1.

Introduction

This report-content is a result of a survey conducted at Supersign Cables during fall

semester 2008.
Industrial Relation is about people who work and pursue careers today in new and
highly demanding settings. It is about people who seek fulfillment in their lives and

jobs in a variety of ways and in certain times. It is about common themes that now
characterized the modern workplace, including high performance, ethical behavior,
productivity improvement, technology utilization, product and service quality,
workforce diversity, work-life balance, and competitive advantage in a global
economy.

Industrial Relation is the study of individuals and groups in organization regarding

reciprocal interest. People at work in organization today are part of a new era. The
institutions of society and people who make them work are challenged in many and
very special ways. In this new era of work and organizations, the body of knowledge
we call “Industrial Relation” offer many insights of great value.

1.1 Origin of the Report

Mr. AKM Mominul Haque Talukder, Core faculty of School of Business at North
South University authorized the preparation of this study on October, 2008. Mr.

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 Haque’s letter of authorization instructed Group 1 to begin work on the study at the
earliest possible time.

This report has been prepared to fulfill the requirement of Industrial Relations (HRM-
410) as a part of its course schedule. This report titled “Unpaid Overtime of White-
collar Employees at Supersign Cables” aims to track the impacts on the company
performance in response to their goals and objectives.

1.2 Objective

Industrial Relation is a useful knowledge base for better work-related understanding

and potential career success within an organization. Our objective was to find out
some answers related to the Industrial Relations of Super Sign Cables. They are-

How Industrial Relation theories work inside Super Sign Cables?

How increased job responsibility impacts performance level in Supersign
Cables?
How Our Independent variables effect Dependent Variables inside Super
Sign Cable?

1.3 Statement of purpose

The purpose of our project is to understand how Unpaid Overtime of White-collar

Employees at Super Sign Cables functions within the company. How the different
elements of organizational behavior contribute to the company’s success? What are
the problems of Unpaid Overtime and how the functions can be improved to achieve
further success?

1.4 Scope

The intention of the study is to understand how Unpaid Overtime impacts

performance within the organization.

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1.5 Limitations
We faced many problems in our research. The main problems are-

Time
Subjective data
The quality of this report is limited by the accuracy with which the employees
responded to the questionnaire. If they responded honestly, the content of the
report is considered to be accurate.

1.6 Methodology

Our objective was to first find out the Impacts of Unpaid Overtime on Company
performance.

1.6.1 Sample design

Sample refers a portion of total population. It is a portion of the total population

carefully selected to represent that population. There are three types of sampling
techniques such as simple random sampling, stratified sampling and quota sampling.

For our research we have selected Supersign Cables. For our research we have taken
some days randomly to get a whole picture of the company to analyze the data. We
have chosen managers and executives as our population sample (15 respondents). The
respondents were selected based on quota sampling technique, which is choosing the
respondent according to researcher’s choice. By taking the samples we have the
whole idea about Impacts of Unpaid Overtime on Company performance.

1.6.2 Methods of data collection

We have used some procedure for collecting our data. Hence, we have used two types
of data such as primary data & secondary data.

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1.6.2.1 Primary Data

Primary refers core data. Which we get from primary sources for instance
questionnaire, standardized tests, observational
forms, laboratories notes which are also called
raw data. We used a sample q uestionnaire
which is made up by our group and under the
observation of our faculty. The questionnaire
was filled up by the managers. We have collect data from managers and non-
managers such as officers.

1.6.2.2 Secondary Data

Secondary data refers literature studies made by others for their own purpose.
Secondary data helps current
researchers while working on
related fields. While doing
this research we have taken
some secondary data which
helped us to make our
concept understandable. As
secondary data we have
collected our relevant
information from the internet.
We accessed internet for reviewing the information that provide us some usefu l
information about Supersign Cables. In addition, we have also collected lots of
valuable information from books which discussed “Indusrial Relations ”. This book
proved to be very handy for us while doing this project.

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2. Company Profile

Supersign Industries (Electrical) Ltd. Is one of the best cable and wire manufacturers in
the country? It was established in 1963 and recognized by the ministry of commerce and
industries department of the then Government of East Pakistan in 1968.

For three decades, it has been one of the leading manufacturers of quality wires and
cables. It manufactures various types of domestic, power, control, Telecommunication

and submersible cables according to standard specification.

Through design and quality control we continually improve our existing technology and
cable while creating new solution to ever increasing demands. From design and quality
control our job is to provide with trouble free cable for maximum performance. The
factory is well-equipped with modern machines to manufacture quality cables according
to recognized institutions, i.e., Bangladesh Standard (BDS), German Standard (VDE),
IEC and other international standards. Cables are also made according to customers
special requirement. The license has been awarded by Bangladesh Standard Institution to
use the standard mark.

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 Our products and approved and are being used in the country by REB, PWD, Civil
Aviation MES, T&T, BTMC,- Government and Semi-Government and Autonomous
bodies etc. and is also used by private sectors.

The products are also well-known in international

markets. It is matter of great pride to mention that we
are the first winner of international award for
commercial prestige in the cable field of Bangladesh in
1991 by Trade Leaders Club, Madrid , Spain ,
Secondly, we have won the 10 th Golden Europe
Award for quality in 1996 in France . Only a few receive this Prestigious Award which
reflects overall effort in quality, delivery and service.

Supersign products are dedicated to

satisfying our customer's needs. We do
this by continuously improving our
processes and by providing the highest
quality products, on time, at a fair price.
We are structured to meet your needs not
only with an engineering job-shop, for
your large quality quick response
shipments.

Supersign Industr ies (Electrical) Ltd. Is the only manufacturer of wide range wires and
cables in two units in the country and as such we are able to meet any demands of cables
of the Customers. Further, we are proud that we are the only manufacture in Bangladesh,
manufacturing 0.6 kV. to 33 kV. XLPE, L.T. Cables with customer’s satisfactions.

Supersign Industries (Electrical) Ltd. Is one of the best cable and wire manufacturers in
the country. It was established in 1963 and recognized by the ministry of commerce and

6|Page
 industries department of the then Government of East Pakistan in 1968.

For three decades, it has been one of the leading manufacturers of quality wires and
cables. It manufactures various types of domestic, power, control, Telecommunication
and submersible cables according to standard specification.

2.1 Vision-Mission
2.1.1 Our Vision

To be the best Private Wire manufacturer in Bangladesh in terms of efficiency, capital

adequacy, asset quality, sound management and profitability having strong liquidity.
... upholding ethical values and best practices

2.1.2 Our Mission

To build Super Sign Cables into an efficient, market driven, customer focused institution
with good corporate governance structure.
Continuous improvement in our business policies, procedure and efficiency through
integration of technology at all levels.

2.2 Strategic Priority

To have sustained growth, broaden and improve range of products and services in all areas
with the aim to add increased value to investment and offer highest possible benefits to our
customers.

2.3 For our Customers

To become most caring in terms of product quality and customer satisfaction - by
providing the best product and efficient service in every area of our business.

2.4 Core Values

2.4.1 for our Employees
By promoting well - being of the members of the staff.

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 2.4.2 for our Shareholders
By ensuring fair return on their investment through generating stable profit.

2.4.3 for our Community

By assuming our role as socially responsible corporate entity in a tangible manner through
close adherence to national policies and objectives.

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3. Data Analysis

Data analysis usually involves reducing accumulated data to a manageable size,

developing summaries, looking for patterns and applying statistical techniques. We
have done our analysis according to the managers’ point of view. To check whether
our data are reliable or not we have done reliability test of the data in SPSS. If there
are some problems in the data we have done factor analysis to solve the problem. We
have also done liner regression to find out whether the data are relational or not.
Through our research we have some results and our findings are given below.

3.1 Performance Level

Performance level is the matter of great concern in today’s dynamic world of

business. Our purpose was to determine the following things:
1. Does unpaid overtime decrease productivity?
2. Does unpaid overtime increase absenteeism or attentiveness?
3. Does unpaid overtime increase turnover rate?
4. Does unpaid overtime create unfriendly work environment?
5. Does unpaid overtime decrease efficiency?
Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.7049 for this section. It clearly shows that our data is very much reliable.

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3.2 Job Satisfaction

Job satisfaction is the key element of get things done in an effective and efficient
manner; that’s why today’s Business organizations are very much concern about
employees’ job satisfaction as it determines company success. We tried to address
following facts:

1. Unpaid overtime motivates to work

2. Unpaid overtime may lead to take biased decisions
3. Unpaid overtime may mean as discrimination
4. Unpaid overtime may hinder further career development
5. Unpaid overtime may lead you to go for alternative job
Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.6386 for this section. It clearly shows that our data is very much reliable.

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3.3 Increased Job Responsibility- Independent Variable :

Increased job responsibility can be viewed in a positive manner; does it happen all the
time? We tried to figure it out through following things:

1. Increased job responsibility decreases morale

2. Too much work without payment may be unethical
3. Increased job responsibility dignifies employee’s role or position
4. Increased job responsibility may be cost-efficient
5. Organizational politics influences job assigning procedure

Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.5322 for this section. It clearly shows that our data is very much reliable.

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3.4Overtime Vs Leisure Time-Independent Variable

Whenever the question of overtime comes, it brings another issue with it. That is
leisure period. We have to compromise with our leisure time. Certain things need to
be addressed here:
1. Increasing work hours clashes with social life
2. There is hardly any time to enjoy with friends and family
3. Company tends to cut-off Govt. holidays
4. Sudden overtime roaster causes dissatisfaction
5. Long work hours bring monotonous life
Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.5829 for this section. It clearly shows that our data is very much reliable.

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3.5 Qualitative Job- Independent Variable

Quality is the key to be successful in any arena in today’s dynamic world of business.
There is no compromise as far as quality is concerned following things need to
addressed:

1. Long working hours tends to decrease the attention in job

2. Unpaid overtime degrades quality
3. Long work hours tends to decrease employee’s expertise
4. Substantial differences between normal and overtime working hours
5. Stress might influence job quality

Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.5488 for this section. It clearly shows that our data is very much reliable

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3.6 Less Recognition- Independent Variable

Recognition for well performance is the basic human desire & a very important
motivational factor; we felt the following things need to be addressed:
1. Unpaid overtime may not be recognized
2. Unpaid overtime may not dignifies the position
3. Unpaid overtime may have lack of reinforcement
4. Unpaid overtime may underestimate the potential of the employee
5. Unpaid overtime may be a tool for pressurizing the employees to do the
work
Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.7596 for this section. It clearly shows that our data is very much reliable

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3.7 Grievances- Independent Variable

We felt the following things need to be addressed for this section:

1. Unpaid overtime creates dissatisfaction

2. Excessive working hours without payment may create rival relationship
with the management
3. Management is taking interest by not giving the employees overtime
payment
4. Excessive work hours is not a concern rather the payment
5. The company does not have any schedule for paying the overtime to white
collar employees

Interpretation: Addressing these questions was immensely important for the success
of this report, analyzing our questionnaire data; we found that the value of alpha is
0.7316 for this section. It clearly shows that our data is very much reliable

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At a glance:

The alpha values are represented in the following chart:

0 0.2 0.4 0.6 0.8

GIV
LRIV
QJIV
IJRIV
JSDV
PLDV
OLTVIV
0.7316
0.7596
0.5488
0.5322
0.6386
0.7049

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Interpretation of relationship

4.1 Performance Level VS Increased job responsibility

When comparing workplace performance with increased job responsibility, we found

out very predictable results that are workplace performance does have relation with
unpaid overtime. The factors of include practice of unpaid overtime may decrease
productivity, increase absenteeism or attentiveness, increase turnover rate, increase
deviant workplace behavior, decrease job satisfaction.

When comparing workplace performance with increased job responsibility, we

analyzed the data in the following way:

We set the null hypothesis

Ho = There is no relationship between workplace performance and unpaid overtime &

increased job responsibility.

And the alternate as:

H1= There is relationship between workplace performance and unpaid overtime &
increased job responsibility.

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 5.470 1 5.470 25.094 .000
n
Residual 2.834 13 .218
Total 8.304 14
a. Predictors: (Constant), MIJRIV
b. Dependent Variable: MPLDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=25.094
Therefore, we reject the null or we do not accept the null.

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Therefore, there is substantial relationship between workplace performance and unpaid
overtime & increased job responsibility.

Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .812 .659 .632 .46689
a. Predictors: (Constant), MIJRIV

We can see here that R2=.659(coefficient of determination)

Therefore we can say that about 65.90% of the total variation is estimated by the regression
equation can be explained.

MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MIJRIV

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4.2 Performance Level VS Overtime-Leisure

When comparing workplace performance with Overtime-Leisure, we analyzed the

data in the following way:

We set the null hypothesis

Ho = There is no relationship between workplace performance and Overtime-Leisure

And the alternate as:

H1= There is relationship between workplace performance and unpaid overtime &
Leisure.

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 6.768 1 6.768 57.285 .000
n
Residual 1.536 13 .118
Total 8.304 14
a. Predictors: (Constant), MOLTIV
b. Dependent Variable: MPLDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=57.285
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between workplace performance and unpaid
overtime & Leisure
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .903 .815 .801 .34373
a. Predictors: (Constant), MOLTIV

We can see here that R2=.815(coefficient of determination)

Therefore we can say that about 81.50% of the total variation is estimated by the regression
equation can be explained.

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4.3 Performance Level VS Qualitative job

When comparing workplace performance with Qualitative job, we analyzed the data
in the following way:

We set the null hypothesis

Ho = There is no relationship between workplace performance and Qualitative job

And the alternate as:

H1= There is relationship between workplace performance and unpaid overtime &
Qualitative job.

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 6.146 1 6.146 37.034 .000
n
Residual 2.158 13 .166
Total 8.304 14
a. Predictors: (Constant), MQJIV
b. Dependent Variable: MPLDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=37.034
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between workplace performance and unpaid
overtime qualitative job.

Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .860 .740 .720 .40739
a. Predictors: (Constant), MQJIV

We can see here that R2=.740(coefficient of determination)

Therefore we can say that about 74% of the total variation is estimated by the regression
equation can be explained.

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 MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MQJIV

4.4 Performance Level VS less Recognition

When comparing workplace performance with less Recognition, we analyzed the data
in the following way:

We set the null hypothesis

Ho = There is no relationship between workplace performance and less Recognition

And the alternate as:

H1= There is relationship between workplace performance and unpaid overtime &
less Recognition.

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ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 8.143 1 8.143 658.669 .000
n
Residual .161 13 .012
Total 8.304 14
a. Predictors: (Constant), MLRIV
b. Dependent Variable: MPLDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=658.669
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between workplace performance and less
recognition.
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .990 .981 .979 .11119
a. Predictors: (Constant), MLRIV

We can see here that R2=.981(coefficient of determination)

Therefore we can say that about 98.10% of the total variation is estimated by the regression
equation can be explained.

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4.5Performance Level VS Grievances

When comparing workplace performance with Grievances, we analyzed the data in

the following way:

We set the null hypothesis

Ho = There is no relationship between workplace performance and Grievances

And the alternate as:

H1= There is relationship between workplace performance and Grievances

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 8.272 1 8.272 3350.183 .000
n
Residual .032 13 .002
Total 8.304 14
a. Predictors: (Constant), MGIV
b. Dependent Variable: MPLDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=3350.183
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between workplace performance and Grievances.

Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .998 .996 .996 .04969
a. Predictors: (Constant), MGIV

We can see here that R2=.996(coefficient of determination)

Therefore we can say that about 99.60% of the total variation is estimated by the regression
equation can be explained.

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 MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

MGIV

5.1 Job Satisfaction VS Increased job responsibility

Job satisfaction is the key element of get things done in an effective and efficient
manner; that’s why today’s Business organizations are very much concern about
employees’ job satisfaction as it determines company success.

When comparing Job Satisfaction with unpaid overtime, we analyzed the data in the
following way:

We set the null hypothesis

Ho = There is no relationship between Job Satisfaction and unpaid overtime&

Increased job responsibility
And the alternate as:

H1= There is relationship between Job Satisfaction and unpaid overtime& Increased
job responsibility

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ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 4.564 1 4.564 37.435 .000
n
Residual 1.585 13 .122
Total 6.149 14
a Predictors: (Constant), MIJRIV
b Dependent Variable: MISDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=37.435
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between Job Satisfaction and unpaid overtime &
increased job responsibility.
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .862 .742 .722 .34918
a. Predictors: (Constant), MIJRIV

We can see here that R2=.742(coefficient of determination)

Therefore we can say that about 74.20% of the total variation is estimated by the regression
equation can be explained.

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5.2 Job Satisfaction VS Overtime-Leisure

When comparing Job Satisfaction with Overtime-Leisure, we analyzed the data in the
following way:

We set the null hypothesis

Ho = There is no relationship between Job Satisfaction and Overtime-Leisure

And the alternate as:

H1= There is relationship between Job Satisfaction and Overtime-Leisure

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 4.380 1 4.380 32.186 .000
n
Residual 1.769 13 .136
Total 6.149 14
a Predictors: (Constant), MOLTIV
b Dependent Variable: MISDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=32.186
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between Job Satisfaction and unpaid overtime &
Leisure
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .844 .712 .690 .36890
a Predictors: (Constant), MOLTIV

We can see here that R2=.712(coefficient of determination)

Therefore we can say that about 71.20% of the total variation is estimated by the regression
equation can be explained.

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 MISDV
5.0

4.5

4.0

3.5

3.0
Observed

2.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MOLTIV

5.3 Job Satisfaction VS Qualitative job

When comparing Job Satisfaction with Qualitative job, we analyzed the data in the
following way:

We set the null hypothesis

Ho = There is no relationship between Job Satisfaction and Qualitative job

And the alternate as:

H1= There is relationship between Job Satisfaction and Qualitative job

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ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 4.385 1 4.385 32.304 .000
n
Residual 1.765 13 .136
Total 6.149 14
a Predictors: (Constant), MQJIV
b Dependent Variable: MISDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=32.304
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between Job Satisfaction and unpaid overtime &
Qualitative job
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .844 .713 .691 .36842
a Predictors: (Constant), MQJIV

We can see here that R2=.713(coefficient of determination)

Therefore we can say that about 71.30% of the total variation is estimated by the regression
equation can be explained.

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5.4 Job Satisfaction VS less recognition

When comparing Job Satisfaction with less recognition, we analyzed the data in the
following way:

We set the null hypothesis

Ho = There is no relationship between Job Satisfaction and less recognition and the
alternate as:

H1= There is relationship between Job Satisfaction and less recognition

ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 4.667 1 4.667 40.939 .000
n
Residual 1.482 13 .114
Total 6.149 14
a Predictors: (Constant), MLRIV
b Dependent Variable: MISDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=40.939
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between Job Satisfaction and less recognition.
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .871 .759 .740 .33765
a Predictors: (Constant), MLRIV

We can see here that R2=.759(coefficient of determination)

Therefore we can say that about 75.90% of the total variation is estimated by the regression
equation can be explained.

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 MISDV
5.0

4.5

4.0

3.5

3.0

2.5
Observed

2.0 Linear
1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

MLRIV

5.5 Job Satisfaction VS Grievances

When comparing Job Satisfaction with Grievances, we analyzed the data in the
following way:

We set the null hypothesis

Ho = There is no relationship between Job Satisfaction and Grievances and the

alternate as:

H1= There is relationship between Job Satisfaction and Grievances.

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ANOVA
Model Sum of df Mean F Sig.
Squares Square
1 Regressio 4.910 1 4.910 51.505 .000
n
Residual 1.239 13 .095
Total 6.149 14
a Predictors: (Constant), MGIV
b Dependent Variable: MISDV

Decision Rule: Reject Ho if F > F1, n-1, ∞/2

F1, n-1, ∞=F1, 5-1, .01=21.20< F=51.505
Therefore, we reject the null or we do not accept the null.
Therefore, there is substantial relationship between Job Satisfaction and Grievances
Model Summary
Model R R Square Adjusted Std. Error
R Square of the
Estimate
1 .894 .798 .783 .30876
a Predictors: (Constant), MGIV

We can see here that R2=.798(coefficient of determination)

Therefore we can say that about 79.80% of the total variation is estimated by the regression
equation can be explained.

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6 Conclusion

Analyzing the data from the questionnaire on the basis of our textual knowlwdge, we
found that this concerned industry (Supersign Cables) does not pay the overtime to
the white-collar employees. Therefore, we found some psychological changes in the
attitude or workplace behaviour of the employees. Due to increased job
responsibility,lack of leisure time, less recognition in the workplace impact employees
performance and job satisfaction in the workplace.

7 Recommendation

There should be a proper payment structure for the white-collar employees;

In the corporate world it is a common scenario that eployees are working
longer hours in their office. Therefore, fringe benefits (e.g. bus service,
promotion, gift etc.) should be given.
The company sould give the employees proper holidays, otherwise, there is
every possibility that they will lose their productivity.
As employees are one of the major key stakeholders in the organization, they
should be taken proper care by the company. If they fail to satisfy their
employees, they will be out of their market.

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BIBLIOGRAPHY
 Robbins, P., Stephen and Judge, A., Timonthy; "Organizational Behavior"; ed:12th ,
New Delhi, Prentice Hall India Private Limited: 2007.
 Newbold, Paul, Carlson, L., William, Thorne, Betty; "Statistics for Business and
Economics"; ed:6th , New Delhi, Prentice Hall India Private Limited: 2007.
 Prime Bank Limited, "Annual Report", http://www.prime-
bank.com/annual_report2007.pdf : 2007
 Mr. Hira Chand Dugar, Chairman of Supersign Cables.

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APPENDIX
Reliability Analysis

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35 | P a g e
36 | P a g e
37 | P a g e
Regression Analysis
MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MIJRIV

MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MOLTIV

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 MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MQJIV

MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

MLRIV

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 MPLDV
5.0

4.5

4.0

3.5

3.0

2.5

2.0
Observed

1.5 Linear
1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

MGIV

MISDV
5.0

4.5

4.0

3.5

3.0

2.5
Observed

2.0 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MIJRIV

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 MISDV
5.0

4.5

4.0

3.5

3.0
Observed

2.5 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MOLTIV

MISDV
5.0

4.5

4.0

3.5

3.0

2.5
Observed

2.0 Linear
2.0 2.5 3.0 3.5 4.0 4.5

MQJIV

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 MISDV
5.0

4.5

4.0

3.5

3.0

2.5
Observed

2.0 Linear
1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

MLRIV

MISDV
5.0

4.5

4.0

3.5

3.0

2.5
Observed

2.0 Linear
1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

MGIV

42 | P a g e
Dear Respondent:
We are the BBA students of North South University doing a survey for the partial fulfillment of
INDUSTRIAL RELATIONS course that involves the relationship and effects of unpaid
overtime, dependent and independent variables of an organization. It will take only few
minutes of your time. Your response would be of great help in accomplishing the study. However, this
information is only for academic purpose and will not be disclosed elsewhere. I heartily thank you for
your cooperation.

For the following questions, PLEASE tick (√) your answer according to the degree of your agreement.
[e.g., 5 = ‘Highly Agree’, 4 = ‘Moderately Agree’, 3 = ‘Agree’, 2 = ‘Moderately Disagree’, 1
=‘Highly Disagree’]

Background Information

Company/Firm: ________________ Position: ______________ Education level: ______

Tenure of job: ________ Gender: _______ Age: _____ Total number of employees: _____

Section One

Performance Level- Dependent Variable 1 2 3 4 5

1. Unpaid overtime decreases productivity
2. Unpaid overtime increases absenteeism or
attentiveness
3. Unpaid overtime increases turnover rate
4. Unpaid overtime creates unfriendly work
environment
5. Unpaid overtime decreases efficiency

Section Two

1 2 3 4 5
Job Satisfaction- Dependent
Variable
1. Unpaid overtime motivates to work
2. Unpaid overtime may lead to take biased
decisions
3. Unpaid overtime may mean as
discrimination
4. Unpaid overtime may hinder further career
development
5. Unpaid overtime may lead you to go for
alternative job

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Section Three

Increased Job Responsibility- 1 2 3 4 5

Independent Variable
1. Increased job responsibility decreases
morale
2. Too much work without payment may be
unethical
3. Increased job responsibility dignifies
employee’s role or position
4. Increased job responsibility may be cost-
efficient
5. Organizational politics influences job
assigning procedure

Section Four

Overtime Vs Leisure Time-Independent 1 2 3 4 5

Variable
1. Increasing work hours clashes with social
life
2. There is hardly any time to enjoy with
friends and family
3. Company tends to cut-off Govt. holidays
4. Sudden overtime roaster causes
dissatisfaction
5. Long work hours bring monotonous life

Section Five

Qualitative Job- Independent Variable 1 2 3 4 5

1. Long working hours tends to decrease the
attention in job
2. Unpaid overtime degrades quality
3. Long work hours tends to decrease
employee’s expertise
4. Substantial differences between normal
and overtime working hours
5. Stress might influence job quality

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Section Six

Less Recognition- Independent 1 2 3 4 5

Variable
1. Unpaid overtime may not be recognised
2. Unpaid overtime may not dignifies the
position
3. Unpaid overtime may have lack of
reinforcement
4. Unpaid overtime may underestimate the
potential of the employee
5. Unpaid overtime may be a tool for
pressurising the employees to do the work

Section Seven

1 2 3 4 5
Grievances- Independent
Variable
1. Unpaid overtime creates dissatisfaction
2. Excessive working hours without payment
may create rival relationship with the
management
3. Management is trying take interest by not
giving the employees overtime payment
4. Excessive workhours is not a concern rather
the payment
5. The company does not have any schedule for
paying the overtime to white collar employees

 Any other opinion/suggestion/recommendation that you may have or has not

covered yet:

________________________________________________________________________

Thanks for your cooperation

45 | P a g e
 TABLE OF CONTENTS

Table of Contents
Executive Summary...................................................................................................................ii
1. Introduction................................................................................................................... 1
1.1 Origin of the Report ................................................................................................ 1
1.2 Objective ................................................................................................................ 2
1.3 Statement of purpose............................................................................................... 2
1.4 Scope ...................................................................................................................... 2
1.5 Limitations.............................................................................................................. 3
1.6 Methodology........................................................................................................... 3
1.6.1 Sample design.................................................................................................. 3
1.6.2 Methods of data collection ............................................................................... 3
2. Company Profile ........................................................................................................... 5
2.1 Vision-Mission ........................................................................................................ 7
2.1.1 Our Vision ........................................................................................................ 7
2.1.2 Our Mission ...................................................................................................... 7
2.2 Strategic Priority.................................................................................................. 7
2.3 For our Customers ................................................................................................ 7
2.4 Core Values ........................................................................................................... 7
2.4.1 for our Employees............................................................................................ 7
2.4.2 for our Shareholders.......................................................................................... 8
2.4.3 for our Community ............................................................................................ 8
3. Data Analysis ................................................................................................................ 9
3.1 Performance Level .................................................................................................. 9
3.2 Job Satisfaction..................................................................................................... 10
3.3 Increased Job Responsibility- Independent Variable :............................................ 11
3.4 Overtime Vs Leisure Time-Independent Variable .................................................. 12
3.5 Qualitative Job- Independent Variable .................................................................. 13
3.6 Less Recognition- Independent Variable .............................................................. 14
3.7 Grievances- Independent Variable......................................................................... 15
Interpretation of relationship ............................................................................................... 17
4.1 Performance Level VS Increased job responsibility............................................... 17
4.2 Performance Level VS Overtime-Leisure.............................................................. 19
4.3 Performance Level VS Qualitative job .................................................................. 20
4.4 Performance Level VS less Recognition................................................................ 21
4.5 Performance Level VS Grievances ........................................................................ 23
5.1 Job Satisfaction VS Increased job responsibility.................................................... 24
5.2 Job Satisfaction VS Overtime-Leisure................................................................... 26
5.3 Job Satisfaction VS Qualitative job ....................................................................... 27
5.4 Job Satisfaction VS less recognition...................................................................... 29
5.5 Job Satisfaction VS Grievances............................................................................. 30
6 Conclusion .................................................................................................................. 32
7 Recommendation......................................................................................................... 32
BIBLIOGRAPHY............................................................................................................... 33
APPENDIX ........................................................................................................................ 34

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