Project on EMPLOYEE BEHAVIOUR IN ORGANIZATION UNDER WORK MORAL

RAMKY Groups, HYDERABAD

SUBMITTED BY V.Prithvi raj ROLL.N0: 2T1-40 PGDM (HR) AUGUEST, 2012

A Project Report Submitted to the SIVA SIVANI INSTITUTE OF MANAGEMENT Partial fulfillment of the requirements of IIIrd trimester of PGDM

SUMMER INTERNSHIP PROJECT REPORT ON EMPLOYEE BEHAVIOUR UNDER WORK MORAL AT

RAJ BHAVAN ROAD, SECUNDERABAD.

SUBMITTED BY

V.PRTIHVI RAJ
Triple Specialisation-1ST Batch (Major-Human Resource)
Under the esteemed guidance of

Corporate Guide Mr. Shibashish Bhattacharjee Assistant General Manager, Talent Managemt Team

Academic Guide Prof. Sistla Samkarpad Asst. Professor, Quatitative techniques

Siva Sivani Institute Of Management, Kompally, Secunderabad

ACKNOWLEDGEMENT

The summer training programs are designed to give the practical knowledge of corporate world. Training is usually meant for such vocations where advanced theoretical knowledge is to be backed up by practical experience on the job and it is because of this reason that summer training programs are designed. This makes the future manger to be ready to take the future responsibilities. It was exactly in this context that I was privileged enough to join Ramky Groups one of the biggest brand in Infrastructures. I achieved an experience and confidence over the past seven week which will help me to take the future responsibility on my shoulder.

During this project, I undertook study of Employee Behavior at Organization under WORK MORAL in Secunderabad, Head Office. Apart from this I am assigned with different takes where in Employees shared with me.

This endeavor work shall provide Human Resource department mechanism, an idea about Organization Environment. Therefore I hope with all sincerity that this work shall be of definite use to the organization.

CONTENTS

CHAPTER I: EXECUTIVE SUMMARY Introduction Importance of Study Objective of Study Literature review

CHAPTER II: INDUSTRY & COMPANY PROFILE Industry Profile Company Profile Operations

CHAPTER III: RESEARCH METHODOLOGY CHAPTER IV: DATA ANALYSIS AND INTERPRETATION CHAPTER V: FINDINGS, SUGGESTION AND CONCLUSION QUESTIONNAIRE BIBLIOGRAPHY

CHAPTER 1

1.1 Introduction The growing globalization of business and increasing competition and technological advancement has led to an increasing need to change organizational policies and strategies. The pace of challenges is increasing and thus organisational change is considered unavoidable. In organisation, most problems and
challenges are generated by competition, advanced technology, mergers, expansion, product quality maintenance, or enhancing employee efficiency on the one hand and rapid growth, new business ventures, exciting opportunities, innovations, and new leadership and management approaches on the other (Madsen et al., 2005, p-213). To overcome

these challenges, organisations are often under pressure for survival and stay competitive in future. In such adverse environment, employee attitudes and behaviours to accept organisational change is considered important for management and change agents for successful organisational change

In fact, organisational change examines the capabilities of managers, employees and work environment. It affects employee attitudes and behaviours because of transferring a situation from the known to the unknown which can build up uncertainty, strain and anxiety among employees. Domain researchers focused on change that may have a serious negative impact on employee attitudes and productivity (Weber and Weber, 2001). Thus creating employee positive attitudes and behaviours researchers advocated on employee readiness as an important and dominant factor for promoting effective and successful organisational change programmes. The dynamic concerned with organisational change is managing it effectively and successfully (Hanpachern et al., 1998). Thus managers, change agents, and researchers are anxious to deal with employees within organisations through readiness predictor variables. Literature reveals individuals as the centre of analysis for the success of organisational change programs (Judge et al., 1999). In this regard many predictors like knowledge and skills, social relations in the workplace, organisational culture, management leadership relationships, logistical and occupational risks of change, ability to cope with change, to solve job related problems, social support; active vs. passive job; job demands, self-efficacy, appropriateness, management support, and personal valence. Eventually, relationships between employee and employer may be developed on the basis of

the work environment that can stimulate the individual to utilize his/her abilities, efforts, experiences and skills. The work environment may support employees to develop commitment with the organization because s/he sees the possibility of accomplishing their desires, needs and future expectations. By achieving these desires and needs employees may accept or develop positive attitudes and behaviours towards organisational change. On that basis this research set out to examine the employee attitudes and behaviours using supervisor and peer relations factor along with demographic characteristics. Relationship between supervisor and peer in literature has been found to transform knowledge from individual to individual, groups and organistion (Peroune, 2007). Thus the level of behaviour of the supervisor and peer found important for improvement, innovation and job satisfaction (Fullan and Pomfret, 1977; Deal and Celloti, 1980). This study was conducted in a developing country i.e. Pakistan where work environment factors are important than in other countries for developing employees positive attitudes and behaviours (Alvi and Ahmed, 1987; Chang, 1999). Indeed, developing country like Pakistan is struggling with high inflation, low growth, increased population, economic instability, new industrialisation and decentralisation (Nadvi and Robinson, 2004). The above highlights the need for research in the context of developing countries particularly in Pakistan, where the readiness predicators for change may be influenced by different socio-economic, political, religious and cultural factors

Emotional Principles: Our emotional responses are learned, usually patterned. Involves mental conversations that deal with contradictions to our beliefs and expectations. Negative emotions, such as anger, are internally created and thus can be internally managed. Our feelings are most often expressed to those that are meaningful to us.

Behavioral Responses

Emotions

Primary feeling

Mental Conversion

Situation

Expectation

1.2 IMPORTANCE OF STUDYING ORGANISATIONAL CULTURE

Organizational culture is the key to organizational excellence... and the function of leadership is the creation and management of culture (Schein 1992). Interpreting and understanding organizational culture is an important activity for managers and consultants because it affects strategic development,

productivity and learning at all levels. Cultural assumptions can both enable and constrain what organizations are able to do. A common platform where individuals work in unison to earn profits as well as a livelihood for themselves is called an organization. A place where individuals realize the dream of making it big is called an organization. Every organization has its unique style of working which often contributes to its culture. The beliefs, ideologies, principles and values of an organization form its culture. The culture of the workplace controls the way employees behave amongst themselves as well as with people outside the organization. The culture decides the way employees interact at their workplace. A healthy culture encourages the employees to stay motivated and loyal towards the management. The culture of the workplace also goes a long way in promoting healthy competition at the workplace. Employees try their level best to perform better than their fellow workers and earn recognition and appreciation of the superiors. It is the culture of the workplace which actually motivates the employees to perform. Every organization must have set guidelines for the employees to work accordingly. The culture of an organization represents certain predefined policies which guide the employees and give them a sense of direction at the workplace. Every individual is clear about his roles and responsibilities in the organization and know how to accomplish the tasks ahead of the deadlines. No two organizations can have the same work culture. It is the culture of an organization which makes it distinct from others. The work culture goes a long way in creating the brand image of the organization. The work culture gives an identity to the organization. In other words, an organization is known by its culture. The organization culture brings all the employees on a common platform. The employees must be treated equally and no one should feel neglected or left out at the workplace. It is essential for the employees to adjust well in the organization culture for them to deliver their level best. The work culture unites the employees who are otherwise from different back grounds, families and have varied attitudes and mentalities. The culture gives the employees a sense of unity at the workplace Every employee is clear with his roles and responsibilities and strives hard to accomplish the tasks within the desired time frame as per the set guidelines. Implementation of policies is never a

problem in organizations where people follow a set culture. The new employees also try their level best to understand the work culture and make the organization a better place to work. The work culture promotes healthy relationship amongst the employees. No one treats work as a burden and moulds himself according to the culture. It is the culture of the organization which extracts the best out of each team member. In a culture where management is very particular about the reporting system, the employees however busy they are would send their reports by end of the day. No one has to force anyone to work. The culture develops a habit in the individuals which makes them successful at the workplace

1.3 OBJECTIVES OF THE STUDY The main purpose of this study is to conduct an exploratory research in the organization in understanding the Employee behavioral nature within the organization. Objective of this study is to examine the supervisor and peer relations along with personal characteristics to know employee attitudes and behaviours towards organisational Change. To accomplish this, the research will attempt to address the following specific objectives: How does heightened emotion on the job affect the workplace? o Damages morale o Increases worker conflict o Increases absenteeism o Decreases productivity o Deflects focus from the job o Increases employee turnover o Impairs judgment and reaction times, therefore raising the risk of errors and accidents Observed the changes in work pattern. o General absentmindedness, forgetfulness o Alternative periods of high and low productivity o Missed deadlines o Inability to perform tasks they were able to do in the past o Mistakes due to poor judgment

o Outside complaints about the employees work o Improbable excuses for these poor patterns o Carelessness Changes In Employees Behavior 1.4 Literature Review
Examining Employee Attitudes and Behaviors towards Organizational Change Using Supervisor and Peer Relations Study Conducted: Naimatullah Shah, Brunel Business School, Brunel University, UK Naimatullah.Shah@brunel.ac.uk Zahir Irani, Brunel Business School, Brunel University, UK Zahir.Irani@brunel.ac.uk

This study focuses on employee workplace and demographic predictors to know the employee attitudes and behaviours regarding organisational change. Five hundered fifty six surveys out of one thousand were returned from full time academics working in public sector universities of Pakistan. The findings indicate significant relationships between readiness for change and workplace and demographic factors. First time supervisor and peer relations predictor has been examined to readiness for change. Results indicate positive and significant relationships between readiness for change and supervisor and peer relations. However, from demographic characteristics only two i.e. number of dependents and younger employees have positive and significant relationships to readiness for change. This study contribute in the literature on change management particularly for developing countries i.e. Pakistan and assist the management and practitioners of human resources management (HRM), organisational development (OD) and change agents in assessing, designing and evaluating new or existing programs for organisational change. In fact, organisational change examines the capabilities of managers, employees and work environment. It affects employee attitudes and behaviours because of transferring a situation from the known to the unknown which can build up uncertainty, strain and anxiety among employees. Domain researchers focused on change that may have a serious negative impact on employee attitudes and

productivity (Weber and Weber, 2001). Thus creating employee positive attitudes and behaviours researchers advocated on employee readiness as an important and dominant factor for promoting effective and successful organisational change programmes (Eby et al., 2000; Bernerth, 2004; Rafferty and Simon, 2006; Bareil et al. 2007).

The dynamic concerned with organisational change is managing it effectively and successfully (Hanpachern et al., 1998). Thus managers, change agents, and researchers are anxious to deal with employees within organisations through readiness predictor variables. Literature reveals individuals as the centre of analysis for the success of organizational change programs (Judge et al., 1999). In this regard many predictors like knowledge and skills, social relations in the workplace, organisational culture, management leadership relationships, logistical and occupational risks of change, ability to cope with change, to solve job related problems, social support; active vs. passive job; job demands, self-efficacy, appropriateness, management support, and personal valence (Hanpachern et al., 1998; Cunningham et al., 2002; Miller et al., 2006; Holt et al., 2007). Eventually, relationships between employee and employer may be developed on the basis of the work environment that can stimulate the individual to utilize his/her abilities, efforts, experiences and skills. The work environment may support employees to develop commitment with the organization because s/he sees the possibility of accomplishing their desires, needs and future expectations. By achieving these desires and needs employees may accept or develop positive attitudes and behaviours towards organisational change. On that basis this research set out to examine the employee attitudes and behaviours using supervisor and peer relations factor along with demographic characteristics. Relationship between supervisor and peer in literature has been found to transform knowledge from individual to individual, groups and organistion (Peroune, 2007). Thus the level of behaviour of the supervisor and peer found important for improvement, innovation and job satisfaction (Fullan and Pomfret, 1977; Deal and Celloti, 1980). This study was conducted in a developing country i.e. Pakistan where work environment factors are important than in other countries for developing employees positive attitudes and behaviours (Alvi and Ahmed, 1987; Chang, 1999). Indeed, developing country like Pakistan is struggling with high inflation, low growth, increased population, economic instability, new industrialisation and

decentralisation (Nadvi and Robinson, 2004). The above highlights the need for research in the context of developing countries particularly in Pakistan, where the readiness predicators for change may be influenced by different socio-economic, political, religious and cultural factors

CHAPTER 2

2.1 Industry Profile:

Construction & Contracting - Civil
Real estate sector is broadly classified into residential, retail & commercial. The real estate sector is second only to agriculture in terms of employment generation and contributes heavily towards the gross domestic product (GDP). Almost five per cent of the country's GDP is contributed to by the housing sector. Almost 80 per cent of real estate developed in India is residential space, the rest comprising of offices, shopping malls, hotels and hospitals. A Real Estate Investment Trust or REIT is a tax designation for a corporation investing in real estate that reduces or eliminates corporate income taxes. In return, REITs are required to distribute 90% of their income, which may be taxable, into the hands of the investors. REITs can be classified as equity, mortgage or hybrid. The key rate cuts or hike by Reserve Bank of India does impact the real estate companies as housing loans are directly correlated to the changes in rate made by RBI. The Floor Area Ratio (FAR) or Floor Space Index (FSI) is the ratio of the total floor area of buildings on a certain location to the size of the land of that location, or the limit imposed on such a ratio. A land bank is a bank that issues long-term loans on real estate in return for mortgages. The term also refers to Land banking the buying and holding (rather than developing) of land for future development or use

2.2 COMPANY PROFILE

Company Name Chairman Company Size Revenue

: : : :

Ramky Enviro Engineers ltd (REEL) A. Ayodhya Rami Reddy 5000 employees $30 million

Ramky Group is a Private Sector Organization that offers services in Construction / Real Estate / Infrastructure with Annual Total Turnover of 1000-2500 Crs and with Employee Strength of 10012500.Ramky Enviro Engineers Ltd has sharpened the Ramky Group's global ambitions in waste management. Founder-Chairman A. Ayodhya Rami Reddy: "We are clear in our goalto be a global player over the next few years with revenues of a billion dollars (Rs 4,600 crore) and to make the group a $5 billion entity." The Rs 2,500-crore group is also present in infrastructure, real estate, finance and investment, and venture capital. In the last fiscal, the turnover of REEL, the waste management business, was Rs 550 crore; Rami Reddy wants this to double in the current fiscal. Ramky established in the year 1994, and it took concrete shape. Ramky Started Environment and Waste management are the chosen areas of business. In the span of 10 years Ramky gained recognition as a specialist multidisciplinary organization. Ramky Corporate Office at Hyderabad is the hub of all activities. Ramky Enviro facilities are spread over 17 States and Union Territories in India. Ramky has also commenced activities in Singapore and the Middle East. Ramky Enviro has signed an irrevocable contract with the future. The future that dreams of waste recycling, recovery & reuse. The Company is setting up waste to energy facilities across the length and Breadth of the country. Ramky started Indias first biomedical waste management facilities in the private sector, at Hyderabad following it with 15 more facilities in other States of India. Company was incorporated as Ramky Engineers Private Limited on April 13, 1994 under the provisions of the Companies Act. The Company diversified into the field of infrastructure activities such as construction of roads, highways, bridges, flyovers, water supply and irrigation projects, the name of our Company was changed to Ramky Infrastructure Private Limited pursuant to a special resolution passed by the shareholders of our Company at an EGM held on June 16, 2003. The fresh certificate of incorporation consequent upon the change of name was granted on June 17, 2003 by the RoC. Subsequently, pursuant to a special resolution passed by the shareholders of our Company at an EGM held on June 23, 2003, our Company was converted to a public

limited company. The new certificate of incorporation to reflecting the name change was issued on June 24, 2003 by the RoC.

Company is engaged in the business of construction and infrastructure development and management.

Ramky Enviro Engineers Ltd has sharpened the Ramky Group's global ambitions in waste management. Founder-Chairman A. Ayodhya Rami Reddy: "We are clear in our goalto be a global player over the next few years with revenues of a billion dollars (Rs 4,600 crore) and to make the group a $5 billion entity." The Rs 2,500-crore group is also present in infrastructure, real estate, finance and investment, and venture capital. In the last fiscal, the turnover of REEL, the waste management business, was Rs 550 crore; Rami Reddy wants this to double in the current fiscal. 1994 Incorporation of our Company 1995 Expanded operations to include water and waste water segment projects. 1997 Expanded operations to include government works in addition to private contracting. 1998 Expanded operations to include segments like buildings, irrigation, roads and industrial structures. 2002 Expanded area of operations with projects in the states of Tamil Nadu, Karnataka, Kerala, Maharashtra, Gujarat, Rajasthan, Punjab, Delhi, Uttar Pradesh, West Bengal and Orissa. 2003 Name of our Company changed from Ramky Engineers Private Limited to Ramky Infrastructure Limited. Entered into a PPP for infrastructure projects through Dehraduns Inter7State Bus Terminal, a private sector bus terminal on a BOT basis. Amendment of Clause III of the MOA to enlarge the objects clause of our Company to include development of infrastructure facilities and waste management as the main objects. 2005 Received the Best Contractor award from the Government of Rajasthan.

Management - Ramky Infra :

Name A Ayodhya Rami Reddy Rajiv Maliwal Kamlesh Shivji Vikamsey V Murahari Reddy Y R Nagaraja Archana Niranjan Hingorani V Harish Kumar A G Ravindranath Reddy

Designation Executive Chairman Non Executive Director Ind. Non-Executive Director Ind. Non-Executive Director Managing Director Non Executive Director Ind. Non-Executive Director Independent Director

Ramky Groups Ramky Infrastructure Ltd. (RIL): The infrastructure company that is into construction of Water resources, Irrigation, Buildings, Transport and Power projects. This flagship company has taken up development of industrial parks of strategic importance. Ramky Enviro Engineers Ltd. (REEL): The Environmental engineering company is pioneer and leader in waste management in India. This company provides industrial, municipal, Bio-medical and E-Waste facilities and constantly keeps up its lead through innovation. Ramky Estates and Farms Ltd. (REFL) REFL has taken up various prestigious projects and demonstrated robust growth even in tough times for the sector. Ramky towers in Gauchbowli and Ramky towers in Warangal are few of its prestigious projects

Ramky Finance & Investments Ltd (RFIL) RFIL nurtures up coming ventures. Currently RFILs chief holding is Smilax, pharmaceutical ingredient manufacturer. RFIL aims at becoming strategic partner for all the leading pharmaceutical manufacturers in the world.

Ramky Infra Q1 net Profit:

Consolidated net profit increased 13.3% year-on-year to Rs 51 crore in the quarter ended June 2012.

Consolidated income from operations rose by 13.55% to Rs 855 crore from Rs 753 crore during the same period.

Finance cost jumped significantly to Rs 68.24 crore from Rs 55.14 crore YoY.

In line with our estimates, Ramkys 4Q12 revenue grew 17% yoy. The margin, however, was slightly lower due to input cost pressures. The order book rose 25% yoy, to Rs137bn. Management clarified that land developed in Ramky Pharma City was in keeping with the concession agreement with the state, and it has not conducted any transaction with Jagathi Publications. We have a Buy on the stock, with a target of Rs353. Ramkys 4QFY12 revenue grew 17% yoy (13% growth for FY12), in line with our estimates. OPM was slightly lower than estimated due to input costs. The FY12 margin, however, was a good 10.4%. Ramky made provision, directly from reserves, for Rs660m of prior-period taxes in regard to Sec.80 IA. Consolidated revenue/profit for FY12 grew 22%/12%. With regard to media reports linking the company with Jagan Reddys disproportionate assets, Ramky clarified that it has not received a summons from the CBI. Land acquired and developed (incl. the green belt) in Ramky Pharma City was in line with the concession agreement signed with the state. Also, it has not conducted any transaction with Jagathi Publications, directly or indirectly.

In FY12, Ramky bagged orders of Rs58bn, swelling the order book to Rs137bn (4.4x FY12 revenue), up 25% yoy. The order book covers Roads (40%), Water (17%), Buildings (16%), Power (5%), Irrigation (12%) and Industrials (7%). Equity required for the BOT projects is Rs7.5bn, to be funded through internal accruals and cashflows from operating projects. Financial closure for the two road projects, Agra-Etawah and Hospet-Chtradurg, is likely to be complete by mid-Jun. At 0.85x, the company standalone leverage has been stable. Our sum-of-parts-based target of Rs353 is based on 9x FY13e PE for the core business (Rs293), in line with other midcap target multiples, and 1x Dec11 P/BV of investment (Rs60), says AnandRathi research report

Awards Essar steel Promotes 2009 Infrastructure Excellence award under Urban infrastructure category. 2009-2010 Best Conserver & 2010-2011 Distinguished Water company Water Digest. 2009-2010 Best Compamy of the Year, Market Leadership(Industrial Hazardous Waste), Vertical Market Penetration(Biomedical Waste) 2.3 OPERATIONS Turnover of US $1.5 billion Infrastructure Projects as per Sept 2012 are 261 Waste management facilities 56projects. Group Country Presence in 8
Globally the organization is located in different locations namely;

USA, Peru, Jordan, China, Egypt, UAE, Oman, Thailand, Singapore, Indonesia, Gabon, Nigeria & Saudi Arabia.

Summary of Strategies: IES, Renewable Energy, e-waste and Recycling to have requisite focus and growth. Hazardous waste organically and through internal cash flows only. Bio-Medical Wastes grow through acquisitions using internal cash MSW shall be attained through appropriate commercial, technical and socio-political aspects. Technology in MSW project by project assessing technical, commercial and sustainability aspects, specifically W2E and Composting International Acquisitions

DEVELOPMENTS

Set up India's first integrated hazardous waste facility in 2001.

Set up first biomedical waste facility in 2000.

Set up first integrated municipal solid waste facility in 2005.

Operates 14 hazardous waste management units, including three abroad.

Operates 16 biomedical waste units, including nine under SembRamky.

Have 20 municipal solid waste management facilities across India.

Have deals with states to set up 17 integrated recycling facilities.

Has on hand 65-70 build-operate transfer projects.

Also does landfills and incineration work

The company offers the industry an unique concept Integrated Environmental Services (IES) under which all services required under environmental services and waste management are provided on a one- stop shop basis .This concept is to enable organizations to concentrate on their core competencies and hand over to Ramky the issues connected with waste management and environmental compliance. INDIA'S POTENTIAL: No overall data, but one report says urban India generates 100,000 tonnes of solid waste a day. Solid waste generated could grow at 10% a year. India's industry generates 6,232,507 tonnes of hazardous waste a year. Plastic waste accounts for 10,000 tonnes of municipal waste a day. An industry body report estimated e-waste in 2007 at 382,979 tonnes, including 50,000 tonnes of imports.

Chapter -3 Research Methodology

This is a cross sectional study which attempts to examine the relationships of independent and dependent variables by applying self-administered survey questionnaire. This study is based on literature review and conceptual framework and developed hypotheses to examine the relations between independent and dependent variables. The procedure adopted for this research follows a quantitative approach for data collection and analysis

Participants Participants were full time Employees from the Organization. A sample of Employees was selected randomly from various levels of Organization i.e. Top level Management, Middle level management and Low level management. Procedure The survey instrument was administered to the participants via a mix of email, post and personal visits. Before sending out the questionnaire, participants were contacted to ascertain their willingness to take part in the study. After gaining an affirmative response, each participant was sent a survey questionnaire, a formal consent form and a covering letter mentioning the purpose of the study and instructions on how to complete the survey instrument. In case of no response from a participant after two weeks of sending them the survey pack, three reminders were issued requesting them to return the completed survey questionnaire. Those who did not respond despite three reminders were dropped from the study and regarded as non-responders. The participant were administered a survey instrument in English language. Measurement Scales Survey questionnaire has been developed on the basis of what kind of information needed. In this study, independent variable such as supervisor and peer relations and demographic characteristics and dependent variable i.e. readiness for organizational change were used to examine the employee

attitudes and behaviors. These variables have been carried out with many options of Likert Scales of for the variety of choice of individuals. Supervisor and Peer Relations Six items with a four-point Likert scale (1= Strongly Agree and 4= Strongly Disagree) concerning employee perception on their Assignment. Participants were asked to tick one of four numbers on a Likert Scale (1 = Strongly Agree and 4 = Strongly Disagree). Demography Demographics included gender, age range, marital status, present employment status, highest educational level, number of dependent, years on their present job and years with present employer. Data Analysis Analytical techniques were used to analyze the results of descriptive statistics to describe the demographic and general results. Although Pearson correlations of dependent variable i.e, readiness for organizational change to independent variable i.e. Work stress and job satisfaction relationship over demographic state were used to test the magnitude and direction of relationships of variables. To predict the output of variables multiple

regression tests is robust in social science and

psychological domain. It is an appropriate and most widely used method for investigating the relationship between a dependent variable and two or more independent variables due to its welldeveloped underlying statistical theory (Hair et al., 2005, p-18; Montgomery et al., 2001, p-xii). The hypotheses were tested using the Multiple

Regression Analysis (MRA).

Finally, multi analysis of variances (MANOVA) applied to find the relationships between change readiness and demographic characteristics.

Chapter 5 Findings, Limitations & Conclusions

LIMITATIONS AND IMPLICATIONS

LIMITATIONS: The present study is confined with set of Questionnaire in organization with sample size of 50. Existence of Different categories of Employees is a challenging task in providing suggestion under negative roles. Study conducted in Ramky Infrastructure Company, Secunderabad.

Three limitations deserve consideration when interpreting study results. First limitation is the use of single source data. A survey questionnaire may not provide deeper opinions and feelings of employees. The second limitation is limited antecedents examined to readiness for change. Data were gathered from a single type of organisation is a third limitation of this study. The contribution of this study is based on the development of a comprehensive theoretical framework that examines the factors that influence the individual attitudes and behaviours leading to their carrier Growth in organization with respect to the Job satisfaction level. This study may contribute to Human Resource Development (HRD), Organisational Development (OD), and change management literature. According to Hanpachern et al. (1998) that HRD and OD practitioners focused on employee work life satisfaction and well-being. Thus, this study revealed on employee readiness for change in order to satisfaction his or her workplace needs. This study can support to the managers, change agents, and change practitioners in assessing, designing, and evaluating new and existing organisational change programs.

CONCLUSIONS

Employee attitudes and behaviors can be influenced through workplace factors according to literature review. A conceptual approach has been developed which encompasses a number of factors i.e.

supervisor and peer relations, employee readiness and demographic characteristics. This study demonstrates the impact of these factors to readiness for organizational change. Results showed positively significant correlations between scales, which confirmed that employee could develop their attitudes and behaviors on the basis of supervisor and peer relations. However, from demographic characteristics interesting results were found such that relationship between employees number of dependents and readiness for organizational change. In literature no such relationship was found like that more children to employee had the more openness for organizational change. Our study also found that employee who had more dependents felt more open and ready for organizational change.

Other correlations including present employment status and readiness for change and marital status and supervisor and peer relations was confirmed in this study. These relations highlight the need to consider these factors within policy and strategy to promote employee openness and readiness for organisational change.