Advances In Management t -.

-^sr
sVol. 4 (10) Oct. (2011)
Case Study:
A Study on Organizational Behaviour with reference to
Amara Raja Batteries Limited
Reddy Vijaya Bhaskar M.*, Haritha K. and Subrahmanyam S.E.V.
Dept of Management Studies, Sreenivasa Institute of Technology and Management Studies, Chittoor
(A.P.), INDIA
*mvbr435@yahoo.com
Abstract
Organizational climate is the condition of an
organizational environment related to the characteristics of the job, the leadership, the workgroup and
the
various subsystems as well as the total organization. In
the vast literature based on job satisfaction, one may
find that job satisfaction has been investigated through
differing methodologies, serving as a predictor,
outcome, moderator and mediator variables. Job
satisfaction has been linked to organizational
commitment, life satisfaction, training, empowerment,
customer satisfaction and reduced intention to quit.
Organizational Commitment exists within four
factors: Commitment to the organization, commitment
to top management, commitment to immediate
supervisors and commitment to work groups. A
distinction between organizational climate and

organizational culture must be made as they are related

but two distinct concepts may not be used
interchangeably. In order to fully understand
organizational climate, one must also understand how it
differs from organizational culture. Organizational
culture is a result of the social system, work unit, or
even department, whereas organizational climate is an
aggregate of an employee's perceptions of the policies,
practices and actions that are noticed, supported and
rewarded in a work environment. Previous research has
supported that organizational culture and organizational climate are two distinct and unique concepts. It
has been empirically provided in many Indian and
western organizations that employee-centered climate
and achievement-oriented clirnate ultimately improved
performance.
Keywords: Job Satisfaction, Organizational Commitment
and Organizational Climate,
Introduction
Organizations today are facing major challenges in
terms of intense competition, workforce diversity, crosscultural interactions, employee retention,
innovation and
productivity, changing consumer preferences and dynamic
goverrmient policies. The need of the hour is creating teams
and fostering high level of competencies among them while
maintaining high spirit of achievement. In view of this, the
study of organizational climate as a causal factor of

effectiveness has gained prominence. However, there are

many problems in conceptualizing, measuring and improving
organizational climate.
Johannesson'^ defined organizational climate as the
condition of an organizational environment as related to the
characteristics of the job, the leadership, workgroup and the
various subsystems as well as the total organization.
Organizational climate as atmosphere exists within an
organization as a consequence of various factors such as
management policies and goals, relationship between
management and employees, communication systems,
controls, leadership styles, welfare activifies and so on.
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Review of Literature
Job Satisfaction: The definition of job satisfaction set forth
by Porter and Lawler^' has three components including nature
of tasks, the setting and relationships and lastly, the overall
feeling associated with the job. With this definition one can
understand that job satisfaction is broken down into intrinsic
work satisfaction, extrinsic work satisfaction and global
safisfaction. For the purpose of this study only global
satisfaction will be assessed. This was selected because it
represents the summation of intrinsic and extrinsic job
satisfaction and gives a better overall picture of an
employee's level of job satisfaction. In the vast literature

based on job satisfaction one may find that job satisfaction

has been investigated through differing methodologies,
serving as a predictor, outcome, moderator and mediator
variables. Job satisfaction has been linked to organizational
commitment^', life satisfaction^*, training, empowerment,
customer satisfaction'^ and reduced intention to quit.
The relationship between employee job satisfaction
and customer satisfaction is important within hospitality dtie
to the simultaneous nature of production and consumption of
service ^*'. With customers "in the factory "so to speak, the
employee-customer exchange must be correct and consistent.
The relationship between employee job satisfaction and
customer satisfaction affects the delivery of service to the
customer. The customer in turn makes judgments about the
service and product received'^. These judgments made by the
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