PGDipOHS

Lead ConsultantPrabath Karunanayake Associates

INTRODUCTION• The objective were:

• To generate information that would enhance understanding and clarity

• To strengthen management’s opinions, where they are proven correct and to discard others proven incorrect

• To bring into focus areas which has been overlooked or missed

• To generate recommendations, that could be converted to actions to improve the operations

• The process involved the following:• Initial discussion with HR to clarify needs • Focus group discussions to develop attributes• Conducting the survey• Discussion with HR on the findings to improve context• Writing the final report

• Two focus group discussions and five individual interviews• Covered all shifts on two consecutive days• 495 employees took part, 481 questionnaires were

suitable for analysis

Focus group discussionsto develop the questionnaire

Administering the questionnaire

SECTION 1• Section one consists of the demographics• Attributes considered are:• Age• Gender• Marital status• Permanent residence• Level of education• Previous jobs• Years of service• Department• Employment category

< 20

20-29

30-39

40-49 >50Female

Male

Single

Married

Other

No %

<7 20 yrs 18 3.8

20-29 yrs 304 63.6

30-39 yrs 146 30.5

40-49 yrs 9 1.9

>50 yrs 1 0.2

Total 478 100.0

Age

No %

Female 31 6.5

Male 448 93.5

Total 479 100.0

Gender

No %

Single 265 55.3

Married 211 44.1

Other 3 0.6

Total 479 100.0

Marital status

None

1

2

3

>3

No %

Inside 296 63.4Outside - Boarding house 97 20.8Outside -Relative’s house 74 15.8

Total 467 100.0

Permanent residence

No %

< G 10 4 0.8Upto OL 138 28.9Passed OL 75 15.7Upto AL 95 19.9Passed AL 107 22.4Diploma 31 6.5Degree 16 3.4PG 11 2.3Total 477 100.0

Level of education

No %

None 172 35.8

1 137 28.5

2 88 18.3

3 29 6.0

> 3 55 11.4

Total 481 100.0

Previous jobs

< G 10

Upto OL

Passed OL

Upto AL

Passed AL

Diploma

Degree PG

Inside

Bording house

Relative’s house

< 6 months< 1 year

1-3 years

3-5 years

5-7 years

> 7 years

H&E

UWSSMotif

Dye

QA

Stores

Mainten-ance

Business Dev

Other

No %

< 6 months 30 6.3

< 1 year 32 6.7

1-3 years 166 34.7

3-5 years 77 16.1

5-7 years 59 12.3

> 7 years 114 23.8

Total 478 100.0

Years in serviceNo %

H&E 171 36.5UW 42 9.0SS 12 2.6Motif 40 8.5Dye 61 13.0QA 50 10.7Stores 23 4.9Maintenance 31 6.6Business Dev 13 2.8Other 25 5.3Total 468 100.0

DepartmentNo %

Manager / Asst. Manager 27 6.4

Executive 39 9.2

Admin 19 4.5

Supervisor / Coordinator / Team member 338 79.9

Total 423 100.0

Employment CategoryNo %

Manager / Asst. Manager 7 1.7

Executive 21 5.0

Admin 14 3.3

Supervisor / Coordinator / Team member 358 84.6

Total 400 100.0

Manager / Asst. Manager Executive

Admin

Supervisor / Coor-dinator / Team

member

Observation Implication / Interpretation Recommendation

More than 90% in 20-39 age group

Additional requirement for sports and recreation

Provide facilities for indoor sports (e.g. TT, badminton), organize sports events and

provide opportunities to have fun (e.g. get-togethers, trips)

Only 6% are female Possibility of inequality, discrimination and harassment

Constantly monitor the discrimination and harassment

policies and continue the awareness programmes

44% are married, majority of unmarried in marrying age

From the next year onwards the majority might be married

Introduce family benefits in future such as family day, books

for new school year and scholarships for children

More than 60% are within the transport limit

A high majority are utilizing the transport benefit

Improve the quality of the transport facility such as

timeliness and condition of the busses / vans

20% are in boarding housesHigh possibility for unhealthy

behaviours (e.g. drugs, alcohol, casual sex)

Conduct awareness programmes on unhealthy

behaviours

Recommendations


30% have not passed OL Level of comprehension of written instruction could be low

When communicating with the shop-floor, use verbal

instruction and pictorial instructions to strengthen

written messages

For 35%, this is the only workplace they have worked

They lack experience of other work environments, this could

be both advantageous and disadvantageous

Provide open, accurate and timely information about the work procedures, company

policies and practices

35% have been with us for 1-3 years

Because of the specialized nature of the business, chances for moving out are limited and they could be easily frustrated

Create a career path to them, communicate it and provide

opportunities to develop them towards the future

24% have been with us for more than 7 years

This group tends to overestimate their contribution, and gets frustrated when they

don’t get special treatment

Develop special programmes to recognize their contribution, make use of their experience

and to add-value to their careers

SECTION 2• This section covers the knowledge, acceptance and

support towards company expectations and the perceived level of success of such expectations• For the part on KNOWLEDGE, responses were

sought on a scale of (1) not aware, (2) aware, (3) aware, accepting, and (4) aware, accepting, supporting• For the part on SUCCESS, responses were sought on

a scale of (1) failure, (2) somewhat successful, (3) successful and (4) very successful

0

5

10

15

20

25

30

35

40

45

No %

Not aware 965 8.7

Aware 3801 34.4

Aware, accepting 2367 21.4Aware, accepting, supporting 3652 33.0

Not responded 278 2.5

Total 11063 100.0

Part AUnderstanding, acceptance and

support for company expectations

No %

Failure 1307 11.8Somewhat successful 2640 23.9

Successful 4471 40.4

Very successful 2209 20.0


Total 11063 100.0

Part BPerceived success of company

expectations

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10.0

15.0

20.0

25.0

30.0

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2.20

2.30

2.40

2.50

2.60

2.70

2.80

2.90

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3.10

3.20

3.30

3.40

3.50

Ave2.81

Understanding, acceptance and support for company expectations


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2.20

2.30

2.40

2.50

2.60

2.70

2.80

2.90

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Perceived success of company expectations


2.10

2.20

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Even though more than 90% are aware of company

expectations, only 33% are supporting them

The ‘what’ of company expectations have been

communicated, but the ’how’ and the ‘why’ have not

Whenever communicating a company expectations, include the ‘how’ (how the process is

done and what employees themselves have to do in the

process) and the ‘why’ (why the process is introduced, with a

special emphasis on what benefit employees get)

Compared to responses ‘aware’ and ‘aware, accept and

support’, response ‘aware and accept’ is low

If the employee can be made to accept the expectation, most of

them can be pushed into supporting without much

difficulty, i.e. the key is to get them to accept

Focus on the ‘how’ of company expectations, especially how

they can contribute to the process

The awareness, acceptance and support of departmental KPIs is

higher than company and individual KPIs

More emphasis is given to departmental KPIs, which is

neither the start nor the end of the process, which makes it out

of context

Communicate and emphasize the individual and company as

well and link those two levels of KPIs also into the incentive

process

Recommendations


Awareness on new order acquisition is low

When the employees are not aware of the process of new

order acquisition, they tend to blame the management for low

periods

Get employee representatives in new order acquisition

process (e.g. invite for review meetings) and display the efforts by the sales team

Awareness on routine HR processed are low

When employees are not aware of the processes they will not

support themPrepare a basic HR Manual and

distribute to the employees

Out of employees who have been with the company for

more than 5 years, about 10% have said that they are not

aware of expectations There is a certain degree of frustration among the senior

employees which has led to the situation where they just don’t

care anymore

Focus on programmes to address the frustration of these

employees, e.g. getting their participation in action

committees, giving them a say in decision making, conducting

executive development programmes

Aware, not accepting group increases with tenure37% of employees in

maintenance, many of whom are senior employees, have said

that they are not aware of expectations


Employees believe that some routine HR processes are not

successful

This lowers the credibility of the HR Department and support they get when carrying out

departmental functions

Have a display of the achievements of KPIs of HR

department in a common area where employees can see

There is lack of trust about the employee opinion survey

When employees do not trust the survey and its use, there will be cases of misleading

answers, malicious responses and poor written comments

Work out the action plan promptly and display in

prominently for all employees to see and have regular

(daily/weekly/monthly) updates about the progress (like the

DailyMirror website monitoring 100-day programme!)

SECTION 3• This section covers the importance management

practices and the benefits/welfare provided for employees and their perceived level of satisfaction about them• For the part on IMPORTANCE, responses were sought

on a scale of (1) Not important, (2) Slightly important, (3) Important and (4) Very important• For the part on SATISFACTION, responses were

sought on a scale of (1) Very dissatisfied, (2) Dissatisfied, (3) Satisfied and (4) Very satisfied • The items are divided into seven groups – job

characteristics, financial benefits, promotions, management policies, management practices, physical needs and psychosocial needs

No %

Not important 3500 15.5

Slightly important 4898 21.7

Important 8730 38.6

Very important 4116 18.2


Total 22607 100.0

Part AImportance of company practices,

benefits and welfare

No %

Very dissatisfied 3643 16.1

Dissatisfied 5186 22.9

Satisfied 8997 39.8

Very satisfied 3425 15.2


Total 22607 100.0

Part BSatisfaction with company practices,

benefits and welfare

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Very im

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5

10

15

20

25

30

35

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Dissatisfi

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Satisfied

Very sa

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Not resp

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5

10

15

20

25

30

35

40

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Q34Q35

Q36Q37

Q38Q39

Q40Q41

Q42Q43

Q44Q45

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Q50Q51

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Q58Q59

Q60Q61

Q62Q63

Q64Q65

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Q74Q75

Q76Q77

Q783.00

3.10

3.20

3.30

3.40

3.50

3.60

3.70

3.80

Ave3.52

Importance of the management practices and benefits/welfare provided

Q32Q33

Q34Q35

Q36Q37

Q38Q39

Q40Q41

Q42Q43

Q44Q45

Q46Q47

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Q58Q59

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Q72Q73

Q74Q75

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Q782.00

2.20

2.40

2.60

2.80

3.00

3.20

3.40

Satisfaction with the management practices and benefits/welfare provided

Ave2.58

Distribution of responses according tolevel of importance and satisfaction

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• Some important changes in management practices highlighted by employees include:• Create bond between management and employees• Improve the chance to know about attendance and

leave status• Bring in new machinery to make work easier• Provide training opportunities for all employees to

prepare them for promotions• Salary not reduced when taking entitled leave /

favouritism by HOD when approving leave• Promotions / job opportunities within ‘xxx’• Treat all employees the same way / do not distinguish

between old and new employee

Additional comments

• Interest free loan facilities / reimburse MBA cost• Direct employees to do what they can do• Allocate only suitable employees as machine operators• Not to have additional events on weekends

• Some of the benefits/welfare requested by many employees include:• Annual trip / family trip / family day• Increase medical allowance / attendance allowance• Give night allowance / allowance for dye house

employees• Provide transport to areas where it is not provided /

increase the distance / doorstep transport• Increase insurance benefits• Annual medial check-up for all employees• Give biscuits for evening tea• Gymnasium • Good quality uniform / buy additional uniforms is

needed

• 24/7 canteen facility• Dusty condition in H/E section• Flexi working hours• Refrigerator with food / soft drinks


Support from fellow employees and having fellow employees who get along well is seen as

very important

More emphasis have to be given to promoting team spirit rather than to managing the

team

Invest on activities promoting team spirit such as quality circles, even if they are not

being productive in terms of actions and solutions

The basic needs such as transport, safety and physical

environment are seen as important

Since these facilities are not difficult to provide, tend to get overlooked, but have a bigger

impact, need to pay more attention to them

Aim at making the basic physical requirements the best you can offer, the money spent

on them will pay off!

Doing diverse tasks (job rotation and multiskilling) is not

seen as important

Employees might have a negative perception on job rotation, even though it is

promoted by the management as a benefit for both parties

Introduce awareness programme to highlight the benefits of job rotation and

multi-tasking; Be selective when implementing same

Family events and support for personal problems are not seen

as important

Employees are not aware of such services and the value it can add to the employees and

their families

Since both these are programmes that should and have to be carried out, have some pilot programmes to

educate employees on benefits

Recommendations


Having a social recognition as a ‘xxx’ member is not seen as

important

Trying to brand them as ‘xxx’ employees may not be met with

enthusiasm, as opposed to being a ‘xxx’ employee

Have ‘xxx’ branding also in T-shirts and other material

Obviously, all the finance related benefits are seen as important, but the level of

satisfaction about them is low

Since this is seen as the fundamental gain from

employment, if they are not satisfied (which would also be

difficult to achieve), frustrations will be created

Review the financial benefits to explore every possible avenue of improving the condition, at

least up to the level of the reference points

Highly dissatisfied with the chance to get information about

job opportunities within the cluster and group

This creates a sense of suppression, and turnover can be seen as a positive thing is

certain circumstances

Open the channels for the employees to get such

information

Highly dissatisfied with not having opportunities to have

fun, especially the trip

The justifications for not having the trip is not accepted by

employees and it certainly is a need considering the gender

and age of the workforce

Form a committee with some employee representatives and discuss the ground rules, get a

commitment from them to abide by those rules and let

them take responsibility


There is a clear increase in dissatisfaction and decrease in

satisfaction with advancing tenure with the company

There is a breach of the psychological contract between

employer and employee

Work diligently to meet the expressed and implied

expectations of the employees, have more frequent dialogue

with employees and implement counter measures for senior

employees as mentioned earlier

There are problems with job satisfaction in UW, QA and maintenance departments

There might be specific issues with managers, supervisors or

employees in those departments

Give priority to these departments when

implementing solutions

Close to 15% of Manager/Asst. Manager/Executive groups are

very dissatisfied

This is a critical issues because this is the group who should be

motivating the others, if they are dissatisfied they wont

bother to do that

Develop and implement specific programmes to address the needs of the Manager/Asst.

Manager group, e.g. education loans, flexi time, fast-track

promotions There is a small positive slope in

the tend line between importance and satisfaction

Doing some things right, but not enough is being done

Focus on providing things that are important for employees as

a priority

SECTION 4• This part covers company culture, values and

practices. • Presented with statements on culture, values and

practices to indicate their agreement. • Responses were sought on a scale of (1) Strongly

disagree, (2) Disagree, (3) Slightly disagree, (4) Slightly agree, (5) Agree and (6) Strongly agree. • The items are divided into five groups – leadership

and management, HR Department, HR functions, general work environment and JCC.

No %

Strongly disagree 1611 9.1

Disagree 2209 12.4

Slightly disagree 1207 6.8

Slightly agree 3856 21.7

Agree 6519 36.6

Strongly agree 1672 9.4


Total 17074 100.0 Strongly

disagree

Disagree

Slightly

disagree

Slightly

agreeAgree

Strongly

agree

Not resp

onded0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

Opinion about organizational values, culture and practices

Q79Q80

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Q109Q110

Q111Q112

Q113Q114

Q1152.50

3.00

3.50

4.00

4.50

5.00

5.50

Ave3.99

Opinion about organizational values, culture and practices


In terms of leadership and management, the responses are poor for respecting employees

and keeping promises

Both respect and keeping promises are key elements of

trust, which in tern is the cornerstone in creating a great

workplace

Managers need to be educated on this fact and constantly

reminded about its importance

Two out of three items on HR Department has received very

low scoresHR Department has a poor

image among the employees

HR will have to pull up their socks! Especially maintaining a

good relationship with employees and promptly attending to grievances

Out of 8 HR functions tested, only one (i.e. preparing for

promotions) has been received low scores

Employees generally accept HR functions to be efficient and

effective, except for preparing employees for promotions

Develop a robust system for employee development, career

management and succession planning

All 3 items on JCC has received very low scores

Employees do not trust JCC, do not believe that JCC

representatives are helpful and do not believe that JCC helps to improve relationship between management and employees

Assess the whole mechanism of JCC with the intention making it

a more practical and result oriented process and provide HR with more assistance to

meet employee needs

Recommendations


Percentage of ‘disagree’ responses increase and ‘agree’

responses decrease with tenure

Since most of the items tested in the section do not

discriminate according to tenure, what is indicated here is

an increasing level of dissatisfaction over time

As mentioned above, solid solutions shall be provided to

address the issue of frustration and dissatisfaction of senior

staff

Percentage of ‘disagree’ responses are higher and

‘agree’ responses lower in UW, QA and maintenance

departments

There are problems with the leadership of those

departments and also more frustration and dissatisfaction

When planning action to address the issue, give priority

to these departments

20% of Manager/Asst. Manager/Executive groups have given low scores for the items in

this section

If the Managers/Asst. Managers, who need to provide leadership to creating a positive work culture, do not believe in such initiatives, it will be very

difficult to get other employees on board

Have more frequent discussions with the Managers/Asst.

Managers to emphasize the need for their leadership to improve work culture with

some training on accountability and responsibility

SECTION 5• This part covers employee commitment and

attitude towards the company• Presented with statements on commitment and

attitude towards the company to indicate their agreement. • Responses were sought on a scale of (1) Strongly

disagree, (2) Disagree, (3) Slightly disagree, (4) Slightly agree, (5) Agree and (6) Strongly agree. • The sub-sections include• Continuance commitment (fear of loss)• Normative commitment (sense of obligation)• Affective commitment (affection for the job)• Attitude towards the company

No %

Strongly disagree 884 8.8

Disagree 1805 17.9

Slightly disagree 605 6.0

Slightly agree 1826 18.1

Agree 3400 33.7

Strongly agree 988 9.8


Total 10101 100.0

Organizational commitment and attitude

Strongly

disagree

Disagree

Slightly

disagree

Slightly

agreeAgree

Strongly

agree

Not resp

onded0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

Q116 Q119 Q122 Q124 Q129 Q132 CC Q117 Q120 Q126 Q128 Q130 Q133 NC Q118 Q121 Q123 Q125 Q127 Q131 AC Q134 Q1353.00

3.20

3.40

3.60

3.80

4.00

4.20

4.40

4.60

4.80

5.00

Continuance commitment Normative commitment Affective commitment Outcomes

Ave3.94

CONCLUSION• There is increasing levels of frustration and

dissatisfaction with increasing tenure with the company which needs to be addressed• Compared to the previous survey, the attitude has

worsened due to several reasons (e.g. cancellation of the trip) which needs to be corrected• The trust employees have on the HR services and

the JCC is low, which warrant remedial action• Even though the leadership and management style

is accepted overall, there are some issues (favouritism, interaction with employees, keeping the promises etc.) that needs to be addressed

climate survey

Documents

ol upto al

upto ol

needs focus group discussions

bording house relatives

al diploma degree pg

boarding house

focus areas

previous jobs g