A Study On Impact of Intra Organizational Relationship On Organizational Effectiveness of VKC Compan1

A STUDY ON IMPACT OF INTRA ORGANIZATIONAL RELATIONSHIP ON
ORGANIZATIONAL EFFECTIVENESS OF VKC COMPANY
ABSTRACT
The research work is undertaken to find the importance of intra organisational

relationship in the company and its relevance on organisational effectiveness. The article
emphasizes the collaborative workforce within a single organisation.
The main objective of the study is to assess the level of Communication,

Participation, Relationship and Motivation for the employees to what extent influences the
effectiveness of the organisation. Simple Random Sampling method is adopted with 100
employees from various manufacturing companies, Coimbatore.
The primary data were collected from questionnaire. The data analyzed with the help
of Chi- square test, Simple average, Correlation. Employees’ relationship plays very
important role in every organisation. Good intra relationships help to success of the
organisation. Unless an employee has poor relationship if always a possibility of employee
disharmony and also affect smooth running of the company.
CHAPTER I
INTRODUCTION
People in organisations join groups because they have learnt to fulfil their needs more
effectively in groups rather than as individuals. More specifically, they organise themselves
to attain division of labour and specialization of efforts because it leads to enhanced
proficiency which, in turn, results in greater productivity than what individual effort can ever
provide.
Thus, an organisation is a means to achieve mutual goals more effectively. Explicitly,

it is a social system and if an individual intends either to work in it or to manage it, he must
understand its basic operations and principles. Organisation is a system consisting of social,
technical and economic elements and purports to coordinate human and material resources to
attain multiple objectives.
These may include:
 To make profit,
 To provide good products and good services,
 To go ahead in competition,
 To provide for the welfare of employees
 To grow, and
 To be efficient.
This system converts numerous inputs into several outputs that become products and
services for the society. However, it is a very complex social system which defies
understanding. Human behaviour in organisations further complicates the issue because it
stems from deep-rooted needs and ambiguous values of people who are different from each
other in numerous ways.
At the outset, it may be pointed out that although application of behavioral science to the
study of human behavior in organisations has immense possibilities, we should not have any
misconceptions about it. There is no magic in behavioral science which can solve all the
problems faced by humans at work, as is thought sometimes in over enthusiasm.
All that it can do is to enhance the understanding of human relations skills (i.e., the
ability to work with others and to build a cooperative effort with them) with a view to get
things done more effectively.
Human relations broadly implies the interactions and cooperation of people in groups
which operate in different fields such as business, schools, clubs, homes and the government.
However, in industrial and business settings the term „Human relations‟ has a different
connotation altogether for persons in managerial positions.
In this context, it means the integration of people into a work situation which motivates
them to work together effectively, providing them social, psychological and economic
satisfaction
. Defined this way, observes Davis, “Human relations are motivating people in
organisational settings to develop teamwork which accomplishes individual as well as
organisational goals effectively.” „Human relations‟ can be broadly applied to society as well
as to organisations; it would be plausible to employ a more concise term for the field it
embraces in organisations. „Organisational behaviour‟ is the term which has been used in this
respect because it focuses precisely on organisational settings. In fact, both organisational
behaviour and human relations in organisations deal with the same theme but recent usage
makes it imperative to differentiate between these two terms and thus justify their continued
use. Work relationships are those involving contacts with people in the working environment.
People fail on the job daily because they cannot deal satisfactorily with its social and human
conditions. Many people who get fired from are no doubt, fired because they cannot get along
with other.
The application of psychology in industry involves 4 kinds of inter-personal relationships.
 Relation between the worker and his work

 Relation between the worker and his boss.
 Relation between the worker and his fellow workers.
 Relation between the worker and management
SCOPE OF THE STUDY
 The study "Employee job satisfaction measures provided by VKC COMPANY has
thrown light to the welfare measures of employee who marks in the organization.
 This study wills help the top management to improve their Organization Culture
measures in favorable for employees of VKC COMPANY.
 The Study covers the whole organization is taken into consideration and the survey is
conducted among the workers through the Questionnaire and also present study is
restricted and data is analyzed based on the information provided by employees.
OBJECTIVES OF THE STUDY
 To know the level of communication among employees within organization.

 To know the effectiveness of interpersonal relationship among the employees in the
organization.
 To validate the relevance of organization relationship on organization effectiveness
 To identify the extent of participation and involvement of employees in the
organization.
 To know the level of Motivation among the employees in the organization.
LIMITATIONS OF THE STUDY
1. There may be personal bias of the respondents, which affect the results of the study.
2. The sample size was limited to 100.
3. The attitude of the worker changes from time to time. Hence the result of the research
may be applicable only at present.
4. The researcher may not get exact information because some of the employees are
reluctant to share the information.
INDUSTRY PROFILE:
HISTORY OF FOOTWEAR:
Spanish cave drawings from more than 15000 years ago show humans with animal
skins or furs wrapped around their feet. The body of a well preserved “ice-man” nearly 5000
years old wears leather foot stuffed with straw. Shoes, in some form or another, have been
around for a very long time. The evolution of foot coverings, from the sandal to present-day
athletic shoes that are marvels of engineering, continues even today as we find new materials
with which to cover our feet.
We are, in fact still wearing sandals- the oldest crafted foot covering known to us.
Moccasins are still readily available in the form of the loafer. In fact, many of the shoes we
wear today can be traced back to another era. The Cuban heel may have been named for the
dance craze of the 1920s, but the shape can be seen long before that time. Soles, which are
one of the most recognizable features of footwear in the 1970s and 1990s, were handed down
to us from 16th century choppiness. Then, high soles were a necessity to keep the feet off of
the dirty streets. Today they are worn strictly for fashion’s sake.
If one can deduce that basic shoe shapes have evolved only so much, it is necessary to
discover why this has happened. It is surely not due to a lack of imagination- the colors and
materials of shoes today demonstrate that. Looking at shoes from different parts of the world,
one can see undeniable similarities. While the venetians were wearing the choppiness, the
Japanese balanced on high-soled wooden shoes called get. Though the shape is slightly
different, the idea remains the same. The venetians had no contacts with the Japanese, so it is
not a case of imitation. Even the mystical Chinese practice of foot binding has been copied in
our culture. Some European women and men of the past bound their feet with tape and
squashed them into too-tight shoes. In fact, a survey from the early 1990s reported that 88%
of American wear shoes that are too small!
As one examines footwear history, both in the west and in other parts of the world, the
similarities are apparent. Though the shoemakers of the past never would have thought to pair
a sandal with a platform sole, our shoe fashions of today are, for the most part, modernized
adaptations of past styles.
PERFORMANCE OF INDIAN FOOTWEAR INDUSTRY

The foot wear industry is a significant segment of the leather industry in India. India
ranks second among the footwear producing countries next to the China.
In 1999, the global import of footwear in terms of value was around US$43278 million
accounting a share of 63.42% in the total global import of leather and leather products out of
this import of leather footwear alone accounted for us$26379 million and non leather foot
wear US$16899million.
India’s exports of leather footwear touched US$331 million in 1999-2000, recording an
increase of 3.29% over the preceding year. India thus holds a share of 1.25% in the global
import of leather footwear. The major markets were the UK, USA, France, Italy, Russia, etc.
In 1999-2000, export of leather footwear from India contributes 21% share of its total
export of leather and its products. Nearly 33 million pairs of various types of leather footwear
were exported during the year. It includes dress shoes, casuals, sport shoes, etc.
INDIAN FOOTWEAR COMPONENTS INDUSTRY

The footwear component industry is a segment of leather industry in India. The
footwear components which are exported from India are leather shoe upper and leather unit
soles. The estimated annual production capacity of leather shoe upper’s is 112 million pairs.
The major production centers are Chennai, Ranipet, Agra, Tamilnadu, etc.
The component industry has enormous opportunities for growth to cater to increasing
production of footwear of various type, both for export and domestic market.
Nearly 75% of total export of footwear component is from the southern region followed
by northern region with a share of 13%.
Nearly 83% of the India’s export of footwear component is from the UK, Germany,
Italy, USA, France and Portugal.
COMPANY PROFILE.
a. Background and inception of the company:

Name of the company : VKC GROUP OF COMPANY
Constitution : small scale industry
Date of establishment : 1984
Sales head quarters : Calicut
Incorporation : 1984
Contacts phone no : 0495-2442225
Authorized capital : Rs.40 lakh
Land and building : 4.5 acres and 1.75 acres
Financial year turnover : Rs.700 million
“VKC group of companies are the leading footwear manufacture especially in
southern region of India. The group established on (August17) 1984 with a nominal capital
and few employees. In 1984 the founder of the group Mr. V.K.C. Mammed Koya started a
Hawai Sheet manufacturing unit with his two brothers. Later on Hawai straps were also
inducted to the production line and in 1986 VKC group launched the first product with its
own brand name in the market viz. VKC Hawai with an initial production of 600 pairs per
day. By 1989 the production increased to 5000 pairs a day and by 1996 it jumped to 17000
pairs.
In between the founder initiated the floating of the first RPVC footwear
manufacturing unit in the Malabar Area of Kerala state with few of his friends. This product
also got very good acceptance in the market. The success of the first unit and the RPVC unit
gave a signal to the business community and the vast potential was seen by the various
industrialists. This resulted in a rapid change in the footwear industry itself. Within a few
years the number of Rubber and RPVC unit grew to more than 80 in this area.
In 1994 the group ventured the first unit in Kerala to manufacture footwear from
virgin PVC. This resulted in a big change and the multinational brands felt competitions from
the local brands. In 1998 the group started the first Micro Cellular PVC footwear in Kerala
with imported plant and machinery. “Quality at low price” made the VKC groups products
popular in the market day by day. It also expanded its market to other southern states.
In 2001 the group started the first Air Injected PVC DIP footwear manufacturing
unit in the South India. In 2003 the group ventured the first Injected EVA manufacturing unit
in South –Central India. In 2006 the group started backward integration to produce EVA
compound for Injection and started the first EVA compounding plant in the South –Central
India. The unit went in 2007 the group started manufacturing of PU DIP footwear.
During this period new bloods with technical, commercial and practical knowledge
were inducted and now the group consists of 20 working Directors and 60 share holders
spread over 19 various units. And have annual group turnover of Rs.700 million. More than
1000 employees are working in these units.
The company had achieved a prominent position in the footwear market of India.
The main markets, which are concentrated by the company, are Kerala, Tamilnadu and
Karnataka.The good quality and variety in models of VKC products help the companies to
face the market competition. The company has been able to maintain the quality of the
products by adopting foreign technologies. The group is now looking for further avenues in
the field of footwear to stretch their hands.
The Head Quarter of VKC group is in CALICUT .And the main plants of VKC
group of companies are situated in Kerala and Tamilnadu. The following are the associate
companies of VKC group.
1. M/s. VEEKESY RUBBER INDUSTRIES PVT.LTD.
2. M/s. VEEKESY ELASTOMERS PVT.LTD.
3. M/s. VEEKESY POLYMERS PVT.LTD.
4. M/s. SANDLON TECHNOLOGIES PVT.LTD.
5. M/s. FORTUNE ELASTOMERS PVT.LTD.
6. M/s. CALTECH POLYMERS PVT.LTD.
7. M/s. EMERALD PLASTOMERS PVT.LTD
8. M/s. SLIPONS INDIA PVT.LTD
9. M/s. DIADORA SHOES PVTLTD.
10. M/s. DIMESCO FOOTCARE INDIA PVT LTD.
11. M/s. VEEKESY PLASTOMERS (INDIA) PVT.LTD.
12. M/s. KOVAI FOOTWEARS PVT.LTD.
13. M/s. FERRARI SHOES (INDIA) PVT.LTD
14. M/s. VEEKESY FOOTCARE (INDIA) PVT. LTD
15. M/s. FERRERO VINYL TECHNOLOGIES PVT.LTD
16. M/s. MORBIDO VINYL PVT.LTD.
17. M/s. SMARTAK FOOTCARE PVT. LTD.
18. M/s. VEEKESY SANDALS (INDIA) PVT. LTD.
VEEKESY RUBBER INDUSTRY PVT.LTD
Veekesy rubber industry pvt ltd is the registered private limited company
situated at Kolathara in Kozhikode district. The objective of the company is to manufacture
the high quality footwear. It got its certificate of registration on 1-1-. 1984 The installed
production capacity at the initial period is 21, 60, 000 pairs.
All affairs and day-to-day business administration of the firm is vested in the
hands of Boards of Director. They are in charge of various activities like Production, Finance
& Marketing. The board is assisted by qualified administrative staffs.
Veekesy rubber industry private limited is a leading rubber manufacturer in
south India. The company’s mission is to maintain and achieve customer satisfaction through
providing quality products at reasonable price. In order to satisfy customer needs first the
company is providing footwear which offers better style, comfort, elegance, finish, colors and
durability.
The product “VKC” has a high brand value in the minds of the peoples of
Kerala because of the quality and the affordable price of the product. The management gives
high priority to the quality of the product. The company assures the quality of the product
through the continuous quality checking in each and every stages of the production process.
Veekesy rubber industry private limited synonymous with quality footwear is

today busy stepping from a splendid present into a glorious future, it is energetically in the
move to scale never heights in footwear designing and manufacturing.
b.Nature of business
The business carried by VKC is production of footwear. VKC mainly manufacturing
high quality footwear as per the requirement of customers. The company faces many
competitors for the kind of manufacturing. “Consistent quality at affordable price” made
the VKC group products popular in the market day by day. The success in Kerala market
gave morale boost to the group to market their product in the other southern states.
c.Vision, mission and quality policy

Vision:
Mission:
 To achieve international levels of excellence in technology and quality.
 To maintain and achive customer satisfaction through providing quality
products at reasonable price.
 To continuously grow in our business and became a significant player in the
world market.
Quality policy:
In order to satisfy customer needs first the company is providing footwear which
offer better style, comfort, elegance, finish, colors and durability. Quality performance
demonstrated is the result of optimization of design, effective process control in
manufacturing together with testing and approval process in the environment of Quality
management system.
d.Product profile:
VKC Rubber industry pvt.ltd producing high quality plastic footwear from 100%
virgin rubbers. The company’s VKC Rubber industry pvt.ltd is producing high quality plastic
footwear from quality plastic footwear from 100% virgin micro cellular rubbers. The
company’s manufacturing facilities includes modern equipment and machineries imported
from Taiwan, first of its kind in south including rotary injection modeling machines for
improved product quality. The company has to face stiff competition as there is lots of plastic
footwear manufacturing in Kerala.
e.Area of operation:
Veekesy Rubber industry pvt ltd has operating the business in south India and it has a
long tradition of maintaining the highest quality standards, right from the selection of raw
materials to processing and packaging of the end product
f.Ownership pattern:
Veekesy Rubber industry pvt ltd is a private limited company.
g.Competitors’ information:
 Paragon Rubber Industries BANGALORE, India

 Haritha Hawai Kerala, India
 Odessey rubber industries, kerala
 Hawalker rubber industries, kerala
 Witco India ltd karalla,
h.Infrastructural facilities
a. Security checks:
Any material official/otherwise that is being brought in taken must have
appropriate documentation. Regular security checks are conducted to prevent unauthorized
material leaving entering the organization. Employees required to leave the factory on
official/personal work during working hours are to be submit an authorized gate pass to the
security.
b. Medical facilities:
The medical centre is staffed by a resident Doctor and trained attendants and
supported by efficient Ambulance service.
C.Canteen Facilities
Vkc has got a good canteen facility for the employees at project area also.
i.Achievement/ award
Work flow mode:
Process flow diagram for manufacturing of Hawai sheets, chappals and straps.
Raw Materials
Mixing with Chemicals in mixing mill
Keep for Maturation
Mixing in mixing mill with blowing agent & Vulcanizing Agent
Vulcanization in Hydraulic Press
Hawai sheets & straps
Cutting & Drilling
Assembling & Packing
Hawai Sheets Hawai Chappals Hawai Straps
k.Future growth and prospects:
 To attain market leadership.

 Introduction of new trade schemes to increase sales.
 Aggressive advertisement and publicity as part of sales promotion.
 Reduction in distribution expenses.
 Cost-reduction in all areas.
 Instant decision making in certain procurement activities.
 Timely introduction and implementation of market driven decisions.
 Ensuring effective internal control
3.McKinsey’s 7S Framework with special reference to the organization under study
According to Waterman, organization change is not simply a matter of

structure, although structure is significant variable in the management of change. Again it is
also not a simple relationship between strategy and structure, although strategy is also a
critical aspect. In their view effective organizational change may be understood to be a
complex relationship between strategy, structure, system, style, skills & shared values. The
first three elements-strategy, structure &system are considered the “hardware” of success.
The next four – style skills, staff, and shared values are called the “software”. The complex
relationship is diagrammatically presented below;
Origin of 7s framework
The 7s framework was first mentioned in “The art of Japanese management” by Richard
Pascale and Antony Athos in 1981. They had been investigating how Japanese industry had
been so successful. At around the same time that Tom-Peters and Robert Waterman were
exploring what made a company excellent. The 7s model was born at a meeting of these four
authors in 1978. It appeared also in “In search of excellence” by Peters and Waterman and
was taken up as a basic tool by the global management consultancy company Mckinsey.
Since then it is known as their Mckinsey’s 7-s model.
Benefits of 7-s Model

 Diagnostic tool for understanding organization those are ineffective.
 Guides organizational change.
 Combines rational and hard elements with emotional and soft elements.
 Managers must act on all S’s in parallel and all S’s are interrelated.
Description:
The 7s framework of is a value based management (VBS) model that describes how one
can holistically and effectively organize a company. Together these factors determine the
way in which a corporation operates. Mckinsey 7-s model is one of the approaches of
management analysis. Mckinsey model consists of 7-s. They are:
 Structure-(virtual organization).
 Skill-(competencies)
 Style-(culture and leadership)
 Strategy-(corporate, business, product or market)
 System-(process)
 Staff-(empowerment)
 Shared values-(mission and goals)
According to this model, there are seven basic dimensions, which represent the core of
managerial activities. These are the levels which executives use to influence complex and
large organizations; obviously there was a concerted effort on the part of the originators of
the model to coin the managerial variables with works beginning with the letters so as to
increase the communication power of the model.
"Hard" elements are easier to define or identify and management can directly influence them:
Theses are strategy statements; organization charts and reporting lines; and formal processes
and IT systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and
more influenced by culture. However, these soft elements are as important as the hard
elements if the organization is going to be successful. The way the model is presented in
Figured 1 below depicts the interdependent of the elements and indicates how a change in
one affects all the others.
a) Structure: the way the organization is structured and who reports to whom.
b) Skill: the actual skills and competencies of the employees working for the company.
c) Style: the style of leadership adopted
d) Strategy: the plan devised to maintain and build competitive advantage over the
competition.
e) Systems: the daily activities and procedures that staff members engage in to get the job
done.
f) Staff: the employees and their general capabilities.
g) Shared values: called "super ordinate goals" when the model was first developed, these are
the core values of the company that are evidenced in the corporate culture and the general
work ethic
STRUCTURE
It refers to the more durable organization arrangements and relationships,
& forms the skeleton of the edifice of the organization. It prescribes the formal relationships,
communication channels, roles to perform and rules and procedures.
Structure has 3 important functions
It reduces the external uncertainty by forecasting, research & planning process.
It reduces the internal uncertainty due to variable, unpredictable, random human
behavior by mechanisms.
It helps in coordination of the activities of the organization to enables it to have a focus by
departmentation, specialization, division of labour & delegation of authority
ORGANISATIONAL STRUCTURE
CHAIRMAN
BOARD OF DIRECTORS
MANAGING DIRECTORS
EXICUTIVE DIRECTOR
PURCHASE PRODUCTION FINANCE HUMAN MARKETING

DEPARTMENT DEPARTMENT DEPARTMENT RESOURCE DEPARTMENT
DEPARTMENT
SUPERVISOR ACCOUNTANT OFFICE

ASSISTANT
Channel of Sales Promotion Advertisement Market

Distribution Research
Skilled Semi Skilled Un Skilled

Labours Labours Labours
CHAPTER II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
1. Creed and Miles (1996) the author says the intra organisational relationship is the
members of a team who have high trust levels would more likely to exhibit strong
trust for the other team members. The trust level of individuals in a team is based on
the trust levels that the individual himself bring with him to a team.
2. Anto.A.Bethin, (2003) says, the intra organisational relationship is that person‟s
propensity to trust is a usually a predisposition or personality trait that develops in
varying degrees depending on a person's personal experiences with significant others,
particularly during their early socialization Srinivasan V E (2005) states “Any
organisation‟s activities can‟t live without relationship with the surrounding
environment. Its survival and performance depend on the relationships with other
employees”. So modern enterprises attach more and more3 importance to the intra
organisational relationships, and the management. Recognizing, analyzing and
promoting the intra organisational relationships are prerequisite and key for
enterprises to gain the knowledge, resources and continuous competitive advantages
they needed.
3. Renuha R (1997), says “The role of the employee organisation relationship as a
determinant of organisational citizenship behaviors. In particular the researcher
investigate the relationship between employee perception of organisational support
and their performance of organisational citizenship behaviors. The organisation
expect employees to be more inclined to perform organisational citizenship behaviors
when they feel that they have the support of their organisation.
4. Mira Singh and Pestonjee (1990), hypothesized that Job Satisfaction is influenced
by the levels of Occupation, Job involvement and Participation. The sample for the
study consisted of 250 officers and 250 clerical cadres belonging to a Nationalised
bank in Western India. The study confirmed the hypothesis and it was found that Job
Satisfaction of the Bank employees was positively affected by the Occupational level,
Job involvement and participation.
5. Balgir (1991) attempted to understand hygiene-motivational factors as postulated by
Hergeberg based on their need priorities that dominate the minds of Indian Managers
while continuing service in their respective Organisations. The results revealed that
Job Satisfaction, Salary, Job Security, better chances of promotion, happy Personal
life, high Position and friendly social circle are some of the motivating factors in that
order which strongly influence Indian Mangers.
6. Mathew (1991) tested the relationship between Satisfaction and Organisational
commitment with a Non-recursive model that permitted the simultaneous examination
of the influence of satisfaction on commitment and the influence of commitment on
satisfaction. The study highlighted that the two variables were reciprocally related but
that the influence of satisfaction on commitment was stronger.
7. Mehra and Mishra4 (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The
study was conducted on 250 blue collar industrial workers of UPTRON India Ltd.
The findings of the study showed that mental health has a moderating effect on the
Intrinsic Job Satisfaction-Occupational stress relationship.
8. Dhar and Jain5 (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job
Involvement, Age and Length of service. An important finding of the study was that
Job Involvement and Job Satisfaction are positive correlates which imply that
involvement in Job increases Job Satisfaction and vice-versa.
9. Syeed (1992), made an endeavour to determine the relationship between employee
Job Satisfaction and Organisational effectiveness. The sample for the study consisted
of 44 supervisors of a public sector undertaking which was randomly drawn from a
single unit of the Company. The main objective of the study was to relate satisfaction
with Organisational effectiveness along with personal attributes such as age,
education, pay, length of service etc. the study revealed that Job satisfaction facets
had more explanatory power than the personal attributes of respondents. It was clear
from the study that the Organisation through its human resource development policies
and practices created better environment for employees, resulting in greater
satisfaction which in turn enhanced Organisational effectiveness.
10. Rama Devi(1997) conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200
teaching faculty and 100 members were selected randomly from each university and
the attempt was made to measure Job Satisfaction of the faculty in universities of
Andhra Pradesh. The study found that the factors such as freedom in job, scope for
self-improvement, income and job security were causing satisfaction while
bureaucratic rules, no recognition for work and routine work were causing
dissatisfaction to them.
11. Sarri and Judges’ (2004), article provided greater understanding of the research on
employee’s attitudes and Job Satisfaction. The article identified three gaps between
Human resource practice and the scientific research in the area of employee attitudes
in general and the most focal employee attitude in particular –Job satisfaction: the
causes of employee attitudes, the result of positive or negative job satisfaction and
how to measure and influence employee attitudes. Suggestions for practitioners are
provided on how to close the gaps in knowledge and for evaluating implemented
practices.
12. Worrell (2004) examined and described the levels of Job Satisfaction and
relationship between the variables in a national sample of school psychologists
belonging to the National Association of School Psychologists (NASP). Data were
collected through mailed survey packets including a data form including Minnesota
Satisfaction Questionnaire. full time practitioners responded. Result indicated that
90% of school psychologists were satisfied or very satisfied with their jobs. The
findings showed a gradual increase in overall satisfaction when compared to 1982 and
1992 that reported being satisfied or very satisfied with their jobs. Participants in the
current sample were more satisfied with their job security, independence and
creativity.
13. Santhapparaj(2005) studied the Job Satisfaction of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from
200 women managers. The study investigated the relationship between specific
aspects of Job Satisfaction and the personal characteristics of women managers. It
was also aimed to retest the Herzberg’s Two-Factors theory. The correlation analysis
showed that there was a significant negative correlation between education level and
pay, promotion people on present job and job in general. The percentage of overall
satisfaction was 75.59%. The results did not support the Hezberg’s theory and
concluded that no separate and distinct factors lead to job satisfaction or
dissatisfaction, but if they were together contributed to job satisfaction or
dissatisfaction. The study reveals that there was a need for change in the
Organisational culture and the management should create the environment for social
and organisational network. The factor which was relatively less satisfied was the pay
and this can be improved only through dialogue which involve cost to the
organisation and the less level of satisfaction on present job could be easily improved
by job rotation, providing challenging job and so on.
14. Santhapparaj, et.al. (2005) were assessed the job satisfaction of the women
managers working in automobile industry in Malaysia based on primary survey from
200 woman managers. The result showed that female managers were generally
satisfied with their job. Highest level of satisfaction occurs in the areas of supervision,
job in general, and present job and present pay. However, relatively more number of
women managers was dissatisfied with their co-workers, pay and present job. The
correlation analysis showed that there was a significant negative correlation between
age, education and various job factors that determine the job satisfaction.
15. Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT
Companies professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The
objectives of the study were to explore the levels of Job Satisfaction and relationship
between demographic characteristics and satisfaction, to find differences exists
between demographic characteristics with overall Job Satisfaction, to identify specific
Indicators that causes dissatisfaction and to examine the hierarchy of needs among IT
Professionals. The questionnaire was administered to collect primary data. The study
revealed that higher income groups and higher experienced were the most dissatisfied
with Job Security. It was also showed that the most satisfied employees in IT Industry
were of Hyderabad, followed by Chennai and Bangalore respectively.
16. Chen and Silverthrone (2008) examined the relationship between Locus of Control
(LOC) and the work-related behavioural measures of job stress, Satisfaction and
performance of professional accountants who work for Certified Public Accountant
(CPA) firms in Taiwan. The main objective of the study was to assess how LOC
impacts individuals and behaviour in the work place in three primary areas: Job
Stress, Job Satisfaction and Job performance. A total of 620 survey instruments were
mailed to 310 Certified Public Accountant firms in Taiwan with two surveys sent to
each firm. The findings indicated that one aspect of an accountant’s personality, as
measured by locus of control, plays an important role in predicting the level of Job
satisfaction, stress and performance. Individuals with a higher internal locus control
are more likely to have lower levels of job stress and higher levels of job performance
and satisfaction.
17. O’Leary, Patrick, et.al1(2008) studied the relationship between job characteristics
and job satisfaction amongst physicians in Russia. This research included rewards,
other people, nature of work and organisational context. The instrument used in this
study was based on the Physicians work-life survey (PWS) created by Konrad et.al
(1999) and representing the Society for General Internal Medicine. The survey was
distributed to physicians in four Russian cities. The sample included 2,325 physicians.
The research had a large number of female respondents. The study found that the
male doctors report higher levels of Job satisfaction than Female doctors and
polyclinic doctors report higher level of satisfaction than those employed by
Hospitals. The majority of doctors are satisfied with patient’s relationship, colleagues
and staff relationship, and prestige and the majority of physicians were dissatisfied
with administration and time constraints.
18. Origo and Pagani (2008) investigated the relationship between flexibility and Job
Satisfaction. In their analysis they verified whether various aspects of flexibility
namely functional and quantitative flexibility, produce different impact on overall
extrinsic and intrinsic Job Satisfaction. They also tested whether the impact of
flexibility on Job Satisfaction varied with workers characteristics. Empirical evidence
was based on a representative sample of European employees taken from a specific
wave of the Euro barometer Survey. The study found that there was a positive link
between functional flexibility and Job Satisfaction and there was either no effect or a
negative impact of quantitative flexibility. The positive impact of functional
flexibility was greater when compared to the satisfaction for intrinsic aspects of the
job. Estimate by workers characteristics highlighted interesting differences by age,
skill and country of residence.
19. Mau, et.al.16(2008) examined the Job Satisfaction of beginning teachers and the
factors influencing their satisfaction and investigated if students who persisted in
teaching aspiration were more likely to be satisfied with their work. 450 tenth grade
students from a nationally representative sample, who aspired to be teachers, were
examined over ten year period regarding their career choices. A Job Satisfaction
model was tested using clusters of variables as guided by Social Cognitive Career
Theory (SCCT). The study found that the students who persisted in teaching were
significantly more satisfied than those who did not persist and those with non-
teaching career. Beginning teachers were more satisfied with their jobs than those in
other occupations. Teachers who had teaching license also reported that they were
more satisfied than those who did not have license. The social-contextual factors i.e.
race, socioeconomic status, teaching license, parent’s education and occupation were
the best predictors of Job Satisfaction.
20. Liu, et.al. (2008) investigated the dimensionality and generalizability of Public
Service Motivation and also examined the relationship between each dimension of
public service motivation and public servant’s Job Satisfaction. Exploratory factor
analysis and confirmatory factor analysis techniques were applied to survey data of
191 public servants in China. The result indicated that the public service motivation
observed in the West existed in china, but the generalizability of the construct was
limited. Three of the four dimensions of public service motivation (attraction to public
policy making, commitment to the public interest and self-sacrifice) existed in China,
but the fourth dimension (compassion) was unconfirmed.
21. Chileshe and Haupt (2009) investigated the perceived age differences in Job
Satisfaction of construction workers in South Africa. The main objectives of the study
were to identify the major variables affecting the relative aspects of work within the
South African Construction industry and to investigate the impact of age on the
satisfaction derived from work. A total of 300 questionnaires were sent to potential
respondents. A total of 65 usable questionnaires were returned. Result of the study
indicated that Job Satisfaction differential does not exist between younger and older
workers. Although both younger and older workers ranked the relationship with
workmates as being poor, age does not have an influence on the effects of the aspects
of work. In terms of the effects of Job Satisfaction younger workers reported higher
scores than older workers on ‘indifference’, whereas the younger workers ranked poor
recognition of abilities as the most effect in comparison to the older workers who
reported suffering from a “lack of alertness” as the most ranked effect.
22. Gunlu, et.al.(2009) examined the effect of Job Satisfaction on Organisational
commitment for managers in large-scale hotels in the Aegean region of Turkey and, in
addition, examined whether there is significant relationship between the
characteristics of the sample, organisational commitment and Job satisfaction. Two
structured questionnaire were administered to large scale hotel managers in the
tourism industry. The population was selected randomly with a sampling ratio of 25
percent. A total of 48 managers in four-star hotels and 75 managers in five-star hotels
were reached for a total sample of 123 managers. A total of 43 managers were middle
level, whereas 80 were lower level managers such as supervisors. The data were
analysed using statistical package for Social Sciences version 13. The findings of the
study indicated that extrinsic, intrinsic and general job satisfaction had a significant
effect on normative commitment and affective commitment.
23. Bellou (2009) examined the influence of gender and age on relationship between
organisational culture and Job satisfaction. One hundred and twenty five (125) usable
questionnaires were gathered from three Public Hospitals located in a major Greek
City. The measures adopted include the Organisational Culture Profile and Job
Descriptive Index. The statistical analyses include descriptive statistics, stepwise
regression analyses and t-test. The finding of the study was that the employee’s
gender and age influenced the way that the organisational values affected their Job
Satisfaction.
24. Nilufar Ahsan (2009) investigated the relationship between Job stress and Job
Satisfaction. The study conducted in a Public University in Klang Valley area in
Malaysia and 300 respondents were selected as a sample of the study. The
determinants of job stress that have been examined under this study include
management role, relationship with others, work load pressure, homework interface,
role ambiguity and performance pressure. The results of the study revealed that the
association between relationship with others and job stress is not significant. The
relationship between workload pressure and job stress, role ambiguity and job stress is
significant. The study concluded that the motivation is a key factor as well in
affecting job stress among employees. Employees who were highly motivated will
feel happier and were more willing to work for the organisation.
25. Kamal and Hanif (2009) studied the various factors of job satisfaction among
different commercial bankers in Pakistan. They used to statistical techniques like
regression and correlation to gauge level significance for the factor. The findings of
the study were pay has been considered as the major factor for job satisfaction, and
other factors like promotion, recognition, job involvement and commitment are also
taken into consideration. Job satisfaction is an attitude of an employee over a period
of his job, so the factors of satisfaction and dissatisfaction changes over the period. It
is used as a key factor to gauge the performance of particular employee and
organisation. Satisfied employees are more likely to be friendly and responsive which
attracts customers. Dissatisfied employees can lead to customer dissatisfaction.
26. Castro and Martin (2010) is to explore the relationship between organisational
climate and Job Satisfaction and to determine whether employee’s perceptions of
work environment influenced their level of Job Satisfaction. Questionnaire was
administered to the sample of 696 employees from a population of 1453 employees
working in three regions in which the organisation was operational. Confirmatory and
explanatory factor analyses were used to investigate the structure of the climate
model. The findings of the study indicated a positive relationship between
organisational climate scores and Job satisfaction scores.
27. Salman Khalid (2010) examined Job Satisfaction level of Bank Employees in Punjab
Province. The information collected from 144 respondents from four Banks
employees who were randomly selected from both public and private sector banks.
Five components of Job Satisfaction such as work, pay, promotion, salary and
recognition were examined besides overall Job Satisfaction. The findings of the study
indicated that the sectoral differences in terms of salary, promotions, job security,
recognition and benefits play a significant role in influencing one’s perception of job
satisfaction. Private sector bank employees reported dissatisfaction in terms of Job
Security. To overcome this obstacle private sector banks need to introduce special
schemes related retirement, pension, gratuity and other benefits to enhance the
employee’s sense regarding job security in effort to increase organisational
commitment which in turn will lead to employee’s commitment and high degree of
satisfaction.
28. Rane (2011) studied the importance of employee Job Satisfaction. He explained that
the employee Job Satisfaction was essential to face the dynamic and ever increasing
challenges of maintaining productivity of the organisation by keeping their work force
constantly engaged and motivated. The study found that the high Job Satisfaction
correlated strongly with the feeling of having fun at work. The article explained that
the possible ways to enhance their performance in order to face new challenges were
providing positive work environment, the appreciation of performance, personal
recognition of employees by the management, and employee participation in decision
making, providing training facilities to improve worker’s skills and potentials. There
should be a continuous process of assessment of Job satisfaction of employees by
obtaining feedback in a specially designed evaluation format before and after the
training programmes. He concluded that the Job satisfaction of an employee in any
organisation was of paramount importance to achieve the targeted goals on a
sustainable basis.
29. Javed and Premarajan (2011) examined the influence of distributive and procedural
justice on pay and Job Satisfaction. They provided that distributive justice and
procedural justice had differentiating impact on Job Satisfaction and four facets of pay
satisfaction i.e. level, raise, benefits and administration. The survey carried out among
122 Indian managers. It was found that the distributive justice as a more important
predictor of all four dimensions of pay satisfaction and Job Satisfaction. Procedural
justice was also found to be a statistically significant predictor of pay structure and
Job Satisfaction.
30. Biswas (2011) studied the impact of Human Resource Management policies and
practices in a globalized Indian economy and subsequently their outcome with respect
to individual behaviour and performances. The data were collected from 357
managerial level employees of Indian Organisations. The result of the study found
that the Job Satisfaction significantly correlated with employee performance and also
showed that although discrepancies were abounding regarding individual reactions to
a hitherto closed and controlled economy. The findings indicated that human resource
practices in India need to adapt to contemporary practices and procedures worldwide,
while at the same time maintain in its unique cultural ethos.
31. Chiun Lo and Ramayah (2011) examined the relationship between mentoring and
employee’s job satisfaction among employees from small and medium enterprises in
Malaysia. A total of 156 Malaysian executives from 21 selected small and medium
enterprises were participated in this study. The results show that there was a positive
relationship between career mentoring and all dimensions in job satisfaction such as
coworkers, job itself, promotions and supervisors. On the other hand, no significant
relationship was found between psychosocial mentoring and three aspects of
employee’s job satisfaction, namely co-workers, job itself and promotion
32. . Pankaj Deshwal (2011) investigated the level of Job Satisfaction among
engineering faculty members in engineering colleges of technical Universities in Utter
Pradesh and also examined the effects of the dimensions of the job on level of Job
Satisfaction among them. He collected data from 360 engineering faculty members.
Investigate the levels of Job Satisfaction among engineering colleges on technical
University, examine the effects of the dimensions of the job on levels of satisfaction
among them, and give suggestions to maintain or improve faculty member’s Job
Satisfaction were three objectives of the results study. The study revealed that the
faculty members were found to be neutral with Organisation policies, independence,
and promotional opportunity and satisfied with work variety, creativity, compensation
and social status of Job, Job security, achievement but the faculty members
dissatisfied with working conditions and recognition.
33. Raghunatha Reddy and Krishna Sudheer (2011) studied the Employee
Involvement and Job Satisfaction in Indian Corporate sector. This study meant to find
out the employee’s attitude towards job satisfaction and job involvement. The
findings of the study show that the managerial level of employees has low level of
satisfaction and Engineers have low level of Job Involvement and supervisors have
low level of commitment towards the organisation.
34. Natarajan, (2012) conducted a study in a public sector organisation with an all India
presence. This study explored the relationship of personal and organisational values
with Job Satisfaction. 220 participants from a large public sector organisation were
asked to rate on a 7 point scale the 24 items value taxonomy developed by McDonald
and Gandz. Results revealed that perceived organizational values emerge as potent
predictor of all the three components of job satisfaction as compared to personal
values.
35. Samanvitha and Jawahar (2012) aimed at determining and establishing a
relationship between strategic emotional intelligence and job satisfaction among
faculty members in Arts and Science Institutions. Sample consists of 98 faculty
members in Tami Nadu. The result of the study showed that the emotional
intelligence at work has a great influence on the level of job satisfaction and in turn on
work performance.
CHAPTER III
RESEARCH METHODOLOGY
RESEARCH DESIGN
A Research design is simply the framework or plan for a study. The design may be a
specific presentation of the various steps in the process of Research. For this descriptive
design was used.
Descriptive research includes survey and fact finding enquiries of different kinds.
The major purpose of descriptive research is description of the state of affairs, as it exists at
present. In this method the researcher has no control over the variables. He / She can only
report what has happened and what is happening.
The methodology adapted to collecting information from a sample size of 100

respondents by using simple random sampling technique, in order to analyze and interpret the
respondent’s opinions and views with respect to the entire study is based on both the primary
data and Secondary data.
PRIMARY DATA:
For collecting the primary data, the questionnaire method was employed. Each respondent
was given a questionnaire and they answered it and returned back in two weeks’ time.
Questionnaire: A Questionnaire has been prepared and distributed among the respondents
(employees) for both executives and non-executives.
Interview: Personal Interview and interaction with the respondents (employees).
Observation: by observing the working environment.
SECONDARY DATA
For secondary data the researcher depends on various company records, websites and
journals etc. The secondary data is that which have been already collected by someone or else
which have been passed through statistical data can be categorized into two broad categories
named published and unpublished statistics.
DATA SOURCES
 Primary data was collected by the questionnaire based marked survey.

 Secondary data was obtained from journals, magazines newspapers, books and
the internet.
RESEARCH INSTRUMENT
For doing the survey research, structured questionnaire with both open ended and
close end equations were used.
DATA ANALYSIS:
The mode of survey was personal interview with the respondents during the filling up
of the questionnaire.
SAMPLING TECHNIQUES:
The sampling used for this study was probability sampling. Since the study is only
meant for certain specific categories within the total population, a stratified
random sample was used. Three groups of categories have been taken into
account viz. students professionals and general public.
SAMPLE SIZE
A sample size of 100 respondents is used for the study.
TOOLS OF THE STUDY
Percentage analysis and chi-square are used for analyzing the data collected.
Percentages are obtained when ratios are multiplied by 50
No. of respondents
Percentage of respondents = ---------------------------- X 100
Total No.of respondents

CHI-SQUARE ANALYSIS:
Chi-square test = (O-E)2/E
Degrees of freedom = V = (r-1) (C-1)
Where O = Observed Frequency
E = Expected Frequency
R = Number of rows
C = Number of columns
Level of significance = 5%.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
GENDER OF THE RESPONDENT
Frequency Percent Valid Cumulative

Percent Percent
Male 23 46.0 46.0 46.0
Valid Female 27 54.0 54.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 46% of the respondent are male and 54%of the
respondent are female.
CHART 4.1
GENDER OF THE RESPONDENT
TABLE 4.2
MARITIAL STATUS OF THE RESPONDENT

Percent Percent
Married 23 46.0 46.0 46.0
Valid Unmarried 27 54.0 54.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 46% of the respondent are married and 54%of
the respondent are unmarried.
CHART 4.2
MARITIAL STATUS OF THE RESPONDENT
TABLE 4.3
AGE OF THE RESPONDNET
Frequency Perce Valid Cumulative

nt Percent Percent
Below 20 years 11 22.0 22.0 22.0
21-30 years 14 28.0 28.0 50.0
31-40 years 8 16.0 16.0 66.0
Valid 41-50 years 10 20.0 20.0 86.0
Above 50 7 14.0 14.0 100.0
Years
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 22% of the respondent are aged between the
below 20 years, 28% of the respondent are aged between the 21-30 years, 16% of the
respondent are aged between the 31-40 years, 20% of the respondent are aged between the
41-50 year and 14% of the respondent are aged between the above 50 year.
CHART 4.3
AGE OF THE RESPONDNET
TABLE 4.4
HIGHEST LEVEL OF EDUCATION YOU HAVE COMPLETED
Frequenc Percent Valid Cumulative

y Percent Percent
below SSLC 11 22.0 22.0 22.0
Higher 16 32.0 32.0 54.0
secondary
Valid Graduate 7 14.0 14.0 68.0
Post graduate 11 22.0 22.0 90.0
Professions 5 10.0 10.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 22% of the respondent are completed the below
sslc, 32% of the respondent are completed the higher secondary , 14% of the respondent are
completed the graduate , 22% of the respondent are completed the post graduate , 10% of the
respondent are completed the professions.
CHART 4.4
HIGHEST LEVEL OF EDUCATION YOU HAVE COMPLETED
TABLE 4.5
OCCUBATION OF THE RESPONDNET

Percent Percent
Agriculture 8 16.0 16.0 16.0
Government 14 28.0 28.0 44.0
Private 9 18.0 18.0 62.0
Valid
Business man 10 20.0 20.0 82.0
Others 9 18.0 18.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 16% of the respondent are working in the
agriculture department, 28% of the respondent are working in the government employee ,
18% of the respondent are working in the private , 20% of the respondent are working in the
business and 18% of the respondent are working in the others department.
CHART 4.5
OCCUBATION OF THE RESPONDNET

TABLE 4.6
MONTHLY SALARY OF THE RESPONDNET

Percent Percent
Below 10000 10 20.0 20.0 20.0
Valid
10001-15000 14 28.0 28.0 48.0
15001-20000 7 14.0 14.0 62.0
20001-25000 10 20.0 20.0 82.0
above25001 9 18.0 18.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 20% of the respondent are earn the monthly
salary is below 10000, 28% of the respondent are earn the monthly salary is 10001-150000,
14% of the respondent are earn the monthly salary is 150001-20000, 20% of the respondent
are earn the monthly salary is 20001-25000and 18% of the respondent are earn the monthly
salary is above 25001.
CHART 4.6
MONTHLY SALARY OF THE RESPONDNET
TABLE 4.7
NATURE OF FAMILY OF RESPONDENTS
Frequenc Perce Valid Cumulative

y nt Percent Percent
Valid joint family 22 44.0 44.0 44.0
nuclear family 28 56.0 56.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 44% of the respondent are lived in joint family
and 56% of the respondent are lived in nuclear family .
CHART 4.7
NATURE OF FAMILY OF RESPONDENTS
TABLE 4.8
NO OF FAMILY MEMBERS

Percent Percent
Valid Single 8 16.0 16.0 16.0
Two member 12 24.0 24.0 40.0
5-6 member 16 32.0 32.0 72.0
above 6 14 28.0 28.0 100.0
member
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 16% of the respondent are single family , 24% of
the respondent are two member , 32% of the respondent are 5-6 member , 28% of the
respondent are above 6 members.
CHART 4.8
NO OF FAMILY MEMBERS
TABLE 4.9
CURRENT JOB CATEGORY WITHIN THE ORGANIZATION

Percent Percent
Operational 11 22.0 22.0 22.0
Admistrative 17 34.0 34.0 56.0
Valid Supervisor 9 18.0 18.0 74.0
Manager 13 26.0 26.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 22% of the respondent are working in the
operational department, 34% of the respondent are working in the admistrative department,
18% of the respondent are working in the supervisor, and 26% of the respondent are working
in the manager for the company.
CHART 4.9
CURRENT JOB CATEGORY WITHIN THE ORGANIZATION
TABLE 4.10
RANGE INDICATES THE NUMBER OF YEARS YOU ARE EMPLOYED WITHIN
THE ORGANIZATION

Percent Percent
Less than 1 7 14.0 14.0 14.0
years
1-5 years 15 30.0 30.0 44.0
Valid 6-10 years 8 16.0 16.0 60.0
11-15 years 11 22.0 22.0 82.0
above 15 years 9 18.0 18.0 100.0
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 14% of the respondent are less than 1 year
employed in this organization, 30% of the respondent are 1-5 year employed in this
organization, 16% of the respondent are 6-10 year employed in this organization, 22% of the
respondent are 10-15 year employed in this organization, 18% of the respondent are above
15 year employed in this organization.
CHART 4.10
RANGE INDICATES THE NUMBER OF YEARS YOU ARE EMPLOYED WITHIN
THE ORGANIZATION
TABLE 4.11
I WOULD BE VERY HAPPY TO SPEND THE REST OF MY CAREER WITH THIS
ORGANIZATION

Percent Percent
Strongly agree 11 22.0 22.0 22.0
Valid
Agree 15 30.0 30.0 52.0
Neither agree 8 16.0 16.0 68.0
Disagree 8 16.0 16.0 84.0
Strongly 8 16.0 16.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
The above table it has been inferred that the 22% of the respondent are says that the strongly
agree with spend the rest of my career with this organization, 30% of the respondent are says
that the agree statement, 16% of the respondent are says that the neither agree statement, 16%
of the respondent are says that the disagree opinion, 16% of the respondent are says that the
strongly disagrees statement.
CHART 4.11
I WOULD BE VERY HAPPY TO SPEND THE REST OF MY CAREER WITH THIS
ORGANIZATION
TABLE 4.12
I REALLY FEEL AS IF THESE ORGANIZATIONAL PROBLEMS ARE MY OWN

y Percent Percent
Valid Strongly agree 14 28.0 28.0 28.0
Agree 13 26.0 26.0 54.0
Disagree 10 20.0 20.0 88.0
Strongly 6 12.0 12.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with organizational problems, 26% of the respondent are says that the agree statement
of organizational problems , 14% of the respondent are says that the neither agree statement
,20% of the respondent are says that the disagree with organizational problems, 12% of the
respondent are says that the strongly disagrees statement.
CHART 4.12
I REALLY FEEL AS IF THESE ORGANIZATIONAL PROBLEMS ARE MY OWN
TABLE 4.13
I DO NOT FEEL EMOTIONALLY ATTACHED TO THIS ORGANIZATION

y Percent Percent
Agree 16 32.0 32.0 48.0
Neither agree 10 20.0 20.0 68.0
Disagree 8 16.0 16.0 84.0
Strongly 8 16.0 16.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with emotionally attached to this organization, 32% of the respondent are says that the
agree statement, 20% of the respondent are says that the neither agree statement, 16% of the
respondent are says that the disagree that emotionally attached to this organization, 16% of
the respondent are says that the strongly disagrees statement.
CHART 4.13
I DO NOT FEEL EMOTIONALLY ATTACHED TO THIS ORGANIZATION
TABLE 4.14
RIGHT NOW STAYING WITH MY ORGANIZATION IS A MATTER OF

NECESSITY AS MUCH AS DESIRE.
Percent Percent
Agree 14 28.0 28.0 56.0
Valid
Disagree 8 16.0 16.0 84.0
Total 50 100.0 100.0
INTERPRETATION
agree with staying with my organization is a matter of necessity , 28% of the respondent are
says that the agree statement, 12% of the respondent are says that the neither agree statement,
16% of the respondent are says that the disagree , 16% of the respondent are says that the
strongly disagrees statement of staying with my organization is a matter of necessity.
CHART 4.14
RIGHT NOW STAYING WITH MY ORGANIZATION IS A MATTER OF
NECESSITY AS MUCH AS DESIRE.
TABLE 4.15
IT WOULD BE VERY HARD FOR ME TO LEAVE MY ORGANIZATION RIGHT
NOW

y Percent Percent
Valid
Agree 14 28.0 28.0 50.0
Neither agree 10 20.0 20.0 70.0
Disagree 7 14.0 14.0 84.0
Strongly 8 16.0 16.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with staying with hard for me to leave my organization, 28% of the respondent are says
of the respondent are says that the disagree, 16% of the respondent are says that the strongly
disagrees statement.
CHART 4.15
IT WOULD BE VERY HARD FOR ME TO LEAVE MY ORGANIZATION RIGHT
NOW
TABLE 4.16
EMPLOYEE HAS EASY ACCESS TO POLICIES

Percent Percent
Agree 13 26.0 26.0 56.0
Disagree 7 14.0 14.0 86.0
Strongly 7 14.0 14.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with staying with employee has easy access to policies , 26% of the respondent are says
of the respondent are says that the disagree with employee has easy access to policies, 14% of
the respondent are says that the strongly disagrees that employee has easy access to policies.
CHART 4.16
EMPLOYEE HAS EASY ACCESS TO POLICIES
TABLE 4.17
SUPERVISORS USE POSITIVE FEEDBACK WITH EMPLOYEE

y Percent Percent
Agree 12 24.0 24.0 48.0
Neither agree 10 20.0 20.0 68.0
Disagree 9 18.0 18.0 86.0
Strongly 7 14.0 14.0 100.0
Disagree
Total 50 100.0 100.0
INTERPRETATION
agree with positive feedback with employee , 24% of the respondent are says that the agree
statement, 20% of the respondent are says that the neither agree statement, 18% of the
respondent are says that the disagree with positive feedback with employee,14% of the
respondent are says that the strongly disagrees that positive feedback with employee .
CHART 4.17
SUPERVISORS USE POSITIVE FEEDBACK WITH EMPLOYEE
TABLE 4.18
PEOPLE IN MY WORK PLACE UNIT ARE FRIENDLY AND HELPFUL

y Percent Percent
Agree 15 30.0 30.0 56.0
Neither agree 10 20.0 20.0 76.0
Disagree 5 10.0 10.0 86.0
Strongly 7 14.0 14.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with people in my work place unit are friendly and helpful , 30% of the respondent are
10% of the respondent are says that the disagree ,14% of the respondent are says that the
strongly disagrees that people in my work place unit are friendly and helpful.
CHART 4.18
PEOPLE IN MY WORK PLACE UNIT ARE FRIENDLY AND HELPFUL
TABLE 4.19
MANAGEMENT CONTINUOUSLY IMPROVES COMMUNICATION BETWEEN
MANAGEMENT AND STAFFS.

Percent Percent
Agree 15 30.0 30.0 54.0
Valid Disagree 10 20.0 20.0 90.0
Strongly 5 10.0 10.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with improves communication between management and staffs , 30% of the respondent
are says that the agree statement, 16% of the respondent are says that the neither agree
statement, 20% of the respondent are says that the disagree statement ,10% of the respondent
are says that the strongly disagree statement.
CHART 4.19
MANAGEMENT CONTINUOUSLY IMPROVES COMMUNICATION BETWEEN
MANAGEMENT AND STAFFS.
TABLE 4.20
ORGANIZATION MANAGEMENT PROVIDES PERSONAL LEADERSHIP FOR
IMPROVE QUALITY
y Percent Percent
Agree 17 34.0 34.0 54.0
Strongly 7 14.0 14.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with organization management provides personal leadership for improve quality, 34%
of the respondent are says that the agree statement, 18% of the respondent are says that the
neither agree statement, 14% of the respondent are says that the disagree statement ,14% of
the respondent are says that the strongly disagree statement.
CHART 4.20
ORGANIZATION MANAGEMENT PROVIDES PERSONAL LEADERSHIP FOR
IMPROVE QUALITY
TABLE 4.21
DEPARTMENT HEADS WITHIN OUR ORGANIZATION ACCEPT

RESPONSIBILITY FOR QUALITY.

Percent Percent
Agree 13 26.0 26.0 50.0
Valid
Disagree 8 16.0 16.0 84.0
Strongly disagree 8 16.0 16.0 100.0
Total 50 100.0 100.0
INTERPRETATION
agree with organization accept responsibility for quality, 26% of the respondent are says that
the agree statement, 18% of the respondent are says that the neither agree statement, 16% of
the respondent are says that the disagree statement ,16% of the respondent are says that the
strongly disagree statement.
CHART 4.21
DEPARTMENT HEADS WITHIN OUR ORGANIZATION ACCEPT

RESPONSIBILITY FOR QUALITY.
TABLE 4.22
DEPARTMENT HEAD WORK TO ENCOURAGE JUST IN TIME PRODUCTION

Percent Percent
Agree 7 14.0 14.0 36.0
Disagree 12 24.0 24.0 78.0
Strongly 11 22.0 22.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with department head work to encourage just in time production , 14% of the
respondent are says that the agree statement, 18% of the respondent are says that the neither
agree statement, 24% of the respondent are says that the disagree statement ,22% of the
respondent are says that the strongly disagree statement.
CHART 4.22
DEPARTMENT HEAD WORK TO ENCOURAGE JUST IN TIME PRODUCTION
TABLE 4.23
TOP PRIORITY IN MY ORGANIZATION IS QUALITY PERFORMANCE

Percent Percent
Agree 11 22.0 22.0 52.0
Disagree 9 18.0 18.0 86.0
Strongly 7 14.0 14.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with top priority in my organization is quality performance ,22% of the respondent are
18% of the respondent are says that the disagree statement ,14% of the respondent are says
that the strongly disagree statement.
CHART 4.23
TOP PRIORITY IN MY ORGANIZATION IS QUALITY PERFORMANCE
TABLE 4.24
MANAGEMENT STRONGLY ENCOURAGES EMPLOYEE INVOLVEMENT IN
THE PRODUCTION PROCESS

Percent Percent
Agree 15 30.0 30.0 52.0
Strongly 10 20.0 20.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with encourages employee involvement in the production process,30% of the
respondent are says that the agree statement, 16% of the respondent are says that the neither
agree statement, 12% of the respondent are says that the disagree statement ,20% of the
respondent are says that the strongly disagree statement.
CHART 4.24
MANAGEMENT STRONGLY ENCOURAGES EMPLOYEE INVOLVEMENT IN
THE PRODUCTION PROCESS
TABLE 4.25
WE HAVE AVAILABILITY OF INTERNAL COMMUNICATION STRATEGY FOR
EXAMPLE OUTLOOK VKC ETC

Percent Percent
Agree 12 24.0 24.0 40.0
Disagree 11 22.0 22.0 76.0
Strongly 12 24.0 24.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with internal communication strategy ,24% of the respondent are says that the agree
statement, 14% of the respondent are says that the neither agree statement ,22% of the
respondent are says that the disagree that internal communication strategy ,24% of the
respondent are says that the strongly disagree with internal communication strategy.
CHART 4.25
WE HAVE AVAILABILITY OF INTERNAL COMMUNICATION STRATEGY FOR
EXAMPLE OUTLOOK VKC ETC
TABLE 4.26
MY ORGANIZATION ENCOURAGE FOR INNOVATION

Percent Percent
Agree 16 32.0 32.0 50.0
Disagree 5 10.0 10.0 76.0
Strongly 12 24.0 24.0 100.0
disagree
Total 50 100.0 100.0
INTERPRETATION
agree with my organization encourage for innovation ,32 % of the respondent are says that
the agree statement, 16% of the respondent are says that the neither agree statement ,10% of
the respondent are says that the disagree that my organization encourage for innovation
,24% of the respondent are says that the strongly disagree with my organization encourage
for innovation.
CHART 4.26
MY ORGANIZATION ENCOURAGE FOR INNOVATION

CHI-SQUARE TEST
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
age * highest level of 50 100.0% 0 0.0% 50 100.0%
education you have
completed
age * highest level of education you have completed Cross tabulation

Count
Highest level of education you have completed Total
below Higher Graduate Post graduate Professions
SSLC secondary
below 20 years 3 4 3 1 0 11
21-30 years 3 5 1 4 1 14
31-40 years 1 4 0 1 2 8
age
41-50 years 4 1 2 3 0 10
above 50 0 2 1 2 2 7
Years
Total 11 16 7 11 5 50
Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 17.481a 16 .355
Likelihood Ratio 21.108 16 .174
Linear-by-Linear 2.702 1 .100
Association
N of Valid Cases 50
a. 25 cells (100.0%) have expected count less than 5. The
minimum expected count is .70.
Symmetric Measures
Value Approx.
Sig.
Nominal by Contingency .509 .355
Nominal Coefficient
N of Valid Cases 50
CORRELATION METHOD
Descriptive Statistics
Mean Std. N
Deviation
Do not feel emotionally attached to this 2.8400 1.33034 50
organization
Would be very hard leave my organization right 2.7400 1.38225 50
now
Correlations
Do not feel Would be very
emotionally attached hard leave my
to this organization organization
right now
Pearson 1 .510**
Do not feel emotionally
Correlation
attached to this
Sig. (2-tailed) .000
organization
N 50 50
Pearson .510** 1
Would be very hard
Correlation
leave my organization
Sig. (2-tailed) .000
right now
N 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
ONE WAY ANOVA

ANOVA
Top priority in my organization is quality performance
Sum of df Mean F Sig.
Squares Square
Between 3.288 4 .822 .377 .824
Groups
Within Groups 98.232 45 2.183
Total 101.520 49
Multiple Comparisons
Dependent Variable: Top priority in my organization is quality performance
Tukey HSD
(I) organization (J) organization Mean Std. Sig. 95% Confidence Interval
management provides management provides Difference Error Lower Upper
leadership leadership (I-J) Bound Bound
Agree .18824 .58881 .998 -1.4848 1.8613
Neither agree -.40000 .67885 .976 -2.3289 1.5289
Strongly agree
Disagree -.40000 .72811 .981 -2.4689 1.6689
Strongly disagree .17143 .72811 .999 -1.8975 2.2403
Strongly agree -.18824 .58881 .998 -1.8613 1.4848
Neither agree -.58824 .60906 .869 -2.3189 1.1424
Agree
Disagree -.58824 .66352 .900 -2.4736 1.2971
Strongly disagree -.01681 .66352 1.000 -1.9022 1.8685
Neither agree Strongly agree .40000 .67885 .976 -1.5289 2.3289
Agree .58824 .60906 .869 -1.1424 2.3189
Disagree .00000 .74458 1.000 -2.1157 2.1157
Strongly agree .40000 .72811 .981 -1.6689 2.4689
Agree .58824 .66352 .900 -1.2971 2.4736
Disagree
Neither agree .00000 .74458 1.000 -2.1157 2.1157
Strongly agree -.17143 .72811 .999 -2.2403 1.8975
Agree .01681 .66352 1.000 -1.8685 1.9022
Strongly disagree
Neither agree -.57143 .74458 .939 -2.6871 1.5443
Disagree -.57143 .78974 .950 -2.8154 1.6726
Top priority in my organization is quality

performance
Tukey HSDa,b
organization N Subset for
management provides alpha = 0.05
leadership 1
Agree 17 2.4118
Strongly disagree 7 2.4286
Strongly agree 10 2.6000
Neither agree 9 3.0000
Disagree 7 3.0000
Sig. .915
Means for groups in homogeneous subsets are
displayed.
a. Uses Harmonic Mean Sample Size = 8.998.
b. The group sizes are unequal. The harmonic
mean of the group sizes is used. Type I error
levels are not guaranteed.
CHAPTER V
FINDING, SUGESSTION AND CONCLUSION
FINDING
 The above table 4.1 find the majority of 54%of the respondent are female.
 The above table 4.2 find the majority of 54%of the respondent are unmarried
 The above table 4.3 find the majority of 22% of the respondent are aged between the
below 20 years, 28% of the respondent are aged between the 21-30 years.
 The above table4.4 find the majority of22% of the respondent are completed the
below sslc, 32% of the respondent are completed the higher secondary ,
 The above table 4.5 find the majority of 28% of the respondent are working in the
government employee , 18% of the respondent are working in the private , 20% of the
respondent are working in the business
 The above table 4.6 find the majority of 20% of the respondent are earn the monthly
salary is below 10000, 28% of the respondent are earn the monthly salary is 10001-
150000
 The above table 4.7 find the majority of 56% of the respondent are lived in nuclear
family .
 The above table 4.8 find the majority of 32% of the respondent are 5-6 member ,
28% of the respondent are above 6 members
 The above table 4.9 find the majority of22% of the respondent are working in the
operational department, 34% of the respondent are working in the admistrative
department
 The above table 4.10 find the majority of 14% of the respondent are less than 1 year
employed in this organization, 30% of the respondent are 1-5 year employed in this
organization
 The above table 4.11 find the majority of22% of the respondent are says that the
strongly agree with spend the rest of my career with this organization, 30% of the
respondent are says that the agree statement
strongly agree with organizational problems, 26% of the respondent are says that the
agree statement of organizational problems .
 The above table4.13 find the majority of16% of the respondent are says that the
strongly agree with emotionally attached to this organization, 32% of the respondent
are says that the agree statement, 20% of the respondent are says that the neither agree
statement.
strongly agree with staying with my organization is a matter of necessity , 28% of the
strongly agree with staying with hard for me to leave my organization, 28% of the
strongly agree with staying with employee has easy access to policies , 26% of the
strongly agree with positive feedback with employee , 24% of the respondent are
says that the agree statement.,
strongly agree with people in my work place unit are friendly and helpful , 30% of the
strongly agree with improves communication between management and staffs , 30%
of the respondent are says that the agree statement,
strongly agree with organization management provides personal leadership for
improve quality, 34% of the respondent are says that the agree statement,
strongly agree with organization accept responsibility for quality, 26% of the
 The above table 4.22 has been inferred that the 22% of the respondent are says that
the strongly agree with department head work to encourage just in time production
24% of the respondent are says that the disagree statement ,22% of the respondent are
says that the strongly disagree statement
 The above table4.23 find the majority of30% of the respondent are says that the
strongly agree with top priority in my organization is quality performance ,22% of the
strongly agree with encourages employee involvement in the production process,30%
of the respondent are says that the agree statement
 The above table 4.25 find the majority of 24% of the respondent are says that the
agree statement, 22% of the respondent are says that the disagree that internal
communication strategy ,24% of the respondent are says that the strongly disagree
with internal communication strategy.
 The above table 4.26 find the majority of ,32 % of the respondent are says that the
agree statement, 16% of the respondent are says that the neither agree statement,24%
of the respondent are says that the strongly disagree with my organization encourage
for innovation.
SUGGESTIONS
 The Management should maintain good relationship with employees by emphasizing

the importance of collaborative work force.
 The management should provide opportunities for career development to the
employees in order to positively create a good relationship.
 The organisation should give a platform for the employees to have collaboration
among the departments.
 Apart from routine the organisation can conduct some inter departmental events to
have better relationship among and with the employees.
 The companies should have good inter departmental relationship for the effectiveness
of the organisation’s name, fame and work culture, and the organisational
effectiveness should be a multi-dimensional standards.
CONCLUSION
Intra organisational relationship is fairly good in manufacturing companies. To

conclude intra relationship of the organisation plays very importance role in every
organisation. Good employee relationship helps to success of the organisation. Unless an
employee has poor relationship between employees if always a possibility of employee
disharmony and also affect smooth running of the organisation. Every organisations‟
regardless of the industry strives to be effective and achieves its best. The strength of any
organisation can be determined with the Intra organisational relationship.
BIBLIOGRAPHY
REFERENCES
 Atkinson, Sally. & Butcher, David. (2003), Trust in managerial relationships, Journal
of Managerial Psychology, Volume 18, No. 4, pp. 282-304
 Bolino, M. C., Bloodgood, J. M., &Turnley, W. H. (2002). "Organisational
CitizenshipBehavior and the Creation of Social Capital in Organisations". Academy
ofManagement Review, 27(4), 505- 522.
 Cook, J & Wall, T.D. (1980), new work attitude measures of trust, organisational
commitment and personal need non-fulfillment, Journal of Occupational Psychology,
Vol.53.
 Douglas W.E. Creed and R.E. Miles (1996). Trust in Organisations – a conceptual
framework linking organisational forms, managerial philosophies, and the opportunity
costs of control, In Trust in Organisations, Frontiers of Theory and Research, R., ed.
by Roderick M. Kramer and Tyler Tom, London: Sage Publications.
 Harrington, B. (2001). Organisational performance and corporate social capital:
Acontingency model. In Gabbay, S. M. &Leenders, R. T. A. J. (Eds.), Socialcapital of
organisations (Vol. 18, pp. 83-106). Amsterdam: Elsevier ScienceLtd.
 Mayer R.C, Davis J.H. and Schoorman F.D. (1995) An Integrative Model of
Organisational trust in Academy of Management Review 20:3, 709-734
 Nohria, N., &Eccles, R. G. (1992). Networks and Organisations. Harvard
BusinessSchool Press
BOOK REFERENCES
 Organisational behaviour and Personnel psychology- Kenneth N.Wexley&Andgary

A. Yulk
 Human relations in Industry”, first edition - V.Anantaraman
 Human Resource Development”, first edition - P.C.Tripathi
 Research methodology- methods and techniques” - C.R.Kothari
WEBSITE REFERENCE
 www.google.com
 www.vkcindustries.com
 www.scribed.com
 www.wikipedia.com
 http://www.lse.ac.uk/management/research/academic-groups/employment-relations-
andorganisational-behavior
 http://www.academia.edu/Documents/in/Inter_intraorganisationrelations
 https://www.google.com/search?q=organisational+effectiveness&biw
 http://www.right.com/thought-leadership/research/organisational-effectiveness
ANNEXURE
A STUDY ON IMPACT OF INTRA ORGANIZATIONAL RELATIONSHIP ON

ORGANIZATIONAL EFFECTIVENESS OF VKC COMPANY
QUESTIONARIES
1. Name
2. Gender.
a) Male
b) Female
3. Marital status.
a) Married
b) Unmarried
4. Age.
a) Below 20 years
b) 21- 30 years
c) 31- 40 years
d) 41- 50 years
e) above 51 years
5. What is the highest level of education you have completed?
a) Below SSLC
b) Higher secondary
c) Graduate
d) post graduate
e) Profession
6. Occupation.
a) Agriculture
b) Government
c) Private
d) Business man
e) others
7. What is your average monthly salary range (in SRD)?
a) Below 10,000
b) 10001 -15000
c) 15001-20000
d) 20001-25000
e) Above 25001
8. Nature of family of respondents.

a) Join family
b) Nuclear family
9. No of family members.
a) Single
b) Two members
c) 5-6 members
d) Above 6 members
10. Current job category within the organization.
a) Operational (work floor)

b) Administrative personnel
c) Supervisor (middle management)
d) Manager (upper management)
11. Which range indicates the number of years you are employed within the
organization?
a) <1 Year
b) 1 – 5 years
c) 6 – 10 years
d) 11 – 15 years
e) >15 years
12. . Factor affecting the following
S.NO Strongly Agree Neither (Disagree Strongly

agree Agree or disagree
disagree
ORGANIZATION DEVELOPMENT
Would be very happy to spend the

rest of my career with this
organization.
I really feel as if these organizational

problems are my own.
I do not feel emotionally attached to
this organization.
Right now staying with my

organization is a matter of necessity
as much as desire.
It would be very hard for me to leave

my organization right now, even if i
wanted to.
Organizational relationship
Employee has easy access to

policies.
Supervisors use positive feedback

with employee
People in my work place unit are
friendly and helpful.
Management continuously improves

communication between
management and staffs.
Organization management provides

personal leadership for improve
quality.
Department heads within our
organization accept responsibility
for quality.
Department head work to encourage
just in time production.
Management strongly encourages

employee involvement in the
production process.
Top priority in my organization is

quality performance
We have availability of internal

communication strategy for example
outlook vkc etc.
In my organization encourage for

innovation

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A STUDY ON IMPACT OF INTRA ORGANIZATIONAL RELATIONSHIP ON

ORGANIZATIONAL EFFECTIVENESS OF VKC COMPANY

The research work is undertaken to find the importance of intra organisational

The main objective of the study is to assess the level of Communication,

Thus, an organisation is a means to achieve mutual goals more effectively. Explicitly,

The application of psychology in industry involves 4 kinds of inter-personal relationships.

 Relation between the worker and his work

SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

 To know the level of communication among employees within organization.

PERFORMANCE OF INDIAN FOOTWEAR INDUSTRY

INDIAN FOOTWEAR COMPONENTS INDUSTRY

a. Background and inception of the company:

VEEKESY RUBBER INDUSTRY PVT.LTD

Veekesy rubber industry private limited synonymous with quality footwear is

c.Vision, mission and quality policy

 Paragon Rubber Industries BANGALORE, India

Keep for Maturation

Mixing in mixing mill with blowing agent & Vulcanizing Agent

Vulcanization in Hydraulic Press

Hawai sheets & straps

Cutting & Drilling

Assembling & Packing

Hawai Sheets Hawai Chappals Hawai Straps

k.Future growth and prospects:

 To attain market leadership.

According to Waterman, organization change is not simply a matter of

Benefits of 7-s Model

PURCHASE PRODUCTION FINANCE HUMAN MARKETING

SUPERVISOR ACCOUNTANT OFFICE

Channel of Sales Promotion Advertisement Market

Skilled Semi Skilled Un Skilled

The methodology adapted to collecting information from a sample size of 100

Interview: Personal Interview and interaction with the respondents (employees).

Observation: by observing the working environment.

 Primary data was collected by the questionnaire based marked survey.

A sample size of 100 respondents is used for the study.

TOOLS OF THE STUDY

Percentages are obtained when ratios are multiplied by 50

Percentage of respondents = ---------------------------- X 100

Total No.of respondents

Chi-square test = (O-E)2/E

Degrees of freedom = V = (r-1) (C-1)

Where O = Observed Frequency

Level of significance = 5%.

Frequency Percent Valid Cumulative

Frequency Percent Valid Cumulative

Frequency Perce Valid Cumulative

Frequenc Percent Valid Cumulative

OCCUBATION OF THE RESPONDNET

OCCUBATION OF THE RESPONDNET

Frequency Percent Valid Cumulative

Frequenc Perce Valid Cumulative

Frequency Percent Valid Cumulative

Frequency Percent Valid Cumulative

Frequency Percent Valid Cumulative

Frequency Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

RIGHT NOW STAYING WITH MY ORGANIZATION IS A MATTER OF

Frequenc Percent Valid Cumulative

Frequency Percent Valid Cumulative

Frequenc Percent Valid Cumulative