Description
"Perception" is defined as the "process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them" [2] Components of perception include the perceiver, target of perception, and the situation.
1
A STUDY OF EMPLOYEE PERCEPTION
TABLE OF CONTENT
CHAPTER I. II III VI V VI VII VIII INTRODUCTION
TITLE
PAGE NO 1 7 16 17 21 47 49 50
REVIEW OF LITERATURE OBJECTIVES RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS OF THE STUDY & SUGGESTION AND RECOMMENDATIONS CONCLUSION LIMITATIONS OF THE STUDY & SCOPE FOR FURTHER STUDY
ANNEXURE QUESTIONNAIRE BIBLIOGRAPHY
2
LIST OF TABLES
S.no 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9 5.1.10 5.1.11 5.1.12 5.1.13 5.1.14 5.1.15 5.1.16 5.1.17 5.1.18 5.2.1 TABLE NAME ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD BY EMPLOYEES CLEAR REPORTING STRUCTURE DEVELOP SKILLS AND ABILITIES I GAIN SATISFACTION FROM MY JOB JOB CHALLENGING EMPLOYEES SUPPORT FOR EACH OTHER PERSONAL CONTRIBUTION IS RECOGNIZED VALUED AS AN EMPLOYEE QUALITY IS GIVEN IMPORTANCE INDIVIDUAL INITIATIVE IS ENCOURAGED MANAGEMENT SETS HIGH STANDARDS MANAGEMENT TREATS FAIRLY MANAGEMENT RECOGNIZE MY WORK WORKING CONDITIONS ARE GOOD WORKLOAD IS REASONABLE DEADLINES ARE REALISTIC BALANCE BETWEEN WORK AND PERSONAL LIFE SALARY IS ADEQUATE Page No 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41
ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING
3 VALUED AS AN EMPLOYEE AND GENDER (USING CHI-SQUARE) -OBSERVED COUNT EXPECTED COUNT TABLE COMPUTATION OF CHI-SQUARE (?2) 5.2.3 ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY (USING CORRELATION) ANALYSIS OF JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB (USING CORRELATION) 42 42
5.2.2
5.3.1
43
5.3.2
44
5.3.3
ANALYSIS OF MANAGEMENT TREATMENT AND JOB SECURITY (USING CORRELATION)
45
5.4
ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES (USING REGESSION)
46
LIST OF CHARTS
4 S.No 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9 5.1.10 5.1.11 5.1.12 5.1.13 5.1.14 5.1.15 5.1.16 5.1.17 5.1.18 5.1.19 TITLE ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD BY EMPLOYEES CLEAR REPORTING STRUCTURE DEVELOP SKILLS AND ABILITIES I GAIN SATISFACTION FROM MY JOB JOB CHALLENGING EMPLOYEES SUPPORT FOR EACH OTHER PERSONAL CONTRIBUTION IS RECOGNIZED VALUED AS AN EMPLOYEE QUALITY IS GIVEN IMPORTANCE INDIVIDUAL INITIATIVE IS ENCOURAGED MANAGEMENT SETS HIGH STANDARDS MANAGEMENT TREATS FAIRLY MANAGEMENT RECOGNIZE MY WORK WORKING CONDITIONS ARE GOOD WORKLOAD IS REASONABLE DEADLINES ARE REALISTIC BALANCE BETWEEN WORK AND PERSONAL LIFE SALARY IS ADEQUATE MARITAL STATUS Page No 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
5
CHAPTER I INTRODUCTION
1.1 COMPANY DETAIL: Guided by M/s Appasamy Associates, which has been servicing in the ophthalmic field for the last 25 years, M/s Appasamy Ocular Devices (P) Ltd manufactures a wide range of products. It has an excellent network for marketing and after sale services. 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5
•
Company name Founder Year of starting Nature of work Strength
: M/s Appasamy Ocular Devices (P) Ltd. : Mr. P.S.N.Appasamy, Chairman : 1997 : Design, manufacture, sale & service of ophthalmic products.
Committed to their customers and draw strength from their faith in their ability to help them better than others. Train their sales and service persons to help their customers in best possible ways and means.
•
Regularly reinvest the profits to upgrade the manufacturing facilities. Regularly upgrade the products and the benefits are always passed on to the old customers at a nominal price.
•
Regularly introduce new products and always in search of people who can develop new products. Designing products meeting customers’ requirements. Offer products at a reasonable price, at an acceptable quality, with effective after sales service support. The employees are given opportunity to prove themselves. Selected persons are sent abroad for sales, service and training.
• •
1.1.6 Milestone
6
•
1978
-
Introduced
India's
first
low
cost
cryosurgical
equipment
for
ophthalmology.While Indian prices are at Rs.1800, an equivalent imported unit costs Rs.20,000. Import of cryosurgical equipment in ophthalmology virtually had stopped fifteen years ago.
•
1979 - Introduced world's first non-electric vitrectomy unit in ophthalmology (another import substitute).This product is one of the most reliable one and virtually trouble free. Many eminent surgeons use this Rs.18,000 unit instead of their imported unit.
•
They also manufacture and sell electrical vitrectomy units with peristaltic pump for aspiration with linear suction. 1980 - Started manufacturing and selling keratometers. 1987 - Started manufacturing Surgical Operating Microscopes. Since then, AAOM 10 is the largest selling Operating Microscope in India. They also manufacture and sell microscopes for ENT, O&G and Plastic Surgery.
• •
•
1989 - Started manufacturing and selling Slitlamps. Photography and Videography models were also made available. 1989 - Started manufacturing multipiece Intraocular lenses. Started selling IOLs in 1992. Started manufacturing and selling single piece IOLs in 1995. On December 31, 1997 completed ISO 9002 audit for Intra Ocular Lenses. AI Optics Limited, their INTRA OCULAR LENS manufacturing unit became an ISO 9002(Quality Systems and Requirements fulfilled) facility and certified by TUV, Germany on 17.03.1998.
•
• •
• •
1990 - Started manufacturing and selling Indirect ophthalmoscope. 1994 - Introduced India's first ophthalmic Nd-YAG Laser equipment. It is only one of its kind manufactured in India till today. Also started manufacturing and selling Streak retinoscope.
•
1995 - Introduced India's first Phacoemulsification Equipment for small incision sutureless cataract surgery.
1.1.7Awards
7
•
Best Woman Entrepreneur of the year award, instituted by Government of Tamilnadu for the year 1993. (First awardee in this category since its inception)
•
One of the Best 5 Women Entrepreneurs of the year 1994, instituted by National Alliance of Young Entrepreneurs. Engineering Export Promotion Council (EEPC) of India award for the best performance under the category Small Scale Industries - Certificate of merit for 19931994 among Southern Region of EEPC of India.
•
1.1.8 A)
Standard products Microsurgical instruments - Titanium instruments - Stainless Steel instruments - Disposable instruments
B) • • • • • • • • • • • • • •
Ophthalmic implants Intraocular lens (IOL) – Single piece, Multipiece Foldable Intraocular lens Intraocular rings Artificial Intraocular Lenses Capsular Tension Rings Concave Lenses Convex Lenses Disposable Lenses Foldable Intraocular Lenses Hydrophilic Lenses Ophthalmic lens Phaco Lenses Spectacle Lenses Sulcus Fixation
8
C)
Ophthalmic equipment - Testing equipment - Diagnosing equipment - Surgery equipment
D)
Pharmaceuticals - Small volume parenterals - Ophthalmic solutions
E)
Customers - Ophthalmologists - Eye Hospitals/Nursing Homes - Government & Non-Governmental Agencies - Distributing Agencies - Group companies - Patients (Indirect)
F) G)
Export Foreign offices
- Exporting to Russia, Indonesia, Philippines, Latin America (Brazil etc.), Africa, United Arab Emirates - USA, Dubai, and Malaysia
1.1.9 ORGANIZATION CHART
Chairman P.S.N.Appasamy
Vice Chairman R.N.Kasthuri
Managing Director P.Radhakrishnan
9
Design & Adverse Events P.Sudhakaran P.Ravichandran
Factory General Manager R.V.Ravichandran
Sales Office Sales Coordinator R.V.A.Rajeshwari
Human Resource
Liaison works
Purchase
Production Units
Computer
QA & MR
Maintenance
Assistant
Assistant Calibration Assistant
Assistant
Clerical Electricians
Instruments
Equipment
Intraocular Lens
Pharma ProductionS.Adal arasu
Production
Production
Production
Fitters & Technicians
Fitters, Technicians
Operators, Technicians
Quality Control
Asst.Production
Quality Control
S.Oumamageshwari
Quality Control
Tumbling & EO
Microbiology
Assistant Chemist
Inspectors & Packing
Inspectors & Packing
Operators, Technicians
Lab Assistants
Assistants, Technicians
IM-Stores
IM-Stores
Packing
IM-Stores
Assistant Storekeeper
Assistant Storekeeper
Inspectors, Packing
IM-Stores
Assistants Storekeeper FP-Stores
FP-Stores Assistant, Despatch
FP-Stores
Box Packing
Assiatant Storekeeper
Assistant, Despatch
Assistant, Packing
FP-Stores
Assistants, Despatch
Assiatant, Despatch
1.2 INTRODUCTION TO STUDY
Implementing an employee perception survey can be used to gauge the current levels of satisfaction and identify opportunities for improvement as perceived by Appasamy Ocular Devices (P) Ltd.
the employees
in M/s
10
Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave they can become a source of bad morale and do a great deal of harm to the organization. In many cases employers without proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job. Surveying employees on a regular basis is important to stay in touch with the pulse of the business and to have real data and react accordingly. The actions of the employees like absenteeism and turnover are based on how they perceive things.
The main objective of this study was to study the level of employees’ perception about the various factors like working conditions, management, interpersonal relationships, pay and organizational culture. Employee opinion surveys deliver a successful means of measuring and acting upon, employees' current beliefs on many job-related subjects. Through this the managers could understand what the employees feel about the organization .Necessary remedial measures could be adopted by the organization in the negative areas. Through this the company would achieve better results in terms of profit and quality.
CHAPTER II
REVIEW OF LITERATURE
2.1 Introduction to Employee Perception
11 Savvy companies know that they need to stay in tune with the satisfaction rate of their employees. Managers understand that finding and training new employees is a very expensive process. Surveying employees on a regular basis is a great way to stay in touch with the pulse of the business. Hence it is very much essential to know what the employees perceive about the organization. Implementing an employee perception survey can be used to gauge the current levels of satisfaction and identify opportunities for improvement as perceived by Appasamy Ocular Devices (P) Ltd. Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave they can become a source of bad morale and do a great deal of harm to the organization. In many cases employers without proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job. Surveying employees on a regular basis is important to stay in touch with the pulse of the business and to have real data and react accordingly. 2.2 Meaning When an individual looks at a target and attempts to interpret what he or she sees that interpretation is heavily influenced by the personal characteristics of the individual perceiver. Personal characteristics that affect perception include a person’s attitudes, personality, motives, interests, past experience and expectations.
the employees
in M/s
Characteristics of the target being observed can affect what is perceived. The context in which we see objects or events is also important. “Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment”. However, what one perceives can be substantially different from objective reality. FACTORS INFLUENCING PERCEPTION
12
Factors in the perceiver • • • • • Motives Attitudes Interests Experience expectations
Factors in the situation • • • Time Work setting Social setting Factors in the target • • • • • • Novelty Motion sounds size Background Proximity Similarity Perception
PERSON PERCEPTION: MAKING JUDGMENTS ABOUT OTHERS Attribution theory: This theory has been proposed to develop explanations of the ways in which we judge people differently, depending on what meaning we attribute to a given behavior.
13 Determinants: 1. Distinctiveness: shows different behaviors in different situations. 2. Consensus: response is the same as others to same situation. 3. Consistency: responds in the same way over time. Frequently used shortcuts in judging others 1. Halo effect 2. Contrast effects 3. Selective perception 4. Projection 5. Stereotyping Specific Applications of Shortcuts in Organization ? Employment Interview Perceptual biases affect the accuracy of interviewers’ judgments of applicants. ? Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. ? Performance Evaluations Appraisals are subjective perceptions of performance. ? Employee Effort Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias.
14 ? Employee Loyalty Employee support towards the organization. ? Whistle-Blowers Individuals who report unethical practices by their employer to outsiders.
2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES
The Reality of Perception in Employee Relations
Charles R. McConnell
The author has found from his research that, whenever there is a contradiction between what employees are told or led to expect and what they actually see occurring, the result is usually a negative perception. In the employee-manager relationship, a greater presence of
15 negative perceptions lowers the credibility of the management and increases the difficulty in securing employee cooperation and commitment. The task of minimizing employees' negative perceptions falls largely on the first-line supervisor, although the “door is always open” higher managers can make this more difficult. Employees' perception towards the dimension of culture in enhancing organizational learning Author(s): Carroll M. Graham, Fredrick Muyia Nafukho Journal: The Learning Organization The purpose of this study was to determine employees' perception of the dimension of culture toward organizational learning readiness. The study also seeks to compare employees' work experience (longevity), work shifts and their perception towards the dimension of culture in enhancing organizational learning readiness. ANOVA was used to investigate the relationship between longevity, work shift, and perception towards the dimension of culture in enhancing organizational learning. The independent variables longevity and work shift were statistically significant, while the interaction effect was nonsignificant. Omega-squared test statistic revealed longevity and work shift each accounted for 9 percent and 7 percent, respectively, of the variance in the dependent variable employee perception toward the dimension of culture in enhancing organizational learning. Moderate effect sizes for independent variables longevity and work shift were also established.
Compensation or Right: An Analysis of Employee “Fringe” Benefit Perception Barton L. Weathington and Lois E. Tetrick The authors have found that employee perceptions of the benefits provided to them by their organization can influence employee attitudes. Three factors that appear to influence the perception of benefits by employees are benefit satisfaction, benefit importance, and the perceived motive of the organization in providing the benefit to employees. However, it was
16 inferred that some benefits are perceived as rights that are owed to employees by the organization. The study proposed and tested a model of benefit perception that incorporates all of these factors. Results suggested that benefit satisfaction and the perceived motive of the organization in providing a benefit both have a direct relationship with employee attitudes. The perceived right status of a benefit appeared to moderate this relationship. Exploring Employee Perception of Organizational Image: An Integrative Perspective of Internal and External Communication Choi, J. This paper proposed to provide a conceptual model about how internal and external communications influence employees’ perception of organizational images, in turn influencing employees’ organizational identification and behaviors. In particular, it was argued that when there is discrepancy between perceived external images and internally perceived images that are held by employees, it can result in significant consequences in terms of employees’ behaviors. Furthermore, it was discussed how perceptions about organizational images were related to internal and external communication and the need for an integrative perspective of communication management in the organization.
Employees’ Organizational Commitment and Their Perception of Supervisors’ RelationsOriented and Task-Oriented Leadership Behaviors Barbara B. Brown The author says that relations-oriented leadership behaviors explained more of the variance in affective commitment than the variance in normative commitment. The variance that task oriented leadership behaviors explained in the two types of organizational commitment was
17 the same, only weaker. Neither relations-oriented nor task-oriented leadership behaviors explained any variance in continuance commitment. The relations-oriented leadership behaviors were positively related with affective and Normative commitment, although not very strongly. This means that leadership behaviors which involve engendering trust, inspiring a shared vision, generating enthusiasm, encouraging creativity, providing coaching, and recognizing accomplishments do explain some of the variation in how employees feel about wanting to or feeling obligated to stay with the city of Charlottesville. The more they display these behaviors, the more employees may want to or feel obliged to stay. Task-oriented leadership behaviors had a negative relationship with normative commitment and explained even less of the variance than relations-oriented leadership behaviors. This means that leadership behaviors which involve ignoring problems or waiting for problems to become chronic before taking action explain very little of the variation in how employees feel about wanting to or feeling obligated to stay with the city of Charlottesville. Supervisors may be able to improve their task-oriented leadership behaviors by giving negative feedback in a timely manner and using language that is both clarifying and encouraging. Social Interaction and the Perception of Job Characteristics in an Organization James W. Dean, Jr. Daniel J. Brass This research investigates the relationship between the extent of employees' social interaction and their perceptions of job characteristics. Employees' perceptions were compared with the perceptions of task characteristics made by an outside observer, whose perceptions were not subject to the same social influence processes. The results indicated that the perceptions of employees who were more central to communication networks, boundary-spanning employees, and employees close to the organization's boundaries were more similar to the perceptions of the outside observer. These results were interpreted as support for the hypothesis that increased social interaction leads to a convergence of perceptions, such that the perceptions are more similar to observable reality. The hypotheses and results are discussed in terms of social informationprocessing models and previous laboratory findings.
18 A Study of Supervisor and Employee Perceptions of Work Attitudes in Information Age Manufacturing Industries Md. Shafiqul Azam, Pro-Tech Search, Inc. Illinois State University
Supervisors perceive and rate Information employee work attitudes differently than the Information employees perceive and rate their work attitudes by themselves. Non-information employees perceive their work attitudes differently than their supervisors do. Information and Non-information employees do not perceive their work attitudes similarly. Information employees had higher means for Dependability and Ambition and Non-information employees had higher means for Teamwork and Self-Control. There were differences in the strength of disagreement of responses across the groups . The strongest disagreement between employees (both Information and Non-information) and supervisors on the perceptions of employee (both Information and Non-information) work attitudes was obtained for the work attitudes dimension Dependability. The second disagreement between employees (both Information and Non-information) and supervisors on the perceptions of employee (both Information and Non-information) work attitudes was obtained for the work attitudes dimension Ambition. The third disagreement between employees (both information and non-information) and supervisors on the perceptions of employee (both Information and Noninformation) work attitudes was obtained for the work attitudes dimension Teamwork.
Comparative Analysis of Management and Employee Job Satisfaction and Policy Perceptions Charles G. Andrews, B. A., M. S. According to the author, there is no statistically significant differences between the perception of nonmanagement employee job satisfaction and management job satisfaction as measured by job satisfaction topic means. It could be concluded from this study that group means
19 of importance for job satisfaction topics shows no significantly relationship by management or management status. Nonmanagement rated Employee Development Opportunities and Work-life Balance higher than management employees. However, none of the differences were statistically significant. Rust, Stewart, Miller, and Pielack (1996) examined job satisfaction of frontline workers. Topics addressed included work design, work conditions, benefits, and supervision. They found that a person’s overall satisfaction is driven by their satisfaction with the organization’s managerial process.
CHAPTER III
OBJECTIVES OF THE STUDY
3.1 PRIMARY OBJECTIVE 1. To understand the employee perception with regard to various organizational aspects
20 of M/s Appasamy Ocular Devices (P) Ltd. 3.2 SECONDARY OBJECTIVE: 1. To know the level of employee satisfaction based on their perception. 2. To learn what the employees perceive about the management. 3. To know about the interpersonal relationship among the workers. 4. To identify various other factors influencing employee perception.
CHAPTER IV RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
21 This study was designed to perform a descriptive analysis of the employee perception in M/s Appasamy Ocular Devices (P) Ltd.This study was conducted over a period of one month from August 2007 to September 2007. 4.2 TYPES OF DATA COLLECTED • Primary Data The primary data was collected from the questionnaire .It had questions of both multiple choice and closed ended type. • Secondary Data Secondary data was collected from the internet, books, journals, and company records. 4.3 QUESTIONNAIRE CONSTRUCTION A comprehensive questionnaire covering all aspects of the organizational function was drawn and used in this study. The questionnaire comprised multiple choices and closed ended questions. Questionnaires were constructed based on the following types • • Closed ended questions Multiple choice questions
4.4 DEFINING THE POPULATION The population can be finite or infinite. The population is said to be finite if the elements can be counted and infinite if the population size cannot be calculated. 4.5 SAMPLING PLAN
22 A sampling plan is a definite design for obtaining a sample from the sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn. Sampling design is determined before any data are collected. Simple random sampling technique was adopted. In this method the researcher selects those units of the population in the sample, which appear convenient to him or to the management of the organization where he is conducting the research. 4.6 SAMPLE SIZE 50 samples were taken from M/s Appasamy Ocular Devices (P) Ltd , Vadamangalam, Puducherry . 4.7 FIELD WORK The field works was done at Appasamy Intraocular Devices Pvt, Ltd., Vadamangalam Puducherry. 4.8 PERIOD OF SURVEY The period is from August, 2007 to September, 2007. 4.9 DESCRIPTION OF STATISTICAL TOOLS USED • • • • Percentage analysis. Chi-square test Correlation Regression
4.9.1 PERCENTAGE ANALYSIS In this project Percentage analysis test was used. The percentage method is used to know the accurate percentages of the data we took.. The following formula was used No. of respondents favorable Percentage of respondent = Total no of respondents x 100
23 From the above formula, we can get percentages of the data given by the respondents.
4.9.2 CHI-SQUARE ANALYSIS In this project chi-square test was used. This is an analysis of technique which analyzed the stated data in the project. It analyses the assumed data and calculated data in the study. The Chi-square test is an important test amongst the several tests of significance.. Chi-square, symbolically written as x2 (Pronounce as Ki-Square), is a statistical measure used in the context of sampling analysis for comparing a variance to a theoretical variance. The formula for computing chi-square is as follows. Chi-square = ? {(O-E)2 / E} O = Observed frequency E = Expected frequency The calculated value of chi-square is compared with the table of chi-square for the given degrees of freedom at the specified level of significance. If the calculated value is greater than the tabulated value then the difference between the observed frequency and the expected frequency are significant. The degrees of freedom is (n-2) where ‘n’ is number of observed frequencies and in case of contingency table the degrees of freedom is (C-1) columns and R is number of rows. It is used to find the relation between communication in work place and work satisfaction. It is used to find the relation between welfare satisfaction and work satisfaction it is used to find the relation between experience of respondents and work satisfaction. 4.9.3 CORRELATION The correlation analysis deals with association between two or more variables. The correlation does not necessary imply causation or functional relationship though the existence of causation always implies correlation. By itself it establishes only co- variance. It is used to find the degree of relationship between motivation and work satisfaction. (R-1) where C is number of
24
Cov(x, y) = 1/n ? x y – x y ?x = ?1/n ? x2 – x 2 ?y = ?1/n ? y2 – y 2 Cov(x, y) r= Here, r = co-efficient of correlation 4.9.4 Regression The Regression analysis deals with the nature of association between two or more variables. In regression analysis we are concerned with the estimation of one variable for a given value of another variable on the basis of an average mathematical relationship between the two variables. Y= a + bX ?x X ?y
CHAPTER – V
DATA ANALYSIS AND INTERPRETATION
25 5.1 GENERAL INFORMATION The data collected from the responses to the questionnaire was tabulated and appropriate statistical methods were applied to it. Frequency distribution of various responses for each question was analyzed using a bar chart. Analysis was done by: • • • • Percentage analysis Chi-square Correlation Regression
5.1 ANALYSIS USING PERCENTAGE METHOD TABLE 5.1.1
26 ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE EMPLOYEES S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 8 7 4 12 19 50 Percentage 16 14 8 24 38 100
Inference: The above table shows that 16% of the employees did not know the organization’s goals and objectives and 38% of the employees were clear about the goals and objectives. CHART 5.1.1 ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE EMPLOYEES
40 35 30 25 20 15 10 5
a t g ly a l w h h m e w tr a n tr o n A .s g ly
.s
N
D
o
D
LEVEL OF ATTITUDE
TABLE 5.1.2 THERE IS A CLEAR REPORTING STRUCTURE S.No 1 Level of Attitude Disagree strongly No. of Respondents 6 Percentage 12
A .s
.s
o
P E R C E N T A G E
0
tr o
e u
m
e
t
27 2 3 4 5 Disagree somewhat Neutral Agree somewhat Agree strongly Total 6 8 16 14 50 12 16 32 28 100
Source: Primary Data Inference: The above table shows that 12% of the employees did not know about the reporting structure. 32% of the employees were somewhat clear about the reporting structure. 28% of the employees were clear about the reporting structure. CHART 5.1.2 THERE IS A CLEAR REPORTING STRUCTURE
35
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.3 ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES S.No 1 2 Level of Attitude Disagree strongly Disagree somewhat No. of Respondents 6 4 Percentage 12 8
A .s
D
A .s tr o n
.s tr o
N
o
P E R C E N T A G E
30 25 20 15 10 5
a t g ly l w h h e w tr a g ly
0
n
m
m e
e u
a
t
28 3 4 5 Neutral Agree somewhat Agree strongly Total 11 7 22 50 22 14 44 100
Source: Primary Data Inference: The above table shows that 12% of the employees felt that they could not develop their skills. 14% of the employees felt that they could develop their skills to some extent and 44% of the employees felt strongly that they could develop their skills. CHART 5.1.3 ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES
50 45 40 35 30 25 20 15 10 5 0
.s tr o
D
LEVEL OF ATTITUDE
TABLE 5.1.4 I GAIN SATISFACTION FROM MY JOB S.No 1 Level of Attitude Disagree strongly No. of Respondents 3 Percentage 6
A .s o
.s o
D
A .s tr o n
N
P E R C E N T A G E
a t
g ly
a
t
l
w h
h
e w
tr a
n
m
m e
e u
g
ly
29 2 3 4 5 Disagree somewhat Neutral Agree somewhat Agree strongly Total 10 9 9 19 50 20 18 18 38 100
Source: Primary Data Inference: The above table shows that 6% of the employees did not gain satisfaction from their job. 18% of the employees gained satisfaction from their job to an extent. 38% of the employees strongly felt that they gained satisfaction from their job CHART 5.1.4 I GAIN SATISFACTION FROM MY JOB
40
.s
o
D
LEVEL OF ATTITUDE
TABLE 5.1.5 MY JOB IS CHALLENGING S.No 1 2 Level of Attitude Disagree strongly Disagree somewhat No. of Respondents 5 5 Percentage 10 10
A .s
D
.s
A
.s
N
o
P E R C E N T A G E
35 30 25 20 15 10 5
g ly w h h l m e w tr a n o n tr g ly
0
tr o
a t
m e
e u
a
t
30 3 4 5 Neutral Agree somewhat Agree strongly Total 8 13 19 50 16 26 38 100
Source: Primary Data Inference: The above table shows that 10% of the employees felt that their job was not challenging. 26% of the employees felt that their job was challenging to a certain extent. 38% of the employees felt strongly that their job was challenging. CHART 5.1.5 MY JOB IS CHALLENGING
40 35 30 25 20 15 10 5 0
tr o
.s
D
LEVEL OF ATTITUDE
TABLE 5.1.6 EMPLOYEES SUPPORT EACH OTHER S.No 1 2 Level of Attitude Disagree strongly Disagree somewhat No. of Respondents 7 6 Percentage 14 12
A .s
D
.s
A .s
N
o
o
P E R C E N T A G E
a t
g ly
a
t
l
w h
h
m e w
tr a
n
m e
e u
tr
o n
g
ly
31 3 4 5 Neutral Agree somewhat Agree strongly Total 14 14 9 50 28 28 18 100
Source: Primary Data Inference: The above table shows that 14% of the employees felt that support from each other was not there. 28% of the employees felt that support from each other was there to a certain extent 18% of the employees felt strongly that support from each other was there. CHART 5.1.6 EMPLOYEES SUPPORT EACH OTHER
30
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.7
PERSONAL CONTRIBUTION IS RECOGNIZED S.No 1 Level of Attitude Disagree strongly No. of Respondents 7 Percentage 14
A .s
D
A .s tr o n
.s tr o
N
o
P E R C E N T A G E
25 20 15 10 5
g ly w h h l tr a g ly
0
a t
m e w
n
m e
e u
a
t
32 2 3 4 5 Disagree somewhat Neutral Agree somewhat Agree strongly Total 7 8 14 14 50 14 16 28 28 100
Source: Primary Data Inference: The above table shows that 14% of the employees felt that personal contribution was not recognized. 28% of the employees felt that personal contribution was recognized to some extent. 28% of the employees felt strongly that personal contribution was recognized .
CHART 5.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED
30
.s
D
LEVEL OF ATTITUDE
TABLE 5.1.8 I’M VALUED AS AN EMPLOYEE S.no 1 2 Choice Yes No No. of Respondents 40 10 Percentage 80 20
A .s
D
.s
A .s
N
o
o
P E R C E N T A G E
25 20 15 10 5
g ly l w h h tr a g tr o n ly
0
tr o
a t
e w
n
m
m e
e u
a
t
33 Total Source: Primary Data Inference: The above table shows that 80% of the employees felt that they were valued as an employee. 20% of the employees felt that they were not valued as an employee. 50 100
CHART 5.1.8 I’M VALUED AS AN EMPLOYEE
P E R C E N T A G E
40 30 20 10 0
Yes
No
VALUED AS AN EMPLOYEE
34
TABLE 5.1.9 QUALITY IS GIVEN IMPORTANCE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 9 7 7 10 16 50 Percentage 18 14 14 20 32 100
Source: Primary Data Inference: The above table shows that 32% of the employees felt that quality was given importance. 18% of the employees felt that quality was not given importance.
CHART 5.1.9 QUALITY IS GIVEN IMPORTANCE
35
m ew
.s tr o
eu
m e
P E R C E N T A G E
30 25 20 15 10 5 0
gl y t at tr a a w h h ro n A .s t n g ly l N
D
LEVEL OF ATTITUDE
TABLE 5.1.10
A .s o
.s o
D
35 INDIVIDUAL INITIATIVE IS ENCOURAGED S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 11 4 12 12 11 50 Percentage 22 8 24 24 22 100
Source: Primary Data Inference: 22% of the employees felt that individual initiative was not encouraged; 24% of the employees felt that individual initiative was encouraged to a certain extent; 22% of the employees felt that individual initiative was encouraged
CHART 5.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED
30
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.11
A .s
D
A .s tr o n
.s tr o
m
N
o
m
P E R C E N T A G E
25 20 15 10 5
a t g ly l w h h tr a g ly
0
e w
n
e u
e
a
t
36 MANAGEMENT SETS HIGH STANDARDS S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 10 11 6 8 15 50 Percentage 20 22 12 16 30 100
Source: Primary Data Inference: 20% of the employees felt that management did not set high standards. 16% of the employees felt that management set high standards to a certain extent. 30% of the employees felt that management set high standards. CHART 5.1.11 MANAGEMENT SETS HIGH STANDARDS
35
m e w
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.12
A .s
D
A .s tr o n
.s tr o
N
o
m e
P E R C E N T A G E
30 25 20 15 10 5
g ly w h h l tr a g ly
0
a t
n
e u
a
t
37 MANAGEMENT TREATS FAIRLY S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 7 12 13 5 13 50 Percentage 14 24 26 10 26 100
Source: Primary Data Inference: 14% of the employees felt that the management did not treat them fairly 10% of the employees agreed to a certain extent that the management treated them fairly 26% of the employees felt that the management treated them fairly CHART 5.1.12 MANAGEMENT TREATS FAIRLY
30
m ew
.s tr o
eu
m e
D
LEVEL OF ATTITUDE
TABLE 5.1.13 THE MANAGEMENT RECOGNIZES MY WORK
A .s o
.s o
D
A .s tr
P E R C E N T A G E
25 20 15 10 5
gl y at t
0
n
w h
tr a
h
N
on
g
ly
l
a
38 S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 3 13 6 14 13 50 Percentage 6 26 12 28 26 100
Source: Primary Data Inference: 6% of the employees felt strongly that the management did not recognize their work 28% of the employees felt that the management recognized their work to some extent. 26% of the employees felt that the management recognized their work.
CHART 5.1.13 THE MANAGEMENT RECOGNIZES MY WORK
30
.s tr o
eu
D
LEVEL OF ATTITUDE
A .s o
.s o
D
A .s tr
m
N
m
P E R C E N T A G E
25 20 15 10 5
at t
0
gl y tr a l h n ew e
w h
on
g
ly
a
39
TABLE 5.1.14 WORKING CONDITIONS ARE GOOD S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 6 4 8 12 20 50 Percentage 12 8 16 24 40 100
Source: Primary Data Inference: 12% of the employees felt that working conditions were not good 24% of the employees felt that working conditions were good to some extent 40% of the employees felt that working conditions were good CHART 5.1.14 WORKING CONDITIONS ARE GOOD
45 40 35 30 25 20 15 10 5 0
tr o .s
D
LEVEL OF ATTITUDE
A .s
.s
D
A .s
N
o
o
P E R C E N T A G E
a t
g ly
a
t
w h
h
l
e w
tr a
n
e u
m
m
tr o n
e
g
ly
40 TABLE 5.1.15 WORKLOAD IS REASONABLE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 8 5 12 13 12 50 Percentage 16 10 24 26 24 100
Source: Primary Data Inference: 16% of the employees felt that workload was not reasonable. 26% of the employees felt that workload was reasonable to certain extent 24% of the employees felt that workload was reasonable CHART 5.1.15 WORKLOAD IS REASONABLE
30
eu tra
.s tro
ew
D
LEVEL OF ATTITUDE
TABLE 5.1.16
A .s om
.s om
D
A .s tr
P E 20 R 15 C E 10 N 5 T A 0 G E
25
t
ng ly
ha t
ew ha
N
on g
ly
l
41 DEADLINES ARE REALISTIC S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 7 9 9 18 6 50 Percentage 14 18 18 36 12 100
Source: Primary Data Inference: 14% of the employees felt that dead lines were not realistic. 36% of the employees felt that dead lines were realistic to certain extent 12% of the employees felt strongly that dead lines were realistic CHART 5.1.16 DEADLINES ARE REALISTIC
40
tr o
eu
m e
.s o
o
D
.s
D
LEVEL OF ATTITUDE
TABLE 5.1.17
A
A
.s tr
m
P E R C E N T A G E
35 30 25 20 15 10 5
at gl y w h tr a h g o n ly l a
0
n
ew
.s
N
t
42 BALANCE BETWEEN WORK AND PERSONAL LIFE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 7 10 3 17 13 50 Percentage 14 20 6 34 26 100
Source: Primary Data Inference: 14% of the employees felt that there was no balance between work and personal life. 34% of the employees felt that there was balance between work and personal life to certain extent. 26% of the employees feel strongly that there was balance between work and personal life CHART 5.1.17 BALANCE BETWEEN WORK AND PERSONAL LIFE
40
m ew
.s tr o
eu
m e
D
LEVEL OF ATTITUDE
TABLE 5.1.18
A .s o
.s o
D
A .s t
P E R C E N T A G E
35 30 25 20 15 10 5
gl y at t
0
tr a l h n
w h
N
ro n
g
ly
a
43 SALARY IS ADEQUATE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 16 10 10 11 3 50 Percentage 32 20 20 22 6 100
Source: Primary Data Inference: 32% of the employees felt that salary was insufficient 22% of the employees felt that salary was sufficient to certain extent 6% of the employees feel that salary was sufficient CHART 5.1.18. SALARY IS ADEQUATE
35
m e w
tr o
e u
.s
N
m
D
D
LEVEL OF ATTITUDE
TABLE 5.1.19
A .s
.s
A .s
o
o
tr
P E R C E N T A G E
30 25 20 15 10 5
gl y a t tr a w h h g o n ly l a e
0
n
t
44 MARITAL STATUS S.No 1 2 Status Single Married Total No. of Respondents 16 34 50 Percentage 32 68 100
Source: Primary Data Inference: 32% of the employees were single 68% of the employees were married CHART 5.1.19 MARITAL STATUS
P E R C E N T A G E
80 60 40 20 0 Single Married
ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING VALUED AS AN EMPLOYEE AND GENDER (USING CHI-SQUARE)
45
Null Hypothesis Ho: There is no significant difference between gender and the employee’s perception about being valued as an employee.
TABLE 5.2.1 OBSERVED COUNT ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING VALUED AS AN EMPLOYEE AND GENDER
S.no
Valued as an employee gender
Yes
No
Total
1 2 Total
male female
16 15 31
8 11 19
25 25 50
46
EXPECTED COUNT TABLE 5.2.2 S.no valued as an employee Yes No Total
1 2 Total
gender Yes No
15.5 13.5 31.0
9.5 9.5 19.0
25.0 25.0 50.0
TABLE 5.2.3 COMPUTATION OF CHI-SQUARE (?2) O 25 25 31 19 E 28 22 28 22 [O-E]2 9 9 9 9 [O-E]2/E .321 .409 .321 .409
47 Calculated value ? [O-E] 2/E = .807 The tabulated value for 1 degree of freedom at 5% level of significance is 3.84 The calculated value is lesser than tabulated value. Therefore hypothesis is accepted. Inference: Chi-Square test showed that there was no significant difference regarding gender and how employees feel valued in the organization. Thus gender did not influence the perception of being valued as an employee. ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY (USING CORRELATION) TABLE 5.3.1 RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY. X 4 5 7 18 16 Y 3 2 7 12 26 X2 16 25 49 324 265 Y2 9 4 49 144 676 XY 12 10 49 216 416
Cov [x, y] = 1/ N [?XY-xy] = 102.664 ?x = ?1/N [?X2-x2] = 10.81 ?y = ?1/N [?Y2-y2] = 12.15 R=.903
48
Inference: From the above table it is seen that responsibility taken by individuals and group operating effectively variables are positively correlated.
49
ANALYSIS OF JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB (USING CORRELATION) TABLE 5.3.2 JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB
X 3 1 11 8 27
X2 9 1 121 64 729
Y 2 5 8 13 22
Y2 4 25 64 169 484
XY 6 5 88 104 594
Cov [x, y] = 1/ N [?XY-xy] = 139.4 ?x = ?1/N [?X2-x2] =12.83 ?y = ?1/N [?Y2-y2] =11.36 R=.95
50
Inference: From the above table it is seen that satisfaction from work and challenging nature of the job operating effectively variables are highly positively correlated.
51
ANALYSIS OF MANAGEMENT TREATMENT AND JOB SECURITY (USING CORRELATION) TABLE 5.3.3 MANAGEMENT TREATMENT AND JOB SECURITY X 5 7 14 6 18 X2 25 49 196 36 324 Y 6 3 11 15 15 Y2 36 9 121 225 225 XY 30 21 154 90 270
Cov [x, y] = 1/ N [?XY-xy] = 93 ?x = ?1/N [?X2-x2] =10.24 ?y = ?1/N [?Y2-y2] =10.15 R=.88 Inference: From the above table it is seen that management treatment and job security variables are positively correlated.
52
ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES (USING REGRESSION METHOD)
Let X be employees job security Let Y be management treatment of employees
TABLE 5.4 ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES
S.no
X 5 7 14 6 18
Y 3 6 6 8 27
X-X -5 -3 4 -4 8
X-X 25 9 16 16 64
2
Y-Y -7 -4 -4 -2 17
Y-Y 49 16 16 4 289
2
(X-X) (Y-Y) 35 12 16 8 136
1 2 3 4 5 Formula
bxy = ? ( x-x )( y-y ) ? ( x-x )2 = .467 Regression Equation
53 X-X = bxy (Y-Y) X = .46Y + 5.4 Inference: Excluding the constant, from the above equation it could be inferred that effect of management treatment on employees feeling about job security was found to be 2:1
CHAPTER VI
6.1 FINDINGS OF THE STUDY
•
From the study, it was found that the employees had a clear understanding about whom they should report to about their targets in their daily course of work. They also felt that their direct supervisor listened to their ideas and concern.
•
Some of the employees felt that the workload was reasonable and the deadlines set to achieve targets were reasonable.
•
From the study it was found that the employees were satisfied with the working conditions. Being employed in a manufacturing company employees felt that they were able to carry out their work without much strain.
•
Gender did not play a role in the way employees perceived their value in the organization. Their perception about being valued as an employee was based on their individual character and not on their gender.
•
Majority of the employees felt that they were underpaid. They felt that they were paid less when compared to the responsibility they take.
•
Some employees felt that there was no balance between their work and personal lives.
54
•
By analyzing the data it was found that there was a strong positive correlation between individual responsibility and effective group performance. It was also observed that the level of job satisfaction correlated with the challenging nature of the job.
6.2 SUGGESTIONS AND RECOMMENDATIONS
Majority of the employees were not satisfied with their present salary .The company can take this into account while revising the pay for the employees. The company could try to provide some monetary benefits to the best performer. Employees felt that their new ideas related to work were not encouraged. The company could encourage the employees to give their ideas related to work. This way both the company and the employees are benefited. The company could get some novel ideas and the employees would be more participative. The employees felt that the company did not respond to their grievances immediately. Hence the company can adopted some grievance handling procedure that is best suited for the company. Some employees felt that there was no balance between their work and personal lives. The company could look into this aspect and train the employees on better time management.
55
56
CHAPTER VII
7. CONCLUSION From this study it was found that employees at Appasamy Ocular Devices (P) Ltd., Vadamangalam Puducherry had a positive perception on many areas of the organizational functioning such as working conditions of the employees, reporting structure, work process, deadlines set and gender equality. However there were areas about which the employees had a negative perception like salary benefits, scope for individual initiative and balance between work and personal life.
57
CHAPTER VIII
8.1 LIMITATIONS OF THE STUDY
•
The survey was done for a period of one month. Hence limited time was spent for doing the survey.
•
Some of the employees were not able to express their ideas freely. Some answers given by the employees might not be correct.
`
58
8.2 SCOPE FOR FURTHER STUDY
The study would act as a reference for further in depth research on employee perception. The results of this survey can be submitted to the company .The management can look into the negative aspects in the perception of employees and initiate remedial measures to address the same. Improving the employee perception would go a long way in promoting the quality of production. Further focused research on the identified negative areas such as salary package can help the management formulate better and employee friendly pay structures.
59 ANNEXURE-1
1: Disagree Strongly Strongly #
2: Disagree somewhat Category/Question
3: Neutral 4: Agree somewhat 1
5: Agree 60 5
Your choice 2 3 4
A. Organization Design 1 The organization’s goals and objectives are clear to me.
2 3
Roles and responsibilities within the group are understood Clear reporting structures have been established.
B. Individual Job Characteristics 4 I gain satisfaction from my current job responsibilities.
5 6 7 8
I have the opportunity to further develop my skills and abilities I feel my job is challenging. My direct supervisor makes sure I have clear goals to achieve. My direct supervisor listens to my ideas and concerns
C. Interpersonal relationship Relations Knowledge and information sharing is a group norm across the 9 organization 10 Employees consult each other when they need support
11
Individuals appreciate the personal contributions of their coworkers.
12 Disagreements are not taken personally
D. Culture 13 Do you feel valued as an employee?
14 Quality is a top priority in the company 15 Individual initiative is encouraged in the company 16 Nothing keeps me from doing my best every day
E. Senior Management
17 Management sets high standards for us to achieve. 18 Management treats employees fairly 19 Does the management recognize the work done by you?
F. Work Processes 20 Everyone here takes responsibility for their actions
21 My work group operates effectively as a unit 22 We use efficient work processes when performing our jobs
G. Work environment
23 I believe my job is secure 24 My physical working conditions are good 25 Deadlines set in the company are realistic 26 My workload is reasonable 27 I can keep a reasonable balance between work and personal life
H. Pay and benefits
61
62
ANNEXURE-2 BIBILIOGRAPHY
BOOKS • • • • • • Robbins Stephen r, seema sanghi -Organizational Behavior, Dorling Kindersley (India) Pvt.Ltd Kothari, C.R., Research Methodology - Methods & Techniques , New Delhi, New Age international (P) Ltd., Publishers, Second Edition,2004. Gupta, S.P., Statistical Methods, New Delhi, Sultan Chand & Sons Publishers, Thirty Fourth Edition, 2005. Chandran,jit S.-Organisational Behaviour Keith davis - Organisational Behaviour-Human Behaviour at work Jeff,harris- managing people at work; concepts and cases in interpersonal behavior.
WEBSITES • • • • • • www.citehr.com http://www.mangamentorg.com/ www.perception.org/perception/about.html www.answers/topic/perception.com www.allacademic.com/meta/p91956_index www.springerlink.com/index
doc_986172989.doc
"Perception" is defined as the "process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them" [2] Components of perception include the perceiver, target of perception, and the situation.
1
A STUDY OF EMPLOYEE PERCEPTION
TABLE OF CONTENT
CHAPTER I. II III VI V VI VII VIII INTRODUCTION
TITLE
PAGE NO 1 7 16 17 21 47 49 50
REVIEW OF LITERATURE OBJECTIVES RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS OF THE STUDY & SUGGESTION AND RECOMMENDATIONS CONCLUSION LIMITATIONS OF THE STUDY & SCOPE FOR FURTHER STUDY
ANNEXURE QUESTIONNAIRE BIBLIOGRAPHY
2
LIST OF TABLES
S.no 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9 5.1.10 5.1.11 5.1.12 5.1.13 5.1.14 5.1.15 5.1.16 5.1.17 5.1.18 5.2.1 TABLE NAME ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD BY EMPLOYEES CLEAR REPORTING STRUCTURE DEVELOP SKILLS AND ABILITIES I GAIN SATISFACTION FROM MY JOB JOB CHALLENGING EMPLOYEES SUPPORT FOR EACH OTHER PERSONAL CONTRIBUTION IS RECOGNIZED VALUED AS AN EMPLOYEE QUALITY IS GIVEN IMPORTANCE INDIVIDUAL INITIATIVE IS ENCOURAGED MANAGEMENT SETS HIGH STANDARDS MANAGEMENT TREATS FAIRLY MANAGEMENT RECOGNIZE MY WORK WORKING CONDITIONS ARE GOOD WORKLOAD IS REASONABLE DEADLINES ARE REALISTIC BALANCE BETWEEN WORK AND PERSONAL LIFE SALARY IS ADEQUATE Page No 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 41
ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING
3 VALUED AS AN EMPLOYEE AND GENDER (USING CHI-SQUARE) -OBSERVED COUNT EXPECTED COUNT TABLE COMPUTATION OF CHI-SQUARE (?2) 5.2.3 ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY (USING CORRELATION) ANALYSIS OF JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB (USING CORRELATION) 42 42
5.2.2
5.3.1
43
5.3.2
44
5.3.3
ANALYSIS OF MANAGEMENT TREATMENT AND JOB SECURITY (USING CORRELATION)
45
5.4
ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES (USING REGESSION)
46
LIST OF CHARTS
4 S.No 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 5.1.6 5.1.7 5.1.8 5.1.9 5.1.10 5.1.11 5.1.12 5.1.13 5.1.14 5.1.15 5.1.16 5.1.17 5.1.18 5.1.19 TITLE ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD BY EMPLOYEES CLEAR REPORTING STRUCTURE DEVELOP SKILLS AND ABILITIES I GAIN SATISFACTION FROM MY JOB JOB CHALLENGING EMPLOYEES SUPPORT FOR EACH OTHER PERSONAL CONTRIBUTION IS RECOGNIZED VALUED AS AN EMPLOYEE QUALITY IS GIVEN IMPORTANCE INDIVIDUAL INITIATIVE IS ENCOURAGED MANAGEMENT SETS HIGH STANDARDS MANAGEMENT TREATS FAIRLY MANAGEMENT RECOGNIZE MY WORK WORKING CONDITIONS ARE GOOD WORKLOAD IS REASONABLE DEADLINES ARE REALISTIC BALANCE BETWEEN WORK AND PERSONAL LIFE SALARY IS ADEQUATE MARITAL STATUS Page No 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40
5
CHAPTER I INTRODUCTION
1.1 COMPANY DETAIL: Guided by M/s Appasamy Associates, which has been servicing in the ophthalmic field for the last 25 years, M/s Appasamy Ocular Devices (P) Ltd manufactures a wide range of products. It has an excellent network for marketing and after sale services. 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5
•
Company name Founder Year of starting Nature of work Strength
: M/s Appasamy Ocular Devices (P) Ltd. : Mr. P.S.N.Appasamy, Chairman : 1997 : Design, manufacture, sale & service of ophthalmic products.
Committed to their customers and draw strength from their faith in their ability to help them better than others. Train their sales and service persons to help their customers in best possible ways and means.
•
Regularly reinvest the profits to upgrade the manufacturing facilities. Regularly upgrade the products and the benefits are always passed on to the old customers at a nominal price.
•
Regularly introduce new products and always in search of people who can develop new products. Designing products meeting customers’ requirements. Offer products at a reasonable price, at an acceptable quality, with effective after sales service support. The employees are given opportunity to prove themselves. Selected persons are sent abroad for sales, service and training.
• •
1.1.6 Milestone
6
•
1978
-
Introduced
India's
first
low
cost
cryosurgical
equipment
for
ophthalmology.While Indian prices are at Rs.1800, an equivalent imported unit costs Rs.20,000. Import of cryosurgical equipment in ophthalmology virtually had stopped fifteen years ago.
•
1979 - Introduced world's first non-electric vitrectomy unit in ophthalmology (another import substitute).This product is one of the most reliable one and virtually trouble free. Many eminent surgeons use this Rs.18,000 unit instead of their imported unit.
•
They also manufacture and sell electrical vitrectomy units with peristaltic pump for aspiration with linear suction. 1980 - Started manufacturing and selling keratometers. 1987 - Started manufacturing Surgical Operating Microscopes. Since then, AAOM 10 is the largest selling Operating Microscope in India. They also manufacture and sell microscopes for ENT, O&G and Plastic Surgery.
• •
•
1989 - Started manufacturing and selling Slitlamps. Photography and Videography models were also made available. 1989 - Started manufacturing multipiece Intraocular lenses. Started selling IOLs in 1992. Started manufacturing and selling single piece IOLs in 1995. On December 31, 1997 completed ISO 9002 audit for Intra Ocular Lenses. AI Optics Limited, their INTRA OCULAR LENS manufacturing unit became an ISO 9002(Quality Systems and Requirements fulfilled) facility and certified by TUV, Germany on 17.03.1998.
•
• •
• •
1990 - Started manufacturing and selling Indirect ophthalmoscope. 1994 - Introduced India's first ophthalmic Nd-YAG Laser equipment. It is only one of its kind manufactured in India till today. Also started manufacturing and selling Streak retinoscope.
•
1995 - Introduced India's first Phacoemulsification Equipment for small incision sutureless cataract surgery.
1.1.7Awards
7
•
Best Woman Entrepreneur of the year award, instituted by Government of Tamilnadu for the year 1993. (First awardee in this category since its inception)
•
One of the Best 5 Women Entrepreneurs of the year 1994, instituted by National Alliance of Young Entrepreneurs. Engineering Export Promotion Council (EEPC) of India award for the best performance under the category Small Scale Industries - Certificate of merit for 19931994 among Southern Region of EEPC of India.
•
1.1.8 A)
Standard products Microsurgical instruments - Titanium instruments - Stainless Steel instruments - Disposable instruments
B) • • • • • • • • • • • • • •
Ophthalmic implants Intraocular lens (IOL) – Single piece, Multipiece Foldable Intraocular lens Intraocular rings Artificial Intraocular Lenses Capsular Tension Rings Concave Lenses Convex Lenses Disposable Lenses Foldable Intraocular Lenses Hydrophilic Lenses Ophthalmic lens Phaco Lenses Spectacle Lenses Sulcus Fixation
8
C)
Ophthalmic equipment - Testing equipment - Diagnosing equipment - Surgery equipment
D)
Pharmaceuticals - Small volume parenterals - Ophthalmic solutions
E)
Customers - Ophthalmologists - Eye Hospitals/Nursing Homes - Government & Non-Governmental Agencies - Distributing Agencies - Group companies - Patients (Indirect)
F) G)
Export Foreign offices
- Exporting to Russia, Indonesia, Philippines, Latin America (Brazil etc.), Africa, United Arab Emirates - USA, Dubai, and Malaysia
1.1.9 ORGANIZATION CHART
Chairman P.S.N.Appasamy
Vice Chairman R.N.Kasthuri
Managing Director P.Radhakrishnan
9
Design & Adverse Events P.Sudhakaran P.Ravichandran
Factory General Manager R.V.Ravichandran
Sales Office Sales Coordinator R.V.A.Rajeshwari
Human Resource
Liaison works
Purchase
Production Units
Computer
QA & MR
Maintenance
Assistant
Assistant Calibration Assistant
Assistant
Clerical Electricians
Instruments
Equipment
Intraocular Lens
Pharma ProductionS.Adal arasu
Production
Production
Production
Fitters & Technicians
Fitters, Technicians
Operators, Technicians
Quality Control
Asst.Production
Quality Control
S.Oumamageshwari
Quality Control
Tumbling & EO
Microbiology
Assistant Chemist
Inspectors & Packing
Inspectors & Packing
Operators, Technicians
Lab Assistants
Assistants, Technicians
IM-Stores
IM-Stores
Packing
IM-Stores
Assistant Storekeeper
Assistant Storekeeper
Inspectors, Packing
IM-Stores
Assistants Storekeeper FP-Stores
FP-Stores Assistant, Despatch
FP-Stores
Box Packing
Assiatant Storekeeper
Assistant, Despatch
Assistant, Packing
FP-Stores
Assistants, Despatch
Assiatant, Despatch
1.2 INTRODUCTION TO STUDY
Implementing an employee perception survey can be used to gauge the current levels of satisfaction and identify opportunities for improvement as perceived by Appasamy Ocular Devices (P) Ltd.
the employees
in M/s
10
Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave they can become a source of bad morale and do a great deal of harm to the organization. In many cases employers without proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job. Surveying employees on a regular basis is important to stay in touch with the pulse of the business and to have real data and react accordingly. The actions of the employees like absenteeism and turnover are based on how they perceive things.
The main objective of this study was to study the level of employees’ perception about the various factors like working conditions, management, interpersonal relationships, pay and organizational culture. Employee opinion surveys deliver a successful means of measuring and acting upon, employees' current beliefs on many job-related subjects. Through this the managers could understand what the employees feel about the organization .Necessary remedial measures could be adopted by the organization in the negative areas. Through this the company would achieve better results in terms of profit and quality.
CHAPTER II
REVIEW OF LITERATURE
2.1 Introduction to Employee Perception
11 Savvy companies know that they need to stay in tune with the satisfaction rate of their employees. Managers understand that finding and training new employees is a very expensive process. Surveying employees on a regular basis is a great way to stay in touch with the pulse of the business. Hence it is very much essential to know what the employees perceive about the organization. Implementing an employee perception survey can be used to gauge the current levels of satisfaction and identify opportunities for improvement as perceived by Appasamy Ocular Devices (P) Ltd. Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave they can become a source of bad morale and do a great deal of harm to the organization. In many cases employers without proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job. Surveying employees on a regular basis is important to stay in touch with the pulse of the business and to have real data and react accordingly. 2.2 Meaning When an individual looks at a target and attempts to interpret what he or she sees that interpretation is heavily influenced by the personal characteristics of the individual perceiver. Personal characteristics that affect perception include a person’s attitudes, personality, motives, interests, past experience and expectations.
the employees
in M/s
Characteristics of the target being observed can affect what is perceived. The context in which we see objects or events is also important. “Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment”. However, what one perceives can be substantially different from objective reality. FACTORS INFLUENCING PERCEPTION
12
Factors in the perceiver • • • • • Motives Attitudes Interests Experience expectations
Factors in the situation • • • Time Work setting Social setting Factors in the target • • • • • • Novelty Motion sounds size Background Proximity Similarity Perception
PERSON PERCEPTION: MAKING JUDGMENTS ABOUT OTHERS Attribution theory: This theory has been proposed to develop explanations of the ways in which we judge people differently, depending on what meaning we attribute to a given behavior.
13 Determinants: 1. Distinctiveness: shows different behaviors in different situations. 2. Consensus: response is the same as others to same situation. 3. Consistency: responds in the same way over time. Frequently used shortcuts in judging others 1. Halo effect 2. Contrast effects 3. Selective perception 4. Projection 5. Stereotyping Specific Applications of Shortcuts in Organization ? Employment Interview Perceptual biases affect the accuracy of interviewers’ judgments of applicants. ? Performance Expectations Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. ? Performance Evaluations Appraisals are subjective perceptions of performance. ? Employee Effort Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias.
14 ? Employee Loyalty Employee support towards the organization. ? Whistle-Blowers Individuals who report unethical practices by their employer to outsiders.
2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES
The Reality of Perception in Employee Relations
Charles R. McConnell
The author has found from his research that, whenever there is a contradiction between what employees are told or led to expect and what they actually see occurring, the result is usually a negative perception. In the employee-manager relationship, a greater presence of
15 negative perceptions lowers the credibility of the management and increases the difficulty in securing employee cooperation and commitment. The task of minimizing employees' negative perceptions falls largely on the first-line supervisor, although the “door is always open” higher managers can make this more difficult. Employees' perception towards the dimension of culture in enhancing organizational learning Author(s): Carroll M. Graham, Fredrick Muyia Nafukho Journal: The Learning Organization The purpose of this study was to determine employees' perception of the dimension of culture toward organizational learning readiness. The study also seeks to compare employees' work experience (longevity), work shifts and their perception towards the dimension of culture in enhancing organizational learning readiness. ANOVA was used to investigate the relationship between longevity, work shift, and perception towards the dimension of culture in enhancing organizational learning. The independent variables longevity and work shift were statistically significant, while the interaction effect was nonsignificant. Omega-squared test statistic revealed longevity and work shift each accounted for 9 percent and 7 percent, respectively, of the variance in the dependent variable employee perception toward the dimension of culture in enhancing organizational learning. Moderate effect sizes for independent variables longevity and work shift were also established.
Compensation or Right: An Analysis of Employee “Fringe” Benefit Perception Barton L. Weathington and Lois E. Tetrick The authors have found that employee perceptions of the benefits provided to them by their organization can influence employee attitudes. Three factors that appear to influence the perception of benefits by employees are benefit satisfaction, benefit importance, and the perceived motive of the organization in providing the benefit to employees. However, it was
16 inferred that some benefits are perceived as rights that are owed to employees by the organization. The study proposed and tested a model of benefit perception that incorporates all of these factors. Results suggested that benefit satisfaction and the perceived motive of the organization in providing a benefit both have a direct relationship with employee attitudes. The perceived right status of a benefit appeared to moderate this relationship. Exploring Employee Perception of Organizational Image: An Integrative Perspective of Internal and External Communication Choi, J. This paper proposed to provide a conceptual model about how internal and external communications influence employees’ perception of organizational images, in turn influencing employees’ organizational identification and behaviors. In particular, it was argued that when there is discrepancy between perceived external images and internally perceived images that are held by employees, it can result in significant consequences in terms of employees’ behaviors. Furthermore, it was discussed how perceptions about organizational images were related to internal and external communication and the need for an integrative perspective of communication management in the organization.
Employees’ Organizational Commitment and Their Perception of Supervisors’ RelationsOriented and Task-Oriented Leadership Behaviors Barbara B. Brown The author says that relations-oriented leadership behaviors explained more of the variance in affective commitment than the variance in normative commitment. The variance that task oriented leadership behaviors explained in the two types of organizational commitment was
17 the same, only weaker. Neither relations-oriented nor task-oriented leadership behaviors explained any variance in continuance commitment. The relations-oriented leadership behaviors were positively related with affective and Normative commitment, although not very strongly. This means that leadership behaviors which involve engendering trust, inspiring a shared vision, generating enthusiasm, encouraging creativity, providing coaching, and recognizing accomplishments do explain some of the variation in how employees feel about wanting to or feeling obligated to stay with the city of Charlottesville. The more they display these behaviors, the more employees may want to or feel obliged to stay. Task-oriented leadership behaviors had a negative relationship with normative commitment and explained even less of the variance than relations-oriented leadership behaviors. This means that leadership behaviors which involve ignoring problems or waiting for problems to become chronic before taking action explain very little of the variation in how employees feel about wanting to or feeling obligated to stay with the city of Charlottesville. Supervisors may be able to improve their task-oriented leadership behaviors by giving negative feedback in a timely manner and using language that is both clarifying and encouraging. Social Interaction and the Perception of Job Characteristics in an Organization James W. Dean, Jr. Daniel J. Brass This research investigates the relationship between the extent of employees' social interaction and their perceptions of job characteristics. Employees' perceptions were compared with the perceptions of task characteristics made by an outside observer, whose perceptions were not subject to the same social influence processes. The results indicated that the perceptions of employees who were more central to communication networks, boundary-spanning employees, and employees close to the organization's boundaries were more similar to the perceptions of the outside observer. These results were interpreted as support for the hypothesis that increased social interaction leads to a convergence of perceptions, such that the perceptions are more similar to observable reality. The hypotheses and results are discussed in terms of social informationprocessing models and previous laboratory findings.
18 A Study of Supervisor and Employee Perceptions of Work Attitudes in Information Age Manufacturing Industries Md. Shafiqul Azam, Pro-Tech Search, Inc. Illinois State University
Supervisors perceive and rate Information employee work attitudes differently than the Information employees perceive and rate their work attitudes by themselves. Non-information employees perceive their work attitudes differently than their supervisors do. Information and Non-information employees do not perceive their work attitudes similarly. Information employees had higher means for Dependability and Ambition and Non-information employees had higher means for Teamwork and Self-Control. There were differences in the strength of disagreement of responses across the groups . The strongest disagreement between employees (both Information and Non-information) and supervisors on the perceptions of employee (both Information and Non-information) work attitudes was obtained for the work attitudes dimension Dependability. The second disagreement between employees (both Information and Non-information) and supervisors on the perceptions of employee (both Information and Non-information) work attitudes was obtained for the work attitudes dimension Ambition. The third disagreement between employees (both information and non-information) and supervisors on the perceptions of employee (both Information and Noninformation) work attitudes was obtained for the work attitudes dimension Teamwork.
Comparative Analysis of Management and Employee Job Satisfaction and Policy Perceptions Charles G. Andrews, B. A., M. S. According to the author, there is no statistically significant differences between the perception of nonmanagement employee job satisfaction and management job satisfaction as measured by job satisfaction topic means. It could be concluded from this study that group means
19 of importance for job satisfaction topics shows no significantly relationship by management or management status. Nonmanagement rated Employee Development Opportunities and Work-life Balance higher than management employees. However, none of the differences were statistically significant. Rust, Stewart, Miller, and Pielack (1996) examined job satisfaction of frontline workers. Topics addressed included work design, work conditions, benefits, and supervision. They found that a person’s overall satisfaction is driven by their satisfaction with the organization’s managerial process.
CHAPTER III
OBJECTIVES OF THE STUDY
3.1 PRIMARY OBJECTIVE 1. To understand the employee perception with regard to various organizational aspects
20 of M/s Appasamy Ocular Devices (P) Ltd. 3.2 SECONDARY OBJECTIVE: 1. To know the level of employee satisfaction based on their perception. 2. To learn what the employees perceive about the management. 3. To know about the interpersonal relationship among the workers. 4. To identify various other factors influencing employee perception.
CHAPTER IV RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
21 This study was designed to perform a descriptive analysis of the employee perception in M/s Appasamy Ocular Devices (P) Ltd.This study was conducted over a period of one month from August 2007 to September 2007. 4.2 TYPES OF DATA COLLECTED • Primary Data The primary data was collected from the questionnaire .It had questions of both multiple choice and closed ended type. • Secondary Data Secondary data was collected from the internet, books, journals, and company records. 4.3 QUESTIONNAIRE CONSTRUCTION A comprehensive questionnaire covering all aspects of the organizational function was drawn and used in this study. The questionnaire comprised multiple choices and closed ended questions. Questionnaires were constructed based on the following types • • Closed ended questions Multiple choice questions
4.4 DEFINING THE POPULATION The population can be finite or infinite. The population is said to be finite if the elements can be counted and infinite if the population size cannot be calculated. 4.5 SAMPLING PLAN
22 A sampling plan is a definite design for obtaining a sample from the sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn. Sampling design is determined before any data are collected. Simple random sampling technique was adopted. In this method the researcher selects those units of the population in the sample, which appear convenient to him or to the management of the organization where he is conducting the research. 4.6 SAMPLE SIZE 50 samples were taken from M/s Appasamy Ocular Devices (P) Ltd , Vadamangalam, Puducherry . 4.7 FIELD WORK The field works was done at Appasamy Intraocular Devices Pvt, Ltd., Vadamangalam Puducherry. 4.8 PERIOD OF SURVEY The period is from August, 2007 to September, 2007. 4.9 DESCRIPTION OF STATISTICAL TOOLS USED • • • • Percentage analysis. Chi-square test Correlation Regression
4.9.1 PERCENTAGE ANALYSIS In this project Percentage analysis test was used. The percentage method is used to know the accurate percentages of the data we took.. The following formula was used No. of respondents favorable Percentage of respondent = Total no of respondents x 100
23 From the above formula, we can get percentages of the data given by the respondents.
4.9.2 CHI-SQUARE ANALYSIS In this project chi-square test was used. This is an analysis of technique which analyzed the stated data in the project. It analyses the assumed data and calculated data in the study. The Chi-square test is an important test amongst the several tests of significance.. Chi-square, symbolically written as x2 (Pronounce as Ki-Square), is a statistical measure used in the context of sampling analysis for comparing a variance to a theoretical variance. The formula for computing chi-square is as follows. Chi-square = ? {(O-E)2 / E} O = Observed frequency E = Expected frequency The calculated value of chi-square is compared with the table of chi-square for the given degrees of freedom at the specified level of significance. If the calculated value is greater than the tabulated value then the difference between the observed frequency and the expected frequency are significant. The degrees of freedom is (n-2) where ‘n’ is number of observed frequencies and in case of contingency table the degrees of freedom is (C-1) columns and R is number of rows. It is used to find the relation between communication in work place and work satisfaction. It is used to find the relation between welfare satisfaction and work satisfaction it is used to find the relation between experience of respondents and work satisfaction. 4.9.3 CORRELATION The correlation analysis deals with association between two or more variables. The correlation does not necessary imply causation or functional relationship though the existence of causation always implies correlation. By itself it establishes only co- variance. It is used to find the degree of relationship between motivation and work satisfaction. (R-1) where C is number of
24
Cov(x, y) = 1/n ? x y – x y ?x = ?1/n ? x2 – x 2 ?y = ?1/n ? y2 – y 2 Cov(x, y) r= Here, r = co-efficient of correlation 4.9.4 Regression The Regression analysis deals with the nature of association between two or more variables. In regression analysis we are concerned with the estimation of one variable for a given value of another variable on the basis of an average mathematical relationship between the two variables. Y= a + bX ?x X ?y
CHAPTER – V
DATA ANALYSIS AND INTERPRETATION
25 5.1 GENERAL INFORMATION The data collected from the responses to the questionnaire was tabulated and appropriate statistical methods were applied to it. Frequency distribution of various responses for each question was analyzed using a bar chart. Analysis was done by: • • • • Percentage analysis Chi-square Correlation Regression
5.1 ANALYSIS USING PERCENTAGE METHOD TABLE 5.1.1
26 ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE EMPLOYEES S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 8 7 4 12 19 50 Percentage 16 14 8 24 38 100
Inference: The above table shows that 16% of the employees did not know the organization’s goals and objectives and 38% of the employees were clear about the goals and objectives. CHART 5.1.1 ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE EMPLOYEES
40 35 30 25 20 15 10 5
a t g ly a l w h h m e w tr a n tr o n A .s g ly
.s
N
D
o
D
LEVEL OF ATTITUDE
TABLE 5.1.2 THERE IS A CLEAR REPORTING STRUCTURE S.No 1 Level of Attitude Disagree strongly No. of Respondents 6 Percentage 12
A .s
.s
o
P E R C E N T A G E
0
tr o
e u
m
e
t
27 2 3 4 5 Disagree somewhat Neutral Agree somewhat Agree strongly Total 6 8 16 14 50 12 16 32 28 100
Source: Primary Data Inference: The above table shows that 12% of the employees did not know about the reporting structure. 32% of the employees were somewhat clear about the reporting structure. 28% of the employees were clear about the reporting structure. CHART 5.1.2 THERE IS A CLEAR REPORTING STRUCTURE
35
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.3 ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES S.No 1 2 Level of Attitude Disagree strongly Disagree somewhat No. of Respondents 6 4 Percentage 12 8
A .s
D
A .s tr o n
.s tr o
N
o
P E R C E N T A G E
30 25 20 15 10 5
a t g ly l w h h e w tr a g ly
0
n
m
m e
e u
a
t
28 3 4 5 Neutral Agree somewhat Agree strongly Total 11 7 22 50 22 14 44 100
Source: Primary Data Inference: The above table shows that 12% of the employees felt that they could not develop their skills. 14% of the employees felt that they could develop their skills to some extent and 44% of the employees felt strongly that they could develop their skills. CHART 5.1.3 ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES
50 45 40 35 30 25 20 15 10 5 0
.s tr o
D
LEVEL OF ATTITUDE
TABLE 5.1.4 I GAIN SATISFACTION FROM MY JOB S.No 1 Level of Attitude Disagree strongly No. of Respondents 3 Percentage 6
A .s o
.s o
D
A .s tr o n
N
P E R C E N T A G E
a t
g ly
a
t
l
w h
h
e w
tr a
n
m
m e
e u
g
ly
29 2 3 4 5 Disagree somewhat Neutral Agree somewhat Agree strongly Total 10 9 9 19 50 20 18 18 38 100
Source: Primary Data Inference: The above table shows that 6% of the employees did not gain satisfaction from their job. 18% of the employees gained satisfaction from their job to an extent. 38% of the employees strongly felt that they gained satisfaction from their job CHART 5.1.4 I GAIN SATISFACTION FROM MY JOB
40
.s
o
D
LEVEL OF ATTITUDE
TABLE 5.1.5 MY JOB IS CHALLENGING S.No 1 2 Level of Attitude Disagree strongly Disagree somewhat No. of Respondents 5 5 Percentage 10 10
A .s
D
.s
A
.s
N
o
P E R C E N T A G E
35 30 25 20 15 10 5
g ly w h h l m e w tr a n o n tr g ly
0
tr o
a t
m e
e u
a
t
30 3 4 5 Neutral Agree somewhat Agree strongly Total 8 13 19 50 16 26 38 100
Source: Primary Data Inference: The above table shows that 10% of the employees felt that their job was not challenging. 26% of the employees felt that their job was challenging to a certain extent. 38% of the employees felt strongly that their job was challenging. CHART 5.1.5 MY JOB IS CHALLENGING
40 35 30 25 20 15 10 5 0
tr o
.s
D
LEVEL OF ATTITUDE
TABLE 5.1.6 EMPLOYEES SUPPORT EACH OTHER S.No 1 2 Level of Attitude Disagree strongly Disagree somewhat No. of Respondents 7 6 Percentage 14 12
A .s
D
.s
A .s
N
o
o
P E R C E N T A G E
a t
g ly
a
t
l
w h
h
m e w
tr a
n
m e
e u
tr
o n
g
ly
31 3 4 5 Neutral Agree somewhat Agree strongly Total 14 14 9 50 28 28 18 100
Source: Primary Data Inference: The above table shows that 14% of the employees felt that support from each other was not there. 28% of the employees felt that support from each other was there to a certain extent 18% of the employees felt strongly that support from each other was there. CHART 5.1.6 EMPLOYEES SUPPORT EACH OTHER
30
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.7
PERSONAL CONTRIBUTION IS RECOGNIZED S.No 1 Level of Attitude Disagree strongly No. of Respondents 7 Percentage 14
A .s
D
A .s tr o n
.s tr o
N
o
P E R C E N T A G E
25 20 15 10 5
g ly w h h l tr a g ly
0
a t
m e w
n
m e
e u
a
t
32 2 3 4 5 Disagree somewhat Neutral Agree somewhat Agree strongly Total 7 8 14 14 50 14 16 28 28 100
Source: Primary Data Inference: The above table shows that 14% of the employees felt that personal contribution was not recognized. 28% of the employees felt that personal contribution was recognized to some extent. 28% of the employees felt strongly that personal contribution was recognized .
CHART 5.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED
30
.s
D
LEVEL OF ATTITUDE
TABLE 5.1.8 I’M VALUED AS AN EMPLOYEE S.no 1 2 Choice Yes No No. of Respondents 40 10 Percentage 80 20
A .s
D
.s
A .s
N
o
o
P E R C E N T A G E
25 20 15 10 5
g ly l w h h tr a g tr o n ly
0
tr o
a t
e w
n
m
m e
e u
a
t
33 Total Source: Primary Data Inference: The above table shows that 80% of the employees felt that they were valued as an employee. 20% of the employees felt that they were not valued as an employee. 50 100
CHART 5.1.8 I’M VALUED AS AN EMPLOYEE
P E R C E N T A G E
40 30 20 10 0
Yes
No
VALUED AS AN EMPLOYEE
34
TABLE 5.1.9 QUALITY IS GIVEN IMPORTANCE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 9 7 7 10 16 50 Percentage 18 14 14 20 32 100
Source: Primary Data Inference: The above table shows that 32% of the employees felt that quality was given importance. 18% of the employees felt that quality was not given importance.
CHART 5.1.9 QUALITY IS GIVEN IMPORTANCE
35
m ew
.s tr o
eu
m e
P E R C E N T A G E
30 25 20 15 10 5 0
gl y t at tr a a w h h ro n A .s t n g ly l N
D
LEVEL OF ATTITUDE
TABLE 5.1.10
A .s o
.s o
D
35 INDIVIDUAL INITIATIVE IS ENCOURAGED S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 11 4 12 12 11 50 Percentage 22 8 24 24 22 100
Source: Primary Data Inference: 22% of the employees felt that individual initiative was not encouraged; 24% of the employees felt that individual initiative was encouraged to a certain extent; 22% of the employees felt that individual initiative was encouraged
CHART 5.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED
30
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.11
A .s
D
A .s tr o n
.s tr o
m
N
o
m
P E R C E N T A G E
25 20 15 10 5
a t g ly l w h h tr a g ly
0
e w
n
e u
e
a
t
36 MANAGEMENT SETS HIGH STANDARDS S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 10 11 6 8 15 50 Percentage 20 22 12 16 30 100
Source: Primary Data Inference: 20% of the employees felt that management did not set high standards. 16% of the employees felt that management set high standards to a certain extent. 30% of the employees felt that management set high standards. CHART 5.1.11 MANAGEMENT SETS HIGH STANDARDS
35
m e w
.s o
D
LEVEL OF ATTITUDE
TABLE 5.1.12
A .s
D
A .s tr o n
.s tr o
N
o
m e
P E R C E N T A G E
30 25 20 15 10 5
g ly w h h l tr a g ly
0
a t
n
e u
a
t
37 MANAGEMENT TREATS FAIRLY S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 7 12 13 5 13 50 Percentage 14 24 26 10 26 100
Source: Primary Data Inference: 14% of the employees felt that the management did not treat them fairly 10% of the employees agreed to a certain extent that the management treated them fairly 26% of the employees felt that the management treated them fairly CHART 5.1.12 MANAGEMENT TREATS FAIRLY
30
m ew
.s tr o
eu
m e
D
LEVEL OF ATTITUDE
TABLE 5.1.13 THE MANAGEMENT RECOGNIZES MY WORK
A .s o
.s o
D
A .s tr
P E R C E N T A G E
25 20 15 10 5
gl y at t
0
n
w h
tr a
h
N
on
g
ly
l
a
38 S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 3 13 6 14 13 50 Percentage 6 26 12 28 26 100
Source: Primary Data Inference: 6% of the employees felt strongly that the management did not recognize their work 28% of the employees felt that the management recognized their work to some extent. 26% of the employees felt that the management recognized their work.
CHART 5.1.13 THE MANAGEMENT RECOGNIZES MY WORK
30
.s tr o
eu
D
LEVEL OF ATTITUDE
A .s o
.s o
D
A .s tr
m
N
m
P E R C E N T A G E
25 20 15 10 5
at t
0
gl y tr a l h n ew e
w h
on
g
ly
a
39
TABLE 5.1.14 WORKING CONDITIONS ARE GOOD S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 6 4 8 12 20 50 Percentage 12 8 16 24 40 100
Source: Primary Data Inference: 12% of the employees felt that working conditions were not good 24% of the employees felt that working conditions were good to some extent 40% of the employees felt that working conditions were good CHART 5.1.14 WORKING CONDITIONS ARE GOOD
45 40 35 30 25 20 15 10 5 0
tr o .s
D
LEVEL OF ATTITUDE
A .s
.s
D
A .s
N
o
o
P E R C E N T A G E
a t
g ly
a
t
w h
h
l
e w
tr a
n
e u
m
m
tr o n
e
g
ly
40 TABLE 5.1.15 WORKLOAD IS REASONABLE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 8 5 12 13 12 50 Percentage 16 10 24 26 24 100
Source: Primary Data Inference: 16% of the employees felt that workload was not reasonable. 26% of the employees felt that workload was reasonable to certain extent 24% of the employees felt that workload was reasonable CHART 5.1.15 WORKLOAD IS REASONABLE
30
eu tra
.s tro
ew
D
LEVEL OF ATTITUDE
TABLE 5.1.16
A .s om
.s om
D
A .s tr
P E 20 R 15 C E 10 N 5 T A 0 G E
25
t
ng ly
ha t
ew ha
N
on g
ly
l
41 DEADLINES ARE REALISTIC S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 7 9 9 18 6 50 Percentage 14 18 18 36 12 100
Source: Primary Data Inference: 14% of the employees felt that dead lines were not realistic. 36% of the employees felt that dead lines were realistic to certain extent 12% of the employees felt strongly that dead lines were realistic CHART 5.1.16 DEADLINES ARE REALISTIC
40
tr o
eu
m e
.s o
o
D
.s
D
LEVEL OF ATTITUDE
TABLE 5.1.17
A
A
.s tr
m
P E R C E N T A G E
35 30 25 20 15 10 5
at gl y w h tr a h g o n ly l a
0
n
ew
.s
N
t
42 BALANCE BETWEEN WORK AND PERSONAL LIFE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 7 10 3 17 13 50 Percentage 14 20 6 34 26 100
Source: Primary Data Inference: 14% of the employees felt that there was no balance between work and personal life. 34% of the employees felt that there was balance between work and personal life to certain extent. 26% of the employees feel strongly that there was balance between work and personal life CHART 5.1.17 BALANCE BETWEEN WORK AND PERSONAL LIFE
40
m ew
.s tr o
eu
m e
D
LEVEL OF ATTITUDE
TABLE 5.1.18
A .s o
.s o
D
A .s t
P E R C E N T A G E
35 30 25 20 15 10 5
gl y at t
0
tr a l h n
w h
N
ro n
g
ly
a
43 SALARY IS ADEQUATE S.No 1 2 3 4 5 Level of Attitude Disagree strongly Disagree somewhat Neutral Agree somewhat Agree strongly Total No. of Respondents 16 10 10 11 3 50 Percentage 32 20 20 22 6 100
Source: Primary Data Inference: 32% of the employees felt that salary was insufficient 22% of the employees felt that salary was sufficient to certain extent 6% of the employees feel that salary was sufficient CHART 5.1.18. SALARY IS ADEQUATE
35
m e w
tr o
e u
.s
N
m
D
D
LEVEL OF ATTITUDE
TABLE 5.1.19
A .s
.s
A .s
o
o
tr
P E R C E N T A G E
30 25 20 15 10 5
gl y a t tr a w h h g o n ly l a e
0
n
t
44 MARITAL STATUS S.No 1 2 Status Single Married Total No. of Respondents 16 34 50 Percentage 32 68 100
Source: Primary Data Inference: 32% of the employees were single 68% of the employees were married CHART 5.1.19 MARITAL STATUS
P E R C E N T A G E
80 60 40 20 0 Single Married
ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING VALUED AS AN EMPLOYEE AND GENDER (USING CHI-SQUARE)
45
Null Hypothesis Ho: There is no significant difference between gender and the employee’s perception about being valued as an employee.
TABLE 5.2.1 OBSERVED COUNT ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING VALUED AS AN EMPLOYEE AND GENDER
S.no
Valued as an employee gender
Yes
No
Total
1 2 Total
male female
16 15 31
8 11 19
25 25 50
46
EXPECTED COUNT TABLE 5.2.2 S.no valued as an employee Yes No Total
1 2 Total
gender Yes No
15.5 13.5 31.0
9.5 9.5 19.0
25.0 25.0 50.0
TABLE 5.2.3 COMPUTATION OF CHI-SQUARE (?2) O 25 25 31 19 E 28 22 28 22 [O-E]2 9 9 9 9 [O-E]2/E .321 .409 .321 .409
47 Calculated value ? [O-E] 2/E = .807 The tabulated value for 1 degree of freedom at 5% level of significance is 3.84 The calculated value is lesser than tabulated value. Therefore hypothesis is accepted. Inference: Chi-Square test showed that there was no significant difference regarding gender and how employees feel valued in the organization. Thus gender did not influence the perception of being valued as an employee. ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY (USING CORRELATION) TABLE 5.3.1 RESPONSIBILITY TAKEN BY INDIVIDUALS AND GROUP OPERATING EFFECTIVELY. X 4 5 7 18 16 Y 3 2 7 12 26 X2 16 25 49 324 265 Y2 9 4 49 144 676 XY 12 10 49 216 416
Cov [x, y] = 1/ N [?XY-xy] = 102.664 ?x = ?1/N [?X2-x2] = 10.81 ?y = ?1/N [?Y2-y2] = 12.15 R=.903
48
Inference: From the above table it is seen that responsibility taken by individuals and group operating effectively variables are positively correlated.
49
ANALYSIS OF JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB (USING CORRELATION) TABLE 5.3.2 JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB
X 3 1 11 8 27
X2 9 1 121 64 729
Y 2 5 8 13 22
Y2 4 25 64 169 484
XY 6 5 88 104 594
Cov [x, y] = 1/ N [?XY-xy] = 139.4 ?x = ?1/N [?X2-x2] =12.83 ?y = ?1/N [?Y2-y2] =11.36 R=.95
50
Inference: From the above table it is seen that satisfaction from work and challenging nature of the job operating effectively variables are highly positively correlated.
51
ANALYSIS OF MANAGEMENT TREATMENT AND JOB SECURITY (USING CORRELATION) TABLE 5.3.3 MANAGEMENT TREATMENT AND JOB SECURITY X 5 7 14 6 18 X2 25 49 196 36 324 Y 6 3 11 15 15 Y2 36 9 121 225 225 XY 30 21 154 90 270
Cov [x, y] = 1/ N [?XY-xy] = 93 ?x = ?1/N [?X2-x2] =10.24 ?y = ?1/N [?Y2-y2] =10.15 R=.88 Inference: From the above table it is seen that management treatment and job security variables are positively correlated.
52
ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES (USING REGRESSION METHOD)
Let X be employees job security Let Y be management treatment of employees
TABLE 5.4 ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES
S.no
X 5 7 14 6 18
Y 3 6 6 8 27
X-X -5 -3 4 -4 8
X-X 25 9 16 16 64
2
Y-Y -7 -4 -4 -2 17
Y-Y 49 16 16 4 289
2
(X-X) (Y-Y) 35 12 16 8 136
1 2 3 4 5 Formula
bxy = ? ( x-x )( y-y ) ? ( x-x )2 = .467 Regression Equation
53 X-X = bxy (Y-Y) X = .46Y + 5.4 Inference: Excluding the constant, from the above equation it could be inferred that effect of management treatment on employees feeling about job security was found to be 2:1
CHAPTER VI
6.1 FINDINGS OF THE STUDY
•
From the study, it was found that the employees had a clear understanding about whom they should report to about their targets in their daily course of work. They also felt that their direct supervisor listened to their ideas and concern.
•
Some of the employees felt that the workload was reasonable and the deadlines set to achieve targets were reasonable.
•
From the study it was found that the employees were satisfied with the working conditions. Being employed in a manufacturing company employees felt that they were able to carry out their work without much strain.
•
Gender did not play a role in the way employees perceived their value in the organization. Their perception about being valued as an employee was based on their individual character and not on their gender.
•
Majority of the employees felt that they were underpaid. They felt that they were paid less when compared to the responsibility they take.
•
Some employees felt that there was no balance between their work and personal lives.
54
•
By analyzing the data it was found that there was a strong positive correlation between individual responsibility and effective group performance. It was also observed that the level of job satisfaction correlated with the challenging nature of the job.
6.2 SUGGESTIONS AND RECOMMENDATIONS
Majority of the employees were not satisfied with their present salary .The company can take this into account while revising the pay for the employees. The company could try to provide some monetary benefits to the best performer. Employees felt that their new ideas related to work were not encouraged. The company could encourage the employees to give their ideas related to work. This way both the company and the employees are benefited. The company could get some novel ideas and the employees would be more participative. The employees felt that the company did not respond to their grievances immediately. Hence the company can adopted some grievance handling procedure that is best suited for the company. Some employees felt that there was no balance between their work and personal lives. The company could look into this aspect and train the employees on better time management.
55
56
CHAPTER VII
7. CONCLUSION From this study it was found that employees at Appasamy Ocular Devices (P) Ltd., Vadamangalam Puducherry had a positive perception on many areas of the organizational functioning such as working conditions of the employees, reporting structure, work process, deadlines set and gender equality. However there were areas about which the employees had a negative perception like salary benefits, scope for individual initiative and balance between work and personal life.
57
CHAPTER VIII
8.1 LIMITATIONS OF THE STUDY
•
The survey was done for a period of one month. Hence limited time was spent for doing the survey.
•
Some of the employees were not able to express their ideas freely. Some answers given by the employees might not be correct.
`
58
8.2 SCOPE FOR FURTHER STUDY
The study would act as a reference for further in depth research on employee perception. The results of this survey can be submitted to the company .The management can look into the negative aspects in the perception of employees and initiate remedial measures to address the same. Improving the employee perception would go a long way in promoting the quality of production. Further focused research on the identified negative areas such as salary package can help the management formulate better and employee friendly pay structures.
59 ANNEXURE-1
1: Disagree Strongly Strongly #
2: Disagree somewhat Category/Question
3: Neutral 4: Agree somewhat 1
5: Agree 60 5
Your choice 2 3 4
A. Organization Design 1 The organization’s goals and objectives are clear to me.
2 3
Roles and responsibilities within the group are understood Clear reporting structures have been established.
B. Individual Job Characteristics 4 I gain satisfaction from my current job responsibilities.
5 6 7 8
I have the opportunity to further develop my skills and abilities I feel my job is challenging. My direct supervisor makes sure I have clear goals to achieve. My direct supervisor listens to my ideas and concerns
C. Interpersonal relationship Relations Knowledge and information sharing is a group norm across the 9 organization 10 Employees consult each other when they need support
11
Individuals appreciate the personal contributions of their coworkers.
12 Disagreements are not taken personally
D. Culture 13 Do you feel valued as an employee?
14 Quality is a top priority in the company 15 Individual initiative is encouraged in the company 16 Nothing keeps me from doing my best every day
E. Senior Management
17 Management sets high standards for us to achieve. 18 Management treats employees fairly 19 Does the management recognize the work done by you?
F. Work Processes 20 Everyone here takes responsibility for their actions
21 My work group operates effectively as a unit 22 We use efficient work processes when performing our jobs
G. Work environment
23 I believe my job is secure 24 My physical working conditions are good 25 Deadlines set in the company are realistic 26 My workload is reasonable 27 I can keep a reasonable balance between work and personal life
H. Pay and benefits
61
62
ANNEXURE-2 BIBILIOGRAPHY
BOOKS • • • • • • Robbins Stephen r, seema sanghi -Organizational Behavior, Dorling Kindersley (India) Pvt.Ltd Kothari, C.R., Research Methodology - Methods & Techniques , New Delhi, New Age international (P) Ltd., Publishers, Second Edition,2004. Gupta, S.P., Statistical Methods, New Delhi, Sultan Chand & Sons Publishers, Thirty Fourth Edition, 2005. Chandran,jit S.-Organisational Behaviour Keith davis - Organisational Behaviour-Human Behaviour at work Jeff,harris- managing people at work; concepts and cases in interpersonal behavior.
WEBSITES • • • • • • www.citehr.com http://www.mangamentorg.com/ www.perception.org/perception/about.html www.answers/topic/perception.com www.allacademic.com/meta/p91956_index www.springerlink.com/index
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