Sendhil project 99% final (2)

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A STUDY ON EMPLOYEES ATTITUDE IN PUDUCHERRY
AGRO SERVICE AND INDUSTRIES CORPORATION LIMITED
PROJECT REPORT
Submitted by
SENDHIL KUMAR .R
Register No: 12MBA071
Under the Guidance of
Mr. R. RAMESH B.E., MBA.
Assistant Professor, Department of Management Studies
In partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PUDUCHERRY UNIVERSITY
PUDUCHERRY
JULY-2013

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SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
MADAGADIPET, PUDUCHERRY
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This is to certify that the project work entitled “A STUDY ON EMPLOYEES ATTITUDE IN
PUDUCHERRY AGRO SERVICE AND INDUSTRIES CORPORATION LIMITED
(PASIC)” is a bonafide work done by SENDHILKUMAR .R [REGISTER NUMBER:
12MBA071] in partial fulfillment of the requirement for the award of the degree of Master of
Business Administration by Pondicherry University, during the academic year 2012-2013.
INTERNAL GUIDE HEAD OF THE DEPARTMENT
Submitted for Viva -Voice Examination held on___________________
EXTERNAL EXAMINER
1.
2.

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ACKNOWLEDGEMENT
In connection with this endeavor I would like to record my gratitude to many people
surrounding me for this encouragement affirmation and guidance.
I express my profound thanks and gratitude to SHRI M. DHANASEKARAN, Chairman
and Managing Director, SHRI S. V. SUGUMARAN, Vice Chairman of Sri Manakula Vinayagar
Engineering College Puducherry.
I would like to thank Dr. V. S. K. VENKATACHALAPATHY, Principal cum Director
of Sri Manakula Vinayagar Engineering College Puducherry, for given me the opportunity to do
this project.
I would like to ponder with gratitude my sincere thanks to Mr. N. S. N. CAILASSAME,
Associate Professor, Department of Management Studies, for his encouragement, support and
guidance to complete this project successfully.
I take the privilege to extend my hearty thanks to Mr. R. RAMESH, Assistant Professor,
Department of Management Studies, my internal guide for his valuable suggestion and
encouragement throughout this project period.
I express my whole hearted gratitude to Dr. S. VASANTHA KUMAR, Managing Director of
Puducherry Agro Service and Industries Corporation Limited (PASIC), who kindly granted
permission to do my project work in this esteemed organization.
I convey my heartiest thanks to Mr. R. SHANMUGAM, EDP Manager, Puducherry Agro
Service And Industries Corporation Limited (PASIC), Thattanchavady, Puducherry, my external
guide for his dedicated support and encouragement to complete this project.
Finally, I express our sincere thanks and deep sense of gratitude to my parents and friends
for giving timely advice in all the ways and in all aspects for doing the project.

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Table of Content
CHAPTER No. PARTICULARS PAGE No.
1 Introduction 1
2 Review of Literature 10
3 Conceptual Framework of Industry 13
4 Data Analysis and Interpretation 25
5 Findings, Suggestions And Conclusion 97
ANNEXURES:
BIBLIOGRAPHY
QUESTIONNAIRE
WEBSITES

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List of Tables
TABLE NO. TABLE NAME PAGE NO.
3.1.9 Top Agricultural Products 17
4.1 Table Showing Classification of Respondents on The Basis of
Age Group
25
Gender
26
Marital Status
27
Designation
28
Experience
29
Qualification
30
Income
31
Type of Employment
32
4.9 Table Showing Respondents Opinion on Access of Information 33
4.10 Table Showing Respondents Opinion on Mission Statement 34
4.11 Table Showing Respondents Opinion on Involvement in
Decision Making
35
4.12 Table Showing Respondents Opinion on Comfort in Work
Environment
36
4.13 Table Showing Respondents Opinion on Job Requirement 37
4.14 Table Showing Respondents Opinion on Management
Recognization
38

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4.15 Table Showing Respondents Opinion on Encouragement to
Develop
39
4.16 Table Showing Respondents Opinion on Involvement of
Employees in Problem Solving
40
4.17 Table Showing Respondents Opinion on Management Flexibility 41
4.18 Table Showing Respondents Opinion on Recommending Others
to Join in PASIC
42
4.19 Table Showing Respondents Opinion on Performance Standard 43
4.20 Table Showing Respondents Opinion on Personal Growth 44
4.21 Table Showing Respondents Opinion on Suggestion &
Leadership
45
4.22 Table Showing Respondents Opinion on Supervisors
Encouragement
46
4.23 Table Showing Respondents Opinion on Reward for Effort 47
4.24 Table Showing Respondents Opinion on Supervisors Valuation 48
4.25 Table Showing Respondents Opinion on Companies Positive
Image
49
4.26 Table Showing Respondents Opinion on Difference in Lives of
Others
50
4.27 Table Showing Respondents Opinion on Solving Customers
Problems
51
4.28 Table Showing Respondents Opinion on Productivity 52
4.29 Table Showing Respondents Opinion on Work Environment
Satisfaction
53
4.30 Table Showing Respondents Opinion on Job Location
Satisfaction
54

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4.31 Table Showing Respondents Opinion on Working Hours
Satisfaction
55
4.32 Table Showing Respondents Opinion on Salary Satisfaction 56
4.33 Table Showing Respondents Opinion on Reward Got for Their
Effort
57
4.34 Table Showing Respondents Opinion on Satisfaction in
Compensation
58
4.35 Table Showing Respondents Opinion on Work Respondents 59
4.36 Table Showing Respondents Opinion on Comfortness in
Responsibilities
60
4.37 Table Showing Respondents Opinion on Relationship in
Organization
61
Activities of the Firm
62
4.39 Table Showing Respondents Opinion on Job Security 63
4.40 Table Showing Respondents Opinion on Satisfaction in Rights 67
Leadership
68
Performance
66
4.43 Table Showing Respondents Opinion on Satisfaction in Present
Job
67
4.44 Table Showing Respondents Opinion on Job Security 68
4.45 Table Showing Respondents Opinion on Job Satisfaction 69
4.46 Table Showing Respondents Opinion on Working Condition 70
4.47 Table Showing Respondents Opinion on Performance 71

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4.48 Table Showing Respondents Opinion on Compensation & Pay
System
72
4.49 Table Showing Respondents Opinion on General Fairness 73
4.50 Table Showing Respondents Opinion on Safety Concern 74
4.51 Table showing the weighted average given be respondents to
employees attitude
75
4.52 Table showing the weighted average given by respondents to
performance of Employees
79
4.53 Table showing the weight age given by respondents to
satisfaction level of Employees
82
4.54 Table showing the weighted average given by respondents to
satisfaction
86
4.55 Table showing analysis of the relation between employees work
well together to solve problems and solving customers problems
88
4.56 Table showing analysis of the relation between employees in
decision making and suggestions
91
4.57 Table showing analysis of the relation between comfortable with
environment and satisfied with work environment
93
4.58 Table showing analysis of the relation between job requirement
and satisfied with present performance
95

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List of Charts
CHART NO. CHART NAME PAGE NO.
3.3 Business Activities 19
3.4 Organization Structure 20
4.1.1 Chart Indicating Classification of Respondents on The Basis of
Age Group
25
Gender
26
Marital
27
Occupation
28
Experience
29
Qualification
30
Income
31
Type of Employment
32
4.9.1 Chart Indicating Respondents Opinion on Access of
Information
33
4.10.1 Chart Indicating Respondents Opinion on Mission Statement 34
4.11.1 Chart Indicating Respondents Opinion on Involvement in
Decision Making
35
4.12.1 Chart Indicating Respondents Opinion on Comfort in Work
Environment
36
4.13.1 Chart Indicating Respondents Opinion on Job Requirement 37

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4.14.1 Chart Indicating Respondents Opinion on Management
Recognization
38
4.15.1 Chart Indicating Respondents Opinion on Encouragement to
Develop
39
4.16.1 Chart Indicating Respondents Opinion on Involvement of
Employees in Problem Solving
40
4.17.1 Chart Indicating Respondents Opinion on Management
Flexibility
41
4.18.1 Chart Indicating Respondents Opinion on Recommending
Others to Join in PASIC
42
4.19.1 Chart Indicating Respondents Opinion on Performance
Standard
43
4.20.1 Chart Indicating Respondents Opinion on Personal Growth 44
4.21.1 Chart Indicating Respondents Opinion on Suggestion &
Leadership
45
4.22.1 Chart Indicating Respondents Opinion on Supervisors
Encouragement
46
4.23.1 Chart Indicating Respondents Opinion on Reward for Effort 47
4.24.1 Chart Indicating Respondents Opinion on Supervisors
Valuation
48
4.25.1 Chart Indicating Respondents Opinion on Companies Positive
Image
49
4.26.1 Chart Indicating Respondents Opinion on Difference in Lives
of Others
50
4.27.1 Chart Indicating Respondents Opinion on Solving Customers
Problems
51
4.28.1 Chart Indicating Respondents Opinion on Productivity 52

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4.29.1 Chart Indicating Respondents Opinion on Work Environment
Satisfaction
53
4.30.1 Chart Indicating Respondents Opinion on Job Location
Satisfaction
54
4.31.1 Chart Indicating Respondents Opinion on Working Hours
Satisfaction
55
4.32.1 Chart Indicating Respondents Opinion on Salary Satisfaction 56
4.33.1 Chart Indicating Respondents Opinion on Reward Got for Their
Effort
57
4.34.1 Chart Indicating Respondents Opinion on Satisfaction in
Compensation
58
4.35.1 Chart Indicating Respondents Opinion on Work Respondents 59
4.36.1 Chart Indicating Respondents Opinion on Comfortness in
Responsibilities
60
4.37.1 Chart Indicating Respondents Opinion on Relationship in
Organization
61
Activities of the Firm
62
4.39.1 Chart Indicating Respondents Opinion on Job Security 63
4.40.1 Chart Indicating Respondents Opinion on Satisfaction in Rights 64
Leadership
65
Performance
66
Present Job
67
4.44.1 Chart Indicating Respondents Opinion on Job Security 68

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4.45.1 Chart Indicating Respondents Opinion on Job Satisfaction 69
4.46.1 Chart Indicating Respondents Opinion on Working Condition 70
4.47.1 Chart Indicating Respondents Opinion on Performance 71
4.48.1 Chart Indicating Respondents Opinion on Compensation % Pay
System
72
4.49.1 Chart Indicating Respondents Opinion on General Fairness 73
4.50.1 Chart Indicating Respondents Opinion on Safety Concern 74
List of Figures
FIGURE NO. FIGURE NAME PAGE NO.
3.1.2.1 Neolithic Revolution 14
3.1.3.1 Roman Harvesting Machine 14
3.1.4.1 Agricultural Calendar 15
3.1.5.1 The Harvesters 15
3.1.6.1 Norman Borloug 16
3.1.7.1 Fordson Tractor 16

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ABSTRACT
This project is done at Puducherry Agro Service and Industries Corporation Ltd. (PASIC)
and the title of the project is “A Study on Employees Attitude in Puducherry Agro Service and
Industries Corporation Limited (PASIC)”.
This study is focused on analyzing attitude of employees those who working in PASIC,
and their performance as well as the satisfaction level of those employees in the work place and
also to identify the number of positive attitude employees who are working in the organization.
The data collection has been done through questionnaire and the population size is 400 and
the sample size is 100. The tools used in the project are Percentage Analysis, Weighted Average
and Correlation Analysis.
This study helps to find the changing management practices for the development of an
organization. And, this project helps the organization to know the attitude of employees and their
satisfaction level. The performance of employees can be valued and if there is any deviation in
performance of the employees a necessary corrective actions can the taken by the organization.
The factors influencing good attitude are to be identified and also the less influencing factors were
concentrated, this project would help the management to stimulating the positive attitude among
the employees.
The Percentage Analysis tool being used for rating the data collected, Weighted Average
Method is used to identify the preference for various factors and Correlation Analysis is used to
identify the relationship between the variables.

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CHAPTER-I
INTRODUCTION & RESEARCH DESIGN
1.1 INTRODUCTION
The importance of attitude in understanding psychological phenomenon was given
formal recognition early in the history of social psychology. From the time of the concept’s entry
in to the language of psychology until now, interest in attitude has been strong and growing.
However, over the years attitudes have been studied with differing emphasis and methods.
1.1.1 Concept of Attitude:
Attitudes are evaluative statements. They respond one's feeling either favorable or
unfavorable to persons, objects and events. In other words, attitudes reflect how one feels about
something. For example, a man says “I like teaching” here he is expressing his attitude about his
work.
Attitude is an enduring organization of motivational, emotional, perceptual and
cognitive processes with respect to some aspect of the individual’s world. Attitudes are learned
predispositions towards aspects of our environment. They positively or negatively directed
towards certain people service or institutions.
Now, attitudes can precisely be defined as a persistent tendency to feel and behave in a
particular way towards some objects, persons or events.
1.1.2 Salient Features:
The following are the salient features of an attitude
1. Attitudes are related to the feelings and beliefs of people.
2. Attitudes respond to persons, objects or events.
3. Attitudes affect behavior either positively or negatively.
4. Attitudes undergo changes.

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1.1.3 Benefits of Attitude:
An opinion is generally the expression of one’s judgment of a particular set of facts,
on evaluation of the circumstances presented to him.
“Thurstone” defines opinion as a response to a specifically limited stimulus, but
the response is certainly influenced by the predisposition with, with the individual
is operating, that is, the attitude structure. A difference can also be made between attitude
and belief. A belief is an enduring organization of perceptions and cognitions about some aspects
of individual world. Thus, belief is a hypothesis concerning the nature of objects, more
particularly, concerning one’s judgments belief is the cognitive component of attitude which
reflects the manner in which an object is perceived. The difference between attitude, opinion, and
belief exists on conceptual basis. Most researchers believe that these three terms are so closely
tied that it is difficult to separate them except on a limited conceptual basis.
1.1.4 Formation of Attitudes:
Attitudes are not inherited. These are acquired or learned by the people from the
environment in the formation of attitudes is broadly classified into two sources:
Direct Experience, and
Social Learning
Direct Experience:
One’s direct experience with an object or person serves as a powerful source for his/her attitude
formation. In other words, attitudes are formed on the basis of one’s past experience in concerned
object or person. Take your own case, for instance. How do you know that you like
organizational behavior or dislike financial management? The answer to it is that our have formed
these attitudes form you in studying the two subjects. Research has shown that attitudes derived
from the direct experience are more powerful, stronger and durable are difficult to change than are
attitudes that are formed through indirect experience. This is because of their availability in our
cognitive processes.

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Social Learning:
The process of deriving attitudes form family, peer groups, religious organizations and
culture is called social learning, In social learning, and individual acquires attitudes form his/her
environment in an indirect manner. Social learning starts form early age when children derive
certain attitudes from their parents. This is often evident from when young children express their
political preferences similar to those held by their parents.
Attitudes are derived from peer groups also. For example if Ravi saxena has been
attending his duty late for some days but co-workers have always been on time, Ravi Saxena is
likely atop attitude his duty on time.
1.1.5 Learning Attitude Process:
1. Attention: Attention must be focused on model.
2. Retention: What was observed form the model must be retained.
3. Reproduction: Behavior must be practiced again and again.
4. Motivation: The learner must be motivated to learn from the model,
An individual’s association with others also shapes one’s attitude about him/her.
For example, the teacher’s attitude, be it favorable or unfavorable, about X student will
often be formed by associating him with Y student about whom the teacher had already formed an
opinion or attitude.
1.1.6 Factors Influencing Attitude:
Level of Satisfaction
Performance of an employees
Organization Culture & Climate
Nature of Management
Nature of Job
Reward and Compensation
Motivation Factors etc.
These are the various factors which are influencing the attitude of employees in an
Organization.

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1.2 STATEMENT OF THE PROBLEM:
Attitude is the driving force of an employee to perform optimistically in an
organization; Employees with positive attitude are the real assets of any organization. A Positive
attitude of employees in an organization can be identified by this study and if there is any
deviation in the attitude of employees, those deviation can be controlled and the negative attitude
can be eradicated from the minds of the employees. So that the performance of employees can be
enhanced and the satisfaction level in their job can also be improved. By utilizing positive attitude
manpower an organization can attain its mission and vision within a stipulated period of time.

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1.3 OBJECTIVES OF THE STUDY
To analyze the employees attitude.
To analyze the various factors influencing the employees attitude.
To study the relationship between the employees attitude and performance
To analyze the relationship between the employees attitude and job satisfaction.
To measure the level of positive attitude.

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1.4 SCOPE OF THE STUDY:
This study would reveal the percentage of employees having positive attitude in an
organization.
The level of satisfaction for employees in their job can be identified.
This study helps to enhance the performance of the employees in their work place.
The deviation level of attitude among the employees can be identified and control
measures can be taken.
1.5 GEOGRAPHICAL REGION:
This study is conducted in Puducherry Agro Service And Industries Corporation Ltd,
Thattanchavady Puducherry.
1.6 FIELD WORK AND COLLECTION OF DATA:
The following are the method used for data collection and the details about field work
is given below.
1.6.1 Field Work:
The field work is done with the employees of Puducherry Agro Services And
Industries Corporation Limited, Puducherry.
1.6.2 Collection of Data:
A data collection for this study has been done in the form of two types of collection
methods and they are
Primary Data:
The primary data was collected from the respondents. This project relied on the
response from the employees of Puducherry Agro Service And Industries Corporation Limited
(PASIC). To obtain this primary data, a well-structured questionnaire was prepared & the
respondents (sample) were given the Questionnaire to represent their views.

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Secondary Data:
The secondary data for the research has been collected from
Internet
Books
Articles
Journal
Organization Records.
1.7 LIMITATION OF THE STUDY:
The data collected in this study may not be reliable for a long term, since the attitude of
employees is dynamic.
The mood and mind set of the respondents at the time of data collection would have a
major impact in the study.
Some of the questions are related to the respondent’s immediate boss/supervisors,
therefore respondents may gave reviled based responses.
1.8 RESEARCH METHODOLOGY:
Research method is very essential to collect the information for the research. A
research methodology defines what the activity of research is, how to proceed, how to measure
progress, and what constitutes success the following are the elements involved in the research
method.
1.8.1 Research Design:
The research design undertaken for the study is Descriptive one. A study, which wants
to portray the characteristics of a group or individuals or situation, is known as Descriptive study.

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1.8.2 Sampling Frame Work:
While conducting survey it is impossible to meet each and every element of the
universe. Besides it is time consuming and expensive. Further to arrive at valid conclusion it may
not be necessary to enumerate all. We may study a sample drawn from the layer population and if
that sample is adequately representation of the population, we can arrive at valid conclusion.
Sampling design is determined before any data is collected.
1.8.3 Sample Design:
Population : 400
Sample Size : 100
Sample Tools : Percentage Method, Weighted Average and Correlation Analysis.
Sampling Method: Random Sampling Method
1.8.4 Description of Statistical Tools Used:
Percentage Analysis
Weighted Average
Correlation Analysis
1.8.5 Percentage Analysis:
In this project Percentage analysis test was used. The percentage method is used to
know the accurate percentages of the data I 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.

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1.8.6 Weighted Average:
An average in which each quantity to be averaged is assigned a weight. These
weightings determine the relative importance of each quantity on the average. Weightings are the
equivalent of having that many like items with the same value involved in the average.
The weighted mean is similar to an arithmetic mean (the most common type of
average) where instead of each of the data points contributing equally to the final average, some
data points contribute more than others. The notion of weighted mean plays a role in descriptive
statistics and also occurs in a more general form in several other areas of mathematics.
If all the weights are equal, then the weighted mean is the same as the arithmetic mean. While
weighted means generally behave in a similar fashion to arithmetic means, they do have a few
counterintuitive properties, as captured for instance in Simpson's paradox.
It can be calculated as,
Weighted average, WX = Σ WX / Σ
Here,
XW represents the weighted average.
X represents the value of variable.
W represents the weight given to the variable.
1.8.7 Correlation Analysis:
The correlation analysis deals with association between two or more variables. The
correlation does not necessarily imply causation or functional relationship though the existence of
causation always implies correlation. By itself it establishes only co- variance. It is used to find
the degree of relationship between motivation and work satisfaction.

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CHAPTER-II
2.1 REVIEW OF LITERATURE
This review of literature involves collection of some literature and works previously
done in the same area. By doing this the researcher can make a study to explore new dimensions
in the same area and add to the body of knowledge. A Several approaches towards employees
attitude have been proposed.
Brief and Motowidlo (2011) have developed theoretical models in an attempt to
better understand the relationship between “dispositions and job satisfaction”. Continuing this
theoretical development, Judge and his colleagues (Judge & Bono, 2010 Judge, Locke, Durham,
& Kluger, 2008) found that a key personality trait, core self-evaluation, correlates with employee
job satisfaction. They also found that one of the primary causes of the relationship was through
the perception of the job itself. Thus, it appears that the most important situational effect on job
satisfaction the job itself is linked to what may be the most important personality trait to predict
job satisfaction core self evaluation. Evidence also indicates that some other personality traits,
such as extraversion and conscientiousness, can also influence job satisfaction (Judge, Heller, &
Mount, 2011).
Davis-Blake & Pfeffer (2012) a accumulating body of evidence indicates that
differences in job satisfaction across employees can be traced, in part, to differences in their
disposition or temperament (House, Shane, & Herold, 2009). Despite its contributions to our
understanding of the causes of job satisfaction, one of the limitations in this literature is that it is
not yet informative as to how exactly dispositions affect job satisfaction (Erez, 2012).

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Edwards & Fisher, 2011; Kraut, 2008 One likely future direction of employee
attitude research will be to better understand the interplay between the person and the situation and
the various internal and external factors that influence employee attitudes. In particular, a better
understanding of the role of emotion, as well as broader environmental impacts, is needed and has
been largely overlooked in past research. In addition, ongoing research will provide more in-depth
understanding of the effects of employee attitudes and job satisfaction on organizational measures,
such as customer satisfaction and financial measures. Greater insights on the relationship between
employee attitudes and business performance will assist HR professionals as they strive to
enhance the essential people side of the business in a highly competitive, global arena.
Hawthorne studies, conducted in the 2013, are often credited with making researchers
aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies,
researchers began taking a critical look at the notion that a “happy worker is a productive worker”
Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent
relationship between job satisfaction and performance.
(Iaffaldano & Muchinsky, 2010) The presumed relationship between job
satisfaction and performance was a “Management Fad” and “Illusory.” This study had an
important impact on researchers, and in some cases on organizations, with some managers and HR
practitioners concluding that the relationship between job satisfaction and performance was trivial.
However, further research does not agree with this conclusion.
Moorhead and Griffin (2010) discussed two primary job-related attitudes job
satisfaction and job dissatisfaction. It is “an individual’s attitude toward his or her job. When this
attitude is positive, employees are said to be satisfied. Dissatisfaction exists when the attitude is
negative”. K. S. Bass (2010) Employees and their attitude to work are of paramount importance
to the achievement of any organizational goals. Thus, effective leadership enables greater
participation of the entire workforce, and can also influence both individual and organizational
performance.

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Organ (2011) suggests that the failure to find a strong relationship between job
satisfaction and performance is due to the narrow means often used to define job performance.
Organ argued that when performance is defined to include important behaviors not generally
reflected in performance appraisals, such as organizational citizenship behaviors, its relationship
with job satisfaction improves. Research tends to support Organ’s proposition in that job
satisfaction correlates with organizational citizenship behaviors (Organ & Ryan, 2009).
(Staw & Ross, 2013) Several innovative studies have shown the influences of a
person’s disposition on job satisfaction. One of the first studies in this area demonstrated that a
person’s job satisfaction scores have stability over time, even when he or she changes jobs or
companies. In a related study, childhood temperament was found to be statistically related to adult
job satisfaction up to 40 years later (Staw, Bell, & Clausen, 2010).
Thoresen, Bono, and Patton (2011) when the correlations are appropriately corrected
the average correlation between job satisfaction and job performance is a higher.30. In addition,
the relationship between job satisfaction and performance was found to be even higher for
complex jobs than for less complex jobs. Thus, contrary to earlier reviews, it does appear that job
satisfaction is, in fact, predictive of performance, and the relationship is even stronger for
professional jobs.
Hofstede (2012, 2013). He conducted research on employee attitude data in 67
countries and found that the data grouped into four major dimensions and those countries
systematically varied along these dimensions. The four cross-cultural dimensions are: (1)
Individualism-collectivism; (2) Uncertainty avoidance versus risk taking; (3) Power distance, or
the extent to which power is unequally distributed; and (4) Masculinity/Femininity, more recently
called achievement orientation. The four dimensions have been a useful framework for
understanding cross-cultural differences in employee attitudes, as well as recognizing the
importance of cultural causes of employee attitudes. More recent analyses have shown that
country/culture is as strong a predictor of employee attitudes as the type of job a person has
(Saari, 2005; Saari & Erez, 2007; Saari & Schneider, 2009).

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CHAPTER III
CONCEPTUAL FRAME WORK OF INDUSTRY
3.1 Industry Profile:
Agricultural practices such as irrigation, crop rotation, fertilizers, pesticides and the
domestication of livestock were developed long ago, but have made great progress in the past
century. The history of agriculture has played a major role in human history, as agricultural
progress has been a crucial factor in worldwide socio-economic change. Division of labour in
agricultural societies made commonplace specializations rarely seen in hunter-gatherer cultures,
which allowed the growth of towns and cities, and the complex societies we call civilizations.
When farmers became capable of producing food beyond the needs of their own families, others in
their society were freed to devote themselves to projects other than food acquisition. Historians
and anthropologists have long argued that the development of agriculture made civilization
possible. The total world population probably never exceeded 15 million inhabitants before the
development of agriculture. According to Jared Diamond, the costs of agriculture were: "the
average daily number of work hours increased, nutrition deteriorated, infectious disease and body
wear increased, and lifespan shortened.
3.1.1 Prehistoric Origins:
Forest gardening, a plant-based food production system is thought to be the world's
oldest agro ecosystem, Forest gardens originated in prehistoric times along jungle-clad river
banks and in the wet foothills of monsoon regions. In the gradual process of a family improving
their immediate environment, useful tree and vinse species were identified, protected and
improved whilst undesirable species were eliminated. Eventually superior foreign species were
selected and incorporated into the family's garden.

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3.1.2 Neolithic:
The Fertile Crescent of the West Asia first saw the
domestication of animals, starting the Neolithic
Revolution. Between 10,000 and 13,000 years ago, the
ancestors of modern cattle, sheep, goats and pigs were
domesticated in this area. The gradual transition from wild
harvesting to deliberate cultivation happened
3.1.2.1 Neolithic Revolution independently in several areas around the globe.
Agriculture allowed for the support of an increased
population, leading to larger societies and eventually the development of cities. It also created the
need for greater organization of political power (and the creation of social stratification), as
decisions had to be made regarding labour and harvest allocation and access rights to water and
land. Agriculture bred immobility, as populations settled down for long periods of time, which led
to the accumulation of material goods.
3.1.3 Roman Harvesting Machine:
Agriculture advanced to Europe slightly later,
reaching the northeast of the continent from the east
around 4000 BC. The idea that agriculture spread to
Europe rather than independently developing there,
has led to two main hypotheses. The first is a "wave
of advance", which holds that agriculture traveled
3.1.3.1 Roman Harvesting Machine slowly and steadily across the continent, while the
second, "population pulse" theory, holds that it moved
in jumps. Also around 6000 years ago, horses first began to be domesticated in the Eurasian
steppes. Initially used for food, it was quickly discovered that they were useful for field work and
carrying goods and people. Around 5,000 years ago, sunflowers were first cultivated in North
America, while South America's Andes region was developing the potato.

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3.1.4 Middle Age:
The Middle Ages saw significant improvements in
the agricultural techniques and technology. During this time
period, monasteries spread throughout Europe and became
important centers for the collection of knowledge related to
agriculture and forestry. The manorial system, which existed
under different names throughout Europe and Asia, allowed
large landowners significant control over both their land and
its labourers, in the form of peasants or serfs. During the
3.1.4.1 Agricultural Calendar medieval period, the Arab world was critical in the exchange
of crops and technology between the European, Asian and
African continents.
3.1.5 Modern Developments:
After 1492, a global exchange of previously local
crops and livestock breeds occurred. Key crops involved
in this exchange included maize, potatoes, sweet
potatoes and manioc traveling from the New World to
the Old, and several varieties of wheat, barley, rice and
turnips going from the Old World to the New. There
were very few livestock species in the New World, with
3.1.5.1 The Harvesters horses, cattle, sheep and goats being completely
unknown before their arrival with Old World settlers.
Crops moving in both directions across the Atlantic Ocean caused population growth around the
world, and had a lasting effect on many cultures. Since being introduced by Portuguese in the
16th century, maize and manioc have replaced traditional African crops as the continent's most
important staple food crops.

29
3.1.6 Green Revolution:
Norman Borlaug, father of the Green Revolution, is
often credited with saving over a billion people worldwide
from starvation. The Green Revolution refers to a series of
research, development, and technology transfer initiatives,
occurring between the 1940s and the late 1970s, which
increased agriculture production around the world,
beginning most markedly in the late 1960s. The initiatives,
led by Norman Borlaug, the "Father of the Green
3.1.6.1 Norman Borloug Revolution" credited with saving over a billion people from
starvation, involved the development of high-yielding
varieties of cereal grains, expansion of irrigation infrastructure, modernization of management
techniques, distribution of hybridized seeds, synthetic fertilizers, and pesticides to farmers.
3.1.7 Safety:
The International Labour Organization considers
agriculture "one of the most hazardous of all economic
sectors." It estimates that the annual work-related death toll
among agricultural employees is at least 170,000, twice the
average rate of other jobs. In addition, incidences of death,
injury and illness related to agricultural activities often go
unreported. The organization has developed the Safety and
Health in Agriculture Convention, 2001, which covers the
3.1.7.1 Fordson Teactor range of risks in the agriculture occupation, the prevention
of these risks and the role that individuals and organizations
engaged in agriculture should play.

30
3.1.8 Top Agricultural Products, by crop types (million tonnes) 2012 Data
Agricultural Products Million Tonnes
Cereals
Vegetables and Melons
Roots and Tubers
Milk
Fruit
Meat
Oil Crops
Fish
Eggs
Pulses
Vegetable Fiber
2,2263
866
715
619
503
259
133
130
63
60
30
Source: Food And Agriculture Organization (FAO)

31
3.2 ORGANIZATION PROFILE:
The Puducherry Agro Service and Industries Corporation Limited, commonly known
as “PASIC” where incorporated in the year 1986 under the Companies Act 1956 as No.399 of
1986.
The main objective of the Corporation is to organize supply of all Agricultural Inputs
like Fertilizers, Seeds, Organic Manures, Plant protection chemicals and Equipments and tools,
Bio-Fertilizers, Soil amendments etc., to the farming community at a reasonable price under one
roof at the right time.
To cater to the needs of the farming community there is a network of 49 Agro Depots
in all the four regions apart from 3 Horticultural show rooms called “Vasantham” and 5 Vegetable
Outlets in Puducherry and Karaikal including the two vegetable sale outlets in “Uzhavar Sandhai”.
Because of the establishment of network of Agro Depots in urban, semi urban and rural areas, the
requirement of Agricultural Inputs of the farmers are met within a radius of 3-5Kms.
At present the average Business Annual turnover of PASIC is Rs23 cores. The
PASIC’s Market Share on Fertilizer is 40% plant protection Chemicals 45% and seeds around
80% PASIC are the only Corporation in Puducherry which is running on profit from the inception
and paying Dividend to the Government regularly.
There are 46 Agro Depots are operating in all the four regions namely Puducherry, Karaikal,
Yanam and Mahe. And 25 Agro Depots are operating in Puducherry.

32
3.3 BUSINESS ACTIVITIES:
The following are the various trading activities which are being performer by the organization.
BUSINESS ACTIVITIES
Agro Inputs Civil Mineral Water Tube Well Bio-Fertilizers
&
Organic Manure

33
3.4 ORGANISATION STRUCTURE:
Chairman
Managing Director
GM (Horticulture) GM (Civil) GM (Microbiology)
AGM (Inputs) AGM (Vegetables) AGM (Horticulture)
TM (Inputs) TM (Veg.) TM (Grocery)
Manager Manager (Liquor)
15 Depo Managers
15 Salesmen
Work force

34
3.5 TRADING ACTIVITIES:
PASIC undertakes the purchase and marketing of the following materials required to
the farming community and to the public.
i. Agricultural Input like Urea, Single Superphosphate, Ammonium Sulphate, Ammonium
Chloride and Murate of Potash, complex fertilizers like Diammonium Phosphate,
factomphos, Paramfos, Vijay Complex and Rock Phosphate.
ii. Different kinds of plant protection chemicals like Pesticides, Fungicides, Weedicides and
Accaricides and Rodenticides.
iii. Foundation, certified and truthfully labeled seeds of different varieties of paddy
Groundnut, Cotton and Green Manure seeds, Vegetables Seeds, Flower seeds etc.
iv. Plant protection Equipments like manually operated and power operated sprayers and
Dusters etc.
v. Soil Amendments like Gypsum, Lime power etc.
vi. Micro nutrient Mixtures required for different crops both for basal and Foliar application.
vii. Different kinds of implements and Tools required for Agriculture and Horticulture
operations.
viii. Horticultural planting materials like different varieties of Fruit plants and coconut
seedlings.
ix. Different kinds of vegetables, fruits, and eggs required to the public, School, Hospital,
Central kitchens, different school canteens of Puducherry and Karaikal Regions.
x. Bio-Control Agents like Bio-Pesticides, Pheremone Lure and Traps.

35
3.6 DEALERSHIP ACTIVITIES:
PASIC has a Mega godown at Arasur which is also serving as Stock point for the
fertilizer manufacturers like
A. E.I.D Parry India Limited.
B. Madras Fertilizers Limited.
C. Indian Potash Limited.
D. It is also a private stock point for SPIC limited.
E. Mahyco seeds and Indo American Hybrid Seed.
F. Aspee Plant Protection Equipments.
G. ACC Cement.
Apart from the distribution of Agricultural inputs through the network of Agro
Depots, PASIC is maintaining two Horticultural farms at Karuvadikuppam and Arasur for the
quality production of ornamental plants, Grafted plants of different varieties of Mango and Sapota
and layers of Guava, Lime and production of vegetable seeds. The required mother plants are
maintained in the farm for grafting.
3.7 PUDUCHERRY WATER:
The Puducherry Agro Service and Industries Corporation Limited (PASIC), a
Government of Puducherry Undertaking is bottling and marketing Natural Mineral Water under
the brand name “Pondichery” since 1989. It is the only Government Undertaking in the country to
market Mineral Water.
Ponduchery water is the oldest serving brand of Mineral Water in India. This water is
directly bottled from a single deep source that knows nothing of pollution and overwhelms your
thirst with the natural taste and purity of water you can trust.

36
3.7.1 Special Features:
a) It is free from Chemical treatment processes like Demineralization, Reverse Osmosis etc.,
which is being done by most of the other brands in order to meet the specifications
stipulated by the Bureau of Indian Standards.
b) It is bottled directly from a single source and has no franchise, unlike the other leading
brands that have franchised for bottling their brands in cities and leading towns for
marketing in the local area to save the transport cost.
c) As it is bottled only source, the taste of the water is the same, irrespective of the region it is
sold, comparing to other leading brands.
d) Possesses extra features of safety.
The Ponduchery Water enjoys the special status of being the official supplier to the
Rastrapathi Bhavab, New Delhi from 1989 onwards. The Ponduchery water is being now
patronized by certain Embassies and Consulates for serving to their dignitaries in Delhi and in
Chennai and in leading Stat Hotels in Chennai and other major cities in India.
3.8 PASIC BIO-FERTILIZERS:
PASIC has established a Bio-fertilizers Centre during 1996. The production capacity
of this unit is 75M.T. per annum. The unit is equipped with modern production machineries,
Fermentors with the automatic control devices, mechanized mixing of the sterile carrier material
with culture broth, and necessary quality control lab equipments. Various types of Nitrogen fixing
and Phosphate solubilising Bio-fertilizers are produced at this unit. Pure cultures of efficient
microbial strains are obtained from Agricultural Universities and Research Institutes which are
being used for mass multiplication and production of Bio-fertilizers.

37
3.8.1 Salient Features:
PASIC Bio-fertilizers save the cost on inorganic Nitrogenous & Phosphatic fertilizers by
25%
They secrete various plant growth promoting Hormones & Vitamins in the Rhizosphere of
the crop Plants, thereby enhancing the plant growth.
They improve the Soil Fertility & Promote Soil Biological activities to a greater extent.
They increase the number of Tillers in the crop.
They increase the crop yield by 10 to 20%.
They improve the quality of the produce.
3.9 PASIC BIO-PESTICIDE:
PON-PESUDOFLUOR (Pseudomonas fluorescens) “A biological control of plant
diseases”
To go in line with the present day concept of IPM (Integrated Pest Management)
PASIC has started producing Bio-pesticide utilizing the infrastructural facilities available at the
PASIC Bio-fertilizers Production Centre, Puducherry, since 1998.
Pseudomonas fluorescens is a soil bacteria, which has got the capability of dominating
and controlling the growth of plant pathogens. Indiscriminate use of chemical pesticides
diminishes the quality of farm produce, as residue of these chemicals has been detected in the
produce even after the harvest. This leads to ill health of Human beings, pollution of the
environment & decrease in the population of beneficial organisms in the soil with a view to
sustain soil fertility & curb the environmental pollution, PASIC is engaged in production &
distribution of bio fertilizers and Organic Manures.
In this regard, PASIC has recently launched a Bio-pesticide “PON-PSEUDOFLUOR”
for biologically controlling plant diseases. Pon-pseudofluor contains Pseudomonas fluorescens
bacteria with Lignite as carrier material.

38
CHAPTER –IV
DATA ANALYSIS AND INTERPRETATION
Table 4.1
Table Showing Classification of Respondents on The Basis of Age Group
S. No Age No. of Respondents Percentage (%)
1 Less Then 20 10 10
2 21-30 25 25
3 31-40 19 19
4 41-50 22 22
5 Above 50 24 24
6 Total 100 100
Source: Primary Data
CHART NO 4.1.1
Chart Indicating the Respondents Classification on The Basis of Age Group
INFERENCE:
The above table showes that the 10% of Employees are less then 20 age, 25% of
Employees where 21-30 age group, 19% of Employees where 31-40, 22% of Employees where
belong to 41-50, and 24% of Employees where above 50.
0
5
10
15
20
25
30
Less Then 20 21-30 31-40 41-50 Above 50
Percentage
Age

39
TABLE NO 4.2
Table Showing Classification of Respondents on The Basis of Gender
S. No Gender No. of Respondents Percentage (%)
1 Male 73 73
2 Female 27 27
3 Total 100 100
CHART NO 4.2.1
Chart Indicating the Respondent Classification on The Basis of Gender
INFERENCE:
The above table shows that 73% of respondents are Male and, 27% of Respondents are
Female.
0
10
20
30
40
50
60
70
80
Male Female
Percentage
Gender

40
TABLE NO 4.3
Table Showing Classification of Respondents on The Basis of Marital Status
S. No Marital status No. of Respondents Percentage (%)
1 Married 82 82
2 Unmarried 17 17
3 Widow/Widower 1 1
4 Total 100 100
CHART NO 4.3.1
Chart Indicating Respondents Classification on The Basis of Marital Status
INDFERENCE:
The above table shows that 82% of Employees are Married, 17% of Employees are
Unmarried and only 1% of Employee is widow.
0
10
20
30
40
50
60
70
80
90
Married Unmarried Widow/Widower
Percentage
Marital status

41
TABLE NO 4.4
Table Showing Classification of Respondents on The Basis of Designation
S. No Designation No. of Respondents Percentage (%)
1 Director 5 5
2 Managerial 38 38
3 Executive 28 28
4 Supervisor 19 19
5 Others 10 10
6 Total 100 100
CHART NO 4.4.1
Chart Indicating Respondents Classification on The Basis of Occupation
INFERENCE:
The above table shows that 5% of Employees are acting as a Director, 38% of
Employees are acting as a Manager, 28% of Employees are Executive, 19% of Employees are
acting as a Supervisor, and 10% of Employees are acting in other designations.
0
5
10
15
20
25
30
35
40
Director Managerial Executive Supervisor Others
Percentage
Designation

42
TABLE NO 4.5
Table Showing Classification of Respondents on The Basis of Experience
S. No Experience No. of Respondents Percentage (%)
1 Less than 5years 12 12
2 5-10 19 19
3 11-15 22 22
4 16-20 22 22
5 Above 20 25 25
6 Total 100 100
CHART NO 4.5.1
Chart Indicating Respondents Classification on The Basis of Experience
INFERENCE:
The above table shows that 12% of Employees has Less than 5 years experience, 19% of
Employees has 5-10 years of experience, 22% of Employees has 11-15 years of work experience,
22% of Employees has 16-20 years of experience and 25% of Employees are having Above 20
years of work experience.
0
5
10
15
20
25
30
Less than 5years 5to10 11to15 16-20 Above 20
Percentage
Exprience of the empolyee

43
TABLE NO 4.6
Table Showing Classification of Respondents on The Basis of Qualification
CHART NO 4.6.1
Chart Indicating Respondents Classification on The Basis of Qualification
INFERENCE:
The above table shows that 30% of Employees has completed HSC, 37% of Employees
has completed Diploma, 28% of Employees has completed UG, and 5% of Employees has
completed PG.
0
5
10
15
20
25
30
35
40
HSC Diploma UG PG
Percentage
Qualification
S. No Qualification No. of
Respondents
Percentage
(%)
1 1111HSC 30 30
2 Diploma 37 37
3 UG 28 28
4 PG 5 5
5 Total 100 100
.

44
TABLE NO 4.7
Table Showing Classification of Respondents on The Basis of Income
S. No Income No. of Respondents Percentage (%)
1 Less than 10,000 4 4
2 10,001-20,000 44 44
3 20,001-30,000 32 32
4 30,001-40,000 16 16
5 Above 40,000 4 4
6 Total 100 100
CHART NO 4.7.1
Chart Indicating Respondents Classification on The Basis of Income
INFERENCE:
The above table shows that 4% of Employees are earning Less than 10,000, 44% of
employee,s are earning 10,001-20,000, 32% of Employees are earning 20,001-30,000, 16% of
Employees are earning 30,001-40,000, and 4% of Employees are earning Above 40,000Rs. As
Salary.
0
5
10
15
20
25
30
35
40
45
50
Less than 10,000 10,001-20,000 20,001-30,000 30,001-40,000 Above 40,000
Percentage
Income

45
TABLE NO 4.8
Table Showing Classification of Respondents on The Basis of Type of Employment
S. No Type of Employment No. of Respondents Percentage (%)
1 Permanent 33 33
2 Temporary 36 36
3 Trainee 3 3
4 Contract 25 25
5 Others 3 3
6 Total 100 100
CHART NO 4.8.1
Chart Indicating Respondents Classification on The Basis of Type of Employment
INFERENCE:
The above table shows that 33% of Employees are permanent, 36% of Employees are
Temporary, 3% of Employees are Trainee, 25% of Employees are Contract basis and 3% of
Employees of other category.
0
5
10
15
20
25
30
35
40
Permanent Temporary Trainee Contract Others
Percentage
Type Of Employment

46
TABLE NO 4.9
Table Showing Respondents Opinion on Access of Information
S. No Access of
Information
No. of Respondents Percentage (%)
1 Strongly agreed 19 19
2 Agree 43 43
3 Neutral 15 15
4 Disagree 15 15
5 Strongly Disagree 8 8
6 Total 100 100
CHART NO 4.9.1
Chart Indicating Respondents Opinion on Access of Information
INFERENCE:
The above table shows the rate of Accessing Information, 19% of Employees are
strongly agreed, 43% of Employees are Agreed, 15% of Employees are Neutral, 15% of
Employees are Disagree and 8% of Employees are Strongly Disagree.
0
5
10
15
20
25
30
35
40
45
50
Agree Neutral Disagree Strongly Disagree
Percentage
Access If Information

47
TABLE NO 4.10
Table Showing Respondents Opinion on Mission Statement
S. No Mission Statement No. of Respondents Percentage (%)
1 Strongly Agree 18 18
2 Agree 40 40
3 Neutral 19 19
4 Disagree 17 17
6 Total 100 100
CHART NO 4.10.1
Chart Indicating Respondents Opinion on Mission Statement
INFERENCE: The above table shows the rate for Familiar with Mission Statement, 18% of
Employees are strongly agreed, 40% of Employees are Agreed, 19% of Employees are
Neutral, 17% of Employees are Disagree and 6% of Employees are Strongly Disagree.
0
5
10
15
20
25
30
35
40
45
Strongly Agree Agree Neutral Disagree Strongly Disagree
Percentage
Familiar With Mission Statement

48
TABLE NO 4.11
Table Showing Respondents Opinion on Involvement in Decision Making
S. No Involvement in
Decision Making
2 Agree 44 44
3 Neutral 24 24
4 Disagree 6 6
6 Total 100 100
CHART NO 4.11.1
Chart Indicating Respondents Opinion on Involvement in Decision Making
INFERENCE:
The above table showing the rate of Involvement of Employees in Decision Making,
20% of Employees is strongly agreed, 44% of Employees are Agreed, 24% of Employees are
0
5
10
15
20
25
30
35
40
45
50
Percentage
Involved In Decession Making

49
TABLE NO 4.12
Table Showing Respondents Opinion on Comfortness in Work Environment
S. No Work Environment No. of Respondents Percentage (%)
2 Agree 46 46
3 Neutral 14 14
4 Disagree 11 11
6 Total 100 100
CHART NO 4.12.1
Chart Indicating Respondents Opinion on Comfortness in Work Environment
INFERENCE:
The above table showing the rating for Comfortable Work Environment, 25% of
Employees is strongly agreed, 46% of Employees are agreed, 14% of Employees are Neutral, 11%
of Employees are Disagree and 4% of Employees are Strongly Disagree.
0
5
10
15
20
25
30
35
40
45
50
Percentage
Comfortable With Work Environment

50
TABLE NO 4.13
Table Showing Respondents Opinion on Job Requirement
S. No Job Requirement No. of Respondents Percentage (%)
2 Agree 44 44
3 Neutral 18 18
4 Disagree 9 9
6 Total 100 100
CHART NO 4.13.1
Chart Indicating Respondents Opinion on Job Requirement
INFERENCE:
The above table showing the rating for Job Requirement, 24% of Employees is
strongly agreed, 44% of Employees are agreed, 18% of Employees are Neutral, 9% of Employees
are Disagree and 5% of Employees are Strongly Disagree.
0
5
10
15
20
25
30
35
40
45
50
Pecentage
Job Requirement

51
TABLE NO 4.14
Table Showing Respondents Opinion on Management Recognization
S. No Management
Recognization
No. of Respondents Percentage %
2 Agree 40 40
3 Neutral 13 13
4 Disagree 8 8
6 Total 100 100
CHART NO 4.14.1
Chart Indicating Respondents Opinion on Management Recognization
INFERENCE:
The above table shows the rating for Recognization by Management, 32% of
Employees are Strongly Agree, 40% of Employees are Agree, 13% of Employees are Neutral, 8%
0
5
10
15
20
25
30
35
40
45
Percentage
Management Recognization

52
TABLE NO 4.15
Table Showing Respondents Opinion on Encouragement to Develop
S. No Encourage to
Develop
2 Agree 50 50
3 Neutral 8 8
4 Disagree 4 8
5 Strongly disagree 4 4
6 Total 100 100
CHART NO 4.15.1
Chart Indicating Respondents Opinion on Encouragement to Develop
INFERENCE:
The above table shows the rate of Encouragement given by the management for the
development of Employees 34% of Employees are Strongly Agree, 50% of Employees are Agree,
8% of Employees are Neutral, 4% of Employees are Disagree, and 4% of Employees are Strongly
Disagree.
0
10
20
30
40
50
60
Strongly Agree Agree Neutral Disagree Strongly disagree
Percentage
Encourage To Develop

53
TABLE NO 4.16
Table Showing Respondents Opinion on Involvement of Employees in Problem Solving
S. No Employee Solve
Problem
2 Agree 37 37
3 Neutral 11 11
4 Disagree 13 13
6 Total 100 100
CHART NO 4.16.1
Chart Indicating Respondents Opinion on Involvement of Employees in Problem Solving
INFERENCE:
The above table shows the rating for the percentage Employees Solve Problems 36%
of Employees are Strongly Agree, 37% of Employees are Agree, 11% of Employees are Neutral,
13% of Employees are Disagree and 3% of Employees are Strongly Agree.
0
5
10
15
20
25
30
35
40
Strongly Agree Agree Neutral Disagree Strongly Agree
Percentage
Employee's solve Problems

54
TABLE NO 4.17
Table Showing Respondents Opinion on Management Flexibility
S. No Management is
Flexible
2 Agree 38 38
3 Neutral 12 12
4 Disagree 9 9
6 Total 100 100
CHART NO 4.17.1
Chart Indicating Respondents Opinion on Management Flexibility
INFERENCE:
The above tables showing the rating for the Flexibility of Management, 35% of
Employees are Strongly Agree, 38% of Employees are Agree, 12% of Employees are
0
5
10
15
20
25
30
35
40
Percentage
Management Is Flexible

55
TABLE NO 4.18
Table Showing Respondents Opinion on Recommending Others to Join in PASIC
S. No Recommend others No. of Respondents Percentage (%)
2 Agree 43 43
3 Neutral 13 13
4 Disagree 13 13
6 Total 100 100
CHART NO 4.18.1
Chart Indicating Respondents Opinion on Recommending Others to Join in PASIC
INFERENCE:
The above table showing the rating for the Recommending Others, 29% of Employees
are Strongly Agree, 43% of Employees are Agree, 13% of Employees are Neutral, 13% of
0
5
10
15
20
25
30
35
40
45
50
Percentage
Recommend Others

56
TABLE NO 4.19
Table Showing Respondents Opinion on Performance Standard
S. No Performance
Standard
2 Agree 38 38
3 Neutral 20 20
4 Disagree 13 13
6 Total 100 100
CHART NO 4.19.1
Chart Indicating Respondents Opinion on Performance Standard
INFERENCE:
The above table showing the rating for Perfomance Standard, 26% of Employees are
Strongly Agree, 38% of Employees are Agree, 20% of Employees are Neutral, 13% of Employees
0
5
10
15
20
25
30
35
40
Percentage
Perfomance Standard

57
TABLE NO 4.20
Table Showing Respondents Opinion on Personal Growth
S. No Personal Growth No. of Respondents Percentage (%)
1 Strongly agree 29 29
2 Agree 44 44
3 Neutral 12 12
4 Disagree 10 10
6 Total 100 100
CHART NO 4.20.1
Chart Indicating Respondents Opinion on Personal Growth
INFERENCE:
The above table showing the rating for Personal Growth, 29% of Employees are
0
5
10
15
20
25
30
35
40
45
50
Percentage
Personal Growth

58
TABLE NO 4.21
Table Showing Respondents Opinion on Suggestion & Leadership
S. No Suggestion &
Leadership
2 Agree 44 44
3 Neutral 10 10
4 Disagree 10 11
6 Total 100 100
CHART NO 4.21.1
Chart Indicating Respondents Opinion on Suggestion & Leadership
INFERENCE:
The above table showing the rating for Suggestion & Leadership, 34% of Employees
0
5
10
15
20
25
30
35
40
45
50
Percentage
Suggestion And Leadership

59
TABLE NO 4.22
Table Showing Respondents Opinion on Supervisors Encouragement
S. No Supervisor’s
Encouragement
1 Strongly Agee 35 35
2 Agree 36 36
3 Neutral 13 13
4 Disagree 11 11
6 Total 100 100
CHART NO 4.22.1
Chart Indicating Respondents Opinion on Supervisors Encouragement
INFERENCE:
The above table showing the rating for Supervisor’s Encouragement, 35% of
Employees are Strongly Agree, 36% of Employees are Agree, 13% of Employees are Neutral,
11% of Employees are Disagree and 2% of Employees are Strongly Disagree.
0
5
10
15
20
25
30
35
40
Strongly Agee Agree Neutral Disagree Strongly Disagree
Percentage
Supervisor's Encouragement

60
TABLE NO 4.23
Table Showing Respondents Opinion on Reward for Effort
S. No Reward for Effort No. of Respondents Percentage (%)
2 Agree 42 42
3 Neutral 12 12
4 Disagree 10 10
6 Total 100 100
CHART NO 4.23.1
Chart Indicating Respondents Opinion on Reward for Effort
INFERENCE:
The above table showing the rating for Reward for Effort, 32% of Employees are
0
5
10
15
20
25
30
35
40
45
Percentage
Reward For Effort

61
TABLE NO 4.24
Table Showing Respondents Opinion on Supervisors Valuation
S. No Supervisors
Valuation
2 Agree 41 41
3 Neutral 11 11
4 Disagree 9 9
6 Total 100 100
CHART NO 4.24.1
Chart Indicating Respondents Opinion on Supervisors Valuation
INFERENCE:
The above table showing the rating for Supervisor’s Valuing, 38% of Employees are
0
5
10
15
20
25
30
35
40
45
Percentage
Valued By Supervisor's

62
TABLE NO 4.25
Table Showing Respondents Opinion on Companies Positive Image
S. No Positive Image No. of Respondents Percentage (%)
2 Agree 42 42
3 Neutral 14 14
4 Disagree 7 7
6 Total 100 100
CHART NO 4.25.1
Chart Indicating Respondents Opinion on Companies Positive Image
INFERENCE:
The above table showing the rating for Positive Image, 35% of Employees are
0
5
10
15
20
25
30
35
40
45
Percentage
Positive Image

63
TABLE NO 4.26
Table Showing Respondents Opinion on Difference in Lives of Others
S. No Difference in Lives No. of Respondents Percentage (%)
2 Agree 46 46
3 Neutral 15 15
4 Disagree 10 10
6 Total 100 100
CHART NO 4.26.1
Chart Indicating Respondents Opinion on Difference in Lives of Others
INFERENCE:
The above table showing the rating for Job Difference, 27% of Employees are
0
5
10
15
20
25
30
35
40
45
50
Percentage
Job Difference

64
TABLE NO 4.27
Table Showing Respondents Opinion on Solving Customers Problems
S. No Solve Customer
Problems
2 Agree 37 37
3 Neutral 11 11
4 Disagree 12 12
6 Total 100 100
CHART NO 4.27.1
Chart Indicating Respondents Opinion on Solving Customers Problems
INFERENCE:
The above table showing the rating for Solving Customer’s Problem, 35% of
12% of Employees are Disagree and 5% of Employees are Strongly Disagree
0
5
10
15
20
25
30
35
40
Percentage
Solve Customer Problem

65
TABLE NO 4.28
Table Showing Respondents Opinion on Productivity
S. No Productivity No. of Respondents Percentage (%)
2 Agree 31 31
3 Neutral 18 18
4 Disagree 8 8
6 Total 100 100
CHART NO 4.28.1
Chart Indicating Respondents Opinion on Productivity
INFERENCE:
The above table showing the rating for Happy with Perfomance, 40% of Employees
0
5
10
15
20
25
30
35
40
45
Percentabge
Happy With Productivity

66
TABLE NO 4.29
Table Showing Respondents Opinion on Work Environment Satisfaction
S. No Work Environment
Satisfaction
2 Agree 35 35
3 Neutral 16 16
4 Disagree 10 10
6 Total 100 100
CHART NO 4.29.1
Chart Indicating Respondents Opinion on Work Environment Satisfaction
INFERENCE:
The above table showing the rating for Work Environment Satisfaction, 32% of
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Work Environment

67
TABLE NO 4.30
Table Showing Respondents Opinion on Job Location Satisfaction
S. No Satisfied with Job
Location
2 Agree 35 35
3 Neutral 14 14
4 Disagree 16 16
6 Total 100 100
CHART NO 4.30.1
Chart Indicating Respondents Opinion on Job Location Satisfaction
INFERENCE:
The above table showing the rating for Satisfaction in Job Location, 32% of
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Job Location

68
TABLE NO 4.31
Table Showing Respondents Opinion on Working Hours Satisfaction
S. No Satisfied with
Working Hours
2 Agree 36 36
3 Neutral 10 10
4 Disagree 16 16
6 Total 100 100
CHART NO 4.31.1
Chart Indicating Respondents Opinion on Working Hours Satisfaction
INFERENCE:
The above table showing the rating for Satisfaction in Working Hour’s, 32% of
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Working Hours

69
TABLE NO 4.32
Table Showing Respondents Opinion on Salary Satisfaction
S. No Salary Satisfaction No. of Respondents Percentage (%)
2 Agree 37 37
3 Neutral 8 8
4 Disagree 9 9
6 Total 100 100
CHART NO 4.32.1
Chart Indicating Respondents Opinion on Salary Satisfaction
INFERENCE:
The above table showing the rating for Satisfaction Level in Salary, 38% of
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Salary

70
TABLE NO 4.33
Table Showing Respondents Opinion on Reward Got for Their Effort
S. No Reward for Effort No. of Respondents Percentage (%)
2 Agree 39 39
3 Neutral 12 12
4 Disagree 14 14
6 Total 100 100
CHART NO 4.33.1
Chart Indicating Respondents Opinion on Reward Got for Their Effort
INFERENCE:
The above table showing the rating for Reward for Effort, 28% of Employees are
0
5
10
15
20
25
30
35
40
45
Percentage
Reward For Effort

71
TABLE NO 4.34
Table Showing Respondents Opinion on Satisfaction in Compensation
S. No Satisfied in
Compensation
2 Agree 38 38
3 Neutral 8 8
4 Disagree 22 22
6 Total 100 100
CHART NO 4.34.1
Chart Indicating Respondents Opinion on Satisfaction in Compensation
INFERENCE:
The above table showing the rating for Compensation they received, 30% of
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Compensation

72
TABLE NO 4.35
Table Showing Respondents Opinion on Work Respondents
S. No Responsibility No. of Respondents Percentage (%)
2 Agree 36 36
3 Neutral 12 12
4 Disagree 12 12
6 Total 100 100
CHART NO 4.35.1
Chart Indicating Respondents Opinion on Work Respondents
INFERENCE:
The above table showing the rating for Happy with Work Responsibilities, 37% of
0
5
10
15
20
25
30
35
40
Percentage
Happy With Work Responsibilities

73
TABLE NO 4.36
Table Showing Respondents Opinion on Comfortness in Responsibilities
S. No Responsibility No. of Respondents Percentage (%)
2 Agree 34 34
3 Neutral 14 14
4 Disagree 13 13
6 Total 100 100
CHART NO 4.36.1
Chart Indicating Respondents Opinion on Comfortness in Responsibilities
INFERENCE:
The above table showing the rating for Comfortable in Responsibilities, 30% of
0
5
10
15
20
25
30
35
40
Percentage
Comfortable In Responsibilities

74
TABLE NO 4.37
Table Showing Respondents Opinion on Relationship in Organization
S. No Relationship No. Of Respondents Percentage (%)
2 Agree 33 33
3 Neutral 16 16
4 Disagree 13 13
5 Strongly disagree 10 10
6 Total 100 100
CHART NO 4.37.1
Chart Indicating Respondents Opinion on Relationship in Organization
INFERENCE:
The above table showing the rating for Satisfaction with Relationship, 28% of
0
5
10
15
20
25
30
35
Strongly Agree Agree Neutral Disagree Strongly disagree
Percentage
Comfortable in Responsibilities

75
TABLE NO 4.38
Table Showing Respondents Opinion on Satisfaction in Activities of the Firm
S. No Satisfied with
Activities
2 Agree 35 35
3 Neutral 12 12
4 Disagree 16 16
6 Total 100 100
CHART NO 4.38.1
Chart Indicating Respondents Opinion on Satisfaction in Activities of the Firm
INFERENCE:
The above table showing the rating for Satisfaction with Activities in organization,
34% of Employees are Strongly Agree, 35% of Employees are Agree, 12% of Employees are
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Activities

76
TABLE NO 4.39
Table Showing Respondents Opinion on Job Security
S. No Job Security No. of Respondents Percentage (%)
2 Agree 41 41
3 Neutral 7 7
4 Disagree 10 10
6 Total 100 100
CHART NO 4.39.1
Chart Indicating Respondents Opinion on Job Security
INFERENCE:
The above table showing the rating for Happy with Job Security, 39% of Employees
0
5
10
15
20
25
30
35
40
45
Percentage
Happy With Job Security

77
TABLE NO 4.40
Table Showing Respondents Opinion on Satisfaction in Rights
S. No Satisfaction in
Rights
No. of Respondents Percentage
2 Agree 35 35
3 Neutral 5 5
4 Disagree 13 13
6 Total 100 100
CHART NO 4.40.1
Chart Indicating Respondents Opinion on Satisfaction in Rights
INFERENCE:
The above table showing the rating for Satisfaction with Rights, 44% of Employees
0
5
10
15
20
25
30
35
40
45
50
Percentage
Satisfied With Rights

78
TABLE NO 4.41
Table Showing Respondents Opinion on Satisfaction in Leadership
Leadership
2 Agree 32 32
3 Neutral 8 8
4 Disagree 10 10
6 Total 100 100
CHART NO 4.41.1
Chart Indicating Respondents Opinion on Satisfaction in Leadership
INFERENCE:
The above table showing the rating for Satisfaction with Leaders, 45% of Employees
0
5
10
15
20
25
30
35
40
45
50
Percentage
Satisfied With Leaders

79
TABLE NO 4.42
Table Showing Respondents Opinion on Satisfaction in Performance
Performance
2 Agree 39 39
3 Neutral 8 8
4 Disagree 10 10
6 Total 100 100
CHART NO 4.42.1
Chart Indicating Respondents Opinion on Satisfaction in Performance
INFERENCE:
The above table showing the rating for Satisfaction with Present Perfomance, 37% of
0
5
10
15
20
25
30
35
40
45
Percentage
Satisfied With Present Prefomance

80
TABLE NO 4.43
Table Showing Respondents Opinion on Satisfaction in Present Job
Present Job
2 Agree 33 33
3 Neutral 13 13
4 Disagree 11 11
6 Total 100 100
CHART NO 4.43.1
Chart Indicating Respondents Opinion on Satisfaction in Present Job
INFERENCE:
The above table showing the rating for Satisfaction with Present Job, 37% of
0
5
10
15
20
25
30
35
40
Percentage
Satisfied With Present Job

81
TABLE NO 4.44
Table Showing Respondents Opinion on Job Security
S. No Job Security No. of Respondents Percentage (%)
1 Highly Satisfied 32 32
2 Satisfied 40 40
3 Neutral 12 12
4 Dissatisfied 10 10
5 Highly Dissatisfied 6 6
6 Total 100 100
CHART NO 4.44.1
Chart Indicating Respondents Opinion on Job Security
INFERENCE:
The above table showing the rating for Job Security in an organization, 32% of
0
5
10
15
20
25
30
35
40
45
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
Percentage
Job Security

82
TABLE NO 4.45
Table Showing Respondents Opinion on Job Satisfaction
S. No Job Satisfaction No. of Respondents Percentage (%)
2 Satisfied 42 42
3 Neutral 13 13
6 Total 100 100
CHART NO 4.45.1
Chart Indicating Respondents Opinion on Job Satisfaction
INFERENCE:
The above table showing the rating for Job Satisfaction in an organization, 28% of
0
5
10
15
20
25
30
35
40
45
Percentage
Job Satisfaction

83
TABLE NO 4.46
Table Showing Respondents Opinion on Working Condition
S. No Working Condition No. of Respondents Percentage (%)
2 Satisfied 41 41
3 Neutral 12 12
6 Total 100 100
CHART NO 4.46.1
Chart Indicating Respondents Opinion on Working Condition
INFERENCE:
The above table showing the rating for Working condition in an organization, 33% of
0
5
10
15
20
25
30
35
40
45
Percentage
Working Condition

84
TABLE NO 4.47
Table Showing Respondents Opinion on Performance
S. No Performance No. of Respondents Percentage (%)
2 Satisfied 35 35
3 Neutral 16 16
6 Total 100 100
CHART NO 4.47.1
Chart Indicating Respondents Opinion on Performance
INFERENCE:
The above table showing the rating for Perfomance of Employees, 29% of Employees
0
5
10
15
20
25
30
35
40
Percentage
Perfomance

85
TABLE NO 4.48
Table Showing Respondents Opinion on Compensation & Pay System
S. No Compensation &Pay No. of Respondents Percentage (%)
2 Satisfied 37 37
3 Neutral 7 7
6 Total 100 100
CHART NO 4.48.1
Chart Indicating Respondents Opinion on Compensation % Pay System
INFERENCE:
The above table showing the rating for Compensation & Pay System in an
Organization, 38% of Employees are Strongly Agree, 37% of Employees are Agree, 7% of
Employees are Neutral, 16% of Employees are Disagree and 2% of Employees are Strongly
Disagree
0
5
10
15
20
25
30
35
40
Percentage
Compensation & Pay System

86
TABLE NO 4.49
Table Showing Respondents Opinion on General Fairness
S. No General Fairness No. of Respondents Percentage (%)
2 Satisfied 38 38
3 Neutral 14 14
6 Total 100 100
CHART NO 4.49.1
Chart Indicating Respondents Opinion on General Fairness
INFERENCE:
The above table showing the rating for General Fairness, 24% of Employees are
0
5
10
15
20
25
30
35
40
Percentage
General Fairness

87
TABLE NO 4.50
Table Showing Respondents Opinion on Safety Concern
S. No Safety Concern No. of Respondents Percentage (%)
2 Satisfied 42 42
3 Neutral 13 13
6 Total 100 100
CHART NO 4.50.1
Chart Indicating Respondents Opinion on Safety Concern
INFERENCE:
The above table showing the rating for Safety Concern’s in an Organization, 29% of
0
5
10
15
20
25
30
35
40
45
Percentage
Safety Concerns

88
TABLE NO 4.51
TABLE SHOWING THE WEIGHTAGE GIVEN BY RESPONDENTS TO EMPOLYEES
ATTITUDE:
Level
Wei
ght
Access of
Information
Familiar
with
Mission
Statement
Agree with
Mission
Statement
Involved In
Decision
Making
Comfort
with work
environment
X W X1 WX1 X2 WX2 X3 WX3 X4 WX4 X5 WX5
Highly
Satisfied 5 18 90 16 80 20 10 25 125 24 120
Satisfied 4 40 160 48 192 44 176 46 184 44 176
Neutral 3 19 57 22 66 24 72 14 42 18 54
Dissatisfied 2 17 36 10 20 6 12 11 22 9 18
Highly
dissatisfied 1 6 6 4 4 6 6 4 4 5 5
ΣWX 347 362 276 377 373
XW 3.47 3.62 2.76 3.77 3.73
Rank XIV XII IX VIII X

89
Level
Weig
ht
Job
Requirement
Received
Training
Training
Provided
Management
Reorganization
Respect By
Management
X W X6 WX6 X7
W
X7 X8
WX
8 X9 WX9 X10 WX10
Highly
Satisfied 5 25 125 20 100 32 160 32 160 37 185
Satisfied 4 43 172 45 180 42 168 40 160 37 147
Neutral 3 15 45 17 51 16 48 13 39 15 45
Dissatisfied 2 14 28 11 22 9 18 8 16 10 20
Highly
dissatisfied 1 3 3 7 7 1 1 7 7 1 1
ΣWX 373 360 395 382 398
XW 3.73 3.60 3.95 3.82 3.98
Rank X XIII III VII II

90
Level Weight
Encourage
To Develop
Employees
Solve Problems
Management is
Flexible Recommend Others
X W X11
WX1
1 X12 WX12 X13 WX13 X14 WX14
Strongly
agree 5 34 170 36 180 35 175 29 145
Agree 4 50 200 37 148 38 152 43 172
Neutral 3 8 24 11 33 12 36 13 39
Disagree 2 8 16 13 26 9 18 13 26
Strongly
disagree 1 0 0 3 3 6 6 2 2
ΣWX 410 390 387 384
XW 4.10 3.90 3.87 3.84
Rank I IV V VI
XW = ΣWX / ΣX
ΣX = 100

91
INFERENCE:
Respondents gave first rank to encourage to develop , second rank to Respect by
management , third rank to training provided, fourth rank to employees solve problems , fifth rank
to management is flexible , sixth rank to recommend others, seventh rank to management
reorganization, eighth rank to involved in decision making, ninth rank to agree with mission
statement, tenth rank to comfort with work environment, eleventh rank to job requirement, twelfth
rank to received training, thirteenth rank to familiar with mission statement, and fourteenth rank to
access of information.
An attitude of an employee is maximum influenced by ENCOURAGE TO DEVELOP and
a minimum level of influence from ACCESS OF INFORMATION.
FACTORS RANK
Encourage To Develop 1
Respect By Management 2
Training Provided 3
Employees Solve Problems 4
Management Is Flexible 5
Recommend Others 6
Management Reorganization 7
Involved In Decision Making 8
Agree with Mission Statement 9
Comfort with work environment 10
Job Requirement 11
Familiar with machine statement 12
Received Training 13
Access of Information 14

92
TABLE NO 4.52
TABLE SHOWING THE WEIGHTAGE GIVEN BY RESPONDENTS TO PEROMANCE OF
EMPLOYEES:
Level
Wei
ght
Performance
Standard
Personal
Growth
Suggestion &
Leadership
Supervisor
Encouragement
Reward
For Effort
X W X1 WX1 X2 WX2 X3 WX3 X4 WX4 X5 WX5
Highly
Satisfied 5 26 130 29 145 34 170 36 175 32 160
Satisfied 4 38 156 44 176 44 176 35 144 42 168
Neutral 3 20 60 12 36 11 33 13 39 12 36
Dissatisfied 2 13 26 10 20 11 22 11 22 10 20
Highly
dissatisfied 1 3 3 5 5 0 0 5 5 4 4
ΣWX 371 382 401 395 388
XW 3.71 3.82 4.01 3.95 3.88
Rank X IX II VII V

93
Level Weight
Valued By
Supervisor
Positive
Image Job Difference
Solve
Customers
Problem
Happy With
My
Productivity
X W X6
WX
6 X7 WX7 X8 WX8 X9 WX9 X10
WX
10
Highly
Satisfied 5 38 190 35 175 27 135 35 175 40 200
Satisfied 4 41 164 42 168 46 184 37 148 30 120
Neutral 3 11 33 14 42 15 45 11 33 18 54
Dissatisfied 2 9 18 7 14 10 20 12 24 8 16
Highly
dissatisfied 1 1 1 2 2 2 2 5 5 4 3
ΣWX 406 401 386 385 393
XW 4.06 4.01 3.86 3.85 3.93
Rank I II VI VII IV
XW = ΣWX / ΣX
ΣX = 100

94
INFERENCE:
FACTORS RANKS
Valued By Supervisor 1
Positive Image 2
Suggestion & Leadership 3
Happy With My Productivity 4
Reward For Effort 5
Job Difference 6
Supervisor Encouragement 7
Solve Customers Problem 8
Personal Growth 9
Performance Standard 10
Respondents gave first rank to valued by supervisor , second rank to positive image, third
rank to suggestion & leadership, fourth rank to happy with my productivity, fifth rank to reward
for effort, sixth rank to job difference, seventh rank to supervisor encouragement, eighth rank to
solve customers problems, ninth rank to personal growth and tenth rank to performance standard .
A performance of an employee has maximum influenced by VALUED BY SUPERVISOR
and minimum influenced by PERFOMANCE STANDARD.

95
TABLE NO 4.53
TABLE SHOWING THE WEIGHTAGE GIVEN BY RESPONDENTS TO SATISFACTION LEVEL
OF EMPLOYEES:
Level Weight
Satisfied With
Work
Environment
Job
Location
Satisfied
With
Working
Satisfied With
Salary
Rewarded
For Efforts
X W X1 WX1 X2
WX
2 X3 WX3 X4 WX4 X5 WX5
Highly
Satisfied 5 32 160 32 160 32 160 38 190 28 140
Satisfied 4 35 140 35 140 36 144 37 148 39 156
Neutral 3 16 48 14 42 10 30 8 25 12 36
Dissatisfied 2 10 20 16 32 16 32 9 18 14 28
Highly
Dissatisfied 1 7 7 3 3 6 6 8 8 7 7
ΣWX 375 377 372 388 367
XW 3.75 3.77 3.72 3.88 3.67
Rank X IX XI VI XV

96
Level Weight
Satisfied With
Compensation
Happy
with
Work Responsibilities
Satisfied
With
Relationship
Satisfied
With
Activities
X W X6 WX6 X7
W
X7 X8 WX8 X9 WX9 X10
WX
10
Highly
Satisfied 5 30 150 37 185 30 150 28 140 34 170
Satisfied 4 38 152 36 144 34 136 33 132 35 140
Neutral 3 8 24 12 36 14 42 16 48 12 36
Dissatisfied 2 22 44 12 24 13 26 13 26 16 32
Highly
Dissatisfied 1 2 2 3 3 9 9 10 10 3 3
ΣWX 372 392 363 356 381
XW 3.72 3.92 3.63 3.56 3.81
Rank XI IV XIV XIII VIII

97
Level Weight
Satisfied
With Job
Security
Satisfied
With Rights
Satisfied
With
Leaders
Satisfied With
Present
Performance
Satisfied
With Present
Job
X W
X1
1
WX1
1 X12
WX1
2 X13
WX1
3 X14
WX1
4 X15
WX1
5
Highly
Satisfied 5 39 195 44 220 45 225 37 185 37 185
Satisfied 4 41 164 35 140 32 128 39 156 33 132
Neutral 3 7 21 5 15 8 24 8 24 13 39
Dissatisfied 2 10 20 13 26 10 20 10 20 11 22
Highly
Dissatisfied 1 3 3 3 3 2 5 6 6 6 6
ΣWX 403 404 402 391 384
XW 4.03 4.04 4.02 3.91 3.84
Rank II I III V VII
XW = ΣWX / ΣX
ΣX = 100

98
INFERENCE:
FACTORS RANK
Satisfied With Rights 1
Satisfied With Job Security 2
Satisfied With Leaders 3
Satisfied With Salary 4
Satisfied With Present Performance 5
Satisfied With Salary 6
Satisfied With Present Job 7
Satisfied With Activities 8
Job Location 9
Satisfied With Work Environment 10
Satisfied With Compensation 11
Satisfied With Working 12
Satisfied With Relationship 13
Responsibilities 14
Rewarded For Efforts 15
Respondents gave first rank to satisfaction with rights, second rank to satisfied with job
security , third rank to satisfied with leaders, fourth rank to satisfied with salary, fifth rank to
satisfied with present performance , sixth rank to satisfied with salary, seventh rank to satisfied
with present job, eighth rank to satisfied with activities, ninth rank to job location, tenth rank to
satisfied with work environment, eleventh rank to satisfied with compensation, twelfth rank to
satisfied with relationship, thirteenth rank to satisfied with relationship, fourteenth rank to
responsibilities and fifteenth rank to rewarded for effort.
A satisfaction level of an employee has been maximum influenced by SATISFACTION
WITH RIGHTS and minimum influenced by REWARDED FOR EFFORTS.

99
TABLE NO 4.54
TABLE SHOWING THE WEIGHTED AVERAGE GIVEN BY RESPONDENTS TO
SATISFACTION:
Level Weight Job Security
Job
satisfaction
Working
Condition Supervision
X W X1 WX1 X2 WX2 X3 WX3 X4 WX4
Strongly
agree 5 32 160 28 140 31 155 34 34
Agree 4 40 160 42 168 39 156 32 32
Neutral 3 12 36 13 39 15 45 15 15
Disagree 2 11 22 12 24 10 20 14 10
Strongly
Disagree 1 5 5 5 5 5 5 5 5
ΣWX 383 376 381 376
XW 3.83 3.76 3.81 3.76
Rank II IV III IV

100
Level Weight Performance
Compensation
& Pay system
General
Fairness
Safety
Concerns
X W X5
WX
5 X6 WX6 X7 WX7 X8 WX8
Strongly
agree 5 29 145 38 190 27 135 29 145
Agree 4 35 140 37 148 34 136 42 84
Neutral 3 16 48 7 21 14 42 13 39
Disagree 2 13 26 16 32 17 34 12 24
Strongly
Disagree 1 7 7 2 2 8 8 4 4
ΣWX 366 393 355 296
XW 3.66 3.93 3.55 2.96
Rank VI I VII VIII
XW = ΣWX / ΣX
ΣX = 100

101
INFERENCE:
FACTORS RANK
Compensation & Pay system 1
Job Security 2
Working Condition 3
Job satisfaction 4
Supervision 5
Performance 6
General Fairness 7
Safety Concerns 8
The Employees gave first rank to compensation & Pay system, second rank to job security,
third rank to working condition, fourth rank to job satisfaction, fourth rank to supervision, sixth
rank to performance, seventh rank to general fairness, and eighth rank to safety concerns.
An Employees in an organization is highly satisfied in COMPENSATION & PAY
SYSTEM and they have a low level of satisfaction in SAFETY CONCERNS.

102
TABLE NO 4.55
TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN EMPLOYEES WORK
WELL TOGETHER TO SOLVE PROBLEMS AND SOLVING CUSTOMER’S
PROBLEMS:
EMPLOYEES
IN PROBLEM
SOLVING
X
SOLVING
CUSTOMER’S
PROBLEMS
Y
X2
Y2
XY
36 35 1296 1225 1260
37 37 1369 1369 1369
11 11 121 121 121
13 12 169 144 156
3 5 9 25 15
X = 100 Y = 100 X2
=2964 Y2
=2884 XY =2921

103
r = (ΣXY. N) – (ΣX. ΣY)
ΣX2
. N – (ΣX)2
ΣY2
. N – (ΣY)2
= (2921 x 5) – (100 x 100)
2964 x5 – (100) 2
2884 x 5 – (100)2
= 14605 – 10000
14820 – 10000 x 14420 – 10000
= 4605
4820 x 4420
= 4605
69.43 x 66.48
= 4605
4615.7
r = + 0.9977
INFERENCE:
There is a highly positively correlation between Employees problem solving and solving
customer problems.

104
TABLE NO 4.56
TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN EMPLOYEES IN
DECISION MAKING AND SUGGESSIONS AND LEADERSHIP:
DECISION
MAKING
X
SUGGESSIONS
&
LEADERSHIP
Y
X2
Y2
XY
25 34 625 1156 850
46 44 2116 1936 2024
14 11 196 121 154
11 11 121 121 121
4 0 16 0 0
X = 100 Y = 100 X2
=3074 Y2
=3334 XY =3149

105
r = (ΣXY. N) – (ΣX. ΣY)
ΣX2
. N – (ΣX)2
ΣY2
. N – (ΣY)2
= (3149 x 5) – (100 x 100)
3074 x5 – (100) 2
3334 x 5 – (100)2
= 15745 – 10000
15370 – 10000 x 16670 – 10000
= 5745
5370 x 6670
= 5745
73.28 x 81.67
= 5745
5984.78
r = + 0.9614
INFERENCE:
There is a highly positively correlation between decision making and suggestion & leadership.

106
TABLE NO 4.57
TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN COMFORTABLE
WITH WORK ENVIRONMENT AND SATISFIED WITH WORK ENVIRONMENT:
COMFORTABLE
WITH WORK
ENCIRONMENT
X
SATISFIED
WITH WORK
ENVIRONMENT
Y
X2
Y2
XY
24 32 576 1024 768
44 32 1936 1024 1408
18 16 324 256 288
9 10 81 100 90
5 7 25 49 35
X = 100 Y = 100 X2
=2942 Y2
=2453 XY =2589

107
r = (ΣXY. N) – (ΣX. ΣY)
ΣX2
. N – (ΣX)2
ΣY2
. N – (ΣY)2
= (2589 x 5) – (100 x 100)
2942 x5 – (100) 2
2453 x 5 – (100)2
= 12945 – 10000
14710 – 10000 x 12265 – 10000
= 2945
4710 x 2265
= 2945
68.63 x 47.59
= 2945
3266.10
r = + 0.9017
INFERENCE:
There is a highly positively correlation between comfortable with work environment and
satisfied with work environment.

108
TABLE NO 4.58
TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN JOB REQUIREMENT
AND SATISFIED WITH PRESENT PERFOMANCE
JOB
REQUIREMENT
X
SATISFIED
WITH
PRESENT
PERFOMANCE
Y
X2
Y2
XY
25 37 625 1369 925
43 39 1849 1521 1677
15 8 225 64 120
14 10 196 100 140
3 6 9 36 18
X = 100 Y = 100 X2
=2904 Y2
=3090 XY =2880

109
r = (ΣXY. N) – (ΣX. ΣY)
ΣX2
. N – (ΣX)2
ΣY2
. N – (ΣY)2
= (2880 x 5) – (100 x 100)
2904 x5 – (100) 2
3090 x 5 – (100)2
= 14400 – 10000
14520 – 10000 x 15450 – 10000
= 4400
4520 x 5450
= 4400
67.23 x 73.82
= 4400
4962.92
r = + 0.8866
INFERENCE:
There is a highly positively correlation between job requirement and satisfied with present
performance.

110
CHAPTER-V
5.1 FINDINGS OF THE STUDY
5.1.1 Findings of Demographic Factors:
10% of employees are less then 20 age, 25% of employees where 21-30 age group, 19%
of employees where 31-40, 22% of employees where belong to 41-50, and 24% of
employees where above 50.
73% of respondents are Male and, 27% of Respondents are Female.
82% of employees are Married, 17% of employees are Unmarried and only 1% of
employee is widow.
5% of employees are acting as a Director, 38% of employees are acting as a Manager, 28%
of employees are Executive, 19% of employees are acting as a Supervisor, and 10% of
employees are acting in other designations.
12% of employees have Less than 5 years experience, 19% of employees has 5-10 years of
experience, 22% of employees has 11-15 years of work experience, 22% of employees has
16-20 years of experience and 25% of employees are having Above 20 years of work
experience.
30% of employees have completed HSC, 37% of employees has completed Diploma, 28%
of employees has completed UG, and 5% of employees has completed PG.
4% of employees are earning Less than 10,000, 44% of employee,s are earning 10,001-
20,000, 32% of employees are earning 20,001-30,000, 16% of employees are earning
30,001-40,000, and 4% of employees are earning Above 40,000Rs. As Salary.
33% of employees are permanent, 36% of employees are Temporary, 3% of employees are
Trainee, 25% of employees are Contract basis and 3% of employees are belonging to other
category.

111
5.1.2 Findings for Attitude of Employees:
The rating of Accessing Information is 19% of employees are strongly agreed, 43% of
employees are agreed, 15% of employees are Neutral, 15% of employees are Disagree and
8% of employees are Strongly Disagree.
The rating for Familiar with Mission Statement is 18% of employees are strongly agreed,
40% of employees are agreed, 19% of employees are Neutral, 17% of employees are
Disagree and 6% of employees are Strongly Disagree.
The rating for Involvement of employees in Decision Making is 20% of employees are
strongly agreed, 44% of employees are agreed, 24% of employees are Neutral, 6% of
employees are Disagree and 6% of employees are Strongly Disagree.
The rating for Comfortable Work Environment is 25% of employees are strongly agreed,
46% of employees are agreed, 14% of employees are Neutral, 11% of employees are
The rating for Job Requirement is 24% of employees are strongly agreed, 44% of
employees are agreed, 18% of employees are Neutral, 9% of employees are Disagree and
The rating for Training they have received in a organization is 20% of employees are
strongly agreed, 45% of employees are Agreed, 17% of employees are Neutral, 11% of
The rating for Recognization by Management is 32% of employees are Strongly Agree,
40% of employees are Agree, 13% of employees are Neutral, 8% of employees are
The rating for Respect by Management towards employees is 37% of employees are
Strongly Agree, 37% of employees are Agree, 15% of employees are Neutral, 10% of
The percentage employees Solve Problems is 36% of employees are Strongly Agree, 37%
of employees are Agree, 11% of employees are Neutral, 13% of employees are Disagree
and 3% of employees are Strongly Agree.
The Flexibility of Management is 35% of employees are Strongly Agree, 38% of
employees are Agree, 12% of employees are Neutral, 9% of employees are Disagree and

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