Employee perception

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Employee perception

  1. 1. 1 A STUDY OF EMPLOYEE PERCEPTION TABLE OF CONTENT CHAPTER TITLE PAGE NO I. INTRODUCTION 1 II 7 REVIEW OF LITERATURE III 16 OBJECTIVES VI 17 RESEARCH METHODOLOGY V 21 DATA ANALYSIS AND INTERPRETATION VI FINDINGS OF THE STUDY & 47 SUGGESTION AND RECOMMENDATIONS VII CONCLUSION 49 VIII 50 LIMITATIONS OF THE STUDY & SCOPE FOR FURTHER STUDYANNEXUREQUESTIONNAIREBIBLIOGRAPHY
  2. 2. 2 LIST OF TABLESS.no TABLE NAME Page No5.1.1 ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD 22 BY EMPLOYEES5.1.2 23 CLEAR REPORTING STRUCTURE5.1.3 DEVELOP SKILLS AND ABILITIES 245.1.4 I GAIN SATISFACTION FROM MY JOB 255.1.5 JOB CHALLENGING 265.1.6 EMPLOYEES SUPPORT FOR EACH OTHER 275.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED 285.1.8 29 VALUED AS AN EMPLOYEE5.1.9 QUALITY IS GIVEN IMPORTANCE 305.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED 315.1.11 MANAGEMENT SETS HIGH STANDARDS 325.1.12 MANAGEMENT TREATS FAIRLY 335.1.13 MANAGEMENT RECOGNIZE MY WORK 345.1.14 WORKING CONDITIONS ARE GOOD 355.1.15 WORKLOAD IS REASONABLE 365.1.16 DEADLINES ARE REALISTIC 375.1.17 BALANCE BETWEEN WORK AND PERSONAL LIFE 385.1.18 SALARY IS ADEQUATE 395.2.1 41 ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING
  3. 3. 3 VALUED AS AN EMPLOYEE AND GENDER (USING CHI-SQUARE) -OBSERVED COUNT EXPECTED COUNT TABLE 425.2.2 COMPUTATION OF CHI-SQUARE (χ2)5.2.3 42 ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY5.3.1 43 (USING CORRELATION) ANALYSIS OF JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB (USING CORRELATION)5.3.2 44 ANALYSIS OF MANAGEMENT TREATMENT AND JOB SECURITY5.3.3 (USING CORRELATION) 45 ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES5.4 46 (USING REGESSION) LIST OF CHARTS
  4. 4. 4S.No TITLE Page No5.1.1 ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD 22 BY EMPLOYEES5.1.2 CLEAR REPORTING STRUCTURE 235.1.3 DEVELOP SKILLS AND ABILITIES 245.1.4 I GAIN SATISFACTION FROM MY JOB 255.1.5 JOB CHALLENGING 265.1.6 EMPLOYEES SUPPORT FOR EACH OTHER 275.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED 285.1.8 VALUED AS AN EMPLOYEE 295.1.9 QUALITY IS GIVEN IMPORTANCE 305.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED 315.1.11 MANAGEMENT SETS HIGH STANDARDS 325.1.12 MANAGEMENT TREATS FAIRLY 335.1.13 MANAGEMENT RECOGNIZE MY WORK 345.1.14 WORKING CONDITIONS ARE GOOD 355.1.15 WORKLOAD IS REASONABLE 365.1.16 DEADLINES ARE REALISTIC 375.1.17 BALANCE BETWEEN WORK AND PERSONAL LIFE 385.1.18 SALARY IS ADEQUATE 395.1.19 MARITAL STATUS 40
  5. 5. 5 CHAPTER I INTRODUCTION1.1 COMPANY DETAIL: Guided by M/s Appasamy Associates, which has been servicing in the ophthalmicfield for the last 25 years, M/s Appasamy Ocular Devices (P) Ltd manufactures a wide range ofproducts. It has an excellent network for marketing and after sale services.1.1.1 Company name : M/s Appasamy Ocular Devices (P) Ltd.1.1.2 Founder : Mr. P.S.N.Appasamy, Chairman1.1.3 Year of starting : 19971.1.4 Nature of work : Design, manufacture, sale & service of ophthalmic products. 1.1.5 Strength • Committed to their customers and draw strength from their faith in their ability to help them better than others. Train their sales and service persons to help their customers in best possible ways and means. • Regularly reinvest the profits to upgrade the manufacturing facilities. Regularly upgrade the products and the benefits are always passed on to the old customers at a nominal price. • Regularly introduce new products and always in search of people who can develop new products. • Designing products meeting customers’ requirements. • Offer products at a reasonable price, at an acceptable quality, with effective after sales service support. The employees are given opportunity to prove themselves. Selected persons are sent abroad for sales, service and training.
  6. 6. 61.1.6 Milestone• 1978 - Introduced Indias first low cost cryosurgical equipment for ophthalmology.While Indian prices are at Rs.1800, an equivalent imported unit costs Rs.20,000. Import of cryosurgical equipment in ophthalmology virtually had stopped fifteen years ago.• 1979 - Introduced worlds first non-electric vitrectomy unit in ophthalmology (another import substitute).This product is one of the most reliable one and virtually trouble free. Many eminent surgeons use this Rs.18,000 unit instead of their imported unit.• They also manufacture and sell electrical vitrectomy units with peristaltic pump for aspiration with linear suction.• 1980 - Started manufacturing and selling keratometers.• 1987 - Started manufacturing Surgical Operating Microscopes. Since then, AAOM 10 is the largest selling Operating Microscope in India. They also manufacture and sell microscopes for ENT, O&G and Plastic Surgery.• 1989 - Started manufacturing and selling Slitlamps. Photography and Videography models were also made available.• 1989 - Started manufacturing multipiece Intraocular lenses. Started selling IOLs in 1992.• Started manufacturing and selling single piece IOLs in 1995.• On December 31, 1997 completed ISO 9002 audit for Intra Ocular Lenses. AI Optics Limited, their INTRA OCULAR LENS manufacturing unit became an ISO 9002(Quality Systems and Requirements fulfilled) facility and certified by TUV, Germany on 17.03.1998.• 1990 - Started manufacturing and selling Indirect ophthalmoscope.
  7. 7. 7 • 1994 - Introduced Indias first ophthalmic Nd-YAG Laser equipment. It is only one of its kind manufactured in India till today. Also started manufacturing and selling Streak retinoscope. • 1995 - Introduced Indias first Phacoemulsification Equipment for small incision sutureless cataract surgery. 1.1.7Awards • Best Woman Entrepreneur of the year award, instituted by Government of Tamilnadu for the year 1993. (First awardee in this category since its inception) • One of the Best 5 Women Entrepreneurs of the year 1994, instituted by National Alliance of Young Entrepreneurs. • Engineering Export Promotion Council (EEPC) of India award for the best performance under the category Small Scale Industries - Certificate of merit for 1993-1994 among Southern Region of EEPC of India.1.1.8 Standard productsA) Microsurgical instruments - Titanium instruments - Stainless Steel instruments - Disposable instrumentsB) Ophthalmic implants • Intraocular lens (IOL) – Single piece, Multipiece • Foldable Intraocular lens • Intraocular rings • Artificial Intraocular Lenses • Capsular Tension Rings • Concave Lenses • Convex Lenses • Disposable Lenses
  8. 8. 8 • Foldable Intraocular Lenses • Hydrophilic Lenses • Ophthalmic lens • Phaco Lenses • Spectacle Lenses • Sulcus FixationC) Ophthalmic equipment - Testing equipment - Diagnosing equipment - Surgery equipmentD) Pharmaceuticals - Small volume parenterals - Ophthalmic solutionsE) Customers - Ophthalmologists - Eye Hospitals/Nursing Homes - Government & Non-Governmental Agencies - Distributing Agencies - Group companies - Patients (Indirect)F) Export - Exporting to Russia, Indonesia, Philippines, Latin America (Brazil etc.), Africa, United Arab EmiratesG) Foreign offices - USA, Dubai, and Malaysia1.1.9 ORGANIZATION CHART
  9. 9. 9 Chairman P.S.N.Appasamy Vice Chairman R.N.Kasthuri Managing Director P.Radhakrishnan Design & Adverse Factory Sales Office Events General Manager Sales Coordinator P.Sudhakaran R.V.Ravichandran R.V.A.Rajeshwari P.RavichandranHuman Resource Liaison works Production Computer QA & MR Maintenance Purchase Units Assistant Assistant Calibration Assistant Assistant Clerical Electricians Instruments Equipment Intraocular Lens Pharma ProductionS.Adal Production Production Production arasu Fitters & Fitters, Operators, Quality Control Asst.Production Technicians Technicians Technicians Quality Control Assistant Quality Control Tumbling & EO Microbiology S.Oumamageshwari Chemist Inspectors & Inspectors & Operators, Lab Assistants, Packing Packing Technicians Assistants Technicians IM-Stores IM-Stores Packing IM-Stores Assistant Assistant Inspectors, Assistants IM-Stores Storekeeper Storekeeper Packing Storekeeper Assiatant FP-Stores FP-Stores FP-Stores Box Packing Storekeeper Assistant, Assistant, Assistant, Assistants, Despatch FP-Stores Despatch Packing Despatch Assiatant, Despatch1.2 INTRODUCTION TO STUDY
  10. 10. 10 Implementing an employee perception survey can be used to gauge the current levels ofsatisfaction and identify opportunities for improvement as perceived by the employees in M/sAppasamy Ocular Devices (P) Ltd. Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leavethey can become a source of bad morale and do a great deal of harm to the organization. In manycases employers without proper data will assume the wrong reasons for employee dissatisfaction.Many bosses will automatically think that money is the top reason for leaving a job. Surveyingemployees on a regular basis is important to stay in touch with the pulse of the business and tohave real data and react accordingly. The actions of the employees like absenteeism and turnoverare based on how they perceive things. The main objective of this study was to study the level of employees’ perception about thevarious factors like working conditions, management, interpersonal relationships, pay andorganizational culture. Employee opinion surveys deliver a successful means of measuring andacting upon, employees current beliefs on many job-related subjects. Through this the managerscould understand what the employees feel about the organization .Necessary remedial measurescould be adopted by the organization in the negative areas. Through this the company wouldachieve better results in terms of profit and quality. CHAPTER II
  11. 11. 11 REVIEW OF LITERATURE2.1 Introduction to Employee Perception Savvy companies know that they need to stay in tune with the satisfaction rate of theiremployees. Managers understand that finding and training new employees is a very expensiveprocess. Surveying employees on a regular basis is a great way to stay in touch with the pulse ofthe business. Hence it is very much essential to know what the employees perceive about theorganization. Implementing an employee perception survey can be used to gauge the current levels ofsatisfaction and identify opportunities for improvement as perceived by the employees in M/sAppasamy Ocular Devices (P) Ltd. Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leavethey can become a source of bad morale and do a great deal of harm to the organization. In manycases employers without proper data will assume the wrong reasons for employee dissatisfaction.Many bosses will automatically think that money is the top reason for leaving a job. Surveyingemployees on a regular basis is important to stay in touch with the pulse of the business and tohave real data and react accordingly.2.2 Meaning When an individual looks at a target and attempts to interpret what he or she sees thatinterpretation is heavily influenced by the personal characteristics of the individual perceiver.Personal characteristics that affect perception include a person’s attitudes, personality, motives,interests, past experience and expectations. Characteristics of the target being observed can affect what is perceived. The context inwhich we see objects or events is also important. “Perception is a process by which individualsorganize and interpret their sensory impressions in order to give meaning to their
  12. 12. 12environment”. However, what one perceives can be substantially different from objectivereality.FACTORS INFLUENCING PERCEPTION Factors in the perceiver • Motives • Attitudes • Interests • Experience • expectations Factors in the situation • Time Perception • Work setting • Social setting Factors in the target • Novelty • Motion sounds size • Background • Proximity • Similarity •PERSON PERCEPTION: MAKING JUDGMENTS ABOUT OTHERS
  13. 13. 13Attribution theory: This theory has been proposed to develop explanations of the ways in which we judgepeople differently, depending on what meaning we attribute to a given behavior.Determinants:1. Distinctiveness: shows different behaviors in different situations.2. Consensus: response is the same as others to same situation.3. Consistency: responds in the same way over time.Frequently used shortcuts in judging others 1. Halo effect 2. Contrast effects 3. Selective perception 4. Projection 5. StereotypingSpecific Applications of Shortcuts in Organization  Employment Interview Perceptual biases affect the accuracy of interviewers’ judgments of applicants.  Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities.  Performance Evaluations Appraisals are subjective perceptions of performance.
  14. 14. 14  Employee Effort Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias.  Employee Loyalty Employee support towards the organization.  Whistle-Blowers Individuals who report unethical practices by their employer to outsiders.2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLESThe Reality of Perception in Employee Relations
  15. 15. 15Charles R. McConnell The author has found from his research that, whenever there is a contradiction betweenwhat employees are told or led to expect and what they actually see occurring, the result isusually a negative perception. In the employee-manager relationship, a greater presence ofnegative perceptions lowers the credibility of the management and increases the difficulty insecuring employee cooperation and commitment. The task of minimizing employees negativeperceptions falls largely on the first-line supervisor, although the “door is always open” highermanagers can make this more difficult.Employees perception towards the dimension of culture in enhancing organizationallearningAuthor(s): Carroll M. Graham, Fredrick Muyia NafukhoJournal: The Learning Organization The purpose of this study was to determine employees perception of the dimension ofculture toward organizational learning readiness. The study also seeks to compare employeeswork experience (longevity), work shifts and their perception towards the dimension of culture inenhancing organizational learning readiness. ANOVA was used to investigate the relationshipbetween longevity, work shift, and perception towards the dimension of culture in enhancingorganizational learning. The independent variables longevity and work shift were statistically significant, whilethe interaction effect was nonsignificant. Omega-squared test statistic revealed longevity andwork shift each accounted for 9 percent and 7 percent, respectively, of the variance in thedependent variable employee perception toward the dimension of culture in enhancingorganizational learning. Moderate effect sizes for independent variables longevity and work shiftwere also established.Compensation or Right: An Analysis of Employee “Fringe” Benefit PerceptionBarton L. Weathington and Lois E. Tetrick
  16. 16. 16 The authors have found that employee perceptions of the benefits provided to them bytheir organization can influence employee attitudes. Three factors that appear to influence theperception of benefits by employees are benefit satisfaction, benefit importance, and theperceived motive of the organization in providing the benefit to employees. However, it wasinferred that some benefits are perceived as rights that are owed to employees by theorganization. The study proposed and tested a model of benefit perception that incorporates all ofthese factors. Results suggested that benefit satisfaction and the perceived motive of theorganization in providing a benefit both have a direct relationship with employee attitudes. Theperceived right status of a benefit appeared to moderate this relationship.Exploring Employee Perception of Organizational Image: An Integrative Perspective ofInternal and External CommunicationChoi, J. This paper proposed to provide a conceptual model about how internal and externalcommunications influence employees’ perception of organizational images, in turn influencingemployees’ organizational identification and behaviors. In particular, it was argued that whenthere is discrepancy between perceived external images and internally perceived images that areheld by employees, it can result in significant consequences in terms of employees’ behaviors.Furthermore, it was discussed how perceptions about organizational images were related tointernal and external communication and the need for an integrative perspective ofcommunication management in the organization.Employees’ Organizational Commitment and Their Perception of Supervisors’ Relations-Oriented and Task-Oriented Leadership Behaviors
  17. 17. 17Barbara B. Brown The author says that relations-oriented leadership behaviors explained more of thevariance in affective commitment than the variance in normative commitment. The variance thattask oriented leadership behaviors explained in the two types of organizational commitment wasthe same, only weaker. Neither relations-oriented nor task-oriented leadership behaviorsexplained any variance in continuance commitment. The relations-oriented leadership behaviors were positively related with affective andNormative commitment, although not very strongly. This means that leadership behaviors whichinvolve engendering trust, inspiring a shared vision, generating enthusiasm, encouragingcreativity, providing coaching, and recognizing accomplishments do explain some of thevariation in how employees feel about wanting to or feeling obligated to stay with the city ofCharlottesville. The more they display these behaviors, the more employees may want to or feel obligedto stay. Task-oriented leadership behaviors had a negative relationship with normativecommitment and explained even less of the variance than relations-oriented leadership behaviors.This means that leadership behaviors which involve ignoring problems or waiting for problems tobecome chronic before taking action explain very little of the variation in how employees feelabout wanting to or feeling obligated to stay with the city of Charlottesville. Supervisors may beable to improve their task-oriented leadership behaviors by giving negative feedback in a timelymanner and using language that is both clarifying and encouraging.Social Interaction and the Perception of Job Characteristics in an OrganizationJames W. Dean, Jr. Daniel J. Brass This research investigates the relationship between the extent of employees socialinteraction and their perceptions of job characteristics. Employees perceptions were comparedwith the perceptions of task characteristics made by an outside observer, whose perceptions werenot subject to the same social influence processes. The results indicated that the perceptions ofemployees who were more central to communication networks, boundary-spanning employees,and employees close to the organizations boundaries were more similar to the perceptions of the
  18. 18. 18outside observer. These results were interpreted as support for the hypothesis that increased socialinteraction leads to a convergence of perceptions, such that the perceptions are more similar toobservable reality. The hypotheses and results are discussed in terms of social information-processing models and previous laboratory findings.A Study of Supervisor and Employee Perceptions of Work Attitudes in Information AgeManufacturing IndustriesMd. Shafiqul Azam, Pro-Tech Search, Inc.Illinois State University Supervisors perceive and rate Information employee work attitudes differently than theInformation employees perceive and rate their work attitudes by themselves. Non-informationemployees perceive their work attitudes differently than their supervisors do. Information andNon-information employees do not perceive their work attitudes similarly. Informationemployees had higher means for Dependability and Ambition and Non-information employeeshad higher means for Teamwork and Self-Control. There were differences in the strength of disagreement of responses across the groups. Thestrongest disagreement between employees (both Information and Non-information) andsupervisors on the perceptions of employee (both Information and Non-information) workattitudes was obtained for the work attitudes dimension Dependability. The second disagreementbetween employees (both Information and Non-information) and supervisors on the perceptionsof employee (both Information and Non-information) work attitudes was obtained for the workattitudes dimension Ambition. The third disagreement between employees (both information andnon-information) and supervisors on the perceptions of employee (both Information and Non-information) work attitudes was obtained for the work attitudes dimension Teamwork.Comparative Analysis of Management and Employee Job Satisfaction and PolicyPerceptions
  19. 19. 19Charles G. Andrews, B. A., M. S. According to the author, there is no statistically significant differences between theperception of nonmanagement employee job satisfaction and management job satisfaction asmeasured by job satisfaction topic means. It could be concluded from this study that group meansof importance for job satisfaction topics shows no significantly relationship by management ormanagement status. Nonmanagement rated Employee Development Opportunities and Work-lifeBalance higher than management employees. However, none of the differences were statistically significant. Rust, Stewart, Miller, andPielack (1996) examined job satisfaction of frontline workers. Topics addressed included workdesign, work conditions, benefits, and supervision. They found that a person’s overall satisfactionis driven by their satisfaction with the organization’s managerial process. CHAPTER III OBJECTIVES OF THE STUDY
  20. 20. 203.1 PRIMARY OBJECTIVE1. To understand the employee perception with regard to various organizational aspects of M/s Appasamy Ocular Devices (P) Ltd.3.2 SECONDARY OBJECTIVE:1. To know the level of employee satisfaction based on their perception.2. To learn what the employees perceive about the management.3. To know about the interpersonal relationship among the workers.4. To identify various other factors influencing employee perception. CHAPTER IV RESEARCH METHODOLOGY
  21. 21. 214.1 RESEARCH DESIGN This study was designed to perform a descriptive analysis of the employee perception inM/s Appasamy Ocular Devices (P) Ltd.This study was conducted over a period of one monthfrom August 2007 to September 2007.4.2 TYPES OF DATA COLLECTED • Primary Data The primary data was collected from the questionnaire .It had questions of both multiplechoice and closed ended type. • Secondary Data Secondary data was collected from the internet, books, journals, and company records.4.3 QUESTIONNAIRE CONSTRUCTION A comprehensive questionnaire covering all aspects of the organizational function wasdrawn and used in this study. The questionnaire comprised multiple choices and closed endedquestions.Questionnaires were constructed based on the following types• Closed ended questions• Multiple choice questions4.4 DEFINING THE POPULATION
  22. 22. 22 The population can be finite or infinite. The population is said to be finite if the elementscan be counted and infinite if the population size cannot be calculated.4.5 SAMPLING PLAN A sampling plan is a definite design for obtaining a sample from the sampling frame. Itrefers to the technique or the procedure the researcher would adopt in selecting some samplingunits from which inferences about the population is drawn. Sampling design is determined beforeany data are collected. Simple random sampling technique was adopted. In this method the researcher selects thoseunits of the population in the sample, which appear convenient to him or to the management ofthe organization where he is conducting the research.4.6 SAMPLE SIZE 50 samples were taken from M/s Appasamy Ocular Devices (P) Ltd , Vadamangalam,Puducherry .4.7 FIELD WORK The field works was done at Appasamy Intraocular Devices Pvt, Ltd., VadamangalamPuducherry.4.8 PERIOD OF SURVEY The period is from August, 2007 to September, 2007.4.9 DESCRIPTION OF STATISTICAL TOOLS USED• Percentage analysis.• Chi-square test• Correlation• Regression4.9.1 PERCENTAGE ANALYSIS
  23. 23. 23 In this project Percentage analysis test was used. The percentage method is used to know the accurate percentages of the data we took.. The following formula was used No. of respondents favorable Percentage of respondent = x 100 Total no of respondents From the above formula, we can get percentages of the data given by the respondents. 4.9.2 CHI-SQUARE ANALYSIS In this project chi-square test was used. This is an analysis of technique which analyzed the stated data in the project. It analyses the assumed data and calculated data in the study. The Chi-square test is an important test amongst the several tests of significance.. Chi-square, symbolically written as x2 (Pronounce as Ki-Square), is a statistical measure used in the context of sampling analysis for comparing a variance to a theoretical variance. The formula for computing chi-square is as follows. Chi-square = ∑ {(O-E)2 / E} O = Observed frequency E = Expected frequency The calculated value of chi-square is compared with the table of chi-square for the given degrees of freedom at the specified level of significance. If the calculated value is greater than the tabulated value then the difference between the observed frequency and the expected frequency are significant. The degrees of freedom is (n-2) where ‘n’ is number of observed frequencies and in case of contingency table the degrees of freedom is (C-1) (R-1) where C is number of columns and R is number of rows. It is used to find the relation between communication in work place and work satisfaction. It is used to find the relation between welfare satisfaction and work satisfaction it is used to find the relation between experience of respondents and work satisfaction.4.9.3 CORRELATION
  24. 24. 24 The correlation analysis deals with association between two or more variables. Thecorrelation does not necessary imply causation or functional relationship though the existence ofcausation always implies correlation. By itself it establishes only co- variance. It is used to findthe degree of relationship between motivation and work satisfaction. Cov(x, y) = 1/n ∑ x y – x y σx = √1/n Σ x2 – x 2 σy = √1/n Σ y2 – y 2 Cov(x, y) r= σx X σyHere, r = co-efficient of correlation4.9.4 Regression The Regression analysis deals with the nature of association between two or morevariables. In regression analysis we are concerned with the estimation of one variable for a givenvalue of another variable on the basis of an average mathematical relationship between the twovariables. Y= a + bX
  25. 25. 25 CHAPTER – V DATA ANALYSIS AND INTERPRETATION5.1 GENERAL INFORMATION The data collected from the responses to the questionnaire was tabulated and appropriatestatistical methods were applied to it. Frequency distribution of various responses for eachquestion was analyzed using a bar chart.Analysis was done by: • Percentage analysis • Chi-square • Correlation • Regression
  26. 26. 265.1 ANALYSIS USING PERCENTAGE METHOD TABLE 5.1.1 ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE EMPLOYEES S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 8 16 2 Disagree somewhat 7 14 3 Neutral 4 8 4 Agree somewhat 12 24 5 Agree strongly 19 38 Total 50 100Inference:The above table shows that 16% of the employees did not know the organization’s goals andobjectives and 38% of the employees were clear about the goals and objectives. CHART 5.1.1 ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE EMPLOYEES 40 35 P 30 E 25 R 20 C E 15 N 10 T 5 A 0 t t a ly ly a l h h g g a G w w n n tr o e o e u E tr m e tr m N .s .s o o A D .s .s A D LEVEL OF ATTITUDE TABLE 5.1.2 THERE IS A CLEAR REPORTING STRUCTURE
  27. 27. 27 S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 6 12 2 Disagree somewhat 6 12 3 Neutral 8 16 4 Agree somewhat 16 32 5 Agree strongly 14 28 Total 50 100Source: Primary DataInference:The above table shows that 12% of the employees did not know about the reporting structure.32% of the employees were somewhat clear about the reporting structure.28% of the employees were clear about the reporting structure. CHART 5.1.2 THERE IS A CLEAR REPORTING STRUCTURE 35 30 P E 25 R 20 C 15 E 10 N 5 T 0 t A t a ly ly a l h h g g a G w w n n tr o e e o u E tr m m tr e .s .s N o o A .s D .s A D LEVEL OF ATTITUDE TABLE 5.1.3 ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES S.No Level of Attitude No. of Respondents Percentage
  28. 28. 28 1 Disagree strongly 6 12 2 Disagree somewhat 4 8 3 Neutral 11 22 4 Agree somewhat 7 14 5 Agree strongly 22 44 Total 50 100Source: Primary DataInference:The above table shows that 12% of the employees felt that they could not develop their skills.14% of the employees felt that they could develop their skills to some extent and 44% of theemployees felt strongly that they could develop their skills. CHART 5.1.3 ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES 50 45 P 40 E 35 R 30 25 C 20 E 15 N 10 T 5 0 t A t a ly ly a l h h g g a G w w n n tr o e o e u E tr m tr m e .s .s N o o A D .s .s A D LEVEL OF ATTITUDE TABLE 5.1.4 I GAIN SATISFACTION FROM MY JOB
  29. 29. 29 S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 3 6 2 Disagree somewhat 10 20 3 Neutral 9 18 4 Agree somewhat 9 18 5 Agree strongly 19 38 Total 50 100Source: Primary DataInference:The above table shows that 6% of the employees did not gain satisfaction from their job.18% of the employees gained satisfaction from their job to an extent. 38% of the employees strongly felt that they gained satisfaction from their job CHART 5.1.4 I GAIN SATISFACTION FROM MY JOB 40 35 P 30 E 25 R 20 C E 15 N 10 T 5 0 t A t a ly ly a h l h g g a G w w n n tr e o e o u E m tr m tr e .s .s N o o .s A D .s A D LEVEL OF ATTITUDE TABLE 5.1.5 MY JOB IS CHALLENGING S.No Level of Attitude No. of Respondents Percentage
  30. 30. 30 1 Disagree strongly 5 10 2 Disagree somewhat 5 10 3 Neutral 8 16 4 Agree somewhat 13 26 5 Agree strongly 19 38 Total 50 100Source: Primary DataInference:The above table shows that 10% of the employees felt that their job was not challenging.26% of the employees felt that their job was challenging to a certain extent.38% of the employees felt strongly that their job was challenging. CHART 5.1.5 MY JOB IS CHALLENGING 40 35 P 30 E 25 R 20 C E 15 N 10 T 5 0 t A t a ly ly a h l h g g a G w w n n tr e o e o u E m tr m tr e .s .s N o o .s A D .s A D LEVEL OF ATTITUDE TABLE 5.1.6 EMPLOYEES SUPPORT EACH OTHER S.No Level of Attitude No. of Respondents Percentage
  31. 31. 31 1 Disagree strongly 7 14 2 Disagree somewhat 6 12 3 Neutral 14 28 4 Agree somewhat 14 28 5 Agree strongly 9 18 Total 50 100Source: Primary DataInference:The above table shows that 14% of the employees felt that support from each other was not there.28% of the employees felt that support from each other was there to a certain extent18% of the employees felt strongly that support from each other was there. CHART 5.1.6 EMPLOYEES SUPPORT EACH OTHER 30 P 25 E 20 R 15 C E 10 N 5 T 0 t A t a ly a ly h l h g g a G w w n n tr e o e o u E m tr m tr e .s .s N o o .s A D .s A D LEVEL OF ATTITUDE TABLE 5.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED
  32. 32. 32 S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 7 14 2 Disagree somewhat 7 14 3 Neutral 8 16 4 Agree somewhat 14 28 5 Agree strongly 14 28 Total 50 100Source: Primary DataInference:The above table shows that 14% of the employees felt that personal contribution was notrecognized. 28% of the employees felt that personal contribution was recognized to some extent.28% of the employees felt strongly that personal contribution was recognized . CHART 5.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED 30 P 25 E 20 R 15 C E 10 N 5 T 0 t A t a ly ly a l h h g g a w G w n n tr e o e o u E m tr m tr e .s .s N o o .s A D .s A D LEVEL OF ATTITUDE TABLE 5.1.8 I’M VALUED AS AN EMPLOYEE S.no Choice No. of Respondents Percentage
  33. 33. 33 1 Yes 40 80 2 No 10 20 Total 50 100Source: Primary DataInference:The above table shows that 80% of the employees felt that they were valued as an employee.20% of the employees felt that they were not valued as an employee. CHART 5.1.8 I’M VALUED AS AN EMPLOYEE P 40 E R 30 C E 20 N T 10 A G 0 E Yes No VALUED AS AN EMPLOYEE
  34. 34. 34 TABLE 5.1.9 QUALITY IS GIVEN IMPORTANCE S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 9 18 2 Disagree somewhat 7 14 3 Neutral 7 14 4 Agree somewhat 10 20 5 Agree strongly 16 32 Total 50 100Source: Primary DataInference:The above table shows that 32% of the employees felt that quality was given importance. 18% ofthe employees felt that quality was not given importance. CHART 5.1.9 QUALITY IS GIVEN IMPORTANCE 35 30 P 25 E R 20 C 15 E 10 N T 5 A 0 G t y at ly a l gl a g h h tr w n n E ew eu ro o e tr m m t N .s .s o o A D .s .s A D LEVEL OF ATTITUDE TABLE 5.1.10
  35. 35. 35 INDIVIDUAL INITIATIVE IS ENCOURAGED S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 11 22 2 Disagree somewhat 4 8 3 Neutral 12 24 4 Agree somewhat 12 24 5 Agree strongly 11 22 Total 50 100Source: Primary DataInference:22% of the employees felt that individual initiative was not encouraged; 24% of the employeesfelt that individual initiative was encouraged to a certain extent; 22% of the employees felt thatindividual initiative was encouraged CHART 5.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED 30 25 P E 20 R 15 C E 10 N 5 T A 0 t t a ly ly a l h h G g g a w w n n tr e o o e u E m tr tr m e .s .s N o o .s A D .s A D LEVEL OF ATTITUDE TABLE 5.1.11
  36. 36. 36 MANAGEMENT SETS HIGH STANDARDS S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 10 20 2 Disagree somewhat 11 22 3 Neutral 6 12 4 Agree somewhat 8 16 5 Agree strongly 15 30 Total 50 100Source: Primary DataInference:20% of the employees felt that management did not set high standards.16% of the employees felt that management set high standards to a certain extent.30% of the employees felt that management set high standards. CHART 5.1.11 MANAGEMENT SETS HIGH STANDARDS 35 30 P 25 E R 20 C 15 E 10 N T 5 A 0 t t a ly ly a h l h g g G a w w n n tr e o e o u E m tr m tr e .s .s N o o .s A D .s A D LEVEL OF ATTITUDE TABLE 5.1.12
  37. 37. 37 MANAGEMENT TREATS FAIRLY S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 7 14 2 Disagree somewhat 12 24 3 Neutral 13 26 4 Agree somewhat 5 10 5 Agree strongly 13 26 Total 50 100Source: Primary DataInference:14% of the employees felt that the management did not treat them fairly10% of the employees agreed to a certain extent that the management treated them fairly26% of the employees felt that the management treated them fairly CHART 5.1.12 MANAGEMENT TREATS FAIRLY 30 25 P E 20 R 15 C E 10 N 5 T A 0 t at y ly a G l gl h a g h w tr n on ew E eu o e tr tr m m N .s .s o o A D .s .s A D LEVEL OF ATTITUDE TABLE 5.1.13 THE MANAGEMENT RECOGNIZES MY WORK
  38. 38. 38 S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 3 6 2 Disagree somewhat 13 26 3 Neutral 6 12 4 Agree somewhat 14 28 5 Agree strongly 13 26 Total 50 100Source: Primary DataInference:6% of the employees felt strongly that the management did not recognize their work28% of the employees felt that the management recognized their work to some extent.26% of the employees felt that the management recognized their work. CHART 5.1.13 THE MANAGEMENT RECOGNIZES MY WORK 30 25 P E 20 R 15 C E 10 N 5 T A 0 t at G ly y a l gl a h g h w tr on n ew E eu o e tr tr m m N .s .s o o A D .s .s A D LEVEL OF ATTITUDE
  39. 39. 39 TABLE 5.1.14 WORKING CONDITIONS ARE GOOD S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 6 12 2 Disagree somewhat 4 8 3 Neutral 8 16 4 Agree somewhat 12 24 5 Agree strongly 20 40 Total 50 100Source: Primary DataInference:12% of the employees felt that working conditions were not good24% of the employees felt that working conditions were good to some extent40% of the employees felt that working conditions were good CHART 5.1.14 WORKING CONDITIONS ARE GOOD 45 40 P 35 E 30 R 25 C 20 E 15 N 10 T 5 t t a A a ly ly 0 h h l g g a w G w n n tr e e o o u E m m tr tr e .s .s N o o .s .s A D A D LEVEL OF ATTITUDE
  40. 40. 40 TABLE 5.1.15 WORKLOAD IS REASONABLE S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 8 16 2 Disagree somewhat 5 10 3 Neutral 12 24 4 Agree somewhat 13 26 5 Agree strongly 12 24 Total 50 100Source: Primary DataInference:16% of the employees felt that workload was not reasonable.26% of the employees felt that workload was reasonable to certain extent24% of the employees felt that workload was reasonable CHART 5.1.15 WORKLOAD IS REASONABLE 30 25 P E 20 R 15 C E 10 N 5 T A 0 G t ly ly t ha ha l tra ng ng E ew ew eu ro tro m m t N .s .s o o A D .s .s A D LEVEL OF ATTITUDE TABLE 5.1.16
  41. 41. 41 DEADLINES ARE REALISTIC S.No Level of Attitude No. of Respondents Percentage 1 Disagree strongly 7 14 2 Disagree somewhat 9 18 3 Neutral 9 18 4 Agree somewhat 18 36 5 Agree strongly 6 12 Total 50 100Source: Primary DataInference:14% of the employees felt that dead lines were not realistic.36% of the employees felt that dead lines were realistic to certain extent12% of the employees felt strongly that dead lines were realistic CHART 5.1.16 DEADLINES ARE REALISTIC 40 35 P 30 E 25 R 20 C E 15 N 10 T 5 A 0 t at ly y a G l gl h a g h w tr on n ew E eu o e tr tr m m N .s .s o o A D .s .s A D LEVEL OF ATTITUDE TABLE 5.1.17

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