INSTITUTE OF PUBLIC ENTERPRISE

BUSINESS RESEARCH METHODS

PROJECT REPORT

A REPORT ON

“To study the preference levels of Government jobs to Private

jobs by students.”

By,

N.NAVEEN KUMAR,

Roll No. 053,

PGDM, Sec-A,

Institute of Public Enterprise.

1
 Contents:

1. Introduction………………………………………………………….04

2. Literature Review……………………………………………………06

3. Conceptual Design…………………………………………………..09

4. Hypothesis Formulation……………………………………………..11

5. Methodology…………………………………………………………15

6. Data Analysis………………………………………………………..19

7. Conclusion…………………………………………………………..33

8. Reference…………………………………………………………….34

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ACKNOWLEDGEMENT

Through the completion of this project, i would like to acknowledge the invaluable
guidance of our faculty, Jayasree Raveendran without whose support and
inspiration this project would not have been possible. I would like to take this
opportunity to thank our faculty for the genuine pieces of advice which she has
given from time to time for the completion of this project.
.
A special thanks to all who provided their knowledgeable insight into things of
complexity and made them simple and lucid for me.

Last but not the least, my warm heartfelt thanks go out to IPE, Hyderabad for
providing me with the facilities required to do the adequate research and give the
project its final shape.

N.NAVEEN KUMAR

3
INTRODUCTION

In today’s globalized world, people move on to the places of opportunities, say it

for education purpose, job purpose, project purpose or for even settling down
owing to a desire for better standard of living. The voluntary or involuntary
decision to dwell in a new place exposes the individual to a novel experience,
though it may vary from person to person.
Complete information on more than 10,000 government jobs available through
competitive exams.
Each year over 10,000 job openings in various branches of government are filled
through various competitive exams. And these openings can lead you to the highest
positions in different government services. Not just that, these are among the most
secure career opportunities available to graduates and post-graduates.
Whatever your educational background, this research will help you identify the
government jobs you can compete for. It profiles all examinations conducted by the
Union Public Service Commission (UPSC) for entry into the various central
services, National Defiance Academy (NDA) and other exams for entry into the
armed forces, exams leading to careers in banking, insurance, etc., as well as
exams conducted by the different state public service commissions.
The details of each exam include:
• Eligibility conditions and qualifications
• Nature and subjects of examination
• Approximate number of openings in each service
• Reservations for SC/STs and the physically handicapped
• Venues and dates of each exam
• Addresses of the various examining commissions and boards, etc.

Plus: a brief description of service, the pay scales, the career ladder, promotions
and future prospects.

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Eligibility Index and Career Index: To help you zero-in on the service and job
openings which best fit your qualifications, ability and aptitudes.
Find out how you can get into: *Indian Foreign Service * Indian Administrative
Service * Indian Police Service * Indian Railways * Indian Forest Service * the
Indian Armed Forces * Banking * State-level Public Services.

Understanding the Scope of the Position: Have a clear understanding for what is
expected. Also, the roles and responsibilities should be within the reach of your
skill set. The capable image portrayed in the interview will need to be backed up
by your performance.

Opportunities for professional growth: Many companies tend to promote from

within before hiring new professionals outside of the organization. Paths to
promotion, professional workshops, and conferences will create more opportunities
later in your career. What can your company offer for your personal development?

Company Culture: Have a good grasp for the culture of the company. Company
culture is the defined as the experiences, beliefs, values, attitudes, and the
psychology of an organization. These aspects are shared by each employee and as a
job seeker you must also identify somewhat with these values.

Your Benefits Package: Benefits are very important. The amount of vacation or
sick time off, general health coverage, dental insurance, vision/eye care, medical
insurance, and the amount holidays are all important and need to be reviewed
thoroughly. Some company's may not provide salary negotiation but will opt to
find a middle ground with their benefits package. Other aspects that may be of
importance such as parking, commuting cost, and expense reimbursements may
have a direct affect on jobs that require commuting or traveling.

Geographical Concerns: A new position may require you to face obstacles that
you may not have taken into consideration. A longer daily commute, travel
responsibilities, and even different types of weather conditions if you may be
relocating.

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Literature review

“Activation theory suggests that intermediate rather than low or high levels of
quantitative job demands benefit job performance and job satisfaction among
students”.

Researchers in organizational behavior and industrial/organizational psychology

have long been interested in the job demands placed on individuals (e.g., Janssen,
2001; Karasek, 1979; Xie & Johns, 1995). One main research thrust has provided
evidence that job demands engender mental strain and stress (Karasek, 1979; Van
Yperen & Snijders, 2000; Wall, Jackson, Mullarkety & Parker, 1996; Xie & Johns,
1995), as well as physical health problems (Fox, Dwyer, & Ganster, 1993; Theorell
& Karasek, 1996; Warr, 1990). In a sub stream of research, scholars have pursued
Karasek’s (1979) idea that these harmful effects of job demands are greatest when
coupled with lack of job latitude or control, finding mixed empirical support
(Fletcher & Jones, 1993).

In another major thrust of research on job demands, researchers have examined the
relationship between job demands and both job performance and job satisfaction.
According to their research, increases in job demands cause workers to perform
better and become more satisfied with their jobs, but only up to a point, beyond
which performance and satisfaction start to decline (Gardner, 1986; Gardner &
Cummings, 1988; Janssen, 2001; Scott, 1996). Researchers have also found this
inverted-U relationship to be moderated by demands-ability fit (Xie & Johns,
1995), pay and supervisory satisfaction (Champoux, 1992), and perceptions of the
ratio between job demands and rewards (Janssen, 2001). Researchers of job
demands have used varying definitions of the construct, including role obligations
(Janssen, 2001); instigators of work action (Dwyer & Ganster, 1991; Janssen,
2000; Karasek, 1979); and the degree to which an employee has to work fast and
hard, has a great deal to do, and has too little time to fulfill job responsibilities
(Ganster & Fusilier, 1989; Van Yperen & Snijders, 2000). Accordingly, job
demands can be seen as a relatively broad concept incorporating both quantitative
demands— how much workload a person faces—and qualitative demands—role
ambiguity and conflicting obligations a worker faces (Janssen, 2001; arasek, 1979).
As Janssen argues, “Using broad definitions and measurements that mix up

6
quantitative and qualitative aspects may produce unclear theory on the nature and
consequences of job demands” (2001:1040). To avoid such problems, Janssen
(2000, 2001) and most other researchers (e.g., Dwyer & Ganster, 1991; Ganster &
Fusilier, 1989; Karasek, 1979; Van Yperen & Snijders, 2000) specify that their
focus is on quantitative job demands. As we explain below, we also focus on
quantitative job demands (the degree of overall difficulty an executive experiences)
and exclude, for now, consideration of qualitative demands that might arise when
an executive is torn or conflicted about which of these challenges, or which of his
2005 Hambrick, Finkelstein, and Mooney 473 or her constituencies, is most
important (Biddle,1979). We do, however, believe there is a significant need and
opportunity to examine the qualitative job demands executives face.

Sample and Procedures:

A sample of 134 low-level and midlevel management employees from a Dutch

industrial organization in the food sector received a questionnaire through regular
mail. This sample of management employees was randomly selected from diverse
units representing all functions and departments of the company. Ninety-nine
completed questionnaires were returned, representing a response rate of 74 percent.
The respondents were all men and had an average age of 45.33 years (s.d. = 7.71)
and a mean company tenure of 6.98 years (s.d. = 5.87). Eleven percent of the
respondents had at the most a primary education; 46 percent, an initial vocational
education; 21 percent, a higher vocational education (at a level equivalent to
college); and 22 percent, postgraduate degrees.

As Warr (1990) noted, to test theoretical expectations of nonlinear relationships, a

wide range of different jobs is needed so that job demands ranging from low to
high are included. So, to ensure variety of job demands, I surveyed low-and
midlevel management employees from a variety of departments, including
purchasing, logistics, order processing, production, maintenance, quality control,
research, marketing, engineering, and administration. The respondents provided
self-report of job demands, fairness perceptions, and job satisfaction. Since
supervisors play a pivotal part in appraisal and reward systems, a manager's job
performance might be best rated by his or her supervisor. Therefore, respondents

7
delivered a second questionnaire for measuring individual job performance to their
immediate supervisors. The latter filled out the questionnaire and sent it back to me
by regular mail. Supervisor ratings were obtained from 60 of the 99 management
employees in the sample. Additionally, respondents provided self-reports for the
particular aspect of innovative job performance (see Measures). Exploratory
analyses revealed that the group of respondents for whom supervisor ratings were
obtained (n = 60) did not significantly differ from the group of respondents without
supervisor ratings (n = 39) with respect to age (t = -0.94, n.s.), company tenure (t =
1.45, n.s.), education (t = -0.35, n.s.), job demands (t = -0.83, n.s.), perceived
effort-reward fairness (t = -1.38, n.s.), work satisfaction (t = -0.45, n.s.), and
supervisory satisfaction (t = -0.23, n.s.).

Source:
(Academy of Management Journal Oct2001, Vol. 44 Issue 5, p1039, 12p, 2 charts, 1 graph)
http://search.ebscohost.com/login.aspx?direct=true&db=tnh&AN=5412302&site=ehost-live

8
CONCEPTUAL MODEL
Explanation for the conceptual model:-

A conceptual schema or conceptual data model is a map of concepts and their

relationships

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A mental model captures ideas in a problem domain, while a conceptual model
represents 'concepts' (entities) and relationships between them. Conceptual
modelling is a well known technique of data modelling, together with logical
10
modelling and physical modelling. The conceptual model is explicitly chosen to be
independent of implementation details, such as concurrency or data storage. The
aim of conceptual model is to express the meaning of terms and concepts used by
domain experts to discuss the problem, and to find the correct relationships
between different concepts. This is also called semantic model. The conceptual
model attempts to clarify the meaning of various usually ambiguous terms, and
ensure that problems with different interpretations of the terms and concepts cannot
occur.

In this conceptual model there is one dependent variable and four independent
variables.

Here government job is dependent variable is one close to and true representative
of the topic under consideration and salary, security, benefits, designation, growth
are the independent variables were identified for the literature review, any of them
can be considered to be taken as being the independent variables. For the purpose
of simplicity four variables have been chosen as being the independent variables.

11
HYPOTHESIS

A statistical hypothesis is an assumption about a population parameter. This

assumption may or may not be true.

The best way to determine whether a statistical hypothesis is true would be to

examine the entire population. Since that is often impractical, researchers typically
examine a random sample from the population. If sample data are not consistent
with the statistical hypothesis, the hypothesis is rejected.

There are two types of statistical hypotheses.

Null hypothesis: The null hypothesis, denoted by H0, is usually the hypothesis
that sample observations result purely from chance.

Alternative hypothesis: The alternative hypothesis, denoted by H1 or Ha, is the

hypothesis that sample observations are influenced by some non-random cause.

Hypothesis Tests

Statisticians follow a formal process to determine whether to reject a null

hypothesis, based on sample data. This process, called hypothesis testing, consists
of four steps.

State the hypotheses. This involves stating the null and alternative hypotheses. The
hypotheses are stated in such a way that they are mutually exclusive. That is, if one
is true, the other must be false.

Formulate an analysis plan. The analysis plan describes how to use sample data to
evaluate the null hypothesis. The evaluation often focuses around a single test
statistic.

Analyze sample data. Find the value of the test statistic (mean score, proportion, t-
score, z-score, etc.) described in the analysis plan.

12
Interpret results. Apply the decision rule described in the analysis plan. If the value
of the test statistic is unlikely, based on the null hypothesis, reject the null
hypothesis.

Decision Errors

Two types of errors can result from a hypothesis test.

 Type I error. A Type I error occurs when the researcher rejects a null
hypothesis when it is true. The probability of committing a Type I error is
called the significance level. This probability is also called alpha, and is
often denoted by α.
 Type II error. A Type II error occurs when the researcher fails to reject a
null hypothesis that is false. The probability of committing a Type II error is
called Beta, and is often denoted by β. The probability of not committing a
Type II error is called the Power of the test.

Decision Rules

The analysis plan includes decision rules for rejecting the null hypothesis. In
practice, statisticians describe these decision rules in two ways - with reference to a
P-value or with reference to a region of acceptance.

P-value: The strength of evidence in support of a null hypothesis is measured by

the P-value. Suppose the test statistic is equal to S. The P-value is the probability
of observing a test statistic as extreme as S, assuming the null hypotheis is true. If
the P-value is less than the significance level, we reject the null hypothesis.

Region of acceptance: The region of acceptance is a range of values. If the test

statistic falls within the region of acceptance, the null hypothesis is not rejected.
The region of acceptance is defined so that the chance of making a Type I error is
equal to the significance level.

The set of values outside the region of acceptance is called the region of rejection.
If the test statistic falls within the region of rejection, the null hypothesis is
rejected. In such cases, we say that the hypothesis has been rejected at the α- level
of significance.

13
These approaches are equivalent. Some statistics texts use the P-value approach;
others use the region of acceptance approach. In subsequent lessons, this tutorial
will present examples that illustrate each approach.

One-Tailed and Two-Tailed Tests:

A test of a statistical hypothesis, where the region of rejection is on only one side
of the sampling distribution, is called a one-tailed test. For example, suppose the
null hypothesis states that the mean is less than or equal to 10. The alternative
hypothesis would be that the mean is greater than 10. The region of rejection would
consist of a range of numbers located on the right side of sampling distribution;
that is, a set of numbers greater than 10.

A test of a statistical hypothesis, where the region of rejection is on both sides of

the sampling distribution, is called a two-tailed test. For example, suppose the null
hypothesis states that the mean is equal to 10. The alternative hypothesis would be
that the mean is less than 10 or greater than 10. The region of rejection would
consist of a range of numbers located on both sides of sampling distribution; that
is, the region of rejection would consist partly of numbers that were less than 10
and partly of numbers that were greater than 10.

General Hypothesis:
NULL HYPOTHESIS: Students does not have significant response for preference
towards government jobs according to there professional degree, rather than private
jobs, if the compensation package is same.

ALTERNATE HYPOTHESIS: Students prefer private jobs rather then

government jobs according to there professional degree.

Individual hypothesis:

1) Salary:

NULL HYPOTHESIS: Salaries does not have significant impact on preference

for government jobs.

14
ALTERNATE HYPOTHESIS: Salaries have a significant impact on preference
for government jobs.

2) Security:

NULL HYPOTHESIS: Job security does not have significant impact on

preference for government jobs.

ALTERNATE HYPOTHESIS: Job security have a significant impact on

preference for government jobs.

3) Benefits:

NULL HYPOTHESIS: Benefits(Pension, Bonus) in government jobs does not

have significant effect on preference for government jobs.

ALTERNATE HYPOTHESIS: Benefits in government jobs does not have

significant effect on preference for government jobs.

4) Designation:

NULL HYPOTHESIS: Government job does not gives significant respected

position, promotion and growth.

ALTERNATE HYPOTHESIS: Government job gives significant respected

position, promotion and growth.

15
METHODOLOGY
Primary and Secondary Data Sources

Questionnaire Method will be used containing close ended questions, journal and
research papers. I have used exploratory research to find the variables that gives
the preference for Government jobs. This enabled me to describe the problem in a
better way. Then I have used conclusive research in which I used the descriptive
research methodology to describe the preference for government job. Then I
adopted the single cross sectional design where I have obtained data from only one
sample only once. The data has been collected through questionnaire method from
31 respondents. The scale I used in the measurement of the responses is likert scale

Sampling techniques

The sampling technique used in the study is convenience sampling. More

specifically, Judgmental sampling technique which lets the researcher judge
whether the respondent will truly give his response without any bias. Convenience
Sampling will be administered on 31 respondents.

Scaling Techniques

1. Likert scale – to measure preference for government jobs. The scale is

balance and has responses ranging from “Strongly Agree- 1”, and if they
feel the factor is “Strongly Disagree - 5”

2. Multivariate Analysis tool using SPSS to measure perceived value

proposition using tools like

• Factor Analysis

• Cluster Analysis

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RESEARCH DESIGN:

Descriptive Design:
The research design chosen for the study was descriptive. This was because it was
intended to find the market characteristics such as market size, attitude of the
customers towards the different aspects of the service and so on.
Variable:

Dependent variable:
Preference for government jobs

Independent variables:

Salary
Security
Benefits
Designation

Unit of measurement: Students, who are having atleast a degree Qualification.

17
REGRESSION

In statistics, regression analysis includes any techniques for modeling and

analyzing several variables, when the focus is on the relationship between a
dependent variable and one or more independent variables. More specifically,
regression analysis helps us understand how the typical value of the dependent
variable changes when any one of the independent variables is varied, while the
other independent variables are held fixed. Most commonly, regression analysis
estimates the conditional expectation of the dependent variable given the
independent variables — that is, the average value of the dependent variable when
the independent variables are held fixed. Less commonly, the focus is on a
quantile, or other location parameter of the conditional distribution of the
dependent variable given the independent variables. In all cases, the estimation
target is a function of the independent variables called the regression function. In
regression analysis, it is also of interest to characterize the variation of the
dependent variable around the regression function, which can be described by a
probability distribution.

Regression analysis is widely used for prediction and forecasting, where its use has
substantial overlap with the field of machine learning. Regression analysis is also
used to understand which among the independent variables are related to the
dependent variable, and to explore the forms of these relationships. In restricted
circumstances, regression analysis can be used to infer causal relationships
between the independent and dependent variables.

A large body of techniques for carrying out regression analysis has been
developed. Familiar methods such as linear regression and ordinary least squares
regression are parametric, in that the regression function is defined in terms of a
finite number of unknown parameters that are estimated from the data.
Nonparametric regression refers to techniques that allow the regression function to
lie in a specified set of functions, which may be infinite-dimensional.

The performance of regression analysis methods in practice depends on the form of

the data-generating process, and how it relates to the regression approach being
used. Since the true form of the data-generating process is not known, regression

18
 analysis depends to some extent on making assumptions about this process. These
assumptions are sometimes (but not always) testable if a large amount of data is
available. Regression models for prediction are often useful even when the
assumptions are moderately violated, although they may not perform optimally.
However when carrying out inference using regression models, especially
involving small effects or questions of causality based on observational data,
regression methods must be used cautiously as they can easily give misleading
results.[

R E G R E S S I O N M O D E L

Q U A L I T A T I V E Q U A N T I T A T I V

Q U A L I C O N T I N G E N CC OY XT AR B E L G E R E S S

Q U A N A R R A Y D I S T R I BS UC TA I T O T N E R P L

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DATA ANALYSIS

Reliability

Scale: DVmean

The cronbach’s alpha is 0.789 which is more than the ideal value of 0.7 hence it is
highly reliable
20
Scale: IV1alpha

Here cronbach’s alpha is 0.661 which is near to 0.7 so we can consider as reliable.

21
Scale: IV2alpha

As the cronbachs alpha is just -0.486 the data is not reliable. I may
have to increase the sample size for better reliability or there might
have been a respondent error due to which there might have been
less reliability.

22
Scale: IV3alpha

As the cronbachs alpha is just 0.485 the data is not reliable. I may
have to increase the sample size for better reliability or there might
have been a respondent error due to which there might have been
less reliability.

23
Scale: IV4alpha

increase the sample size si to be increase better or there might

have been a respondent error due to which As the cronbachs alpha
is just -0.072 the data is not reliable. To reliability there might
have been less reliability.

24
Regression

25
26
1.The significance level pertaining to the Salary is 0.646.This is
high and so we can say that salary does not have a significant
impact of preference for government job. Here the null
hypotheses is accepted and alternate hypotheses is rejected.

2.The significance level pertaining to the Security is 0.312.This is

high and so we can say that security does not have a significant
impact on preference for government job. Here the null
hypotheses is accepted and alternate hypotheses is rejected.

3. The significance level pertaining to the Benefits is 0.126. This is

high and so we can say that Benefits does not have a significant
impact on preference for government job. Here the null
hypotheses is accepted and alternate hypotheses is rejected.

4. The significance level pertaining to the Designation is 0.199

.This is high and so we can say that Designation does not have a
significant impact of preference for government job. Here the null
hypotheses is accepted and alternate hypotheses is rejected.

27
Correlations

28
29
30
INTERPRETATION:

The above table gives the correlation between the

dependent variable and the independent variables
for the 31 samples I have taken.

Salary: salary has positive and low correlation of 0.101 to

preference for government job

Security: Security has positive low correlation of 0.230 to

preference for government job

Benefits: Benefits also has a positive low correlation of 0.342

to preference for government job

Designation: Designation has a positive and low correlation of

0.287 to preference for government job

Nonparametric Correlations
31
 Correlations

DVmean IVmeansalay
Spearman's rho DVmean Correlation Coefficient 1 .000 .140
Sig. ( 2 -tailed) . .454
N 31 31
IVmeansalay Correlation Coefficient .140 1 .000
Sig. ( 2 -tailed) .454 .
N 31 31

Correlations

IVmeans
DVmean ecurity
Spearman's rho DVmean Correlation Coefficient 1 . 000 .249
Sig. (2 -tailed) . .178
N 31 31
IVmeansecurity Correlation Coefficient .249 1 . 000
Sig. (2 -tailed) .178 .
N 31 31

Correlations

IVmean
DVmean Benefits
Spearman's rho DVmean Correlation Coefficient 1 . 000 .295
Sig. (2 -tailed) . .108
N 31 31
IVmeanBenefits Correlation Coefficient .295 1 . 0 00
Sig. (2 -tailed) .108 .
N 31 31

32
 Correlations

IVmean
DVmean Designation
Spearman's rho DVmean Correlation Coefficient 1 .000 .318
Sig. (2 -tailed) . .081
N 31 31
IVmeanDesignation Correlation Coefficient .318 1 .000
Sig. (2 -tailed) .081 .
N 31 31

Correlations

IVmeans IVmean IVmean

DVmean IVmeansalay ecurity Benefits Designation
Spearman's rho DVmean Correlation Coefficient 1 .000 .140 .249 .295 .318
Sig. ( 2 -tailed) . .454 .178 .108 .081
N 31 31 31 31 31
IVmeansalay Correlation Coefficient .140 1 .000 .238 -.097 .451 *
Sig. ( 2 -tailed) .454 . .197 .603 .011
N 31 31 31 31 31
IVmeansecurity Correlation Coefficient .249 .238 1 .000 .175 .111
Sig. ( 2 -tailed) .178 .197 . .347 .553
N 31 31 31 31 31
IVmeanBenefits Correlation Coefficient .295 -.097 .175 1 .000 .122
Sig. ( 2 -tailed) .108 .603 .347 . .513
N 31 31 31 31 31
IVmeanDesignation Correlation Coefficient .318 .451 * .111 .122 1 .000
Sig. ( 2 -tailed) .081 .011 .553 .513 .
N 31 31 31 31 31
*. Correlation is significant at the 0. 05 level ( 2 -tailed).

33
CONCLUSION

In the project i have done the survey of students of Institute of Public Enterprise
Hyderabad. First Reliability of data has been checked where 34 respondents have
been taken and questionnaire is filled according to their perception for their mobile
service provider which has been measured as per Likert scale. The scale is balance
and has responses ranging from “Strongly Agree- 1”, and if they feel the factor is
“Strongly Disagree - 5” Reliability

Whatever your educational background, this research will help you identify the
government jobs you can compete for Questionnaire Method will be used
containing close ended questions, journal and research papers. I have used
exploratory research to find the variables that gives the preference for Government
jobs. This enabled me to describe the problem in a better way. Then I have used
conclusive research in which I used the descriptive research methodology to
describe the preference for government job. Then I adopted the single cross
sectional design where I have obtained data from only one sample only once. The
data has been collected through questionnaire method from 31 respondents. The
scale I used in the measurement of the responses is likert scale

34
Reference

www.ebsco.com

Flipkart.com:Careers in Government: Jobs Through

Competitive Exams
(Paperback - 2000)

EBSCOhost FAIRNESS PERCEPTIONS AS A MODERATOR IN THE

CURVILINEAR RELATIONSHIPS BETWEE__

Paycheck Salary Survey 2010 - Fill Up The Salary Survey, Know More
About Your Salary

Government Jobs India, Bank Vacancies, Railway Recruitment

Careers 2010

35