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TABLE OF CONTENTS

CHAPTER NO TOPICS PAGE NO


INTRODUCTION 4
1.1 DEFINITION 5
1.3 COMPANY PROFILE 15
1 1.4 OBJECTIVES OF THE STUDY 19
1.5 SCOPE OF THE STUDY 20
1.6 NEED FOR THE STUDY 21

2 LITERATURE SURVEY 23
3 METHODOLOGY 26
3.1 RESEARCH DESIGN 26
3.2 RESEARCH TYPE 26
3.3 DATA COLLECTION 27
3.4 STATISTICAL TOOL 30
4 DATA ANALYSIS AND 33
INTERPRETATION
4.4 STATISTICAL ANALYSIS
5.1 FINDINGS 74
5.2 SUGGESTION 78
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5.3 LIMITATIONS OF THE STUDY 22
5.4 CONCLUSION 81
APPENDIX 1- QUESTIONNAIRE 83
REFERENCES 82

LIST OF TABLES

T. No Tables P.No
1 Classification of employees based on age 33
2 Classification of employees on the basis of gender 34
3 Classification of employees based on designation 35
4 Employees years of experience 36
5 Resource availability of manager 37
6 Availability of information 38
Orientation of employees concern towards following
7 rules 39
8 Perception towards goal achievement 40
9 Training effectiveness 41
10 Training perception towards career moves 42
11 Scope of growth 43
12 Awareness about the growth possibilities 44
13 Perception towards informal communication 45
14 Team Work 46
15 Interpersonal relationship supervisor's suggestions 47
16 Concern towards others 48
17 Relationship with management 49
18 Sense of accomplishment 50
19 Satisfaction towards job 51
20 Motivation factor 52
21 Management of conflicts 53
22 Importance to individual's suggestions 54
23 Utilization of skills 55
24 Individual's importance in organization 56
25 Improvement in performance 57
26 Help from others 58
27 Delegation of Authority 59
28 Encouragement towards innovation 60
29 Risk taking 61
30 Fair work compensation 62
31 Rewards for achievements 63
32 Satisfaction with regard to incentives 64
33 Perception towards organization's image 65

LIST OF CHARTS

C. No Charts P.No
1 Classification of employees based on age 33
2 Classification of employees on the basis of gender 34
3 Classification of employees based on designation 35
4 Employees years of experience 36

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5 Resource availability of manager 37
6 Availability of information 38
Orientation of employees concern towards following
7 rules 39
8 Perception towards goal achievement 40
9 Training effectiveness 41
10 Training perception towards career moves 42
11 Scope of growth 43
12 Awareness about the growth possibilities 44
13 Perception towards informal communication 45
14 Team Work 46
15 Interpersonal relationship supervisor's suggestions 47
16 Concern towards others 48
17 Relationship with management 49
18 Sense of accomplishment 50
19 Satisfaction towards job 51
20 Motivation factor 52
21 Management of conflicts 53
22 Importance to individual's suggestions 54
23 Utilization of skills 55
24 Individual's importance in organization 56
25 Improvement in performance 57
26 Help from others 58
27 Delegation of Authority 59
28 Encouragement towards innovation 60
29 Risk taking 61
30 Fair work compensation 62
31 Rewards for achievements 63
32 Satisfaction with regard to incentives 64
33 Perception towards organization's image 65

INTRODUCTION

WORK LIFE BALANCE

Work life balance describes the relationship between your work and the

commitments in the rest of your life, and how they impact on one another.

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Employers, employees and government want to maximize participation in the

workforce. However, in our demanding lives many people struggle to balance

work and the responsibilities of caring for children, family members with a

disability or elderly parents.

For other workers it's often difficult to find time outside work for study,

volunteering, taking care of their own health or participating in sport and

recreation.

There is no ideal work life balance; everyone is different and the 'right'

balance may alter over time as families grow older and personal commitments

change.

Having options about how work is organized makes managing work and life

demands possible by allowing employees to work in non-traditional work

patterns and locations that better fit their personal commitments. Overall

quality of life improves and businesses also benefit from employees' higher

morale and commitment.

For employers the capacity to negotiate flexible work arrangements provides

an antidote to loss of skills and experience and the high cost of recruitment

and retention in a competitive labour market. Employers who provide flexible

work options immediately gain a competitive edge in the labour market by

becoming 'employers of choice.'

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Work life balance was perceived as a set of methods, approaches or

technologies for enhancing the work environment – making it more productive

and satisfying. If work life balance at work could be improved, it would

benefit and reward the individual employee but also the company, its

customers and society as a whole.

Stacey and Wise stated “Work life balance” is a management style that

adheres to the belief that the organization’s health improves as employees

become more knowledgeable and more active in company matters.

What constitutes a high Work life balance may vary in relation to both

the worker’s aspirations and objective reality of his work and society; whether

it primarily means security, equity, individualization or democracy, one thing

seems clear as explained by Takezawashin-ichi that the Work life balance is

ultimately defined by the worker himself.

This is proved beyond doubt that in many organizations the Unions are

consulted before any change in their regular work and memorandum of

understanding in the form of Standing orders are laid down and signed by

both the employer and employees’ representatives. Then it is binding on both

the parties to ensure a healthy working atmosphere, rewarding remunerations

and perks.

We know a great deal in the couple of decades about the need to

democratize or humanize work place in industry. By providing the industrial

worker with great participation in the decision involving his work, the Work

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life balance will be improved. Some organisations have responded by

including employees on board of companies and organizations called as

distant participation or by increasing their participation in the decision making

process of their work group by allowing them greater freedom in deciding how

to organize and conduct their own jobs which is called as immediate

participation. Examples of immediate participation are – Job rotation, Job

enlargement and Job enrichment.

TIPS FOR WORK LIFE BALANCE

Here are 5 ideas to help you bring a little better balance into your life:

SCHEDULE DOWN TIME

An uncle, who was also an entrepreneur, told me when I started my very first

business that I needed to block out time on my calendar for my family up front

or I would never have it open. He was right, but unfortunately it took me a lot

of years of my life to realize how right he was. I never blocked out the family

time, and work slowly overtook my life because I wasn’t doing anything to

make family time as scheduled as business meetings were. I would block off

an hour lunch meeting with someone for business, so why not block off an

hour dinner with my family at night?

It took me years and many hard lessons to figure out how critical it was for me

to schedule my family time as carefully as I schedule my work day. The

important thing is that you treat your family as if they matter just as much as

the most important business person in the world, and don’t miss your

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scheduled meetings you have with them. Block out dinner on your calendar.

Block out Saturday family events. Always keep Sunday as a sacred time with

your family. Block out date night if you are married. Block out a once-a-

month father/daughter or mother/son date with your child. Put these things on

your calendar in advance of each month and then treat them with the

importance of any other meeting. Schedule that time with them. They need

you.

CUT OUT THE THINGS THAT DON’T ADD VALUE TO YOUR LIFE

There are a lot of things we waste time on in life. Television, Internet, video

games, etc. I know because I am as guilty as many of you by allowing these

things to overtake my family time. Cut it out! That is my advice. I have to

remind myself of this often when I find myself on a Saturday looking at a cute

pair of shoes on Zappos.com when I could be out playing with my daughter. If

you have distractions in your life that take too much time away from family

then put stickers on the TV or computer or video game console that ask you

“what matters most in my life?” It won’t take long for that to hit you in the

gut. Trust me. I have tried it. It’s a good way to pull yourself away from

wasting time when you could be spending it on quality time with your family.

AVOID NEGATIVE PEOPLE THAT SUCK YOUR ENERGY

People in your life that gossip, are negative, complain, or vent can be a huge

drain on your energy. Avoid them! They will take up your time and leave

absolutely no redeeming value to your universe. Don’t give them two seconds

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of your day because if you give two seconds they will take two hours. If you

run into one of them, or they text you, or Facebook FB -0.72% message you,

or call you, or whatever, just don’t engage. Simply tell them you are too busy

being happy to swim in their pool of negativity and then avoid them like the

plague!

OUTSOURCE THOSE TASKS THAT YOU CAN

The day I discovered online grocery shopping was a good day for me. Getting

groceries was a tough task, especially when I was a single mom. When I found

out I could order groceries online and for a few dollars have them delivered to

my front door I was thrilled. A few dollars saved me hours of time in a store.

There are a lot of similar little things that can free up your day a so you can

have a more time with your family. Some other good finds are local dairies,

such as Winder Dairy in Utah, for milk delivery to your home and dry

cleaning services that let you bring your clothes to the office and they will

pick them up for you.

TAKE FIVE FOR YOU

In all the talk about work/life balance we forget that part of balance is taking

time for yourself. It is the very first thing that always goes – you. Women are

especially bad at this. We are so worried about everyone else that we forget

about us. Everyone – men and women – need a little time each day just for

them. Time to read a little, time to take a hot bath once in a while, time to

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swing on a swing and look at the garden. No matter what you choose to do

with your five minutes, it needs to be time that is just for you. Meditate. Write

in a journal. Pray. Just take that time for you – it will make you a better person

to the ones you love, trust me.

I hope these ideas will help a little bit. This topic of balance is one I have

struggled with my entire life and I certainly haven’t figured it out, yet. But I

am getting a little better at it all the time and that is what is important.

DETERMINANTS OF WORK LIFE BALANCE

There has little standardization of what criteria would measure QWL

and how it should be measured. Most investigators – “tailor – make” an

instrument for the particular population they are studying.

The following dimensions have been considered more important to

assess the level of QWL in the research study.

 Job as a source of satisfaction

 Rewards

 Challenge and Variety

 Work Group

 Status and Recognition

 Opportunity for Growth

 Freedom to take Decisions

 Company Status

 Clarity of Management’s Views

Elements of Work Life

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1. One has working life quality when he burns his work, because it is an

extension of what he wants to do with his life.

Work life balance starts with taking responsibility for one’s own life and

then it spreads in ever-widening circles. One can live comfortably on the

surface of life, which means that he is happy and contented and doing fine. He

lives up to the norms of society: good education, good job, reasonable pay,

nice home, family and children.

One can also live well in the depth of life , i.e., deep within his soul.

then he knows what he wants in life and act accordingly. He lives out his

dreams. You devote heart and soul to whatever you are doing. The good life is

good both on the surface and deep down.

2. Develop and become master in your own field.

To become a master is not a question of outdoing others. One has to

conquer himself, his inertia, his fear and incompetence. A lot of work seems to

be completely uninteresting and without challenge. One’s superior does not

provide the challenges. He has to discover them for himself in life and at his

work. Finding the challenges and developing his commitment in crucial to

obtain mastery.

3. Experience fellowship with colloquies and management and are

proud of your workplace.

The fellowship which forms an important part of working life quality,

includes everybody at work, employees, directors and management.

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Fellowship is found when people pool their efforts to accomplish something

they would not be able to do on their own. It is natural that a certain division

of labour will take place as different people have different interests and skills.

It therefore follows that if the division of labour is to succeed the members of

the group have to co-operate.

Fellowship also implies a personal responsibility from each member of

the group. The more you blame management for everything, the less you allow

yourself the possibility to act and control your own working life.

4. Create real values for customers and the surrounding world is

producing products and services of high quality.

All companies strive to create real value for the surrounding world

(customers, clients, users and society as a whole). Creating real value is not a

matter of just money. It starts with the individual person. Creating real value

means becoming more valuable to yourself and your surroundings. How do we

become more valuable as human beings?

We can start by asking how valuable we are to ourselves, our partner,


our children, friends and ourselves? We are valuable if we are able to create a
good life for our nearest and dearest for ourselves and people in general.

We are valuable when we take responsibility for our lives and try to
make it good, good life for ourselves as well as for others.

If you owned part of the company you work for, it would be easier to
think that you have to be valuable at work. But even if joint ownership does
not exist, employees can have a great influence on the work, the way the task
is solved, the quality of the product, the sales to the customers etc. You can be

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responsible for influencing the company in such a way that your work will
result in the greatest possible value.

Therefore, working-life quality deals with these four elements.


Personal quality of life in one’s work, developing mastery, experiencing real
fellowship with colleagues and managers and contributing to the creation of
real value for customers and the surrounding world through your job.

Causes Affecting Work life balance

Economic Adversity /
Economic Difficulties

Management Practices e.g.,


ways of treating employees
and giving them Quality of
opportunities to use their Work Life
activities

Strong Effect
Job nature (e.g. work load
work hours and pay)
Minor Effect
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Criteria for Measuring QWL

Human Resource Management experts prescribe the following criteria to

measure the degree of QWL :

1. Adequate and fair compensation – The remuneration payable to

the employee must be adequate and fair. It must provide the

employee a reasonable standard of living and should also be

comparable to the pay of employees doing similar jobs. The

capacity of the organisation to pay, the demand and supply of

labour, the cost of living and such other factors must be taken into

account in determining the fair pay.

2. Safe and healthy working conditions – The level of efficiency of

the employees is much determined by the physical working

conditions in the workplace. Natural lighting and ventilation,

pollution – free atmosphere, reasonable hours of work, facilities for

canteen, rest room, toilet etc. are the major aspects of physical

environment.

3. Opportunity to utilise and develop human capacities - The

work assigned to every employee must enable him to work to his

potentials. Steps must be taken to remove the monotony element of

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certain jobs. Employees must also have the opportunity to update

their job knowledge and skill by undergoing refresher training.

4. Better career prospects - Employees do not generally favour

stagnation in their career path. They look for every opportunity to

move to superior positions. It is, therefore, the duty of every

employer to provide suitable career opportunities for his employees

to secure their loyalty towards the organisation.

5. Social integration in the workforce – The work environment

must be such that the employee is able to develop a feeling of self-

esteem, openness, trust and confidence. He should be able to

mingle freely with his colleagues and superiors. In other words, the

work environment should be highly informal.

6. Proper balance between work and personal life - Under QWL

the employee should be able to pay equal attention to his work and

domestic responsibilities. His Family life should not be strained

because of overtime work, frequent business travel, transfer etc.

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1.1 COMPANY PROFILE

Company History

Novartis was created in 1996 through the merger of Ciba-Geigy and Sandoz,
two companies with a rich and diverse corporate history. Throughout the
years, Novartis and its predecessor companies have discovered and developed
many innovative products for patients and consumers worldwide.

Mission
 Healthcare portfolio
 People
 Corporate citizenship
 Video stories
 Partnerships
 Locations
Mission

We want to discover, develop and successfully market innovative products to


prevent and cure diseases, to ease suffering and to enhance the quality of life.
We also want to provide a shareholder return that reflects outstanding
performance and to adequately reward those who invest ideas and work in
our company

Healthcare portfolio
 Business strategy
 Pharmaceuticals
 Vaccines and Diagnostics
 Sandoz
 Consumer Health
 People
 Corporate citizenship
 Video stories
 Partnerships
 Locations

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Healthcare portfolio

We believe our portfolio best meets the varied and often complex needs of
patients and societies. Novartis is positioned to lead in innovation, partner
with others and offer solutions to patients across a broad healthcare spectrum.
In addition, a diverse portfolio reduces financial risk, bringing greater value to
those who invest in our company.

Our portfolio, focused on broad areas of healthcare, aims to best meet the
evolving needs of patients and societies worldwide.
Novartis is the only company with leading positions in four key areas:

 Pharmaceuticals: Innovative patent-protected medicines


 Vaccines and Diagnostics: Vaccines and diagnostic tools to protect
against life-threatening diseases
 Sandoz: Affordable, high-quality generic medicines and biosimilars
 Consumer Health: Strong, trustworthy brands for increasingly
knowledgeable consumers: OTC (Over-the-Counter), Animal Health
and CIBA Vision
Since Novartis was created in 1996 - when only 45% of net sales came from
healthcare – the company has shifted focus to fast-growing areas of healthcare.
Our strategy is to provide healthcare solutions that address the evolving needs
of patients and societies worldwide.

Innovating to treat disease more effectively

Our global Pharmaceuticals portfolio includes more than 50 key marketed


products, many of which are innovative leaders in their therapeutic areas. In
2009 we received a total of 25 positive regulatory decisions in the United
States, Europe and Japan.

Key pharmaceutical products marketed by Novartis are listed below by


therapeutic area.

Not all products or indications are available in all countries. Regulatory


requirements in various countries limit the product information that we can

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provide. Please consult your physician about any medical condition or
prescription product.

Note that some product links are intended for US residents only.

The division consists of two businesses:

 Novartis Vaccines
 Novartis Diagnostics, the blood testing business

Over-the-Counter

Novartis OTC (Over-the-Counter) is a world leader in the research,


development, production and marketing of self-medication products that do
not require prescriptions. Our products are designed for in-home treatment and
prevention of medical conditions and ailments, as well as the enhancement of
overall health and well-being.

The main Novartis OTC product categories are analgesics, cough, cold,
allergy, gastrointestinal, skin care and smoking-cessation treatments, as well as
mineral supplements.

Sandoz (Generics)

Delivering affordable, high-quality medicines

Sandoz, the generic pharmaceuticals division of Novartis, is a global


industry leader, offering affordable, high-quality medicines to everyone,
everywhere. It is the second-largest division of Novartis.

2009 net sales - USD 7.5 billion

Sandoz develops and produces approximately 1 000 compounds, as well as


active substances and intermediates. Our operations span five continents, and
we market products in more than 130 countries.

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In addition to its retail generics business, Sandoz operates three businesses
that focus on anti-infectives, oncology injectables and biopharmaceuticals.

Novartis Animal Health Products

Advancing animal healthcare

Novartis Animal Health (NAH) is a leader in developing new and better


ways to prevent and treat diseases in pets, livestock and cultivated fish. We
focus our energy on new medicines to improve the quality of life for
companion animals, as well as products to enhance the health of livestock and
cultivated fish. In all that we do, we strive to support high-quality production
and the welfare of animals.

In pets, our products are effective aids in preventing internal and external
parasites and treating ailments such as arthritic pain and kidney, heart and
allergic diseases.

For livestock, we offer therapeutic products to treat parasitic and bacterial


diseases and actively develop new vaccines to prevent diseases in livestock
and cultivated fish. Our innovative fly control products and services meet the
specific needs of food producers in the area of farm bioprotection.

OBJECTIVES OF THE STUDY

Primary Objective

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 To find out the work life balance in Novartis

Secondary Objective

 To find out effects of work life initiatives on employees.

 To find out way to improve work life.

 To gain an insight into current working life policies and practices, as

well as work-life balance issues.

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Need of the Study

 The work life balance is a result of employee perception of how well

their job provides those things that are viewed as important.

 It is generally recognized in the organizational behavior field that

employee’s work life balance is the most important as frequently

studied attitude.

 Employee work life is a critical element not only in providing for high

level of customer satisfaction, but also for higher productivity,

turnover, and reduced costs associated with recruiting.

 The employee’s attitude toward his job simply means his feeling about

job, boss, peers, contesters, workplace, work schedule etc. a positive

feeling about these leads to employee quality of work.

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SCOPE OF THE STUDY

The study courses the following aspects of Work life balance.

 Focus on work team.

 Autoynm in planning work

 Focus on skill development

 Increase responsiveness to employee concern.

 Opinion of the employees towards the prevailing Work life balance at

Novartis.

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LIMITATIONS OF THE STUDY

The study on Work life balance in maintaining work life balance has the

following limitations.

 The time limit for the study is short which creates hurdles in complete

enumeration of Novartis.

 Since, the study is a Cross-sectional study, the findings of the study

will not be applicable for a long time.

 The sample was taken from limited employees in Novartis whole

population is not considered.

 Only few components of work life is given importance in this study.

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REVIEW OF LITERATURE

Definitions of Work life balance :

 According to J.Richard and J. Loy “Work life balance is the degree to

which members of a work organization are able to satisfy important

personnel needs through their experience in the organization”.

 “It is a process of joint decision – making, collaboration and building

mutual respect between management and employees”. Cohoan.

 “QWL is the degree to which work in an organization contributes to

material and psychological well-being of its members” – Harrison.

Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984;

Cooper, 1988) define the qualities of work life are broadly similar to the study

on Singaporean Employees Development suggest four dimensions of Work

life balance labeled as, i) Favorable work environment ii) Personal growth and

autonomy iii) Nature of job and iv)Stimulating opportunities and co-

workers Good performance is recognized in addition to rewards being based

upon performance while employees are respected and treated like mature

people.

The Study on Singaporiean Employees development, Cheng S says

in a high QWL there should be a positive impact on personal life, an

opportunity to be involved in decision as well as an acceptable level of

physical comfort. Jobs seen to exist within high QWL work situations are

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those in which there is minimal negative impact on one’s personal life, and

hopefully one which has a positive impact on one’s personal life.

We would expect that these dimensions comprising Work life balance

that were found in the present sample are consistent with the rapid economic

growth and increasingly higher levels of educational standards in Singapore.

Research studies (Taylor, 1977; Taylor, 1978; Donald, 1997) have generally

established that Work life balance is positively associated with job

satisfaction and can be a significant motivator. One implication of this finding

for management is the need to consider the type of intrinsic and extrinsic

factors highlighted by the four aspects of QWL that comprise the motivational

reward-incentive system used in organizations. Designing the job and the

work environment so as to include the characteristics of the Work life balance

dimensions discussed above will contribute to the worker’s sense of well-

being, and provide a more positive start to other work motivation programmes

within the organization. Kirkman (1989) suggests that in the future work

society; the drive for more humanitarian treatment both in and out of work

will increase.

Cheng in his paper Work life balance through employee participation in

Singapore has discussed the following four different approaches to Work life

balance Employee share option scheme, Joint management consultation,

Quality circle and Industrial relations circle.

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This is an interesting situation given the high degree of emphasis on

achieving high standards in performance and quality known in Singapore.

Work life balance has also been viewed in a variety of ways including

a) As a movement b) as a set of organizational interventions and c) as a type

of working life felt by employees.

Work life balance, Self-evaluation and life satisfaction among

American Africans.

When for many people sex and relationships are troublesome – since

they are often hazardous to our health –work plays an even greater role in

keeping us “out of trouble”. Regardless of how much we earn, most of us

have some kind of agenda or work plan. And with so many people opening a

home and a cybers-office, with mounting levels of technology-related stress

(which Bruria Ginton, owner turned content – provider, calls

frustression), many of us end up involved in more one job, which we feel

compelled to get done, spending the greatest portion of our lives in what we

consider our workplace. So Work life balance is not some notion of frivolous

luxury. QWL is just as real and useful as virtual reality itself

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RESEARCH METHODOLOGY

Research connotes a systematic and objective investigation of a subject

or problem in order to discover relevant information or principles

The success of a research depends mostly on the method on which it is

carried out. The applied method will improve the validity of finding. This

chapter discusses the method of data collection.

RESEARCH

It is defined as “A systematic gathering, recording and analyzing of

data’s about problems relating to marketing of goods and services”. It enables

the companies to understand the needs and wants of the customers and also

helps them in making decisions.

RESEARCH DESIGN

The research design is purely and simply the frame work or plan for a

study, that guides the collection or analysis of data research design has been

considered a highly specialized tool for success of a research programme.

Research is a plan, structure and strategy of investigation conceived so as to

obtain answer to research question and control variance.

TYPES OF RESEARCH DESIGN

 Descriptive research study

 Experimental research study

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Descriptive Research

Descriptive study includes survey and facts finding enquiry of different

kinds. The major purpose of descriptive research is descriptive of the state of

affairs as it is at present. It portrays the characteristics of a particular situation,

Group or communities. It begins with a research about past form of the

problem. The main objective of the descriptive design is to acquire

knowledge. This project is done through descriptive study.

Experimental Study

It is the blue print of the procedure which enables the research to test

hypothesis by reaching valid conclusion about relationship between

independent and dependent variable. It is defined as a process where events

occur in a setting at the description of the experiments and the contents are

used to identify the sources of variation in subject response. Experiments can

be used in marketing when the research had established the hypothesis.

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SOURCES OF DATA

Collection of data is at most importance for a research investigation. If

the data is not adequate and accurate, the findings are bound to be misleading.

The data is divided into two categories :

Primary Data

The data collected directly from the respondent is referred as primary

data. Data was collected through primary source. The primary data was

collected through a structured questionnaire from the respondents.

Secondary Data

The secondary data is collected through Books and Websites carrying

relevant information.

DATA ANALYSIS

Extracting meaningful information from the data collected and

analyzing the information from the data collected and analyzing the

information statistically. Analysis of the collected data was done with the help

of tables, graphs and statistical analysis tools like chi square.

RESEARCH INSTRUMENTS USED

The questionnaire has been drowsed as the research instrument for

acquiring information from the respondents. Closed end questions persecuting

all possible answers has been made use of and multiple choice questions has

been put forth to avoid ubiquity in response from the respondents.

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SAMPLE SIZE

The size of the sample is an important problem to be decided in case of

sampling. This is because the size has a direct barring upon accuracy, time,

cost and administration of the survey. An optimum sample in survey is one

which fulfills the requirement of efficiency, representativeness, reliability and

flexibility.

METHOD OF SAMPLING

Convenience sampling

QUESTIONNAIRE DESIGN

The questionnaire was designed based on 15 broad parameters from

which 30 questions were developed. The 15 parameters are :

1. Resources

2. Orientation

3. Training

4. Career

5. Communication

6. Team work

7. Interpersonal Relationship

8. Satisfaction

9. Conflict Management

10. Motivation

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11. Recognition

12. Management of mistakes

13. Risk Taking

14. Compensation and benefits

15. Empowerment

STATISTICAL TOOL APPLiED

Analyst must use different statistical tools for analyzing and

interpreting the data, in this study the following tools are applied.

 Percentage analysis

 Chi-square analysis

Percentage Analysis

Percentage refers to a special kind of ratio. Percentages are used

making comparison between two or more series of data. Percentages are used

to describe relationship. Percentage can also be used to compare the relative

terms, the distribution of two or more series of data.

No. of respondents
Percentage of respondents = ----------------------- X 100
Total respondents
Chi-Square Test

The chi-square test is one of the simplest and most widely used non-

parameter. The quantity chi-square describes the magnitude of the discrepancy

between theory and observations test in statistical work.

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This steps involved in chi-square are as follows :

 Observed frequencies (o) are tabulated

 Expected frequencies (e) are tabulated

Expected frequencies for any cell can be calculated using the formula

RT x CT
E = -------------
N
Where,
E = Expected frequency
RT = the row total for the row containing cell
CT = the column total for the column containing cell
N = the total number of operation.

 The difference between the observed and expected frequency are

obtained and the square of the differences are tabulated as

(O – E ) 2.

 The values of the (O – E) 2. Is obtained in step 3 are divided by the

expected frequency and the total (O – E ) 2. Is compared with the table

of ^2 for the given degree of freedom at a certain level of significance

(generally 5% level is selected).

by degree of freedom, we mean the number of classes to which the values can

be assigned arbitrarily if at the 5% level of significance the calculated value of

^2 is more than table value of ^2 is more than the table value of ^2, the

difference between the theory and observation is considered to be significant.

31
On the other hand, the calculated value of ^2 is less than table value. The

difference the theory and observation is not considered as significant i.e., it is

regarded as due to fluctuations of sampling and hence ignored. The degree of

freedom can be calculated using the formula.

V = ( c -1 ) (r – 1)
Where, c – refers to columns,
And r = refers to rows.

32
DATA ANALYSIS

Table No. 1

CLASSIFICATION OF EMPLOYEES BASED ON AGE

S.No. AGE NO. OF PERCENTAGE


RESPONDENTS of respondents (%)
1 21-40 84 70%
2 Above 40 36 30%
Total 120 100

Inference :
The graph clearly a show depicts that 70% of the employees belong to

the age group of 21 to 40 years and 30% of the employees belong to the group

of above 40 years.

CHART NO. 1

CLASSIFICATION OF EMPLOYEES BASED ON AGE


80
70%
70
60
50
40
Percentage

30%
30
20
10
0
21-40 Age group Above 40

33
Table No. 2

CLASSIFICATION OF EMPLOYEES ON THE BASIS OF GENDER

S.No. GENDER NO. OF PERCENTAGE


RESPONDENTS of respondents (%)
1 Male 72 60%
2 Female 48 40%
Total 120 100

Inference :
The graph depicts that 60% of the employees surveyed are male and

the remaining 40% of the employees are female.

CHART NO. 2

CLASSIFICATION OF EMPLOYEES ON THE BASIS OF GENDER

Male 60%
Gender

Female 40%

0 20 40 60 80

Percentage

34
Table No. 3
CLASSIFICATION OF EMPLOYEES BASED ON
DESIGNATION

S.No. DESIGNATION NO. OF PERCENTAGE


RESPONDENTS of respondents (%)
1 Clerk/Assistant 102 85%
[Junior & Senior]
2 Superintendent 18 15%
Total 120 100

Inference :
Around 85% of the employees belong to the Clerk/Assistant [Junior. &

Senior] and about 15% of the employees belong to the Superintendent.

Chart No. 3

35
Table No. 4

EMPLOYEES’S YEARS OF EXPERIENCE

S.No. EXPERIENCE NO. OF PERCENTAGE


RESPONDENTS of respondents
(%)
1 Below 10 yrs 36 30%
2 11-15 yrs 54 45%
3 16-20 yrs 18 15%
4 Above 20 12 10%
Total 120 100

Inference :
30% of the employees have experience of about below 10 years. 45%
of the employees have experience of about 11 to 15 years. 15% of the
employees have an experience of about 16 to 20 years and about 10% of the
employees have an experience of above 20 years.

CHART NO. 4

EMPLOYEES'S YEARS OF EXPERIENCE

10%
30%
15%

45%

Below 10 Yrs 11-15 Yrs 16-20 Yrs Above 20

36
Table No. 5
RESOURCES AVAILABILITY OF MANAGER
S.No. PARTICULARS NO. OF PERCENTAGE
RESPONDENTS of respondents (%)
1 Strongly Agree 30 25%
2 Agree 78 65%
3 Neither Agree nor 12 10%
Disagree
4 Disagree 0 0%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
Almost 90% of the employees experienced the availability of manager

in times of help and also whenever needed. And the remaining 10% of the

employees feel that managers are available only at times.

CHART NO.5

RESOURCES AVAILABILITY OF MANAGER


70
60
50
Percentage

40
65%
30
20
10 25%
10%
0 0% 0%
Strongly Agree Neither Disagree Strongly
Agree Agree Disagree
nor
DISAGREE

37
Table No. 6

AVAILABILITY OF INFORMATION

S.No. Particulars NO. OF PERCENTAGE


RESPONDENTS of respondents %
1 Strongly Agree 12 10%
2 Agree 78 65%
3 Neither Agree nor 18 15%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 6 5%
Total 120 100

Inference :
Almost 75% of the employees feel that information is readily available
to them and they are given rights Access it 15% of them fail to give opinion in
this case. The remaining 10% of the employees is disagree with regard to the
availability of information.
CHART NO.6

AVAILABILITY OF INFORMATION

5%5% 10% Strongly Agree

15% Agree

Neither Agree nor


Disagree
Disagree

Strongly Disagree
65%

38
Table No. 7
ORIENTATION EMPLOYEES
CONCERN TOWARDS FOLLOWING RULES

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondents %
1 Strongly Agree 12 10%
2 Agree 66 55%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 6 5%
Total 120 100

Inference :
Most of the employees (about 65%) follow the rules and regulations of
the company. The remaining 35% of the people refrain to go according to rules
and regulations.

CHART NO.7

EMPLOYEES CONCERN TOWARDS FOLLOWING RULES

60
55%
50
PERCENTAGE

40
30
20 20%
10 10% 10%
5%
0
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

PARTICULARS

39
Table No. 8
PRECEPTION TOWARDS GOAL ACHIEVEMENT

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondents %
1 Strongly Agree 18 15%
2 Agree 72 60%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
Nearly 75% of the employees feel that achievement of goals is the

main concern for them. 20% of the employees fail to express any opinion in

this regard. A small group disagrees with the statement.

CHART NO. 8

PERCEPTION TOWARDS GOAL ACHIEVEMENT

60 60%
50
40
PERCENTAGE

30
20 20%
15%
10
5%
0 0%
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

PARTICULARS

40
Table No. 9
TRAINING EFFECTIVENESS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 24 20%
2 Agree 54 45%
3 Neither Agree nor 30 25%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Around 65% of the employees agree that the training is given at the
appropriate time. Around 25% of the employees respond neutrally with respect
to the training given and 10% of the employees feel that the organization does
not give importance to training.

CHART NO. 9

TRAINING EFFECTIVENESS

PARTICULARS

41
Table No. 10

TRAINING PERCEPTION TOWARDS CAREER MOVES

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 84 70%
3 Neither Agree nor 18 15%
Disagree
4 Disagree 0 0%
5 Strongly Disagree 6 5%
Total 120 100
Inference :
About 80% of the employees perceive that the career moves are
handled fairly in the organization. About 15% of the employees neither agree
nor disagree with the statement. 5% of the employees feel that the career
moves are not handled fairly.

CHART NO. 10

TRAINING PERCEPTION TOWARDS CAREER MOVES

70 70%
60
PERCENTAGE

50
40
30
20
15%
10 10%
5%
0 0%
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

Particulars

42
Table No. 11
SCOPE OF GROWTH

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 78 65%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
About 75% of the employees of this organization believe that there is a

scope for their career growth. 20% of the employees fail to give their opinion.

5% of them feel that there is no scope for their growth in career.

CHART NO. 11

SCOPE OF GROWTH

70
65%
60
50
40
G
R
C

A
P
E

E
T

30
20 20%
10 10%
5%
0 0%
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

Particulars

43
Table No. 12
AWARENESS ABOUT THE GROWTH POSSIBILITIES

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 42 35%
2 Agree 48 40%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
Almost 75% of the employees are aware of their career growth in the
organization. About 20% of the employees neither agree nor disagree with the
awareness in their career growth. Only 5% of the employees are unaware of
their growth possibilities.

CHART NO. 12

AWARENESS ABOUT THE GROWTH POSSIBILITIES

40 40%
35 35%
PERCENTAGE

30
25
20 20%
15
10
5 5%
0 0%
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

PARTICULARS

44
Table No. 13
PERCEPTION TOWARDS INFORMAL COMMUNICATION

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 36 30%
2 Agree 66 55%
3 Neither Agree nor 18 15%
Disagree
4 Disagree 0 0%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Around 85% of the employees agree that friendly communication
prevails in the organization. The remaining 15% of them decline to express
their opinion.

CHART NO. 13

COMMUNICATION PERCEPTION TOWARDS INFORMAL

COMMUNICATION

60
50
40
30 55%
20
30%
10
0 15%
0% 0%
Strongly

Agree
Agree

Neither Agree
nor Disagree

Disagree

Strongly
Disagree

CRITERIA

45
Table No. 14

TEAMWORK

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 24 20%
2 Agree 66 55%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
About 75% of the employees agree with the participation in teamwork
and 20% of the employees do not express any opinion about the participation
in teamwork. Majority of the employees feel that teamwork pays and hence
they show interest in it.

CHART NO.14

TEAMWORK

60
55%
50
PERCENTAGE

40
30
20 20% 20%
10
5%
0 0%
Strongly Agree Neither Disagree Strongly
Agree Agree nor Disagree
Disagree

46
Table No. 15
INTERPERSONAL RELATIONSHIP
SUPERVISOR’S SUGGESTIONS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 84 70%
3 Neither Agree nor 18 15%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Around 80% of the employees believe that there is strong association
with their supervisors. 15% of the employees do not have any opinion about
the association with supervisors. About 5% of them do not believe the
association with their supervisors.

CHART NO. 15

INTERPERSONAL RELATIONSHIP SUPERVISOR’S

SUGGESTIONS

80
70
60
PERCENTAGE

50
40
70%
30
20
10 15%
10% 5%
0 0%
Strongly Agree Agree Neither Agree Disagree Strongly
nor Disagree Disagree

PARTICULARS

47
Table No. 16
CONCERN TOWARDS OTHERS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 18 15%
2 Agree 78 65%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 0 0%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Around 80% of the employees show interest towards helping others in
times of need and the remaining 20% fail to give any opinion in this case.

CHART NO. 16

CONCERN TOWARDS OTHERS

0% 15%
20%

65%

Strongly Agree Agree Neither agree nor Disagree Disagree Strongly Disagree

48
Table No. 17
RELATIONSHIP WITH MANAGEMENT

S.No. CRITERIA NO. OF PERCENTAGE


RESPONDENTS
1 Strongly Agree 12 10%
2 Agree 66 55%
3 Neither Agree nor 36 30%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
The graph shows that 65% of the employees agree that there is a strong
relationship between the employees and the management. 30% of the
employees neither agree nor disagree with the statement.

CHART NO. 17

SATISFACTION EMPLOYEES RELATIONSHIP WITH

MANAGEMENT
60
50
40
30 55%
PERCENTAGE

20
30%
10
10% 5%
0 0%
Strongly Agree Agree Neither Agree Disagree Strongly
nor Disagree Disagree
PARTICULARS

49
Table No. 18
SENSE OF ACCOMPLISHMENT

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 0 0%
2 Agree 66 55%
3 Neither Agree nor 42 35%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
About 55% of the employees have a sense of accomplishment in their
job. 35% of the employees do not have any opinions about their
accomplishment. The remaining 10% of the employees do not have a feeling
of job accomplishment.

CHART NO. 18

SENSE OF ACCOMPLISHMENT

60
55%
50
PERCENTAGE

40
35%
30
20
10 10%

0 0% 0%
Strongly Agree Neither Disagree Strongly
Agree agree nor Disagree
disagree
CRITERIA

50
Table No. 19
SATISFACTION TOWARDS JOB

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 0 0%
2 Agree 72 60%
3 Neither Agree nor 36 30%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 6 5%
Total 120 100
Inference :
About 60% of the employees are satisfied with their job in the
organization. 30% of the employees fail to give any opinion about their
satisfaction in the job. The remaining 10% of the employees are not satisfied
with their job.

CHART NO. 19

SATISFACTION TOWARDS JOB

51
Table No. 20
MOTIVATION FACTOR

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Compensation 12 10%
2 Appreciation 24 20%
3 Job challenge 42 35%
4 Growth opportunities 42 35%
5 Others 0 0%
Total 120 100
Inference :
Majority of the employees (about 70%) feel that job challenges and the
growth opportunities are the motivating factors. 20% of the employees
perceive appreciation as a motivator and 10% of them perceive compensation
as a motivating factor.

CHART NO. 20

MOTIVATION FACTOR

PARTICULARS

52
Table No. 21
MANAGEMENT OF CONFLICTS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 84 70%
3 Neither Agree nor 18 15%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Majority of the employees (about 80%) feel that conflicts are handled
smoothly in the organization. 15% of the employees fail to give opinion about
the handling of conflicts and 5% of the employees feel that conflicts are not
handled smoothly.

CHART NO.21

53
Table No. 22
IMPORTANCE TO INDIVIDUAL’S SUGGESTIONS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 0 0%
2 Agree 60 50%
3 Neither Agree nor 48 40%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
Nearly half of the employees i.e., 50% feel that their opinion is given
importance in decision making. About 40% of the employees do not give any
opinion. Around 10% of the employees feel that their opinion is not given
much importance.

CHART NO.22

RECOGNITION IMPORTANCE TO INDIVIDUAL’S

SUGGESTIONS

50
40
PERCENTAGE

30
50%
20 40%

10
10%
0 0% 0%
Strongly Agree Neither Disagree Strongly
Agree agree nor Disagree
disagree
PARTICULARS
CRITERIA

54
Table No. 23
UTILIZATION OF SKILLS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 60 50%
3 Neither Agree nor 36 30%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
Around 60% of the employees feel that their skills are utilized
effectively in this organization. About 30% of the employees neither agree nor
disagree with the effective utilization of skills. About 10% of the employees
feel that their skills are not effectively utilized.

CHART NO. 23

UTILIZATION OF SKILLS

10% 0% 10%

Strongly Agree
Agree
30% Neither agree nor disagree
Disagree
50%
Strongly Disagree

55
Table No. 24
INDIVIDUAL’S IMPORTANCE IN ORGANIZATION

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 60 50%
3 Neither Agree nor 36 30%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Around 60% of the employees feel that they are given individual
importance. About 30% of the employees do not have any opinion with regard
to individual importance and the remaining 10% feel that individual
importance is lacking in this organization.

CHART NO.24

INDIVIDUAL’S ISMPORTANCE IN ORGANIZATION

60
50%
50
40
30%
PERCENTAGE

30
20
10% 10%
10
0%
0
Strongly Agree Neither Disagree Strongly
Agree agree nor Disagree
disagree

PARTICULARS

56
Table No. 25
IMPROVEMENT IN PERFORMANCE

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 18 15%
2 Agree 84 70%
3 Neither Agree nor 12 10%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
85% of the employees feel that mistakes committed are given
importance and are analyzed which acts as a learning experience to them. 10%
of the employees decline from expressing their opinions and the remaining
disagree with the statement.

CHART NO.25

MANAGEMENT OF MISTAKES IMPROVEMENT IN

PERFORMANCE

5% 0% 15%
10%

70%
Strongly Agree
Agree Neither agree nor disagree
Disagree Strongly Disagree

57
Table No. 26
HELP FROM OTHERS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 78 65%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
Around 75% of the employees feel that they receive help from others
to analyze their mistakes while 5% of them do not feel in that manner. About
20% of the employees neither agree nor disagree with the statement.

CHART NO.26

HELP FROM OTHERS

Strongly Disagree 0%
Disagree 5%
Neither agree nor disagree 20%
Agree 65%
RS
RT

UL
PA

IC

Strongly Agree 10%

0 10 20 30 40 50 60 70

PERCENTAGE

58
Table No. 27
DELEGATION OF AUTHORITY

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 12 10%
2 Agree 72 60%
3 Neither Agree nor 30 25%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
About 70% of the employees feel that they have the authority to make
decisions. 25% of the employees do not give any opinion in this regard and
about 5% of the employees feel that they are not given enough authority to
make their own decisions.

CHART NO.27
EMPOWERMENT DELEGATION OF AUTHORITY

59
Table No. 28
ENCOURAGEMENT TOWARDS INNOVATION

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 18 15%
2 Agree 72 60%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Majority of the employees 9 (about 75%) feel that they are encouraged
to do innovative things whereas 5% of them feel that they are not encouraged
by their superiors. About 20% of them neither agree nor disagree with the
statement.

CHART NO.28

ENCOURAGEMENT TOWARDS INNOVATION


70
60
50
PERCENTAGE

40
30 60%
20
10 20%
15%
0 5% 0%
Strongly Agree Neither Disagree Strongly
Agree agree nor Disagree
disagree
CRITERIA
PARTICULARS

60
Table No. 29
RISK TAKING

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 6 5%
2 Agree 78 65%
3 Neither Agree nor 24 20%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 0 0%
Total 120 100

Inference :
The graph depicts that 70% of the employees are willing to take risk
readily. 20% of the employees neither agree nor disagree with the statement.
10% of the employees are boot willing to take risks.

CHART NO.29

RISK TAKING

10% 0% 5%

20%

65%

Strongly Agree Agree


Neither agree nor disagree Disagree
Strongly Disagree

61
Table No. 30
FAIR WORK COMPENSATION

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 0 0%
2 Agree 48 40%
3 Neither Agree nor 60 50%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 6 5%
Total 120 100
Inference :
Only 40% of the employees feel that they are compensated fairly for
their work. Nearly half the employees fail to express any opinion with regard
to the compensation. 10% of the employees feel that compensation is not been
awarded fairly.

CHART NO. 30

COMPENSATION & BENEFITS FAIR WORK

5% 5% 0%
COMPENSATION
40%

50%

Strongly Agree Agree


Neither agree nor disagree Disagree
Strongly Disagree

62
Table No. 31
REWARDS FOR ACHIEVEMENTS

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 0 0%
2 Agree 42 35%
3 Neither Agree nor 54 45%
Disagree
4 Disagree 12 10%
5 Strongly Disagree 12 10%
Total 120 100
Inference :
35% of the employees agree that they are rewarded for their
achievements. 45% of the employees do not give any opinion. The remaining
20% of them are dissatisfied with the rewards given.

CHART NO.31

REWARDS FOR ACHIEVEMENTS

10% 0%
10% 35%

45%

Strongly Agree Agree


Neither agree nor disagree Disagree
Strongly Disagree

63
Table No. 32
SATISFACTION WITH REGARD TO INCENTIVES

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 0 0%
2 Agree 18 15%
3 Neither Agree nor 60 50%
Disagree
4 Disagree 24 20%
5 Strongly Disagree 18 15%
Total 120 100
Inference :
15% of the employees are satisfied with the incentives. 50% of the
employees neither agree nor disagree with the statement. The remaining 35%
of the employees are not much satisfied with the incentives given.

CHART NO.32

SATISFACTION WITH REGARD TO INCENTIVES

15% 0% 15%

20%

50%

Strongly Agree Agree


Neither agree nor disagree Disagree
Strongly Disagree

64
Table No. 33
PERCEPTION TOWARDS ORGANIZATION’S IMAGE

S.No. PARTICULARS NO. OF PERCENTAGE


RESPONDENTS of respondent %
1 Strongly Agree 24 20%
2 Agree 78 65%
3 Neither Agree nor 12 10%
Disagree
4 Disagree 6 5%
5 Strongly Disagree 0 0%
Total 120 100
Inference :
Majority of the employees, about 85% of them feel that their
organization has a very high image. But the remaining employees, i.e., 15%
perceive that the organization does not have any image and also fail to express
their opinion.

CHART NO.33

PERCEPTION TOWARDS ORGANIZATION’S IMAGE

PARTICULARS

65
Statistical Tool
Chi – Square
Table : I

Relationship between experience and perception on organizations image

Experience / Strongly Agree Neither Disagree Strongly Total


Perception Agree Agree nor disagree
Disagree

Below 10 yrs 6 22 6 2 0 36

11 – 15 yrs 10 40 2 2 0 54

16 – 20 yrs 4 10 2 2 0 18

Above 20 yrs 4 6 2 0 0 12

Total 24 78 12 6 0 120

Null hypothesis (Ho) :- There is no relationship between experience and


perception on organisation’s image.

Alternate hypothesis (H1) :- There is no relationship between experience and


perception on organisation’s image.

66
S.No Oi Ei Oi – Ei (Oi- Ei)2 (Oi-Ei)2 /Ei
1 6 7.2 1.2 1.44 0.2
2 22 23.4 1.4 1.96 0.08
3 6 3.6 2.4 5.76 1.6
4 2 1.8 0.2 0.04 0.02
5 0 0 0 0 0
6 10 10.8 0.8 0.64 0.05
7 40 35.4 4.9 24.01 0.68
8 2 5.4 - 3.4 11.56 2.14
9 2 2.7 - 0.7 0.49 0.18
10 0 0 0 0 0
11 4 3.6 0.4 0.16 0.04
12 10 11.7 - 1.7 2.89 0.24
13 2 1.8 0.2 0.04 0.02
14 2 0.9 1.1 1.21 1.34
15 0 0 0 0 0
16 4 2.4 1.6 2.56 1.06
17 6 7.8 - 1.8 3.24 0.41
18 2 1.2 0.8 0.64 0.53
19 0 0.6 - 0.6 0.36 0.6
20 0 0 0 0 0
Total 9.19

Formula:-

Number of degrees of freedom

= (R-1) x (C-1)
= (4-1) x (5-1)
= 3x4
= 12

67
Table value of X2 for 12 df at 5% level = 21.026
Calculated value = 9.19
Calculated value < Tabulated value
Ho is accepted

Inference:-

There is no relationship between the experience and perception on


organizations image.

Calculation:-

E1 = 24 x 36/120 = 7.2
E2 = 78 x 36/120 = 23.4
E3 = 12 x 36/120 = 3.6
E4 = 6 x 36/120 = 1.8
E5 = 0 x 36/120 = 0
E6 = 24 x 54/120 = 10.8
E7 = 78 x 54/120 = 35.1
E8 = 12 x 54/120 = 5.4
E9 = 6 x 54/120 = 2.7
E10 = 0 x 54/120 = 0
E11 = 24 x 18/120 = 3.6
E12 = 78 x 18/120 = 11.7
E13 = 12 x 18/120 = 1.8
E14 = 6 x 18/120 = 0.9
E15 = 0 x 18/120 = 0
E16 = 24 x 12/120 = 2.4
E17 = 78 x 12/120 = 7.8
E18 = 12 x 12/120 = 1.2
E19 = 6 x 12/120 = 0.6
E20 = 0 x 12/120 = 0

68
Table : 2
Chi – Square

Relationship between experience and perception on organizations image

Age / Strongly Agree Neither Disagree Strongly Total


Perception Agree Agree nor disagree
Disagree

21-40 18 54 8 4 0 84

Above 40 6 24 4 2 0 36

Total 24 78 12 6 0 120

Null hypothesis (Ho) :- There is no relationship between experience and


perception on organisation’s image.

Alternate hypothesis (H1) :- There is no relationship between experience and


perception on organisation’s image.

S.No Oi E O–E (O - E)2 (O-E)2/E


1 18 16.8 1.2 1.44 0.08
2 54 54.6 - 0.6 0.36 6.5
3 8 8.4 - 0.4 0.16 0.01
4 4 4.2 - 0.2 0.04 9.5
5 0 0 0 0 0
6 6 7.2 - 1.2 1.44 0.02
7 24 23.4 0.6 0.36 0.01
8 4 3.6 0.4 0.16 0.04
9 2 1.8 0.2 0.04 0.02
10 0 0 0 0 0
Total 16.18

69
Formula:-

Number of degrees of freedom

= (R-1) x (C-1)
= (2-1) x (5-1)
= 1x4
= 4

Table value of X2 for 12 df at 5% level = 9.488


Calculated value > Tabulated value
H1 is accepted

Inference:-

There is relationship between the experience and perception on organizations


image.
Calculation:-

E1 = 24 x 84/120 = 16.8

E2 = 78 x 84/120 = 54.6

E3 = 12 x 84/120 = 8.4

E4 = 6 x 84/120 = 4.2

E5 = 0 x 84/120 = 0

E6 = 24 x 36/120 = 7.2

E7 = 78 x 36/120 = 23.4

E8 = 12 x 36/120 = 3.6

E9 = 6 x 36/120 = 1.8

E10 = 0 x 36/120 = 0

70
Table : 3
Chi – Square

Relationship between experience and achievement of specific goals.

Experience / Strongly Agree Neither Disagree Strongly Total


Perception Agree Agree nor disagree
Disagree

Below 10-yrs 4 22 8 2 0 36

11 – 15 yrs 6 34 12 2 0 54

16 – 20 yrs 4 10 2 2 0 18

Above 20 yrs 4 6 2 10 0 12

Total 18 72 24 6 0 120

Null hypothesis (Ho) :- There is no relationship between experience and


achievement of specific goals.

Alternate hypothesis (H1) :- There is relationship between experience and


achievement of specific goals.

71
S.No O E O–E (O - E)2 (O-E)2/E
1 4 5.4 - 1.4 1.96 0.36
2 22 21.6 0.4 0.16 0.1
3 8 7.2 0.8 0.64 0.08
4 2 1.8 0.2 0.04 0.02
5 0 0 0 0 0
6 6 8.1 - 2.1 4.41 0.54
7 34 32.4 1.6 2.56 0.07
8 12 10.8 1.2 1.44 0.13
9 2 2.7 - 0.7 0.49 0.18
10 0 0 0 0 0
11 4 1.7 2.3 5.29 3.11
12 10 10.8 - 0.8 0.64 0.05
13 2 3.6 - 1.6 2.56 0.71
14 2 2.9 - 0.9 0.81 0.27
15 0 0 0 0 0
16 4 1.8 2.2 4.84 2.68
17 6 7.2 - 1.2 1.44 0.2
18 2 2.4 - 0.4 0.16 0.06
19 0 0.6 - 0.6 0.36 0.6
20 0 0 0 0 0
Total 9.16

Formula:-

Number of degrees of freedom

= (R-1) x (C-1)
= (4-1) x (5-1)
= 3x4
= 12

72
Table value of X2 for 12 df at 5% level = 21.026
Calculated value = 9.16
Calculated value < Tabulated value
Ho is accepted

Inference:-

There is no relationship between the experience and perception on


organizations image.

Calculation:-

E1 = 18 x 36/120 = 5.4
E2 = 72 x 36/120 = 21.6
E3 = 24 x 36/120 = 7.2
E4 = 6 x 36/120 = 1.8
E5 = 0 x 36/120 = 0
E6 = 18 x 54/120 = 8.1
E7 = 72 x 54/120 = 32.4
E8 = 24 x 54/120 = 10.8
E9 = 6 x 54/120 = 2.7
E10 = 0 x 54/120 = 0
E11 = 18 x 18/120 = 1.7
E12 = 72 x 18/120 = 10.8
E13 = 24 x 18/120 = 3.6
E14 = 6 x 18/120 = 2.9
E15 = 0 x 18/120 = 0
E16 = 18 x 12/120 = 1.8
E17 = 72 x 12/120 = 7.2
E18 = 24 x 12/120 = 2.4
E19 = 6 x 12/120 = 0.6
E20 = 0 x 12/120 = 0

73
FINDINGS

 Almost 65% of the respondents feel that the organization is

consistently reviewing their performance and giving training at the

right time whenever needed and is not based upon the age or

designation.

 Almost 80% of the respondents perceive that the organization is taking

case of their career growth and they are handled fairly. Also the

employees have a very good knowledge about their career growth and

feel that they are not discriminated on the management.

 Almost 85% of the respondents feel that friendly communication

prevails in the organization and this makes a strong interpersonal

relationship between the employee and the management.

 Almost 75% of respondents feel that teamwork plays a major part for

the success of the organization and it also leads to better coordination

of the people. Thus, employees as a whole irrespective of the age,

gender and designation grow as a team, coordinate between each other,

take decisions collectively, and put effort together so as to get a

synergized output.

 Almost 80% of them feel that the conflicts that prevail in the

organization are handled smoothly and optimum solution is given for

that and thereby it does not create any difference of opinion between

the employees.

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 Almost 50% of the respondents feel that they have been treated fairly

and as apart of the organization and its development. The remaining

50% decline from expressing their opinions.

 Almost 70% of them perceive that the power and authority to make

decisions is not centralized and it has been delegated to the employees

according to their needs.

 Almost 75% of the respondents feel that the management encourage

them to give innovative suggestions.

 Nearly 50% of the respondents declined from expressing their opinion

with regard to the compensation given. Only 35% of them are satisfied

with their incentive packages. 15% of them feel that the organization is

not rewarding well for their achievement.

 Almost 85% of respondents have a proud feeling for working in this

organization and for its image. Only 5% are not much satisfied with

the organization’s image.

 Managers give support to the employees whenever the employees are

in need irrespective of their gender, which means almost 90% of both

the male and the female employees are given equal importance.

 Almost 70% of the respondents of both the designation feel that the

quality of information is given according to their needs.

 The management is giving responsibilities to the right people and this

leads to higher job satisfaction.

75
 Almost 73% of the respondents of both the gender feel that the

organization encourages the quality innovative ideas to be generated

from them and they make use of it for the betterment of organization’s

performance. It does not focus on who gives the innovative

suggestions.

 Better understanding prevails in the organization in between all the

employees as friends communication is maintained here.

 The brand awareness or the image of the organization is publicized

well in the market and the image is competing with the top companies

in the industry. Thus 80% of the employees feel proud to work in the

organization and they are satisfied with the image, and experience level

does not have much significance or influence on the sense of

satisfaction with respect to organization image.

 Disciplinary level is high in the organization because all the employees

irrespective of their cadre adhere to the rules, procedures and framed

policies of the organization.

 People are helpful to one another whenever there is a need. People give

support to others without any discrimination like gender or cadre level.

 All the employees in the organization are given the opportunity to

solve any problems if occurred thus. They can learn form trouble

shooting.

 Age, gender and experience do not influence the employees’ interest or

commitment towards risk taking. All employees are ready to take up or

76
to work in a risky situation when need arises. And thus it is clear that

the organization is providing a conductive environment to the

employees for supporting them in that sort of situation.

77
SUGGESTIONS

 Almost 25% of the respondents feel that they are not able to access the

information readily or it is not available to them. So to make the

information available for these employees, the superiors or the

management may find out whether the flow of communication is good

and if any barrier is present, they may take necessary steps to change

the modes of communication, the communication channel and the

communication network so as to eradicate it.

 Management may find out whether any difficulty is present in

following the rules and procedures by the employees. And if the

difficulties are justifiable the policies may be modified and tested with

the employees and ensure that no difficulty prevails by following the

modified policies. If the result is positive the modified policies should

be brought each and every employee.

 Management may clearly explain the employees about the importance

of achieving their assigned goals and in what way it will be helpful for

their career growth.

 Rather than apprising the employee’s performance and giving training

according to that, management can ask the employees themselves in

what areas they need training and train them accordingly.

 Management can explain the future expansion of business or future

ventures of the organization to the employees frequently. This will

create the awareness of the scope of growth between the employees

78
and with this they can understand what are all the competencies should

they develop t enhance their skills and abilities.

 Communication barriers should be removed. Once in a month, formal

meetings should be arranged in between the functional departments

and once in two months and informal get together had to be arranged

so that employees can share their opinions with one another. This will

build strong interpersonal relationship in between the employees and

between the management and the employee.

 Those who feel that their superiors are not moving well, job rotation

has to be provided, that means they must be shifted to work under

other superiors. But this shifting needs to be productive to both the

employee and the organization. Or both the superior and the employee

have to be made to discuss openly in the presence of top level

management and thus difference of opinion will be solved.

 Job dissatisfaction may also lead due to non availability of resources,

no support from superiors and fair compensation, non-autonomy of

power, monotonous job, etc, So, these factors should be found out and

it has to be corrected or made right so as to give job satisfaction.

 It is must to emphasize the success of team work by presenting the past

achievements of team work to the employees also personally what

employee get benefited through which they can develop their

personality.

79
 About 60% of the respondents are not much satisfied with the

compensation and the benefits they get. So the management has to

focus on this and find out what can be done to increase the satisfaction

level with respect to this. Though compensation comes in the last rank

of motivation factor which is according to employee perception, in

future year this lower compensation will become the major aspect for

job dissatisfaction and in turn the productivity will decrease and thus

the growth of the company.

 Almost 50% of the respondents are biased when they given opinion

about the importance given by the management for their suggestions.

This is because the management did not implement their suggestions.

So, it is must for the management, to give feedback as to why they

have not implemented certain suggestions, i.e. it may not be feasible in

terms of cost to time though it is suggestions and at the same time they

should reward it by analyzing their name and the efficiency of their

suggestion in the board meeting or by selecting it as the ”suggestion of

the month”, etc., through this, employees get engagement and come

forward to give innovative ideas and suggestions.

 To improve the organization’s image, the organization should

undertake some corporate social responsibility in the society through

which the employees will be identified in the market easily which

gives satisfaction to them.

80
CONCLUSION

Work life balance Maintaining Work life balance plays a vital role in
determining the need for changes in the organization. The top management
should be aware of the employee’s attitude and how they perceive the
organization climate. This would help the management in managing change in
the organization.

A satisfied employee is more likely to do remain with the organization,


come to work regularly contribute to high performance, contribution to
organizational goals and effectives, work as positive force with in the
organization, help to build a strong culture, have more commitment to
organization, keep his personal interest to employee ethics and so on.

The study reveals that employees perceive the Work life balance as
conducive environment, organization which provides them the required
training and resources the necessary autonomy, and finally a better place for
their career growth.

81
BIBLIOGRAPHY

1. P.Subba Rao - Human Resource Management

2. J.Jayasankar - Human Resource Management

3. Vishajeeth Patnayak - Work life balance

4. C.B.Gupta - Human Resource Management

5. WWW.humanresourcemanagement.com

82
QUESTIONNAIRE
PART I
__________________________________________________________

1. Gender :  Male  Female

2. Years of Service :
 Below 10 yrs  11 to 15 yrs  16 to 20 yrs
 21 yrs and above

3. Educational Qualification :
 Graduation  Post Graduation  Profession Degree
 Others

4. Age :
 Below 20 yrs  21 to 30 yrs  31 to 40 yrs
 Above 41 yrs

5. Designation :
 Clerk  Assistant (Junior & Senior Assistants)
 Superintendent (Assistant, Office, Section Superintendent)

PART II

1. My manager is available to me when I have questions or need help.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

2. I can get the information I need to do my job.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

3. People here are mainly considered with following established rules and
procedures.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

4. Achieving or surpassing specific goals seems to be the main concern for


people here.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

5. In general, career moves are handled fairly at this organization.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

83
6. I believe there are adequate ways for me to develop my career at this
organization.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

7. If I do a good job I have a better chance of getting ahead.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

8. I believe informal and friendly communication arises from and contributes


to warm relations.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

9. Relevant information is made available to all at all times.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

10. In may work group, we participate in deciding how the work gets done.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

11. I get the training at the appropriate time.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

12.People here have strong associations mostly with the supervisors and look
to them for suggestions and guidelines.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

13.People here have a high concern for one another and tend to help one
another spontaneously when such help is needed.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

14. The relationship between management and employees is good.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

15. This is the type of job in which I can feel a sense of accomplishment.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

16. I am totally satisfied with my job at this organization.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

84
17. Conflicts are usually avoided or smoothed over to maintain a friendly
atmosphere.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

18.Rank the factors how you perceive as motivations.


a. compensation
b. appreciation
c. Job challenge
d. Growth opportunities
e. Others specify….

19. Mistakes are not rejected and they are treated as learning experience that
can prevent failure and improve performance in the future.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

20.People here are able to acknowledge and analyze their mistakes as they can
expect to receive help and support from others.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

21.In this organization my opinion counts.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

22. My skills and abilities are utilized effectively by the company.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

23. I am made to feel that I am an important part of this organization.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

24. I have the support and authority to make the decisions necessary for
accompanying assigned task.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

25. I receive encouragement to come up with new and better ways of doing
things.
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

85
26. I am compensated fairly for the work I do,
 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

27.I am paid at an appropriate level for my achievements.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

28.I am satisfied with the incentive package the organization provides.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

29.I am willing to take risk readily when situation arises


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

30. My organization’s images is that of a high quality company.


 Strongly agree  Agree  Neither agree nor disagree
 Disagree  Strongly disagree

31. Suggest the various ways from which the working environment can be
improved.
-----------------------------------------------------------------------------------

86

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