VII.

oRGANISATIONAL EFFECTIVENESS DETERMINANTS AND MEASUREMENT

An

organisation

can be made effective not

only

by

augmenting productivity but also by co-ordinating and developing a system for committed the efficient to handling of employees who are daoply the organisation. Further, an

the objectives of

effective organisation i s characterised by i t s e m p h ~ s i s on human resource development. Thus, the effectlveness of an organisation Employees d i f f e r

depends mainly on the behaviour of employees.

i n t h e i r outlooks, needs, goals and abilities, even when they are placed i n the same work environment. differently ultimately from affect one the another. entire It I t makes people to behave is certain that, Moreover, it will their

organisation.

i n d i v i d u a l differences can have a dlrect bearlng on o r g a n i s a t i o ~ l effectiveness. towards An effective management can lead the employees which cannot be achieved without the Hh0le

i t s goal

hearted and p o s i t i v e co-operatlon of a i l categories of employees of the organisation, Any organisation which wnnts to achlove i t s

objectives should create a participative climate for mutual benefit.

Organisational effectiveness,

I n general,

i s based on

the integration of the goals of the organisation and the employees. Neither of effectiveness 'maximisation them s h w l d be vlewed i n isolation. has of been profits' identified, or 'high in earlier Organisational theories, or with

productivity'

'efficient

service' and good employees morale. has

Normally, every organisation But studies have

certain m u l t i - purpose social functions.

emphasised that the human b e h a v i w r of organisations i s very much limited. The behavioural scientists feel that t h i s I s a limitation Hence, the needs and wants of the

of organisational effectiveness.

employees s h w l d be achieved through participation of employees i n a l l the v i t a l areas of decision-making. Further, the main

objective of Participative Management i s to improve the industrial relations and performance of organisations.

I n a country l i k e India, i f p r o f i t i s considered to be the only measure of success o r effectiveness of organisation, even organisations, maneged unscientifically would be considered as

successful and effective. of other factors of should the

Therefore, apart from profits, a number also be considered to determine proper the co-

effectiveness

organisation.

Management and factors. of

ordination of labour i s one of these organised improve creatlng properly along with This

Labour s h w l d be production, to by

other factors

I t s efficiency. a better

can be made possible only to work and by

environment

improving the

satisfactlo~l of the employees through a number of measures. particular, relations, job satisfaction, of morale, favwrable

In

industrial

better quality

work l i f e ,

conducive organisatimal

climate and the overall health of organisation can help to achieve organisational effectiveness. field, makes as it cleer that

A review of earlier studies, i n t h i s

these factors have already been

identified

main determinants of

organisational

effectiveness.

For instance, job satisfaction has been identified as an important factor influencing Organisational Effectiveness by Relmann, Campbell by Gibson et .al.,

Negandhi and (1973),

Industrial

relations

(19731, Morale b y Cainpbell and Negandhil Reimann (1973) and

adaptability (Organisational Health) by Mott and Webb (1974).

To

identify

the

variables,

determining

the

organisational effectiveness i n the study m i l l s , have been taken into consideration: 1)

following factors
2)

Job Satisfaction,

Morale,

3) Industrial Relations,

4) Quality of work l i f e ,

5)

Organisatlonal Climate and

6) Organisational Health.

The sample

respondents have been asked to grade the level of satisfaction o r the prevailing environment through the different dimensions of the above determinants. The dimensions included i n the investigatim

under each determinant have been l i s t e d below:

1.

Variable

JOB SATISFACTION

Different Dimensions included for Investigation: a) b) c) d) e) f) g) h) i) Nature of Work Pay Promotion Co-workers Sspervisors Leadership Style Welfare f a c i l i t i e s Organisation Job Security

Scaling Techniques Used Scores

: :

Five point scale 1 = Very much dissatisfied

2 = Dissatisfied

3 = Moderate

4 = Satisfied
5 = Very much satisfied

2.

Variable

MORALE

Different Dimensions included for Investigation: a) Dealings with Employees Pride of Place Training Career growth Promotion policy Adequate respect Motivating the employees

b)
c)

d)
e) f)

g)

h)

Partlclpatlon in vital decisions Comnunication system Management Pollcles

: :

i)
j)

Scaling Techniques used Scores

Three point scale

1
= Low

2 = Moderate

3 = High

3.

Variable

INDUSTRIAL RELATIONS

Different Dimensions included for Investigation: a) b)

c)

Involvement in ConcflIatlon Relations with imnediste Supervisor Relations with Co-workers Settlement of Industrial disputes Recognltion of Trade unions view Involvement in Collective bargaining Involvement In Negotiation.
:
:

d) e) f)
g)

Scaling Techniques used Scores

Three point scale

1 =

Poor

2 = Moderate

3 = Good

4. Variable

OUALITY OF WORK LIFE

Different Dimensions included for Investlgatlon: a)

b)

Reward and Recognition Job freedom

c) d)
e)

R e q u i r e m e n t s o f Skill Safety and healthy conditions J o b independence

: :

S c a l l n g T e c h n i q u e s used Scores

Three point s c a l e
1 = Poor

2 = Moderate
3 = Good

5.

Varlable

ORGANISATIONAL C L I M A T E

Different Dimensions included for Investigation:

a)
b) c) d) e) f) g) h)

R e c o g n i t i o n and Appreciation Promotion Job Environment M o d e of Payment W o r k i n g Conditions Participation Security M e a s u r e s O b j e c t i v i t y and rationality W e l f a r e facilities G r i e v a n c e handling
:

i)
j)

S c a l i n g T e c h n i q u e s used Scores

Three point s c a l e
I = Poor

2 = Moderate
3 = Good

6.

Variable

ORGANISATIONAL HEALTH

D i f f e r e n t Dimensions used f o r I n v e s t i g a t i o n : a) b) c) Adapt i v e n e s s Considerate Leadership I n d u s t r i a l Democracy

S c a l i n g Techniques used Scores

:
:

Three p o i n t s c a l e
1 = Poor

2 = Moderate
3 = Good

PERCEPTION ABWT JOB SATISFACTION The different through level of o f ' job satisfaction In
perceived

among the
indicated

categories the average

employees scores, on

Swadeshi

Mills

different

dimensions

of

job

satisfaction has been given i n Table 7.1.

The mean score worked

out for each dimension explains how far the employees have been satisfied, on an average.

SWAOESHI MILLS
The overall average scores, taklng the nine dimensions together, I n the makes i t clear that there i s no remarkable differences level

of

satisfaction

among the

different

categories

of

employees.

Except the Supervisors, the overall average score I s I n the case of Supervisors, the

varying between three and four,

overall average i s 2.67.

Hence, the majority of the workers have But yet they have

crossed the moderate l e v e l of satisfaction. not reached the l e v e l of f u l l satisfaction. of Supervisors, they have crossed the

However, I n the case l e v e l of dissatisfaction.

But t h e i r l e v e l i s below the moderate level.

Investigating the mean score of different dimensions i n each category, of satisfaction the dimension i n which a relatively higher l e v e l has been reached can be identified. I n the case

of Unskilled Workers, co-workers and i t

the highest mean score corresponds to the This indicates that the Unskilled

i s 3.97.

Workers have been satisfied more, compared to other dimensions, i n the case of co-workers. place with mean 3.64. Job security comes i n the second

The l e v e l of satisfaction i s less i n other

dlmenslons, namely, nature of work, pay, style, welfare f a c i l i t i e s and organlsation.

Supervision, leadership
The mean score i s less

than three I n the case of promotion, and i t the lowest.

Among

the

Semi-skilled

Workers,

the two

dimensions

namely the nature of work and co-workers have attained the f u l l satisfaction level. I n both the dimensions, I n other dimensions, the mean score i s

greater than four. between 3.24

the score i s varying

and 3.81.

The score i s minimum I n the case of

~romotion.

I n the category of Skilled Workers, i s 3.96 and t h l s corresponds to co-workers.

the highest score

The other dimensions

such as nature of work and job security have also registered the same l e v e l of satisfaction. Only i n 'promotion and p a y ' , 2.56, the

scores are less than three. promotion. satisfied

The minlmum score,

Is in

Hence, the Skilled Workers of Swadeshi M i l l s are not with the pay and promotion dimensions and therefore pay are required

more opportunities for

promotion and higher

mainly to improve t h e i r l e v e l of job satisfaction.

I n the case of Supervisors, i n a l l the dimensions, the mean scores are less than three and the varlations among these mean scores are also not much. 2.83. is I t i s ranging between 2.55 and

The minlmum score i s i n promotion and leadership style.

the maximum score

In

Taking the employees of Swadoshi Mi116 of Supervisors have

as a whole,

the employees i n the category

not reached even the moderate l e v e l of satisfactlon.

The mean scores of the Executives vary over a range of 2.20 lowest pay, t o 3.25. The highest score I s i n Supervision and the The scores i n nature of work, organisation and job security are

score i s i n co-workers. promotion, supervision,

greater than three and the scores i n co-workers, and welfare f a c i l i t i e s are less than three. have attained relatively more

leadership s t y l e

Thus, the Executives in supervision.

satisfaction

However,

i n the case of co-workers,

they have been dissatisfied

and It indicates the lack of cordial reiatlonship among them.

In

fine,

the

overall

level

of

job

satisfaction

among

the

employees of Swadeshi M i l l s has not reached the maximum l e v e l of satisfaction. Except, the Executives, the l e v e l of satisfaction i s The l e v e l i s low i n the case of

high among the co-workers. promotlon. and the

Hence, the Unskilled, Semi-skilled and Skilled Workers Supervisors for in Swadeshi to Mills are their expecting level of more job

opportunities satisfaction. in their

promotion

improve

But the Executives, of work, pay,

have been moderately satisfied Supervision and in promotion.

nature

Better understanding and cordial relationship among the executives are required t o improve the l e v e l of t h e i r job satisfaction.

The Supervisors require improvement dimensions,

i n a i l the nine

since t h e i r l e v e l of satisfaction has not even reached Hence the position of Supervisors so that i t improves t h e i r l e v e l of

the moderate l e v e l completely. should be taken due care

satisfaction and there by contributes t o the active functioning of the e n t e r ~ r i s e .

BHARATHI MILLS
The mean scores of the nine dimensions of job

satisfaction and the overall mean scores obtained by the different groups of employees Table 7.1. of Bharathi M i l l s have also been given I n

The

overall

average

scoreg

of

job

satisfaction

of

Bharathi M i l l s suggest that the job satisfaction varies considerably among the different groups of employees. The Semi-skilled

Workers have been satisfied more and they are followed by the Skilled and Unskilled Workers. The job satisfaction of the

Supervisors and Executives i s less compared to the workers

The hlghest score 3.57 i s obtained by the Semi-skilled Workers and the lowest score 2.72 by the Supervisors. i n the "satisfactory stage", The Workers are

but the Supervisors and Executives

have not yet reached t h i s stage.

Analysing the mean scores of Unskilled Workers, i t i s clear except that t h i s paiticular group 1s satisfied i n a l l dimensions q'promotion and Suprvisors". to co-workers. The The highest lowest score score 3.90 Is for

corresponds promotion.

2.77

Hence most of the Unskilled Workers are not satisfied

with the opportunities of promotion available to them.

I n the case of Semi-Skilled Workers,

they are very

much satisfied i n t h e i r dimenslons such as, "nature of work and co-workers". The mean scores of a l l the other dimensions are i n

the range of 3.07 t o 3.83.

In Supervision and welfare facilities,

This g r w p of workers also

the l e v e l of satisfaction i s the same.

in are less ~ t i s f i e d promotion.

The Skilled Workers are i n the satisfactory stage i n a l l the dim&sions of job satisfaction. The minlmum score i s 3.22

and the maximum score i s 3.73. higheat score is for organlsation

Among the nine dimensions, the and the lowest score i s for

promotion and welfare facilities.

This group of workers also

have not been satisfied much i n promotion.

The mean scores of Supervisors have not yet reached the satisfactory stage i n a l l the nine dimensions. in between 2.45 and
2.91.

The scores are

2.91

The

maximum score i s for

I s for

promotion and the minlmum score 2.45

welfare f a c i l i t i e s .

Thelr perceptions are the same i n the case of organisation and job security. I n the case of Supervisors and co-workers also, the

perceptions are the same.

The Executives of Bharathl M i l l s are satisfied I n most of the dimensions. The maximum score 3.25 i s for Supervisors and the i s for co-workers. The Executives are not

minimum score 2.20

satisfled with t h e i r co-workers.

As far as the nature of work

and pay are concerned they are i n the same l e v e l of satisfaction. As a matter of fact, factors only. In the highest score corresponds to these two

leadership s t y l e and welfare f a c i l i t i e s also the

mean scores are the same. Whlle investigating the views of the workers I n the nlne dimensions of job satlsfactlon, I t could be f w n d that a l l the

workers have crossed the moderate l e v e l of

satisfaction.

The The of
An

Unskilled Workers have t h e l r maximum score i n co-workers. Semi-skilled work' Workers have their maximum score in 'nature

the S k i l l e d Workers' maximum score i s i n organisation. point to be noted here is is that all the

important perception

workers more

towards

promotion

minimum.

Therefore,

attentlon should be given t o promotion aspects for satisfying the workers.

Analysing

the

perception of

the

managerial

staff

of

Bharathi M i l l s on job satisfaction,

on an average,

they have not The Executives

yet reached the moderate l e v e l of satisfaction.

have crossed the moderate l e v e l of satisfaction i n s i x dimensions, but the

Supervisors

have

not

reached

this

l e v e l even

i n one

dimension of

job

satisfaction.

I n the case of Supervisors and

Executives t h e i r maximum score i s i n leadership style, nature of work and pay respectively co-workers. and minimum score 1s for welfare

f a c i l i t i e s and

Hence,

i t i s necessary t o create a relationship among the

conducive atmosphere t o promote cordial employees f o r better job satisfaction.

PERCEPTION ABWT MORALE

Table 7.2 presents the mean scores of the perception

about the morale of t h e employees of the Swadeshi and Bharathi Mills. Here, three point scale has been used for collecting

informatlon from the various categories of employees.

The overall

average scores disclose the opinion a b w t the ten dimensions of morale, i n general, and the other mean scores explain their

opinion a b w t the different dimensions of morale.

SWADESHI MILLS
The overall average scores show that all the

employees of Swadeshi M i l l s have crossed the moderate l e v e l on morale, since the mean scores are greater than 1.50. workers, average Workers. the score Semi-Skilled 1.90. Workers have obtained Among the the highest

I t i s followed by

Unskilled and Skilled

I n the case of managerial staff, the Executives obtained

1.97 as mean scores whlch shows that they are i n the moderate

l e v e l i n various dimensions of morale.

The overall average score

i s relatively low i n the case of Supervisors.

Analysing the mean scores of the Unskilled Workers,

in

the management policies, they have crossed the moderate l e v e l and i n the other dimensions, they are i n the moderate Level. 1.62 and 2.09. The

mean scores are i n the range of

The lowest

score 1.62 corresponds t o communication.

The

mean

scores

of

Semi-Skllled

Workers

are

in

between 1.70 and 2.26.

I t shows that the Semi-skilled

Workers

are In the moderate l e v e l i n a l l the dimensions of the morale. The maximum score 2.26

is for management polcieis.

The Semi-

Skilled

Workers

also

have

crossed for

the

moderate

level

in

rnaoagement policies and opportunity other dimensions such as employees policy,

career growth.

I n the

p r i d e of place, and promotion I n general, level in all the the

the scores are nearing the value two. Workes are in the moderate

Semi-Skilled

dlmensions of morale.

I n the case of S k i l l e d workers, within the region of 1.62 and 2.11.

the mean scores are

This group of workers have

crossed the moderate l e v e l i n training and management policies. I n the other eight dimensions, they are i n the moderate level. The between dealings 1.55 with mean scores of 2.00. The the Supervisors are varying is 1.55 for in the

and the

maximum score 2.00 The minimum score

employees.

i s for

communication.

Hence, the Supervisors have obtained the lowest Except the dimension, employees, in all

score i n communication. other dlmensions, average score of

the mean scores are less than two. the Supervisors is lower than

The overall all other

categories of employees.

The f i v e dlmensions

mean scores of

Executives have crossed two

in

and the maximum goes upto 2.13.

However the

mlnlmum i s found to be 1.70. dlmensions adequate of

Thus, the Executives feel that the place, vital the impartlal training, and other

morale such as p r i d e of participation are high in

respect, policies

in

decision-making mills. In

management

both

dimensions, satisfactory.

they

feel

that

the

existing

situation i s not

fully

Their highest score corresponds t o dimensions such

as management policies and p r i d e of place.

Comparing the perception of the workers,

average score of the Semi-skilled Unskilled and Skilled Workers.

the overall

Workers are greater than the The Unskilled and Skilled

Workers have crossed the moderate l e v e l i n management policies, the Semi-Skilled career growth Workers have crossed the moderate l e v e l i n

and management policies.

The important point here

i s that a l l the three categories of workers are having high morale i n management policies and i t means that t h e i r management policies are employee oriented.

Comparing Supervisors and Executives,

the Executives

are i n a better position and the Supervisors are i n the last stage i n Swadeshi M i l l s . l e v e l only have I n their this The Supervisors have touched the moderate dealings with employees but the Executives stage not been in five dimensions. satisfied in the Thus, the

crossed

Supervisors dimensions of

have

much

different i n the

'morale',

and i t

indicates that

they

are

moderate level.

BHARATHI MILLS
The overall average scores of the employees of

Bharathi M i l l s are i n the range of 1.77 and 1.92.

The mlnimum

score 1.77 1.92

i s obtained by the Executives and the maximum score A l l the employees

i s obtained b y the Unskilled Workers.

are i n the moderate l e v e l i n 'morale dimensions'.

Investigation

of

the

mean

scores

of

the

Unskilled and they Only in

Workers shows that they are i n between 1.73 and 2.03, are i n the moderate l e v e l i n most of the dimensions. four dimensions, namely, dealings with employees,

p r i d e of place,

motivating the workers and management polcieis, they have crossed the moderate level. communication. The Unskilled Workers' minimum score i s for

Hence,

i t i s required t o give more attention to

communication for improving the morale of the Unskilled Workers.

The level in all

Semi-skilled the dimensions

Workers of

have crossed the moderate The the maximum minimum score score

morale. and

corresponds

to

management

policies

corresponds to impartial training. the mean score i s greater than two. that

Only

i n Management policies,

It i s indicative of the fact

they are satisfied more i n t h i s particular

dimension.

So,

special attention should be given to impartial training, the poorest of a l l the dimensions of morale.

which i s

The

mean scores of

the Skilled Workers are I n the i s for career This The

range of 1.62 and 2.22.

The maximum score 2.22

growth and the minimum score 1.62 i s for promotion policy. 9rWP of workers .re less satisfied i n promotion policy.

mean score 1.68 i s common for both p r i d e of place and impartlal

training.

Only i n the case of career growth the S k i l l e d Workers

have crossed the moderate level.

In

a l l the other dimensions

the scores are i n the moderate level.

The mean scores of the Supervisors,

vary I n between

1.68 and 2.14.

The maximum score corresponds to management place.

policies and the minimum score corresponds to p r i d e of The mean score i s two i n the case of and promotion p o l i c y ' .

'dealings with employees

I n most of the other dimensions, the mean

score i s very close to two, which means that the Supervisors are I n the moderate l e v e l .

Among the different scores of the Executives vary

groups over

of

employees,

the They

mean are

a large range.

satlsfled more w i t h ' management pollcles.

As far as the dlmenslon The

p r i d e of place i s concerned t h e i r satisfaction i s the lowest.

Executives have obtained the lowest mean score, 1.20 for p r i d e of place.

I n general, the mean scores of the three categories of the workers do not show much varlatlon and t h i s lmplles that their

perceptions

about

the

morale

do

npt

differ

much. the

Eventhwgh,

the overall mean scores have not crossed two,

l e v e l of morale i s s l i g h t l y high.

The Supervisors and Executives have not yet crossed the mean score two i n most of the dimensions. I n prcwnotion and /management policies both Supervisors and Executives have crossed the moderate level. The overall average indicates that in

perception the Executives are i n a lower stage.

PERCEPTION ABOUT INDUSTRIAL RELATIONS The perception about industrial relations by the f i v e categories of employees of Swadeshl end Bharethi M i l l s have been presented I n Table 7.3 through mean scores. SWADEWI MILLS On an average, the perception score of a l l the workers have crossed the moderate level. The overall average scores The maxlmum score i s obtained

vary I n between 1.81 and 2.16. by the Semi-Skllled Supervisors.

Workers and the minimum score, goes to the

The perception of the Supervisors and Executives But i n a l l the other Among

have not yet crossed the moderate level.

categories of workers i t has crossed the moderate level. the managerla1 staff, the Executives

have obtained more score

compared to the Supervisors.

I n fine, the l e v e l of satisfaction of

the workers towards industrial relation system I s better than the managerial Supervisors staff. and Therefore Executives it are brings not out the fact that with the the

fully

satisfied

existing system of industrial relations.

Investigations Workers on different clear

of

the

mean scores

of

the

Unskilled make i t

dimensions of

industrial relations,

that the l e v e l of satisfaction

i s high i n majority of the

1.30

dimenslons.

The mean score i s i n the range of

and 2.67.

They are quite satisfied about t h e i r relationship with t h e i r coworkers. But with regard to recognition of their trade union

views they are least satisfied. recognition of trade union views, crossed the mean score two.

Except, collective bargaining and i n other dimensions they have

The Workers,

analysis

of

the

perception of

the

Semi-skilled

shows that t h e i r mean scores have crossed the moderate The mean

l e v e l i n most of the dimenslons of indubtrial relations. scores are varying i n between 1.42 and 2.47.

The maximum score

i s for conciliation and minimum score i s for recognition of trade unions Workers views. of this It specifically organisation explains are least that the Semi-skilled with the

satisfied

recognition of trade union views by the management. also, the Semi-skilled Workers have obtained

I n t h i s case scores in In the

low

collective bargaining and recognition of trade union views. these two dimensions only, they have not yet crossed

moderate level. The Skilled Workers have just level. The mean scores of the different crossed the moderate dimensions vary in

between 1.47 and 2.58.

Their perception i s high i n the case of

co-workers

and low

I n

collective bargaining.

I n three dimensions,

namely, settlement of industrial disputes, collective bargaining and recognition of trade union views, they have not crossed the

moderate level.

I n the remaining dimensions, they Hence, is 'good'

have crossed the the

the moderate level. industrial relations dimensions.

the Skilled Workers feel that as inferred from majority of

Taking the Supervisors'

view on industrial relations, The mean i n the

the mean scores are varying i n between 1.55 and 2.07. score i s maximum (2.07)

i n negotlation and minimum (1.55)

case of 'immediate Supervisors'.

Except i n negotiation, they have

not yet crossed the moderate level any where else.

While analysing the views of the Executives, i t became apparent 'good' from the mean score that the industrial relations is

i n conciliation,

settlement of industrial disputes,

collective

bargaining and recognition of trade unlon vlews. are in between 1.65 and 2.17. Their

The mean scores is good in

perception

conciliation and moderate i n relations with immediate Supervisors.

In thls

case the

Executives are not

fully

satisfled

with

thelr

relations with t h e l r immediate Supervisors and co-workers.

comparison

of

the

views

of

workers,

made

It

evldent that a l l the workers have crossed the moderate l e v e l i n t h e l r relatlon Skilled Workers with t h e i r co-workers. are in the moderate The Unskilled and Semilevel as far as the

recognition dimensions Skilled Hence, feel

of they

trade

union

views

are

concerned.

In

other The

have been minimum

more or less f u l l y score that is for

satisfied.

Workers'

collective

bargaining.

the main inference i s the views of the

the majority of the workers unions are not properly

that

trade

recognised.

Comparlng Executives, slightly

the

perceptions

of

the

Supervlsors

and

the l e v e l of satisfaction about industrial relations i s among the Executives. However, Executives are

high

satisfied more i n conciliation, i n negotiation. four only more

while Supervisors are more satisfied

The Executives have crossed the moderate l e v e l i n

dimensions where as the Supervisors have crossed t h i s l e v e l i n one dimension. attention to Therefore, the the management has t o give relations among the

improve

industrial

Supervisors.

BHARATHI MILLS
The overall average scores of the employees of

Bharathi M i l l s for industrlal relations I s varying between 1.91 and

2.13.
Workers

The and

maximum

score

Is

obtained

by

the

Semi-skilled The The

the minimum score,

goes to the Executives. Workers are equal.

mean scores of

Unskilled and Skilled

score of managerial staff i s less than two.

The Supervisors and

I t i s clear

Executives have not yet reached the moderate level.

t h a t the perception scores of the workers are better than those of the managerial staff.

The mean scores of the Unskllled Workers, are varying between 1.43 and 2.27. The minimum score has been glven for view, and the maxlmum score I s with

the recognition of trade unions' for both

conciliation and relations

immediate Supervisors.
of trade unions'

Except, view,

collective

bargaining and

recognition

a l l the other dimensions have scores which have crossed I n collective bargainlng and recognition of thelr satisfaction i s low while c m p a r e d t o

the moderate level. trade unions' view,

other dimensions.

The Unskllled Workers feel that the management

i s not recognising the vlews of the trade union leaders and hence the views of the The bargainlng trade union of as leaders the shwld Unskilled by thelr be properly in of

recognlsed. collective

involvement is less

workers levels

revealed

satisfaction.

A careful analysis of the views of the Semi-Skilled

Workers, makes It clear that they have crossed the moderate The mean scores l i e between

level I n most of the dimensions.

1.48 and 2.62.

The maximum score corresponds t o relations wlth

co-workers and minimum score corresponds to recognition of trade unions' view. i n collective Heoce, This g r w p has not yet crossed the moderate l e v e l bargaining and recognition of trade unions' vlew.

I t i s evident that most of the Seml-Skllled Workers are

less satisfied i n these two dimensions.

The mean scores of the Skilled Workers reveal that they with have crossed the moderate level i n conciliation, immediate Supervisors, relations with relations and The coIn they Their

co-workers

negotiation.

The mean score l i e s between 1.40 and 2.57. correspond to relations with

maximum and minimum scores

workers and recognition of trade unions'

view respectively. view,

collective bargaining and recognition of trade unions' have not yet reached the l e v e l of full

satisfaction.

satisfaction trade unions' that their

I s less view. views

i n collective bargaining and

recognition of

The majority of the Skilled Workers feel are not properly recognised in collective

bargaining.

The mean scores of Supervlsors on different dimensions of industrial relations, have not yet crossed the moderate level, i n majority of the dimensions. between relations The mean scores are varying i n minimum score and corresponds maximum to

1.64
with

and

2.04.

The

immediate

supervisors

score

corresponds to settlement of industrial disputes.

The mean score

1.91

i s for

conciliation,

collective bargaining and recognition of

trade unlons'

view and i t shows that they are nearing the l e v e l Moreover, the industrial relations co-operation should be

of f u l l satisfaction.

improved through the whole-hearted and management.

of the workers

I n the case of Executives, be ranging between 1.60 and 2.60.

the mean score i s found to The maximum score i s for

relations with co-workers and minimum score i s for recognition of trade unions' view. not yet they I n the majority of the dimensions, they have The Executives feel that

crossed the moderate level.

have not been given a major r o l e to play i n most of the of the is of industrial workers, high trade in relations. it While
comparing

dlmensions scores of

the

mean of for

becomes clear to

that

their and of

level low the

satisfaction recognition dimensions,

relation view.

co-workers In most

unions'

other

they

have crossed the moderate level.

The S k i l l e d On

Workers have not been satisfied much i n collective bargaining. an average, the l e v e l of satisfaction of the Semi-Skilled

Workers

i s higher than that of the other groups of workers.

The Supervisors and Executives, on an average, are i n the same l e v e l of satisfaction, less than that of the workers. and t h e i r l e v e l of satisfaction i s The Supervisors have crossed the

moderate l e v e l i n settlement of industrial disputes and negotiation. But the Executives, have reached t h i s position only with regard to their disputes. mean score relations with co-workers and settlement of industrial The their

I n other dimensions, of Supervisors is

t h e i r satisfaction i s less. minimum with regard to

relation w i t h t h e i r immediate superiors.

For the Executives, i t view.

is i n recognition

of

trade

unions'

I n general,

the

Supervisors

and

Executlves

need

to with

be

encouraged

more

In and

promoting t h e i r other workers.

industrial relations

thelr

co-employees

PERCEPTION ABOUT QUALITY OF WORK LIFE

The

perception

of of

the

employees

of

Swadeshi

and in

Bharathi M i l l s a b w t quality Table 7 . 4 SWAOESHI MILLS The perception of

work l i f e has been furnished

the

employees,

i n general,

shows

that a l l t h e workers and managerial staff q u a l i t y of work l i f e i s good. 2.00 and

feel that t h e e x i s t i n g

The average scores are i n between i s obtained score is by t h e Semiby the

2.24.
Workers

The and

maximum score the minimum

Skilled

obtained

Executives.

Comparing the o v e r a l l average score of the workers

and t h e managerial staff, i t can be inferred that t h e perception of t h e workers are better than that of the managerial staff.

I n t h e case of Unskilled Workers, quality

t h e mean score for The minimum

of work l l f e ranges between 1.80 and 2.26.

score relates t o safety and healthy conditions and maximum score relates fully to reward and in recognition. like The reward Unskilled and Workers are job

satisfied

dimensions

recognition,

freedom and requirements of s k i l l . less satlsfled. measures work l i f e .

I n other dimensions they a r e

Ifthe management provides a l l safety and healthy

it w i l l automatically improve t h e quality of

properly,

Investigations of the mean scores of S k i l l e d Workers i n the dlfferent Skilled dimenslons of are fully quality of work in all llfe, show that the except

Workers

satisfied

dlmenslons,

safety and healthy conditlons.

Thelr perceptlon a b w t quality of The minimum score

work l l f e I s varylng between 1.85 and 2.72.

i s for safety and healthy conditlons and maximum score I s for job freedom. I n t h i s group also, the minlmum score I s for safety and Workers are not f u l l y condltlons.

healthy conditions.

Thus the Semi-Skilled

satisfied about the existing safety and health

An

analytical

study

of

the

views

of

the

Skilled

Workers shows that the mean scores of the different dimenslons of quality of work l i f e are ranging between 1.78 and 2.51. The

maxlmum score 2.51 i s for score 1.78 i s for been satlsfled is

'requirement of s k i l l ' and the minlmum The Skllled Workers have four only dimensions. In the case of Thelr job

'job Independence'. more In the first level

satisfaction Independence. much job

at

lower

The Skilled Workers feel

that they

do not have

Independence i n t h e i r organisatlon.

The mean scores of Supervisors are f w n d t o be I n the range of 1.59 to to Job In 2.65. freedom reward The and and maxlmum safety and and minimum health safety scores

correspond respectively.

conditlons and health

recognltlon,

m d l t i o n s and job independence, they have been i n the moderate l e v e l and i n the remaining dimensions, they have crossed the

moderate level.

This group of employees also,

have not been

fully satlsfled about the existing health and safety condltlons.

The Executlves have reached the stage of

complete

satisfaction i n a l l the dimensions of quallty of work l i f e , except safety and health conditions. 1.78 and 2.09. Their mean scores are i n between

The maximum score i s for reward and recognition This

and the mlnimum score i s for safety and health conditions. group of employees also obtalned mlnlmum score for health conditions. such as, The job mean freedom, score
2.04

safety and by

is

obtained

dimensions, independence.

requirement of s k i l l and job

Comparing the perception of workers about quallty of work llfe, it is clear score that the Unskilled to and Semi-Skilled and health

Workers' condltlons, job

minimum

corresponds

safety

and I n the case of Skilled Workers, The Semi-Skilled

i t corresponds to

independence.

and Skilled Workers are I n But the Unskilled

the stage of f u l Mtlsfaction i n four dimensions.

Workers, have reached t h i s stage only I n three dimensions. As quallty of far as the perceptions of managerial l l f e are concerned t h e i r staff about

work

minlmum score I s for

safety and health condltlons. for job freedom.

The Supervisors' maximum score i s

But the maximum score of the exacutives I s for The Supervisors have reached the stage

reward and racognltion.

of complete satisfaction I n two dimensions and the Executives i n four dimensions.

On the whole,

the Supervisors and Executives Nevertheless, i t cannot be

are i n the same l e v e l of satisfaction.

denied that i t i s lower than that of the workers.

BMATHI

MILLS The perception of the employees of Bharathi M i l l s on

quality of work I l f e , on an overall basis,

1.85 and 2.25.

I s varying I n between

The minimum score i s secured by Supervisors and Workers. I t shows that the Workers has crossed

the maximum score by Semi-skilled perception of

the Skilled and Semi-Skilled

the moderate l e v e l i n the various dimensions of quality of work Ilfe. The level of satisfaction is relatively less i n other

categories of workers.
On investlgatlng the mean scores of Unskilled Workers,
It becomes clear

that t h e i r mean score ranges between 1.57 and

2.27.

The minimum scor'e i s for safety and health conditions and i s for reward and recognition. The Unskilled safety and the

maximum score

Workers are less satlsfied about requirement of S k i l l , health conditions and job score 1s exactly two. independence. I n job

freedom,

The perception of the Semi-Skilled Workers I s found to be i n the range of 1.78 and 2.69. obtained maximum wtisfaction in The Semi-Skilled Workers have job freedom, and minimum

satlsfactlon 'in safety and health condltlons, stage of

and health

condltions.

Except I n safety

I n other dlmenslons, they have reached the The overall average of Semi-

'complete satisfaction'.

Skilled Workers i s 2.25,

so i t could be h e l d that they do agree

that the different dimensions of quality of work l i f e are good.

The a ~ l y s l s the perception of the Skliled Workers, of reveals that I n most of the dlmenslons of q w l l t y of work l l f e , 'complete satlsfactlon'. abwt safety and However health

they have reached the stage of they are not very much

satlsfied

condltlons. and the

The maximum score 2.51 score

1.73

corresponds to job freedom to safety and In health other of and

minimum

corresponds and more the health than

condltlons. dimensions, workers

Except

safety are

condltlons, two. score Thls for

mean scores also

group safety

have

secured

minimum

health conditions.

The mean scores of Supervisors are found to be i n the range of

1.54

to 2.09.

The maximum score I s for

reward and I n reward

recognition and the minimum score I s for job freedom. and recognition, requirement of S k l l l and job are i n the l e v e l of 'complete satisfaction'.

independence they

I n other dimensions,

t h e l r satlsfactlon i s less.

The overall average score i s less due

t o the low scores of job freedom and safety and health condltlons. Further, they have obtained the mean score two for 'requirement

01 s k i l l ' and job Independence'.

The mean scores of the Executives r a n g between 1.80 and

2.15.

The

minimum

score

relates

to

safety

and

health

conditions and the maximum score relates to job

independence.

They are i n the l e v e l of complete satisfaction i n job freedom and job independence, and i n other dimensions the l e v e l of satisfaction i s less. The overall average score of the Executives i s s l i g h t l y

higher than that of the Supervisors.

While comparing the perception of the workers i n the various dimensions of quality of work l i f e , i t could be seen that their minimum score i s for safety and health conditions. The

maximum score of the Semi-Skilled and Skilled Workers i s for job freedom and the maximum score of Unskilled Workers i for reward s and recognition. Moreover, the overall average score of Semlthat of the Skilled and Unskilled

Skilled Workers i s higher than Workers.

A comparison between the views of the Supervisors and

Executives about

the quality

of

work

life,

makes i t ostensible

that the Supervisors are i n a higher level of satisfaction i n three dimenslons and the Executives, in two dlmensions. But the the

overall average of Supervlsors.

the Executives i s hlgher

than that of

However, when compared t o the workers,

in this

m i l l also, the Supervisors and Executives are I n a lower stage of satisfaction.

PERCEPTION ABWT ORGANISATIONAL CLIMATE

Table 7.5 presents the mean scores of the perception

of the different categories of employees I n the two m l l l s a b w t organlsational climate.

SWADEWI MILLS The average score of the different categories of The

employees are found to be varying between 1.93 and 2.12. minlmum score score, 1s obtained by

the Supervisors and the Maximum reveals the fact that a l l

by the Executives.

I t clearly

the workers and Executives are perceiving the existing climate as good. hence The their mean score of perception the Supervisors i s below climate is two and I n the

abwt

organisational

moderate level. The Unskilled Workers' score for Organisatlonal climate is varying between
1.67

and

3.00.

They

have

perceived the The minimum

organlsational

climate as good i n four envlronment and,

dimensions.

score goes to job mode of payment.

the maximum score goes to

I n majority of the dimensions they feel that

the cllmate i s reasonably good.

The mean score of the Seml-Skilled

to be I n the range of 1.72

Workers I s found

and 3.00.

The minlmum score I s for I s for mode of payment. The

security The

measures end maximum score hlghest mean score I s for

second

welfare facilities.

mean score 1.89 envlronment

i s obtained i n recognition and appreciation, and rationality. The overall

job score

and objectivity

has crossed two.

I t could be taken to mean that the Semi-Skilled

Workers feel that the exlstlng climate I s good.

The perception of the Skllled Workers i s estlmated to be l y l n g between 1.71 and 3.00. of payment and the mlnlmum The maximum score goes to mode score of goes the to recognition Workers and is

appreciation.

The

overall

average

Skilled

higher than that of the workers and Supervisors. 2.11 is the same for job environment, and

The mean score objectivity and

rationality. i s good.

This group also feels that the o r g a n i s a t i o ~ l climate

The mean scores of the Supervisors are i n the range of and 1.41 and 3 . 0 0 . maximum score have The minimum score corresponds to promotion corresponds been to mode of payment. promotion The and, mode

Supervisors

not

satisfied

about

objectivity and rationality.

I n recognition and appreciation,

of payment and working conditions, In other dimensions, they feel

they feel the climate i s good. that the exlstlng cllmate is

moderately good.

The overall average score of the Supervisors I s

the mlnlmum whlle compared to the other categories of workers.

The mean scores of Executives vary i n between 1.83 and 3.00. The minimum score i s for job environment and maximum I n majority of the dimensions, The

score I s for mode of payment.

they feel that the organisational climate i s moderately good. overall average has crossed two.

This i s the maximum overall

average score f o r the workers and Supervisors of Swadeshi Mills.

When the views of Workers and managerial staff are compared i t could be seen that a l l of them have obtained maximum score for mode of payment. existing variation. climate Is good. A l l the employees feel that the Their views do not show much

The majority of the employees of different categories

are satisfied with the existing organisational climate.

BHARATHI MILLS
The overall average scores of the different categories of employees of Bharathi M i l l s for the different dlmensions of organisational climate are i n the range of 1.78 and 2.04. maximum score i s secured by the Supervisors. the Unskilled Workers i s greater than two. that the Unskilled climate Workers is and The

The mean score of I t clearly indicates the and

Executlves perceive that Other group of workers

organisational

good.

Supervisors feel that the existing climate i s moderately good.

A study of the mean scores of the Unskilled Workers

for organlsatfonal cllmate, dlscloses the fact that they feel mode of In

that the climate I s good I n recognition and appreciation, payment, other good. objectivlty and ratlonallty, they

and welfare facllltles.

dlmenslons,

perceive that the climate i s moderately

The overall average score of the Unskilled Workers I s the

second largest.

The mean scores of Semi-Skilled Workers are found to be varylng i n between 1.57 and 3.00. The mlnimum score I s for

grlevance handllng and the maximum score i s for mode of payment.

On an average, they feel that the existing climate i s reasonably

good. Except for mode of payment, for other dlmenslons the

scores are less than two. Semi-Skllled

I t indicates that a segment of the

Workers feel that the existing organisatlonal cllmate

i s not quite good.

I n the case of Skllled Workers, varylng i n between 1.51 and 3.00.

the mean scores are

The mlnlmum score i s for I s for mode of payment. The

promotion and the maximum score

average score shows that t h e i r oplnlon about the existlng climate Is moderately they good. feel Except that mode of payment and welfare

facllltles, w d .

the other

dlmenslons

are moderately

The mean score of the Supervisors are i n the range of

1.54

and

1.95.

The minimum score i s for

promotion and the and grievance

maximum score i s for recognition and appreciation, handling. The

average score of the Supervisors I s the minimum Hence,

while compared to that of the workers and Executives. the proportion of

the workers who feel that the orgsnisatlonal

climate I s not good, i s more.

The perception of the Executives are I n the range of 1.50and 3.00. The minimum score i s for job environment and the The average score shows organisational climate is

maximum score i s for mode of payment. that good. good. I n general, that the existing they perceive that the existing

I n most of the dimensions,

they feel that the climate i s

the workers and the managerial staff feel is either good o r moderately good.

climate

Except the Supervisors, a i l other groups of employees feel that mode of payment i s very good. Thus the existing organisational

climate, as revealed by the employees i s reasonably good.

PERCEPTION ABOUT ORGANISATIONAL HEALTH

Table 7.6 gives statistical details about the perception of the employees of the two m i l l s about organisational health. this scale. case, three dimensions have been used with In

three-point

SWAOESHI MILLS The overall average score of all the employees of

Swadeshi M l l l s i s below two.

The minimum score i s secured by

the Executives and the maximum score i s secured by the Unskilled Workers. Hence, the majorlty of the employees feel that the

existlng organlsatlonal health i s good.

The mean scores of the Unskilled Workers I s 1.98.

It

c w l d be taken the mean that they vlew the organlsatimal health as good. As far as adaptlveness and industrial democracy are

concerned a small proportion of workers have expressed that the organisational health i s very good and hence the mean scores I n these cases are a greater sizable is than two. of this However, workers in feel by 'considerate that the the mean

leadership', organisational

number good and

health

reflected

Bcore, which 1s less than two. The mean scores of range of democracy I n the 1.60 and 2.32. Semi-Skilled Workers are I n the Industrlal

The maxlmum score i s for

and the minimum score i s for considerate leadership. two dimensions they feel that the health of the

flrst

organisation I s moderately good and i n industrial democracy the mean score i s greater than two. Hence, i n adaptlveness and

considerate leadership, ~tisfied.

a small proportion of the workers are not

While Workers abwt

investigating

the

perception it

of

the

Skilled that the

organisational

health,

becomes clear

poor score i s for considerate leadership and the maximum score i s for adaptlveness. and They industrial have been more The satisfled mean about of

adaptlveness

democracy.

score

considerate leadership,

i s the lowest among a l l the mean scores.

Thus, a majority of the Skilled Workers view that I n considerate leadership Therefore, leadership the more existing attention organisational should be health given is to not good.

considerate

.
An empirical analysis of the views of Supervisors, the the maximum goes t o score goes to adaptlveness and leadership.

shows

that

minimum score

considerate

I n considerate

leadership and industrial democracy the mean score i s below two and hence it is clear that they satisfied about considerate they are

leadership and Industrial democracy, a b w t ada~tiveness.

are not as much

I n the case of Executives, the maximum score two I s for adaptiveness and i n other, dimensions, than two. Therefore, i n adaptiveness, the mean score i s less

they feel that the health

of the organisation i s good. industrial democracy not at all good. they The feel

But I n considerate leadership and that the organlsatlonal score of the health i s is

average

Executives

comparatively lower than that of the workers and Supervisors.

I n a l l the cases, the workers and the managerial staff get the minimum score for considerate leadership. and Semi-Skilled and Workers' the maximum score score of the is The Unskilled for industrial Workers,

democracy

maximum

Skilled

Supervisors and Executlves I s for adaptiveness.

On the whole,

they feel that the existing health of the organisatlon I s reasonably Wd.

BHARATHI MILLS
The average score of the employees of Bharathi M i l l s for organisational health i s found to be varying between 1.77 and
2.03.

The maximum score i s secured by the Executlves and the score is secured by the Supervlsors. Hence, the

minimum

Executives alone feel that the health of the organisatlon i s good and others do quite good. not feel that the existing organisational health i s

The maximum score of

the Unskilled Workers

i s for

adaptlveness and the minimum score i s for considerate leadership. Their o p l n i m about organisationai considerate adaptiveness. leadership and health i s moderately good i n and good i n

industrial democyacy,

Therefore, the management should t r y to change the

s t y l e of leadership for improving the health of the organisation. The mean scores of Semi-Skilled Workers l i e between

1.52

and 2.02.

The minimum and maximum scores correspond to

cmsiderate

leadership

and

industrial

democracy

respectively

They feel that the health of the organisation I s good i n industrial democracy. indicates proportion a I n adaptiveness the mean score i s close to two. slightly of the better position compared Workers feel to that It

cmslderable the existing

Semi-skilled

organlsational health i s not good.

From organisatlonal organlsational

the

opinion it is is good

of
clear in

the

Skilled they

Workers feel in that

about the

health, health

that

adaptiveness,

considerate

leadership and industrial

democracy.

A l l the three groups of

workers, have secured the minimum score i n considerate leadership consistently. Hence, majority of the workers view that the

organisational health i s not good i n considerate leadership.

The overall average score of the Supervisors i s 1.77. But thelr individual mean score is greater than two. In

adaptiveness and i n two more dimensions, the mean score i s less than two. I t clearly indicates they that i n considerate leadershlp and satisfied a b w t the existing

industrial democracy

are not

health of the organisatlm.

A careful analysis of the perception of the Executives, shows that the mean score tends t o vary from 1.95 to 2.10. The

minimum score goes to considerate leadership, and maximum score

goes to adaptiveness.

Hence the Executives have

been completely

satlsfled i n adaptiveness and industrial democracy. leadership also, the score I s close to two.

I n considerate

Thus, the grading of

the Executlves of the organisational health I s higher, compared to that of other employees.

Comparing managerial staff,

the

vlews

of

the

workers

and

the

the employees of a l l categorles feel that the

health of the organisation I s not good i n considerate leadership. Except the Semi-Skilled Workers, a l l the other employees feel Hence the

that the organisational health i s good i n adaptiveness.

management should glve more attention to conslderate leadership for Improving the exlstlng organisatlonal health.

VERIFICATION OF HYPOTHESIS (H3) In this effectiveness verlfled. The position morale, about l e v e l of the satisfaction factors or the level job of exlstlng is a section the hypothesis that Is organisatIona1 sought to be

multi-varlable

phenomenon

different

such as,

satisfaction, organlsatlonal

industrial relations,

quality of work l i f e ,

climate and organlsatlonal health have been analysed through the mean scores.

If

the

employees

have

been

satlsfled

to

the

maximum extent possible i n these factors, i t may then indlcate the Improved l e v e l of organlsatlonal effectlveness i n the m i l l s under

study.

Hence, t h e perception of the employees would h e l p to

make an assessment of the organieational effectiveness i n the two mills.

The mean scores of the total scores of the different categories of employees, the overall total score,the average level of satlsfaction achieved from a l l the s i x factors, expressed i n

percentages and the share of each factor I n the achieved level of

satisfaction

In

determining

the

organisatioml

effectiveness

for

Swadeshl and Bharathi M i l l s have been tabulated i n Tables 7.7,

7.8, and 7.9

respectively.

The perceived level of satisfaction i n Swadeshi M i l l s , when a l l scores of a l l the sample employees are combined, vary over a range of 62.38 t o 69.54 per cent. I n a l l the cases, the

achleved l e v e l of satisfaction has exceeded 60 per cent snd hence satisfaction to be derlved by the employees from the factors of orgsnisational effectiveness needs to be increased s t i l l further, b y

30 t o 40 per cent.

The exiJting l e v e l of satlsfaction derived from i n determining the Each factor is

the s i x factors have more or less equal share current shares position not less of organlsational
15

effectiveness. The

than

per

cent.

maximum share

accounted for b y quality of work l i f e and the minimum share I s by morale. A similar finding can be observed from Table 7.8 for The ranking of factors i n accordance

the Bharathi M i l l s also.

with t h e i r hare tn the two m i l l s has been given i n Table 7.9.

Amoog

the

six

factors, It is

quality followed

of by

work

life

comes

first

In and

Swadeshi morale.

Mills.

o r g a n l s a t i o ~ l health Mllls, quality of

In both Swadeshi and Bharathf

work

l i f e , organisational health and morale a r e in the same ranks However, place.

in Swadeshi Mills industrial relations takes the second It is followed by organisational cllmate and job

satisfaction.

In fine, the foregoing analysis makes it clear that a l l

the six factors investigated contribute a significant share in

determining

organisational

effectiveness.

Hence, organlsational It

effectiveness i s not determined by one factor/variable alone. i s influenced by a number of factors/variabies. included

All the factors

in the investigation have more or less the same share. it is is only just to a at and number in the right of that fnctors. organisational
A

Therefore,
effectiveness

related been

similar chlld

conclusion
(1974,

has

arrived

studies made
(1973),

by

1975),

Duncan (1973),

Gibson et.al.

Mott (19721,

Negandhi and Reimann (1973) and Webb (1974). hypothesis,

(H3)

This proves the is a

that

organisational

effectiveness

multivariable phenomenon.

SUMMARY

The analysls of the perception of the employees about the various dimensions of organisational effectiveness establlshes

the fact that a l l the three groups of workers are generally more satisfied than the Supervisors and Executives. satisfaction attained by grmt Supervisors expectation. and The low levels of could be

Executives share of

attributed to t h e i r

The

the each

factor I n the existing l e v e l of organisationel effectiveness i s more or less the same. Thus a l l factors are equally responsible i n

augmenting the l e v e l of organisetionai effectiveness.