Professional Documents
Culture Documents
Attitude:
The importance of attitude in understanding psychological phenomenon was given formal recognition early in the history of social psychology. From the time of the concepts 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.
Concept of Attitude:
It is necessary to be precise in defining attitudes, because the variety of published definitions and descriptions is almost endless. Like any other concept, attitude may also be defined in two ways, Conceptual and Operational. There is quite a difference in the conceptual definition of the term attitude, and divergent points of view regarding the concept of attitude have developed.
Major aspects:
When the term first entered the field of social phenomenon, it was natural to conceive of attitude as a tendency, set or readiness to respond to some social object. For the first time, ALLPORT noted the definition of attitude, which he had observed contained the words readiness, set or disposition to act. Even ALLPORT has used these terms in defining attitude.
Features of Attitude:
Attitudes affect behavior of an individual by putting him ready to respond favorably to
things in his environment.
Attitudes are acquired through learning over a period of time. The process of learning
attitudes starts right from the childhood and continues throughout the life of a person.
Attitudes are pervasive and every individual has some kind of attitude towards the objects
in his environment. In fact, attitudes are forced in relate to anything in the environment. the socialization process and may
In the literature, often, there is a considerable amount of overlapping in these three terms. Most psychologists, however, believe that attitudes are more fundamental to human behavior than are he related aspects. For this reason, more attempts have been made to analyze attitudes as compared to others. Obviously attitudes are an important consideration because of their central position in the process of transforming work requirements in to efforts. Attitude alone do not influence behavior but these acts with other factors in the individual influencing behavior, such as personality, perception, motivation, etc. Further, attitudes are also affected by the individual dimension as well as the objects, persons, and ideas. Attitudes have been through as serving four functions and there by influencing the behavior. These are instrumental, ego defensive, value orientation and knowledge. 1. Instrumental: Attitudes serve as a means to reach a desired goal or to avoid an undesired one. Instrumental attitude are aroused by the activation of a need or cues that are associated with the attitude object and arouse favorable or unfavorable feelings. 2. Ego-Defensive: The ego-defensive functions of attitude acknowledge their importance of psychological thought. Attitude may be acquired by facing threats in the external world or becoming aware of his own unacceptable impulses.
5. Attitude that provides a standard against which a person evaluates the aspects of his world and serve as the knowledge function too.
These functions of attitudes affect the individuals way of interpreting the information coming to him. Since attitudes intervene between work requirements and work responses, information about how people feel about their jobs can be quite useful in the predication about work response. Thus, these types of attitudes can portray areas of investigation for making the individual and the organization more compatible.
Communication of additional information. Approval and disapproval of a particular attitude. Group influence, and Inducing engagement in discrepant behavior.
In some or the other, all these methods involve introducing discrepancies among the elements making up the individuals attitudes in the hope that the elements will be rebalanced through the effective component of the attitudes. From the organization point of view, a Manager can take following actions in brining change in attitudes of its organizational members.
Group action Persuasion through leadership Persuasion through communication and Influence of total situation.
These actions involve the analysis of different variables affecting a particular action.
those stimuli which have some value orientation in the organizational context, understanding the influence of individual value system on the behaviour of individuals in the following manner: Values influence an individual perception about the problems he faces and consequently the decision he makes to overcome those problems. Values influences the way in which an individual looks at the other individual and groups of individuals, that is, interpersonal relationship. Values become the basis of such interpersonal relationship interactions.
Individuals judge organizational success as well as its achievement of the basis of their value system. Thus, for some individuals, organizational success may be in the form of high profit earning irrespective of the means adopted whereas, this may be a mean thing for other individuals. Individuals set limit for the determination of what is ethical or unethical behaviour for themselves as well as for the others. Values determine the extent to which individuals accept organizational pressures and goals. If these do not match with the value held by them, they thwart the organizational pressures and goals, and even leave the organization.
Types of Attitudes:
A person can have thousands of attitudes, but Organizational Behaviour focuses our attention on a very limited number of work-related attitudes. These work-related attitudes tap positive or negative evaluations that employees hold about aspects of their work environment. Most of the research in OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment.
Job Satisfaction:
The term job satisfaction to an individuals general attitude towards his or her job. A person with a high level of job satisfaction holds positive attitudes about their job, while a person who is dissatisfied with his or her job holds negative attitudes about the job. When people speak of employee attitudes, more often mean job satisfaction.
Job Involvement:
The term job involvement is a more recent addition to the OB literature while there isnt complete agreement over what the tem means. A workable definition states that job involvement measures the degree to which a person identifies him with his or her job and considers his or her perceived performance level important to self-worth. Employees with a high level of job involvement strongly identify with and really care about the kind of work they do.
Organizational Commitment:
The third job attitude is organizational commitment, which is defined as a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization. So, high job involvement means identifying with ones specific job, while high organizational commitment means identifying with ones employing organization.
Moderating Variables:
The most powerful moderates have been found to be the importance of the attitude specially its accessibility, whether there must exist social pressures, and whether a person has direct experience with the attitude. Important attitudes are ones that reflect fundamental values, self-interest, or identification with individuals or groups that a person values. Attitude that individuals consider important tend to show a strong relationship to behavior.
Attitude Survey:
The preceding review indicates that knowledge of employee attitudes can be helpful to managers in attempting to predict employee behaviour. But, how does management get information about employee attitudes. The most popular methods are through the use of attitude surveys.
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Job Satisfaction:
Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization. Though, there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of favorableness which an individual has about his job. Dubrins has defined job satisfaction in terms of pleasure and contentment when he says that.
Individual Factors:
Individuals have certain expectation from their jobs. If there expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age, and other factors. 1. Level of Education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found the negative correlation between the level of education, particularly higher level of education and job satisfaction. 2. Age: Individuals experience different degrees of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, get gradually reduced, starts rising up to certain stage and finally dips to a low degree. 3. Other factors: Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the work place. Similarly, other personal problems associated with him may affect his level of job satisfaction.
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Attitude Measurement:
Attitudes are subjective attributes of people. They can be regarded as construct in the sense that they are conceptualizations of human qualities that are formed on the basis of either rational consideration or attitudinal dimensions. Keeping this measurement aspect in to consideration, the attitudes might be defined operationally by describing the measurement systems that psychologists use to measure attitudes. Attitude measurement, developed largely by social psychologists is concerned with the efforts to tap these attitudes as they are characteristics of individuals. There are many methods of attitude measurement. The Thurston type of scaling goes back to the early work of Thurston and Chive, which collected a large number of statements relating to the area in which attitudes were to be measured. This statement may be relating to any object about which attitudes were to be measured. The statements are both favorable and unfavorable and are placed in 11 piles, with most favorable one being placed in pile 11. Other statements are placed in between their position depending on the degree of favorability or unfavorability. The scale is then presented to the statistical evidence. Thus, people may vary along a number of
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respondents. Each respondent checks the statement in pulling together numerous methods dealings with attitude measurement. They are: Self-Report Indirect Tests Direct Observation Techniques Psychology Reaction Techniques However attitude measurement of employees in an organization is most commonly carried out with self-respect questionnaires uses several scaling methods. There are three types of attitude scaling which are commonly used in attitude measurement. They are Thurston type of scale, Liker scale, and semantic differential. With which he agrees his attitude score is then based on the average or the median scale of the statements that he has checked. Soon after Thurston scale, Likert experimented with certain other varieties of attitude scales. Likerts attitude scale uses five points. The statements relating to the measurement of attitude is given to the person concerned and he is asked to check one of the five points given for every statement. These points show the degree of agreement or disagreement with the statement. The Likert scale is considered better as compared to Thurston because of several positive facts. For example, in this scaling, there is no much problem in making numerous statements which will show both positive and negative degree. The semantic differential, an attitude scaling technique that lends itself to various applications, was developed by Orgood, Suci and Tannenbaum. Therefore, an employee who has a high level of job satisfaction tends to bear attitudes, which are favorable to the organization. Balancing the positives with the negatives is important so that the employees will not be disappointed and become a problem that would have been avoided from the beginning. Attitudes cannot be changed drastically or quickly. There is a reason why people have attitudes; it is a part of them. To change a person takes patience and lots and lots of stalls, especially in a boss-employee relationship where it is more formal. Sometimes, all it takes is a warning in simple words which is to change an unfavorable attitude.
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When an employee discloses a mental health problem, try to work out a reasonable accommodation. Give him/her time off from work or a modified work schedule, make physical changes to the work place, or adjust supervisory instructions or training. Many mental health problems are highly treatable and cause only temporary disruptions at work. If an employee with a chronically negative attitude suddenly claims a mental disability, employers have the right to ask for medical certification and/or, in some situations, a second opinion. However, credible testimony from a family member may be enough, and asking for more may be an invasion of privacy. Check with an attorney before requesting these. Strike before the iron gets hot by including conduct problems in your employee hand book. Develop a policy that clearly delineates the types of behavior which are not acceptable in your workplace. The above mentioned examples are some which can change unfavorable attitude to a favorable one.
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INFRASTRUCTURE
The state-of-the-art manufacturing facility of PKL is located at a place that is well connected, and easily accessible. The area is renowned for leather and shoe manufacturing; hence skilled labour is available in abundance. Captive power and generating sets ensure uninterrupted production. Modern communication facilities like Internet, E-mail link to all the manufacturing facilities and Head Office
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MANPOWER
The tannery employs 300 workers and 100 trained technical staff with an annual production capacity of Fifteen million square feet of Kid, Sheep and Calf Leathers in a built up area of 16,000 square meters. Renowned for its glazed kid leathers using the best Indian Raw Material, the Tannery is equipped with a modern Effluent Treatment Plant. The shoe division of the company employs around 1200 workers, 40 technical personnel, executives and managers to ensure that quality requirements and delivery schedules are met. The fully automated plant is managed by highly skilled staff, right from cutting to final production to meet the global demand of increasingly high standards with an annual manufacturing capacity of 1.2 million pairs of shoe uppers and 3,00,000 pairs of shoes.
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Finished Leather 1) Kid Leathers: Glazed and Polished Finishes Chrome and Vegetable Re-tanned 2) Sheep and Lamb Cabrettas 3) Calf Leathers: Glazed and Polished Leathers
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The leather industry has undergone a dramatic transformation from a mere exporter of raw materials in the sixties to that of value added finished products in the nineties. Policy initiatives taken by the Government of India since 1973 have been instrumental to such a transformation. In the wake of globalization of Indian economy supported with liberalized economic and trade policies since 1991, the industry is poised for further growth to achieve greater share in the global trade.
Apart from a significant foreign exchange earner, leather industry has tremendous potential for employment generation. Direct and indirect employment of the industry is around 2 million. The skilled and semi-skilled workers constitute nearly 50% of the total work force. The estimated employment in different sectors of leather industry is as follows:
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Product
Leather Hides Skins Footwear & Footwear Components a) Shoes b) Leather shoe uppers c) Non-leather shoes/Chappals etc. Leather Garments Leather Products Industrial Gloves Saddlery
Capacity
64 million pieces 166 million pieces
100 million pairs 78 million pairs 125 million pairs 6 million pieces 70 million pieces 40 million pairs 6000 pieces
The major production centers for leather and leather products are located at Chennai, Ambur, Ranipet, Vaniyambadi, Trichi, Dindigul in Tamil Nadu, Calcutta in West Bengal, Kanpur in Uttar Pradesh, Jalandhar in Punjab, Bangalore in Karnataka, Delhi and Hyderabad in Andhra Pradesh.
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Export Potential
The leather industry, one of the major foreign exchange earners of the country recorded significant growth since the beginning of the decade. Today the share of the value added finished products in the total exports from leather sector are 80% as against 20% in 1970s.
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A surfeit of modern units in Chennai, Kanpur and Calcutta employing skilled human resources and equipped with modern and sophisticated machinery account for a diversified range of superlative small leather goods including bags, purses, wallets, industrial gloves etc. made of quality leathers of cows, sheep, goats and buffaloes. The products meet the requirement of bulk buyers and consumers in Europe, USA and Australia. The major market for Indian leather goods is Germany, with an off take of about 25 per cent of the leather goods produced in India followed by USA, UK, France and Italy. With products ranging from designer collections to personal leather accessories, this sector has a share of 20.53 per cent in the leather industry, while maintaining an average growth rate of 11 per cent recorded in the last five years.
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Among the three major exporting nations of leather garments, India maintains a similar level of market share of about 20%, in both German and EU markets. Other markets for India include Italy, U.K., U.S.A. France, Spain and Netherlands. Recently, successful attempt had been made for exports to Denmark, Switzerland and Canada.
The leather sector offers a good potential which Indian entrepreneurs can exploit in Germany and other EU markets characterised by ever growing competitiveness in terms of price and quality, on one hand, and the environmental considerations, on the other. With a strong foothold that the Indian leather industry has had for long in these markets, and its advantage of raw material and labour resources, Indian leather exporters can, and should, mount a concerted marketing campaign to wrest a share consistent with their inherent strength and potential. This has to be done against the background of the well-known salient features of the German market:
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The world's second largest import and export market A difficult buyers' market with hyper competition and high expectations A dynamic multi-faceted market with rapid technological development and innovations A market where a considerable amount of buying power is devoted to satisfying individual needs
A market influenced by the rising average age of the population and low birth rate A market where environment awareness and eco-friendly production becomes more and more a pre-requisite for successful marketing of products
Marketing channels
The emerging trend in Germany has been towards direct imports. The other noteworthy feature is the integration of retailing and manufacturing, particularly for the footwear sector. This has led to increased emphasis on distribution aspects of business. Other distributors, like departmental stores, mail order houses, super markets and non-leather shops have also gained importance. Many outlets get direct supplies either from the manufacturers and importers or from wholesalers and buying associations (Einkaufs- Verband, e.V.).
These developments necessitate the marketing strategies to be attuned to the specifics of the different channels, keeping in sharp focus the changes taking place in the distribution pattern of chain stores, retailers, discounters, etc.
The strategy should focus on a structural approach to the promotion of export of leather products from India. This must include market information for exploring new markets, participation in different international trade fairs, organizing trade delegations, organizing buyerseller meets, liaising with the representatives of the buying houses, etc.
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OBJECTIVES OF STUDY
To know the employees attitude towards the organization To know the reasons for the employees positive attitude To know the reasons for the employees negative attitude To know the employees expectations from the organization To make suggestions to improve the attitude of the employees to the management.
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SCOPE OF STUDY
Monitor transition from a previously owned proprietorial business to a subsidiary business. Measure the effects of company management over the previous two years. Monitor the organizations current state of maturity. Monitor the effects of personnel, policy, and strategy changes. Monitor the effects of market changes.
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LIMITATION
LIMITATION OF THE STUDY
Only 100sample size has been taken for this study. So, if this study is maximum persons, it may give accurate overall attitude of the employees. It is done in PKL LEATHER LIMITED, so it cannot resemble the entire population working in the whole industry. Time was a major limitation for our study. Some people did not respond properly for the questionnaire clearly. conducted to
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RESEARCH METHODOLOGY
RESEACH METHODOLOY
Four types of studies can be called research namely reporting, description, explanation and prediction can be called research. Cooper and Emory (1995:21) define research as a systematic enquiry aimed at providing information to solve problems. Organization normally support business research for one research ie is to obtain competitive advantage.
SAMPLE SIZE:
Population : Unit Sample size : : 500 Management 100
RESEARCH STUDY:
In this study EMPLOYEE ATTITUDE the design chosen for the study is descriptive in nature. As the study is find out the employees opinion about the training programs and their views and ideas to improve the training facilities.
SAMPLING
The technique adapted for the sample was disproportionate stratified sampling. From the universe, selected samples from various departments are chosen. Thus, samples were selected for study and hence the sampling technique used was disproportionate stratified technique.
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SOURCES OF DATA:
PRIMARY DATA
The primary source include the actual information received directly concerned with the problem of study. The researcher primarily collected the data about the employee attitude towards the organization. The primary sources are mainly the general knowledge that research knows about the topic and the respondents who provide sufficient information about the topic.
SECONDARY DATA:
Secondary data are the information, which are attained indirectly. Its not attained directly from the employees. The secondary sources of information include the publicized, unpublished documents and other such types of information. The public document such as books, manuscripts, reports, records, papers and magazines are for secondary data collection.
RESEARCH DESIGN
The research carried out the study with the descriptive type of research.
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TARGET STUDY
The target study confined to the researcher is PRISIDENCY KID LEATHER LTD, GUDUVANCHERRY Works employees based on their evaluation of Employee attitude
Though EMPLOYEE ATTITUDE is given in almost all the organization, but only a few organizations such as ltd takes its priority in organizing attitude programs & evaluating the programs with continuous analysis for the development & upliftment of the employees skills & attitudes
SAMPLE DESIGN
For this study two different types on non probability sample design were used.
CONVENIENCE SAMPLING
This designs aims at the collection of information from any convenient group whose views are relevant to the subject of study.
JUDGEMENT SAMPLING
The second sampling used was the judgment technique, Where the group to be interviewed was selected in advance by the judgment of the experts, within the organization
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RESEARCH DESIGN
It is the specification of the methods and procedures for acquiring the information needed to structure or to solve problems. It stands for advance planning of the methods to be adopted for collecting relevant date and the techniques to be used in their analysis, keeping in view the objectives of the research. Two types of research design were used for this study:-
The aims of this design was limited to 1 2 Gathering the various secondary sources of information. Interview schedules with experts, to gather their insights and views about the study 3 Analysis of the various causes related to their study
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DESCRIPTIVE STUDY
The second design used for this study was the descriptive study; the reason for using this design was to acquire knowledge in a detailed manner. This study basically aims at portraying the characteristics of the individuals and firms in a detailed manner, to find out the root cause analysis for the employee attitude evaluation and development in creating knowledge skills for the employees.
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Agree
74
74
Disagree
Partially agree
20
20
Total
100
100
INFERENCE:
From the above the 74% of the respondents are Agree that the job is enables them to develop their skills .20% of the respondents Partially Agree that the job enables them to develop their skills, but remaining 6% of respondents Disagree that the job is not helpful to develop their skills.
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20
33
INFERENCE:
From the above it is clear that 40% of the Respondents says that they are working around 3-4 years in the company .30% of Respondents are working between 0-2 years in the company.16% of the Respondents are senior of the company .14% of the respondents says that 5-10 years they are working in a company.
34
40
35 30 25 16 30
14
20
15
10 5 0 0-2 years 3-4 years 4-5 years more than 10 years
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INFERENCE:
From the above table it is clear that 40% of the respondents says that 2 members of their family depend on them .24% of the respondents says 3 members of their family depend on them . 20% of the respondents says 1 member of their family depend on them. Only 16% of members says above 4 members of their family depend on them.
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45 40 35 30 25
40
24 20 16
20 15
10 5 0 1 2 3
Above 3
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Yes
80
80
No
20
20
Total
100
100
INFERENCE:
From the above that it is clear that 80% of the respondents have said YES because they are able to adapt to themself to the changing conditions or unexpected obstacles in the organization. But 20% of respondents said NO for that they are not able to adapt to themself to the changing conditions or unexpected obstacles in the organization.
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39
S.NO
OPINION
NO.OF.RESPONDENTS
PERCENTAGE
Agree
30
30
Disagree
70
70
Total
100
100
INFERENCE:
From the above table it is clear that 70% of the respondents Disagree that they do not undergo stress when changes are preferred. 30% of the respondents agree that they undergo stress when change are preferred .
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CHART-8.5
STRESS DETAILS
80 70 70 60 50 40 30 30 20 10 0 Agree 1 disagree 2
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S.NO
OPINION
NO.OF.RESPONDENTS
PERCENTAGE
Yes
66
66
No
34
34
Total
100
100
INFERENCE:
From the above table 66% of respondents says Yes that they are able maintain intensity and remain optimistic and persistent even under adversity . 34% of respondents says No for they are not maintain intensity and remain optimistic and persistent under adversity.
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66
70
60
50
34 40 30 20 10 0 Yes No
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TABLE-8.7 ABILITY IS SET PRIORITIES AND ANTICIPATE PONTENTIAL THERATS OR OPPORTUNITIES S.NO 1 2 OPINION Yes No Total NO.OF.RESPONDENTS 74 26 100 PERCENTAGE 74 26 100
INFERENCE:
From the above table 74% of respondents says Yes as they are ready to give priorities and anticipate potential threats or opportunities in an organisation. But remaining 26% says No as they are not able to adapt set priorities and anticipate potential threats or opportunities.
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80 70 60 50 40 30 20
74
26
10
0 Yes No
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S.NO
OPINION
NO.OF.RESPONDENTS
PERCENTAGE
Yes
76
76
No
24
24
Total
100
100
INFERENCE:
From the above table 76% of respondents says Yes for they are share
vision with others influences other to translate vision into action but remaining 24% have reject the statement.
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CHART -8.8
VISION SHARING DETAILS
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S.NO
OPINION
NO.OF.RESPONDENTS
PERCENTAGE
Strongly disagree
10
10
disagree
20
20
Agree
40
40
Strongly agree
30
30
Total
100
100
INFERENCE: From the above table 40% of respondents Agree to resolves Conflicts in a positive manner. Remaining 30% of respondents Strongly agree to resolves in positive manner. 20% of respondents Disagree with this statement.10% respondents strongly disagree that conflicts of positive and constructive manner to minimize negative impact.
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CHART-8.9
ABILITY TO RESLOVE CONFLICT
49
Strongly Disagree
16
16
Disagree
14
14
Agree
20
20
Strongly agree
50
50
Total
100
100
INFERENCE:
From the above table 50% of respondents Strongly agree. That the company Agree with this statement inspire/motivate & guide others towards goal. Remaining 20%
.16% have Strongly Disagree statement .Remaining14% of respondents Disagree with this statement.
50
Strongly agree 50
Agree 20
disagree
14
Strongly disagree 16 0 5 10 15 20 25 30 35 40 45 50
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S.NO
OPINION
NO.OF.RESPONDENTS
PERCENTAGE
Yes
60
60
No
40
40
Total
100
100
INFERENCE:
From the table indicates that 60% respondents says Yes for they are person on whom someone can rely to carry out tasks effectively . Remaining 40% respondents says No for this statement
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60
60
40
50
40
30
20
10
0 Yes No
53
S.NO 1 2
NO.OF.RESPONDENTS 56 44 100
PERCENTAGE 56 44 100
INFERENCE
From the above table 56% of the respondents says yes for they are satisfied that responsibility are complete in a timely manner and within budget . Remaining 40% of respondents say No.
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55
S.NO
OPINION
NO.OF.RESPONDENTS
PERCENTAGE
Yes
82
82
No
18
18
Total
100
100
INFERENCE:
From the table indicates that 82% of respondents are says Yes for they are able to the clients needs necessary to develop the business. Remaining 18% of respondents say that it is not
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CHART-8.13
ABILITY TO SATISFY NEEDS OF CLIENTS
57
Strongly disagree
disagree
12
12
Agree
56
56
Strongly agree
24
24
Total
100
100
INFERENCE:
From the above table it is inferred that 56% of the respondents Agree that the company makes effective and timely decisions , even the data is limited the solutions produce un pleasant consequences. 24%of the respondents Strongly agree the company makes effectives and timely decisions , even the data is limited the solutions produce un pleasant consequences.12% of the respondents Disagree that the company does not make effective and timely decision even data is limited or solutions produce un pleasant consequences. 8% of the respondents Strongly disagree that the company make effective and timely decision even data is limited or solutions produce un pleasant consequences.
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CHART-8.14
ABILITY TO TAKE TIMELY DECISIONS
56 60 50 40
30
20 8 12
24
10
0 Strongly disagree disagree Agree Strongly agree
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INFERENCE:
From the above table it is clear that 48% of the respondents Agree that they are able to make logical decisions relevant & irrelevant information. 24% of the respondents Strongly agree that they are able to make logical decisions on relevant & irrelevant information. 16% of the respondents Strongly disagree that they are not able to make logical decisions and irrelevant.12% the respondents Strongly disagree that they are not able to make logical decisions and irrelevant.
60
61
S.NO 1 2
INFERENCE: From the above table 70% of the respondents says Yes that they are rewarded for that hard work .Remaining 30% says No for this statement
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CHART- 8.16
REWARD FOR HARDWORK DETAILS
63
INFERENCE:
From the above table 46% of the respondents Agree that job promotions with in the company fair and reasonable. 34% of the respondents Strongly agree that job promotions with in the company is not fair and reasonable. 14% of the respondents disagree that job promotions with in the company is not fair and reasonable. 6% of the respondents Strongly disagree that job promotions with in the company fair and reasonable.
64
65
INFERENCE:
From the above table it is clear that 72% of the respondents says Yes for the increment on letter performance and demotion on job improper performance. Remaining 28% say No for this statement .
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CHART-8.18
DEMOTION /INCREMENT DETAILS
72
80 70 60 50 40 30 20 10 0 Yes No 28
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TABLE -8.19 ABILITY TO DEVLOP NEW AND MAN EFFICIENCY S.NO 1 2 3 4 OPINION Strongly disagree disagree Agree Strongly agree Total NO.OF.RESPONDENTS 20 12 48 20 100 PERCENTAGE 20 12 48 20 100
INFERENCE:
From the above table 48% of people Agree that they are encouraged to develop new and more efficient ways to do their work 26% of respondent Disagree says that they are not encouraged to develop new and More efficient ways to do their work .20% of peoples Strongly agree that they are encouraged to develop new and more efficient ways to do their work . 14% of respondent says Strongly disagree that they are not encouraged to develop new and More efficient ways to do their work.
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CHART-8.19
ABILITY TO DEVLOP NEW AND MAN EFFICIENCY
48 50
45
40 35
20
30
25 20
20 12
15
10 5
0
Strongly disagree disagree Agree Strongly agree
69
INFERENCE:
From the above table we understand that 48% of the respondents Strongly agree that management is flexible and understands the importance of balancing both work and personal life.20% of respondents Agree that management is flexible and understands the importance of balancing both work and personal life.18% of respondents Strongly disagree that management is not flexible and understands the importance of balancing both work and personal life.14% of respondents Disagree that management is not flexible and understands the importance of balancing both work and personal life.
70
CHART-8.20
FLEXIBLITY OF MANAGEMENT IS BALANCING WORK
48 50
45
40 35 30 25 18 20
14
20
15 10 5 0 Strongly disagree disagree Agree Strongly agree
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FINDINGS
The job enables the employees to develop their skills. The employees change themselves according to the changing conditions of the organization. The employees are ready adapt themselves to unexpected obstacles in the organization. The employees remain persistent even under adversity. The employees try to solve and manage conflict in a positive and constructive manner. The company inspires motivation and guides the employees towards the goal of the organization. The employees works with specific responsibility. The employees who work hard are reward by the company. The management is flexible and ready to understand the employees personal life. The employees are encouraged to develop new and more efficient ways to work
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SUGGESTIONS
The job gives to their employees with full involvement. Efficient workers are encouraged with promotion and incentives. We train the adaptation of work should listen the employees. The management should listen the employee quaries The employee should be monitored properly
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CONCLUSION
Choosing the right type of person to the right type of job enables the employees to do the work with the efficiency and diligently. The organization motivates the employees with the good environment and remuneration. The employees working in the organization is flexible and changes themselves according to the working conditions. The employees conflicts are managed by the organization in a constructive manner. The efficient workers are encouraged with promotion and good remuneration. The objectives of the organization it is clearly defined by the employees. The job given to the employees in such that improves quality of the workers. The employees in a organization should not be given any potential threats by employers. The company should inspire and guide the employees for achievement of goal of the organization.
The management guides and direct the employees to vital accomplishment of the enterprise goal . The introduces the subordinates to work with confidence and zeal. The management also stimulates to strive and willing to attend the organizational objectives
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BIBLOGRAPHY:
This information is collected from books, and web resources.
BOOKS:
WEB RESOURCES:
www.pklindia.com Panther@pklindia.com
www.google
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ANNEXURE EMPLOYEE ATTITUDE This Questionnaire to be filled by the Employees of ____________________ Please indicate a Tick Mark on the preferred option for each aspect in the Questionnaire
NAME AGE
: :
: :
1. This job enables me to develop my skills ? A) Agree B) Dis agree C) Partially agree 2. How long have you worked for this company? A. 0 2 Years B. 3 4 Years
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4. Do you adapt yourself to the changing conditions, or unexpected obstacles in the organisation?
A) Yes
B) No
A) Agree
B) Dis agree
6. Do you maintain focus and intensity and remain optimistic and persistent, even under adversity? A) Yes B) No
7. Can you determine objectives, set priorities and anticipate potential threats or opportunities? A) Yes B) No
8. Do you think that you can share vision with others; influences others to translate vision into action?
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B) Yes
B) No
9. I can you manage and resolves conflicts in a positive and constructive manner to minimize negative impact? A) Strongly disagree C) Agree B) Disagree D) Strongly agree
10. Does your company Inspire, motivate, and guide others toward goal accomplishments? A) Strongly disagree C) Agree B) Disagree D) strongly agree
11. Do you feel that you are a person someone who can be relied upon to carry out your tasks effectively?
A) Yes
B) No
12. You are a person who can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget.?
A) Yes
B) No
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A) Yes
B) No
14. Does your company makes effective and timely decisions, even when data is limited or solutions produce unpleasant consequences.? A) C) Strongly disagree Agree B) Disagree D) Strongly agree
15. Can you distinguish between relevant and irrelevant information to make logical decisions.
A) C)
17. Job promotions within the company are fair and reasonable?
A) C)
18. Do you prefer this system of increment on better performance & demotion on improper performance?
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A) Yes
B) No
A) C)
20. Management is flexible and understands the importance of balancing my work and personal life?
A) C)
21. What changes, if any, do you feel need to made in your department to improve working condition ? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ _______________________________________________________________________ 22. What changes, if any, do you feel need to be made in the company to improve working condition? ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________
*********************************************************************** THANKS FOR DEVOTING YOUR PRECIOUS TIME FOR FILLING THIS QUESTIONNAIRE
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