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Project Title: A STUDY ON THE ATTITUDE OF EMPLOYEES

TOWARDS THE WORK ENVIRONMENT IN (XYZ Limited)


1.1 INTRODUCTION
Attitude is a mental or neural state of readiness organised through experience, exerting a
directive or dynamic influence upon the individuals response to all objects and situations
with which it is related
Attitude is our mental position about the facts or the way we view things. Attitude gives
you the tools you need to develop, reinforce and renew your positive attitude.With a
positive attitude, we can develop mutually supportive relationship with our co-workers
and build the foundation for our success in the organization
Nowhere is the positive attitude more appreciated by others than when you are at work.
There are four reasons for this:
Business competition is very demanding; it moves at a fast pace, budgets are tight,
and the work itself can sometimes be physically demanding. A positive person
makes the work more satisfying and enjoyable for everyone.
Everyoneemployees, associates, supervisorsdepends upon the positive attitude of
others to establish and maintain a team spirit. A positive attitude at all
organizational levels and in every location makes everyones job easier.
Some people have difficult personal lives. Where they work can be a place to find
positive attitudes that can help them deal with their difficulties.
Approximately half of a persons waking hours are spent in the workplace. Without
some positive attitudes around, this amount of time could seem endless.
Both positive and negative attitudes travel quickly in the workplace. Working near a
person with a positive attitude is an energizing experience. He or she can make others

feel more upbeat. Working near a negative person is like being trapped in an elevator with
a grouchy jerk. Escape is impossible, and the effect of his or her negative attitude is
difficult to avoid.
THE IMPACT IS APPARENT:
A positive work environment often produces fewer mistakes, higher quality, and better
productivity. A negative attitude is a distraction. It interferes with everyones focus, and it
consumes time and energy for people to deal with it. The overall attitude in a department,
a branch office, on a project, or in a company can be traced to the individual attitudes of
each participant.
An observant outsider can tell when a work group is efficient and productive by noticing
the attitudes of supervisors and the people who work with and for them. Theres more
laughter. People are more tolerant of each other. Work is viewed more as a challenge than
as a series of demanding, boring tasks. But beware ! One negative attitude can turn a
harmonious situation sour.
A supervisor with a negative attitude puts a damper on every co-worker, and
through other supervisors, he or she can spread a negative attitude like a bad cold.
Hardly anybody escapes.
A small group (clique) with a negative attitude can split a department into
opposing camps. Teamwork suffers. Everyone loses.
People who work closely together can often overcome a negative attitude from
one person in the group. But it takes extra energy and persistence which can
distract the group from its goals and undermine its performance.
Its often easy to identify people with positive and negative attitudes when vacations roll
around. People with positive attitudes are missed and welcomed back. The absence of
those with negative attitudes gives everyone else a much needed vacation.

The point, of course, is that positive attitude is not only your most precious assetits
also greatly valued by others.

1.2. COMPANY PROFILE


Checktronix software solution Bangalore based company.
It has three branches Chennai ,Bangalore ,Dharmapuri .Checktronix provides various
software Solution to its clients. The core product of company is IT application
development and web application development.
The Company provides software products, IT services and Operations Outsourcing
(BPO) solutions for a variety of industry verticals including Insurance, Banking, Capital
Markets, Mutual Funds & Asset Management, Wealth Management, Government,
Manufacturing and Retail. These solutions and services include Managed IT Services,
Application Software Development & Maintenance, Payment solutions, Business
Intelligence, Document Imaging & Digitization, IT consulting and various Transaction
Processing services.

2.1 OBJECTIVES OF THE STUDY


PRIMARY OBJECTIVE

To study the attitude of employees towards the work environment in Checktronix


software services.

SECONDARY OBJECTIVES:

To analyze the employee participation towards their work

To study the level of communication and relation between the top management

To study career opportunities provided to the employees

To study the employees satisfaction level

2.2. NEED FOR THE STUDY

Monitoring the employee attitude is essential for the acquisition and retention of a quality
workforce.
It can be used as a key to a more motivated and loyal workforce.
Studying the employee attitude can identify problem areas and solutions related to
management and leadership, corporate policy, recruitment, benefits, diversity, training
and professional development.
Employee attitude surveys can reveal whether employees are finding fulfilment in their
work.

2.3. SCOPE OF THE STUDY

The findings of employee attitude survey will tell exactly how much more
important one issue is over another, so that the company can focus their performance
improvement initiatives appropriately.
By analyzing employee attitude the company can define and redefine issues that need to
be addressed, such as overall job satisfaction, professional fulfilment, employment
motivation and commitment, likelihood to stay with the organization, pay level etc.
Employee attitude survey act as a great tool for enhancing the workplace communication
process.
The management will be able to address the issues better, before they become problems
requiring a much greater amount of time and effort.
Employee attitude study results will be of great help to the management whenever
changes are brought about in the organization.

2.4. LIMITATIONS OF THE STUDY

Limitations on data

The data provided were very limited and considered to be confidential hence sharing such
rich resources had its own constraints.

Limitations on time to reaching employees

There were time restrictions from the side of the researcher to approach the employees.

Limitations on time

Since the time constraint was for only about three months the researcher could not focus
on many aspects as to getting questionnaires from other units of the group.

Limitations on responsiveness of employees

The results obtained are based on the views shared by the employees. For some question
the employees were not enough receptive for the researcher to end up with accurate
results needed by the company. Some questions were answered in a biased manner.

Limitations on Sampling

The results obtained from the responses fits to this unit alone and can not be extended or
fit to the universe.

2.5. REVIEW OF LITERATURE


R.Nagarathinam G.R.D.College of Science Did the Same project for the year of 2008
.His Objectives and conclusions follows
Objective :

To analyze the employee participation towards the current working conditions.

To study the satisfaction level of employees towards the benefits provided by the
organization.

To identify factors that lead to high performance.

To identify the expectation of the employees from the management.

To study the degree of relationship with co-workers and higher authorities.

Scope:
Employee attitude survey act as a great tool for performance improvement and
Development
Conclusion:
And end of the project he concluded that most of the employees attitude
changes because of their work environment provided by the organisation

Mr.Ramkumar .,Kongu college of engineering did the same project in 2007 .His
Objectives and conclusions follows
Objective of study :

To know the employee participation level

To know the employee own involvement towards their work

To know the current work environment of organisation

To know the Best Satisfaction factors provided by the

organisation

Scope :

Employee attitude study results will be great help to the management Practices
and HR Decision makings

Conclusion:
And end of the project he concluded that most of the employees attitude
changes because of their work environment.

3.1 RESEARCH METHODOLOGY


In general RESEARCH can be termed as an inquiry in to the nature of, the reasons for,
and the consequences of any particular set of circumstances. It is the process of finding
solution for a problem after a thorough study and analysis of the situational factors. It
tries to solve a complex and complicated problem through use of various tools and
techniques. These tools and techniques try to bring out a logical, accurate and scientific
solution to given problem.
METHODOLOGY as the name suggests is the method through which the problem or
situation is tackled. Managers in organization constantly engage themselves in studying
and analyzing issues and hence are involved in some form of research activity as they
make decisions at the work place. It involves a lot of factor like the research design,
sample size, segment, techniques of sampling, tools used etc all these steps and factors
put together to bring out a clear and accurate result.
The research methodology adopted for the present study has been systematic and was
done in accordance to the objectives set, which has been discussed in the earlier pages.

RESEARCH DESIGN
A research is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. In fact the research design is the conceptual structure within which research is

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conducted; it constitutes the blue print for the collection, measurement and analysis of
data. The research design adapted in the study was descriptive study.

DESCRIPTIVE RESEARCH
Descriptive research includes surveys and fact finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs, as it exists at
present. The main characteristic of this method is that the researcher has no control over
the variables; research can only report what has happened or what is happening. A
descriptive study is undertaken in order to ascertain and be able to describe the
characteristics of the variable of interest in a situation. Descriptive studies are also
undertaken to understand the characteristics of organizations that follow certain common
practices.
SOURCE OF DATA:
Data refers to information or facts. The two main sources of data for the present study
have been primary data and the secondary data.
PRIMARY DATA:
Primary data consist of original information collected for specific purpose. This project
relied on the response of the employees. Structured undisguised questionnaire was used
to collect the primary data.
SECONDARY DATA:
Secondary data consists of information that already exists somewhere having been
collected for some other purpose. The secondary data is obtained from the company data
base, Textbooks, Internet and Journals.

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SAMPLING PLAN:
POPULATION:
Population or universe can be defined as the complete set of items, which are of interest
in any particular situation in case of population data is collected from each and every
unit.
SAMPLING UNIT:
This answers who is to be surveyed. The researcher must define target population
that will be sampled; once this is determined a sampling frame is developed so that
everyone in the target population has an equal chance of being selected.
SAMPLE:
Sample denotes the entire part of the universe, which studied and conclusion are
drawn on this basis for the entire universe.

SAMPLE SIZE:
An important decision that has to be taken is adopting the sampling technique is
about the size of the sample. Size of the sample means the number of sampling units
selected from the population for investigation. It answers how many people should
be surveyed. Pilot study was conducted and hence the sample size is fixed as 200
from a population of 410 by using the formula
Sample size = (Z2* P * Q) / (E2) = (1.962(26/30) (4/30))/0.052
=174
The number arrived has been rounded off to 200 for covering all designation and for
making calculation purpose easier.

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SAMPLING TECHNIQUE:
The sampling technique involved in this research is Stratified random
sample, which is a probability type of sampling. In this, every item has the equal chance
of being selected.
Stratified random sampling involves a process of segregation or
stratification followed by random selection of items from the population. The
population is divided into groups that are relevant and meaningful in the context of
study. The population of organizational members is stratified according to the job levels.
Disproportionate stratified sampling is used here since the number of employees from
each stratum is altered keeping the sample size unchanged. Disproportionate sampling
is a simple and less expensive method for collecting data from the strata.
DATA COLLECTION PROCEDURE:
Primary data was collected using the questionnaire. A survey was done by the researcher
meeting the respondents in their respective places. The respondents reference to each
question was carefully noted in the questionnaire. Their responses and suggestions were
carefully observed and registered.
TOOLS USED FOR DATA COLLECTION
The main tool used for the purpose of study has been a well-constructed questionnaire.
Questionnaire is short & simple, personal and intimate questions are showed at the end.
The forms of question contained in the questionnaire are as follows:
Dichotomous form i.e., yes or no answers
Example:
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Do you think the management provides timely rewards and recognition?


Yes

No

Multiple choice questions i.e., alternative answers presented.


Example:
Job rotation will enhance your knowledge, skill and career growth. Do you agree
.

with this statement?


Strongly Agree

Agree Neutral

Disagree

Strongly Disagree

Open ended i.e., inviting free response.


Example:
Suggestions, if any

Ranking based questions.


Example:
Rank the various career opportunities provided by the organization for the
advancement of employees.
Promotion
Overseas opportunities
Key result area fixation

TOOLS USED FOR DATA ANALYSIS


Analysis techniques are used to obtain finding and arrange information in
a logical sequence from the raw data collected. After the tabulation of data the tools
provide a scientific and mathematical solution to a complex problem.
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Charts
Percentage analysis
Weighted Average Method
Chi-square test
ANOVA
Interval estimation
1) CHART
Bar charts and pie charts are used for analysis to get a clear idea about the
tabulated data.
2) PERCENTAGE ANALYSIS
Percentage analysis shows the entire population in terms of percentages. It
reveals the number of belonging is a particular category or the number of people
preferring a particular thing, etc., in terms of percentage. In this study, the number of
people who responded in a particulars manner is interpreted in the form of percentages.
Each table has been calculated on the basis of percentage.
No of respondents
Percentage = ------------------------------ X 100
Total respondents
3) WEIGHTED AVERAGE METHOD
In the case of data involving rating scale & ranking, the weighted average
ranking method used. In this method, the net scores for each attributes are calculated and
analysis can be done as the basic of the net score in percentage obtained the formula is
given.
Weighted for column X no of respondents
Net Score =

--------------------------------------------------------Total weight

4) CHI SQUARE TEST ANALYSIS

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The chi-square test a fairly, simple and definitely the most popular of all
the other tools, the chi-square test is most widely used non-parametric tests in statistical
work. It makes no assumption about being sampled. The quantity chi-square describes the
magnitude of discrepancy between theory and observation.
n

(Oi Ei )2
i=1

Ei

5) ANOVA ANALYSIS OF VARIANCE


It is a statistical technique specially designed to test whether the means of
more than two quantitative populations are equal. It consists of classifying and cross
classifying statistical result and testing whether the means of a specified classification
differ significantly.
The analysis of variance is studied by:
a) One way classification
b) Two way classification
T2
1) Correction Factor (CF) = _______
N
2) Total Sum of Squares (TSS) =

+ X2

+ X3

+ X4

+ X5 2 -

CF
3) Sum of squares of Column (SSC)

( X 1 ) 2 + ( X 2 ) 2 + ( X 3 ) 2 + ( X 4 ) 2 + ( X 5 )2
_______________________________________________
- CF
n

4) Sum of squares of Rows (SSR)

( Y1 ) 2 + ( Y2 ) 2 + ( Y3 ) 2 + ( Y4 ) 2 + ( Y5 )2
_______________________________________________
- CF
n

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5) Sum of Square of Error (SSE) = TSS - SSC - SSR


6) Construct ANOVA table.
7) Calculate the values of F
F1 (for variance between the rows)

Variance between the rows


Residual variance

F2 (for variance between the columns) =

Variance between the columns


Residual variance

1. Find the tabulated values of F for their respective degrees of freedom.


2. If calculated F < tabulated F then we accept the null hypothesis.
3. If calculated F > tabulated F then we reject the null hypothesis.
6) INTERVAL ESTIMATION:
An estimation of population parameter given by two numbers between which
the Parameter may be considered to lie is called as interval estimation of the parameter.
Interval Estimates indicate the precision or accuracy of an estimate and are therefore,
Preferable to point estimates.
Interval Estimation p StdError
2

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3.2 ANALYSIS AND INTERPRETATION


TABLE NO. 3.2.1
Table indicating the employees Age Profile

Age
20 to 25
26 to 35
36 to 40
41 to 45
46 and above
Total

Number of Respondents
150
45
4
1
0
200

Percentage of Respondents
75
22.5
2
0.5
0
100

(Source: Primary data: Jan 2008-Mar 2008)


FINDINGS:
From the above table 75 % of the respondents are in the age group of 20 to 25,
22.5% of the respondents are in the age group of 26 to35, 2% of the respondents are in
the age group of 36 to 40, 0.5% of the respondents are in the age group of 41 to 45 and
0% of the respondents are in the age group of 46 and above.
INFERENCE:
It can be inferred that majority of respondents are in the age group 20 to 25.

18

CHART NO. 3.2.1


Chart indicating the employees Age Profile

TABLE NO. 3.2.2


Table indicating the employees Educational Qualification Profile

Qualification
Diploma
Graduate
Post Graduate
Total

Number of Respondents

Percentage of Respondents

28
84
88
200

14
42
44
100

19

FINDINGS:
From the above table, it was found that 14% of respondents are Diploma holders,
42% of respondents are Graduates and 44% of respondents are Post Graduates.
INFERENCE:
It can be inferred majority of the respondents are post graduates.

CHART NO. 3.2.2


Chart indicating the employees Educational Qualification Profile

20

TABLE NO. 3.2.3


Table indicating the experience of the respondents

Experience
0-1
1-2
2-3
3-4
Above 4 years
Total

Number of Respondents
90
50
17
31
12
200

Percentage of Respondents
45
25
8.5
15.5
6
100

FINDINGS:
From the above table, it was found that 45 % of the respondents have 0-1year of
experience, 25% have 1-2years of experience, 8.5% have 2-3years of experience, 15.5%
have 3-4years of experience and 6% have more than 4 years of experience.
INFERENCE:
It can be inferred that majority (45%) of the respondents have 0-1year of
experience.
CHART NO. 3.2.3

21

Chart indicating the experience of respondents

TABLE NO. 3.2.4


Table indicating employees previous experience

Previous
experience
Yes
No
Total

Number of
Respondents
134
66
200

Percentage of
Respondents
67
33
100

FINDINGS:
From the above table, it was found that 67 % of the respondents are already
experienced and 33% of the respondents are not previously experienced.
INFERENCE:
It can be inferred that majority of the employees have previous experience in
other organization before joining Sutherland Global Services.
CHART NO. 3.2.4
Chart indicating employees previous experience

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CALCULATION SHOWING INTERVAL ESTIMATION


p

n = Sample Size = 200,

1.96 at 95% confidence level

q 1 p 1 0.67 0.33 ,

Standard error

pq

NumberOfYes 134

0.67
SampleSize
200

(0.67)(0.33)
0.0332
200

Interval Estimation = p StdError

0.67 1.96 0.0332

0.7351,0.6049

CONCLUSION:
Employees previous experience before joining checktronix lies between lies
between 0.7351 and 0.6049 at 95% and population proportion lies between 60.49% and
73.51%.

23

TABLE NO. 3.2.5


Table indicating the views of employees on various attributes of Employment
Referral
Attributes
Definitely would
Probably would
May be
Probably not
Definitely not
Total

Number of
Respondents
47
92
42
8
11
200

Percentage Of
Respondents
23.5
46
21
4
5.5
100

FINDINGS:
From the above table it is observed that 23.5% of respondents stated definitely
would, 46% of respondents stated probably would,21 % of respondents stated may
be,4 % of respondents stated probably not and,5.5 % of respondents stated definitely
not option regarding employee referral at Checktronix.
INFERENCE:
It can be inferred that majority of the respondents do employee referral which is an
indicator of positive attitude.
CHART NO. 3.2.5
Chart indicating the views of employees on various attributes of Employment
referral

24

TABLE NO. 3.2.6


Table indicating the views of employees on various attributes of workload
Number of
Respondents
18
113
36
27
6
200

Attributes
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Percentage Of
Respondents
9
56.5
18
13.5
3
100

FINDINGS:
From the above table it is observed that 9% of respondents strongly agree,
56.5% of respondents agree, 18% of the respondents neither agree nor disagree,
13.5% of the respondents disagree and 3% of the respondents strongly disagree that
their current workload is reasonable.
INFERENCE:
It is inferred that a proportion of respondents have stated that their workload is
not reasonable since they are not clear about their roles and responsibilities.
CHART NO. 3.2.6
Chart indicating the views of employees on various attributes of workload

25

TABLE NO. 3.2.7


Table indicating employees satisfaction level with their position in the company
Satisfaction Level

Number of
Respondents
41
112
26
15
6
200

Highly Satisfied
Satisfied
Neither Satisfied Nor Dissatisfied
Dissatisfied
Highly Dissatisfied
Total

Percentage of
Respondents
20.5
56
13
7.5
3
100

FINDINGS:
From the above table it is observed that 20.5% of respondents are highly satisfied,
56% of respondents are satisfied,13% of respondents are neither satisfied nor
dissatisfied, 7.5% are dissatisfied,3% of respondents are highly dissatisfied, with their
position in the company.
INFERENCE:
It can be inferred that majority (76.5%) of the employees are satisfied with their
position in the company and the company should take steps to reduce the expectation
-reality gap further.
CHART NO. 3.2.7
Chart indicating employees satisfaction level with their position in the company

26

TABLE NO.3.2.8
Table indicating cross analysis of experience and satisfaction of employees
(Combining Table No 3.2.3 and Table No.3.2.7)
Experience

0-1years

1-2years

2-3years

3-4years

>4years

TOTAL

Highly Satisfied
Satisfied
Neither satisfied

19
59
5

12
29
8

5
5
3

5
16
5

0
3
5

41
112
26

nor dissatisfied
Dissatisfied
Highly dissatisfied
TOTAL

6
1
90

1
0
50

4
0
17

0
5
31

4
0
12

15
6
200

Satisfaction

H0 :Experience and satisfaction of employees with respect to their position in


the company are independent.
H1: Experience and satisfaction of employees with respect to their position in
the company are dependent.
CALCULATION SHOWING TWO WAY ANOVA TEST

Y1
Y2
Y3
Y4
Y5

X12
2

X1
19
59
5
6

X2
12
29
8
1

X3
5
5
3
4

X4
5
16
5
0

X5
0
3
5
4

90

50

17

31

12

200

X22

X32

X42

41
112
26
15

X52

Y1

361

144

25

25

555

Y22

3481

841

25

256

4612

Y32

25

64

25

25

148

36

9
16

16

69

25

26

331

50

5410

Y4

Y5

3904

1050

27
0

75

T2

200 2

1) Correction Factor (CF) = _______ =

_______

25

2) Total Sum of Squares (TSS)


2

= 1600

+ X2

+ X3

+ X4

+ X5

- CF
TSS

3904 + 1050 + 75 + 331 + 50 1600 = 3810

3) Sum of squares of Column (SSC)


( X 1 ) 2 + ( X 2 ) 2 + ( X 3 ) 2 + ( X 4 ) 2 + ( X 5 )2
_______________________________________________
- CF
n

902
SSC =

_____

502
+

_____

172
+

_______

312
________

122
+

_______

1600

SSC =798.8
4) Sum of squares of Rows (SSR)
( Y1 ) 2 + ( Y2 ) 2 + ( Y3 ) 2 + ( Y4 ) 2 + ( Y5 )2
_______________________________________________
- CF
n

412
SSR =

_____

1122
+

_____

262
+

_______

152
________

+
5

SSR = 1432.4

28

62
_______

1600
5

5) Sum of Square of Error (SSE) = TSS - SSC - SSR


= 3810 - 798.8 1432.4
SSE = 1578.8
TWO-WAY ANOVA TABLE
Sources of

Sum of

Degrees of

variation

Squares

freedom

Mean statistic

Statistic

798.8

199.7

(SS)
SSC

798.8

C1
5 1=4

SSR

1432.4

SSE

1578.8

R1

--------- = 199.7

F1= -------- = 2.02

4
1432.2

98.675
358.1

-------- = 358.1

51=4

4
1578.8

4 x 4 = 16

-------

F2 = -------- = 3.63
98.675

= 98.675

16

F1= 2.024

F2= 3.63

= 5%

= 5%

df (4,16)

df (4,16)

from F table at 0.05

from F table at 0.05

= 3.01

= 3.01

F calc < F table

F calc > F table

Therefore Ho is accepted.

Therefore Ho is rejected.

CONCLUSION:
Experience and satisfaction of employees with respect to their position
in the company are dependent.

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TABLE NO. 3.2.9


Table indicating employee views on the present job

Attributes
Yes
No
Total

Number of
Respondents
177
23
200

Percentage of
Respondents
88.5
11.5
100

FINDINGS:
From the above table it is observed that 88.5% of the respondents find their present
job challenging and fulfilling, while the remaining 11.5% of the respondents does not
find their present job challenging and fulfilling.
INFERENCE:
It can be inferred that majority of the employees find their present job challenging
and fulfilling.
CHART NO. 3.2.8
Chart indicating employee views on the present job.

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CALCULATION SHOWING INTERVAL ESTIMATION


p

n = Sample Size = 200,

1.96 at 95% confidence level

q 1 p 1 0.89 0.11 ,

Standard error

pq

NumberOfYes 177

0.89
SampleSize
200

(0.89)(0.11)
0.022
200

Interval Estimation = p StdError 0.89 1.96 0.022

0.933;0.847

CONCLUSION:
Employees finding their present job challenging and fulfilling lies between lies
0.933 and 0.847 at 95% and population proportion lies between 84.7% and 93.3%.

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TABLE NO. 3.2.10


Table indicating the views of employees on various benefits provided by the
organization

Benefits
(A)Salary
(B)Bonus
(C)Incentives
(D)Leave with
pay
(E)Amount of
vacation

Neither
Satisfied
Nor
Dissatisfi
ed

Highly
Dissatisfi
ed

Highly
Satisfied

Satisfied

Dissatisfie
d

84

42

71

35.5

34

17

1.5

74

37

81

40.5

37

18.5

10
8

54

74

37

14

1.5

0.5

22

11

11

5.5

123

61.5

32

16

12

2.5

10

44

22

72

36

69

34.5

FINDINGS:
From the above table it is observed that 77.5% of respondents are satisfied
about the Salary, 77.5% of respondents are satisfied about the Bonus, 91% of
respondents are satisfied with the Incentives provided, only 33% of respondents are
satisfied with the leave with pay and only 15% of respondents are satisfied with the
amount of vacation.
INFERENCE:
It can be inferred that a large proportion of employees are dissatisfied with the amount of
vacation and leave with pay.

CHART NO. 3.2.9

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Chart indicating the views of employees on various benefits provided by the


organization

33

TABLE NO. 3.2.11


Table indicating the employee views about the management providing timely
rewards and recognition
Attributes
Yes
No
Total

Number of
Respondents
137
63
200

Percentage of Respondents
68.5
31.5
100

FINDINGS:
From the above table, it can be observed that 68.5% of the respondents say that the
management provides timely rewards and recognition while 31.5% of the respondents
feel that the management does not provide timely rewards and recognition.
INFERENCE:
It can be inferred that although majority of the employees have positive view about the
management providing timely rewards and recognition, a considerable proportion of the
employees are not quite satisfied with the rewards and recognition.
CHART NO. 3.2.10
Chart indicating the employee views about the management providing timely
rewards and recognition

34

CALCULATION SHOWING INTERVAL ESTIMATION


p

n = Sample Size = 200,

q 1 p 1 0.69 0.31 ,

Standard error

pq

Interval Estimation =

p StdError

NumberOfYes 137

0.69
SampleSize
200

1.96 at 95% confidence level


2

(0.69)(0.31)
0.033
200

0.69 1.96 0.033

0.7547;0.0.6253

CONCLUSION:
The management providing timely rewards and recognition lies between lies
between 0.7547 and 0.6253 at 95% and population proportion lies between 62.53% and
75.47%.

TABLE NO. 3.2.12


35

Table indicating views about employees being recognized as individuals


Attributes
Always
Usually
Sometimes
Rarely
Never
Total
FINDINGS:

Number of
Respondents
43
52
71
29
5
200

Percentage of
respondents
21.5
26
35.5
14.5
2.5
100

From the above table, it can be observed that 21.5% of the respondents say that
always the employees are recognized as individuals, 26% of them say usually, 35.5% of
the respondents say sometimes, 14.5% of the respondents say rarely and 2.5% of the
respondents say never are the employees recognized as individuals.
INFERENCE:
It can be inferred that majority of the respondents feel that employees are recognized and
valued as individuals.
CHART NO. 3.2.11
Chart indicating views about employees being recognized as individuals

TABLE NO. 3.2.13

36

Table indicating views regarding job rotation enhancing employee knowledge, skill
and career growth
Attributes
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total
FINDINGS:

Number of
Respondents
87
72
19
16
6
200

Percentage Of
Respondents
43.5
36
9.5
8
3
100

From the above table, it can be observed that 43.5% of the respondents strongly
agree, 36% of them agree, 9.5% of them neither agree nor disagree, 8% of them disagree
and 3% of them strongly disagree that job rotation enhances employee knowledge, skill
and career growth.
INFERENCE:
It can be inferred that majority of the respondents feel that job rotation enhances
employee knowledge, skill and career growth.
CHART NO. 3.2.12
Chart indicating views regarding job rotation enhancing employee knowledge, skill
and career growth

TABLE NO. 3.2.14


37

Table indicating cross analysis of educational qualification and job rotation


enhancing knowledge, skill and career growth.
(Combining Table No 3.2.2_and Table No.3.2.13)
Job rotation
Educational

Strongly

Agree

Neither

agree

agree nor

Qualification

Diploma
Graduate
Post graduate
TOTAL

10
37
40
87

Disagree

disagree
4
8
7
19

6
34
32
72

Strongly

TOTAL

Disagree
6
5
5
16

2
0
4
6

28
84
88
200

H0: The education qualification of the respondents does not have relationship with their
view on job rotation.
H1: The education qualification of the respondents has relationship with their view on job
rotation.

CALCULATION SHOWING CHI-SQUARE TEST:


Oi
10
6
12
37
34
8
5
40
32
7
5
4

Ei
12.18
10.08
5.74
36.54
30.24
7.98
6.72
38.28
31.68
8.36
7.04
5.16
TOTAL

2
Cal
= (Oi - E i ) / E i = 10.938

38

(O i -E i)2/E I
0.39
1.651
6.83
0.0058
0.468
0.00005
0.44
0.0773
0.00323
0.221
0.591
0.261
10.938

02.05 With (5-1) x (3-1) df = 8 df = 15.5


2
Cal

<

tv2

Therefore H0 is accepted
CONCLUSION:
Therefore the education qualification of the respondents does not
have relationship with their view on job rotation.

TABLE NO. 3.2.15

39

Table indicating views regarding the management providing training to perform the
job effectively
Attributes
Yes
No
Total
FINDINGS:

Number of
Respondents
122
78
200

Percentage of Respondents
61
39
100

From the above table, it can be observed that 61% of the respondents say that the
management provides training to perform the job effectively, while the remaining 39% of
the respondents say that the management does not provide training to perform the job
effectively.
INFERENCE:
It can be inferred that a considerable proportion of the respondents feel that the
management does not provide training to perform the job effectively.
CHART NO. 3.2.13
Chart indicating views regarding the management providing training to perform
the job effectively

CALCULATION SHOWING INTERVAL ESTIMATION

40

n = Sample Size = 200,

q 1 p 1 0.61 0.39 ,

Standard error

pq

Interval Estimation =

p StdError

NumberOfYes 122

0.61
SampleSize
200

1.96 at 95% confidence level


2

(0.61)(0.39)
0.0345
200

0.61 1.96 0.0345

0.6776;0.0.5424

CONCLUSION:
The management providing training to perform the job effectively lies between lies
between 0.6776 and 0.5424 at 95% and population proportion lies between 54.24% and
67.76%.

TABLE NO. 3.2.16

41

Table indicating the employee ranking on various training attributes


Attributes
Content/Coverage

1
43

2
59

3
25

4
43

5
30

Total
200

Methodology

28

34

33

61

44

200

Trainers Efficiency

42

44

22

39

Time Utilization

36

39

38

36

51

Relevance to your
job

29

32

62

34

43

44

200
200
200

Applying weighted average method:


Ranks First Second Third Fourth Fifth
Weights
1
2
3
4
5
Table indicating the employee ranking on various training attributes after applying
weights
Training
Attributes

Total

Weight

Rank

Content/
Coverage

43

118

75

172

150

558

37.2

Methodology

28

68

99

244

220

659

43.93

Trainers
Efficiency

42

88

66

156

220

572

38.13

Time Utilization

36

78

114

144

255

627

41.8

Relevance to
your job

29

64

186

136

215

630

42

FINDINGS:
From the above table, it can be observed that the employees feel that the
methodology of the training programme is the best, followed by the other training
42

attributes like the relevance to the job, time utilization, trainers efficiency and
content/coverage.
INFERENCE:
It can be inferred that the respondents are quite dissatisfied about the trainers
efficiency and the content/coverage of the training programme.
CHART NO. 3.2.14
Chart indicating the employee ranking on various training attributes

CALCULATION SHOWING ONE-WAY ANOVA


H0 : Attributes do not have effect on the attitude of the employees
H1 : Attributes have effect on the attitude of the employees
S.NO X1
1
43

X2 X3
118 75

X4 X5
172 150

X1 2
1849

X2 2
X3 2
13924 5625

X4 2
29584

X5 2
22500

28

68

99

244 220

784

4624

9801

59536

48400

42

88

66

156 220

1764

7744

4356

24336

48400

36

78

114

144 255

1296

6084

12996

20736

65025

29

64

186

136 215

841

4096

34596

18496

46225

T=
=
CF

178 416 540

852 1060 6534

Xi
178 + 416 + 540 + 852 + 1060 = 3046
= T2/N

43

36472 67374

152688 230550

= 30462/25 = 371124.64
Total Sum of Squares (TSS),
TSS = x 1

x 22 x32 x 42 x52 C.F

= 6534 + 36472 + 67374 + 152688 + 230550 371124.64 = 122493.36


Sum of Square of Column (SSC),

C.F

SSC= ( X 1 )

+ ( X2 )

+ ( X3 )

+ ( X4 )

+ ( X 5 )2

________________________________________________
n
SSC = 1782+4162+5402+8522+10602

371124.64

= 98044.16

5
SSE = TSS SSC
= 122493-98044.16 = 24449.2
ANOVA TABLE:
VARIATIONS
SSC

SUM OF
SQUARES
98044.16

DEGREES OF
FREEDOM
(5-1) = 4

MEAN
(SOS/DF)
24511.04

SSE

24449.2

(25-5) = 20

1222.46

STATISTIC
F= 24511.04/1222.04
= 20.05

Table value: F0.05 with df(4,20)= 2.87


calculated value is > table value
Hence H0 is rejected.
CONCLUSION:
Attributes have effect on the attitude of the employees.
TABLE NO. 3.2.17
Table indicating views about employees having a clear path for career advancement
Attributes

Number of
Respondents

Percentage of Respondents
44

Yes
No
Total

159
41
200

79.5
20.5
100

FINDINGS:
From the above table, it can be observed that 79.5% of the respondents say that they
have a clear path for career advancement while 20.5% of the respondents say that they
dont have a clear path for career advancement.
INFERENCE:
It can be inferred that majority of the respondents are aware of the career advancement
programmes provided to the employees, the management should take steps in educating
all their employees about the various career advancement programmes.
CHART NO. 3.2.15
Chart indicating views about employees having a clear path for career
advancement

TABLE NO. 3.2.18


Table indicating employee views about company being flexible to family
responsibilities

45

Attributes
Very flexible
Flexible
Neither flexible nor inflexible
Inflexible
Very inflexible
Total

Number of
Respondents
23
31
89
24
33
200

Percentage Of
Respondents
11.5
15.5
44.5
12
16.5
100

FINDINGS:
From the above table, it can be observed that 11.5% of the respondents say that
regarding family responsibilities, the company is very flexible, 15.5% say its flexible,
44.5% say its neither flexible nor inflexible, 12% say its inflexible and 16.5% say its very
inflexible.
INFERENCE:
It can be inferred that majority of the respondents feel that the company is moderately
flexible with respect to family responsibilities.
CHART NO. 3.2.16
Chart indicating employee views about company being flexible to family
responsibilities

TABLE NO. 3.2.19

46

Table indicating views about management discussing job related issues and getting
suggestions from the employees
Attributes
Yes
No
Total

Number of
Respondents
143
57
200

Percentage of Respondents
71.5
28.5
100

FINDINGS:
From the above table, it can be observed that 71.5% of the respondents say that the
management discusses job related issues and get suggestions from the employees, while
28.5% of the respondents say that the management does not discuss job related issues and
get suggestions from the employees.
INFERENCE:
It can be inferred that majority of the respondents feel that the management
discusses job related issues and get suggestions from the employees.
CHART NO. 3.2.17
Chart indicating views about management discussing job related issues and getting
suggestions from the employees

TABLE NO. 3.2.20


47

Table indicating the number of employees who have given suggestion


Attributes
Yes
No
Total

Number of
Respondents
129
71
200

Percentage of Respondents
64.5
35.5
100

FINDINGS:
From the above table it is observed that, 64.5% of respondents are actively
participating to give suggestions and 35.5% of respondents have not given
suggestions.
INFERENCE:
It can be inferred that some of the respondents do not actively participate to give
suggestion.
CHART NO. 3.2.18
Chart indicating the number of employees who have given suggestion

CALCULATION SHOWING INTERVAL ESTIMATION


48

n = Sample Size = 200,

q 1 p 1 0.645 0.355 ,

Standard error

pq

Interval Estimation =

p StdError

NumberOfYes 129

0.645
SampleSize
200

1.96 at 95% confidence level


2

(0.645)(0.355)
0.035
200

0.645 1.96 0.0338

0.7112;0.5788

CONCLUSION:
The participation of employees in giving suggestion lies between 0.7112 and 0.5788
at 95% and population proportion lies between 57.88% and 71.12%.

TABLE NO. 3.2.21


Table indicating employee views on the organization implementing their suggestions
Implementation of suggestion

Number of
Respondents
49

Percentage of
respondents

Always
Usually
Sometimes
Rarely
Never

22
66
81
20
11

11
33
40.5
10
5.5

Total

200

100

FINDINGS:
From the above table it is observed that, 11% of the respondents say always, 33%
of the respondents say usually, 40.5% of the respondents say sometimes, 10% of the
respondents say rarely and 5.5% of the respondents say never, are their suggestions
implemented.
INFERENCE:
It can be inferred that a small proportion of respondents feel that the suggestions
that they give to the management are never being implemented.
Chart NO. 3.2.19
Table indicating employee views on the organization implementing their suggestions

TABLE NO. 3.2.22


Table indicating ranking of the various career opportunities provided by the
organization for the advancement of employees

50

Factors

Total

Promotion

22

43

135

200

Overseas opportunities

39

57

104

200

Key result area fixation

74

62

64

200

Applying weighted average method:


Ranks First Second Third Fourth Fifth
Weights
1
2
3
4
5
Table indicating ranking of the various career opportunities provided by the
organization for the advancement of employees after applying weights
Attributes

Total

Weight

Promotion

22

86

405

513

85.5

Overseas
Opportunities

39

114

312

465

77.5

Key result area


fixation

74

124

192

390

65

Rank

FINDINGS:
From the above table it is observed that promotion is the career opportunity most often
provided to the employees, followed by overseas opportunities in the second position and
key result area fixation in the third position.
INFERENCE:
It can be inferred that most of the respondents view promotion as their first preference in
career growth.
CHART NO. 3.2.20
Chart indicating ranking of the various career opportunities provided by the
organization for the advancement of employees after applying weights

51

CALCULATION SHOWING CHI-SQUARE TEST OF INDEPENDENCE


H0 : Attributes are independent of having direct involvement with attitude of employees
H1 : Attributes are dependent on having direct involvement with attitude of employees
Ei

85.5 + 77.5 + 65
3

Ei =
Oi
85.5
77.5
65

76
Ei
76
76
76

(O i -E i)
90.25
2.25
121

(O i -E i)2/E i
1.1875
0.0296
1.5921
2
Cal = 2.8092

2
Cal
= (Oi - E i ) / E i = 2.8092

02.05 With (3-1) df = 2 df =5.99


2
Cal

< tv2

Therefore H0 is accepted.
CONCLUSION:
Attributes are independent of having direct involvement with the attitude of
employees.
TABLE NO. 3.2.23
Table indicating views about the management communicating its goals and
strategies to the employees
52

Attributes
Always
Sometimes
Never
Total
FINDINGS:

Number of
Respondents
134
61
5
200

Percentage of
respondents
67
30.5
2.5
100

From the above table it is observed that, 67% of the respondents stated that goals
and strategies are always communicated, 30.5% of the respondents stated that goals and
strategies are sometimes communicated and 2.5% of the respondents stated that the goals
and strategies are never being communicated clearly.
INFERENCE:
It can be inferred that a small proportion of respondents feel that the goals and
strategies are never being communicated clearly to the employees.
CHART NO. 3.2.21
Chart indicating views about the management communicating its goals and
strategies to the employees

TABLE NO. 3.2.24


Table indicating employee views about having observed or experienced various
forms of discriminations

53

Attributes

Always

Sometimes

Never

Racial

26

13

174

87

Discrimination
Age

39

19.5

159

79.5

discrimination
Gender

2.5

47

23.5

148

74

discrimination
FINDINGS:
From the above table it is observed that, 87% of the respondents stated that they
have never observed or experienced racial discrimination, 79.5% of the respondents
stated that they have never observed or experienced age discrimination, 74% of the
respondents have stated that they have never observed or experienced gender
discrimination.
INFERENCE:
It can be inferred that a small proportion of respondents feel that they have
observed or experienced age discrimination and gender discrimination sometimes.
CHART NO. 3.2.22
Chart indicating employee views about having observed or experienced various
forms of discriminations

TABLE NO. 3.2.25


Table indicating ranking of the various training programmes which the employees
think will make them more efficient

54

Training

Total

Programmes
Technical

28

34

33

61

44

200

Communication

18

30

36

51

65

200

Negotiation

29

32

62

34

43

200

Time Management

36

39

38

36

51

200

Team Building

42

44

31

39

44

200

Applying weighted average method:


Ranks First Second Third Fourth Fifth
Weights
1
2
3
4
5
Table indicating ranking of the various training programmes which the employees
think will make them more efficient after applying weights
Attributes

Total

Weight

Rank

Technical

28

68

99

244

220

659

43.93

Communicatio
n

18

60

108

204

325

715

47.67

Negotiation

29

64

186

136

215

630

42

Time
Management

36

78

114

144

255

627

41.8

Team Building

42

88

93

156

220

599

39.93

FINDINGS:
From the above table, it is observed that, communication training is ranked first,
followed by technical training in the second position, negotiation in the third position,
time management in the fourth position and team building in the fifth position.
INFERENCE: It can be inferred that most of the respondents feel that communication
training will make them more efficient

CHART NO. 3.2.23


Chart indicating ranking of the various training programmes which the employees
think will make them more efficient after applying weights

55

CALCULATION SHOWING CHI-SQUARE TEST OF INDEPENDENCE


H0 : Attributes are independent of having direct involvement with the attitude of
employees
H1 : Attributes are dependent on having direct involvement with the attitude of employees
Oi
43.93
47.67
42
41.8
39.93

Ei
43.066
43.066
43.066
43.066
43.066

Ei

(O i -E i)
0.746
21.197
1.136
1.603
9.834

(O i -E i)2/E i
0.0173
0.4922
0.0264
0.0372
0.228
2
Cal = 0.8611

43.93 + 47.67 + 42 + 41.8 + 39.93


5

Ei = 43.066
2
Cal
= (Oi - E i ) / E i = 0.8611

02.05 With (5-1) df = 4 df =9.49


2
Cal

< tv2

Therefore H0 is accepted.
CONCLUSION: Attributes are independent of having direct involvement with the
attitude of the employees.

3.3 FINDINGS

56

It is found that 75 % of the respondents are in the age group of 20 to 25, 22.5% of
the respondents are in the age group of 26 to35, 2% of the respondents are in the
age group of 36 to 40, 0.5% of the respondents are in the age group of 41 to 45
and 0% of the respondents are in the age group of 46 and above.

It is found that 14% of respondents are Diploma holders, 42% of respondents are
Graduates and 44% of respondents are Post Graduates.

It was found that 45 % of the respondents have 0-1year of experience, 25% have
1-2years of experience, 8.5% have 2-3years of experience, 15.5% have 3-4years
of experience and 6% have more than 4 years of experience.

It was found that 67 % of the respondents are already experienced and 33% of the
respondents are not previously experienced.

It was found that 23.5% of respondents stated definitely would, 46% of


respondents stated probably would, 21 % of respondents stated may be,4 % of
respondents stated probably not and,5.5 % of respondents stated definitely not
option regarding employee referral at checktronix .

It was found that 9% of respondents strongly agree, 56.5% of respondents agree,


18% of the respondents neither agree nor disagree, 13.5% of the respondents
disagree and 3% of the respondents strongly disagree that their current workload
is reasonable.

It was found that 20.5% of respondents are highly satisfied, 56% of respondents
are satisfied,13% of respondents are neither satisfied nor dissatisfied, 7.5% are
dissatisfied,3% of respondents are highly dissatisfied, with their position in the
company.

57

It was found that 88.5% of the respondents find their present job challenging and
fulfilling, while the remaining 11.5% of the respondents does not find their
present job challenging and fulfilling.

It was found that 68.5% of the respondents say that the management provides
timely rewards and recognition while 31.5% of the respondents feel that the
management does not provide timely rewards and recognition.

It was found that 43.5% of the respondents strongly agree, 36% of them agree,
9.5% of them neither agree nor disagree, 8% of them disagree and 3% of them
strongly disagree that job rotation enhances employee knowledge, skill and career
growth.

It was found that 61% of the respondents say that the management provides
training to perform the job effectively, while the remaining 39% of the
respondents say that the management does not provide training to perform the job
effectively.

It was found that the employees feel that the methodology of the training
programme is the best, followed by the other training attributes like the relevance
to the job, time utilization, trainers efficiency and content/coverage.

It was found that 79.5% of the respondents say that they have a clear path for
career advancement while 20.5% of the respondents say that they dont have a
clear path for career advancement.

It was found that 11.5% of the respondents say that regarding family
responsibilities, the company is very flexible, 15.5% say its flexible, 44.5% say its
neither flexible nor inflexible, 12% say its inflexible and 16.5% say its very
inflexible.

58

It was found that 71.5% of the respondents say that the management discusses job
related issues and get suggestions from the employees, while 28.5% of the
respondents say that the management does not discuss job related issues and get
suggestions from the employees.

It was found that, 64.5% of respondents are actively participating to give


suggestions and 35.5% of respondents have not given suggestions

It was found that, 11% of the respondents say always, 33% of the respondents say
usually, 40.5% of the respondents say sometimes, 10% of the respondents say
rarely and 5.5% of the respondents say never, are their suggestions implemented.

It was found that promotion is the career opportunity most often provided to the
employees, followed by overseas opportunities in the second position and key
result area fixation in the third position.

It was found that, 67% of the respondents stated that goals and strategies are
always communicated, 30.5% of the respondents stated that goals and strategies
are sometimes communicated and 2.5% of the respondents stated that the goals
and strategies are never being communicated clearly.

It was found that, 87% of the respondents stated that they have never observed or
experienced racial discrimination, 79.5% of the respondents stated that they have
never observed or experienced age discrimination, 74% of the respondents have
stated that they have never observed or experienced gender discrimination.

t was found that, communication training is ranked first, followed by technical


training in the second position, negotiation in the third position, time management
in the fourth position and team building in the fifth position.

59

3.4 SUGGESTIONS
Roles and responsibilities of every individual can be made clear.
Career opportunities should be made clear to all level of employees.
Suggestions obtained from the employees should be evaluated and tried to be
implemented.
Appropriate training should be provided, after identifying the individual employee
needs.
Focus on practical implementation of the training provided.
Communication channel can be made clear.
Feedback and suggestion can be obtained from all level of employees.
The management should make sure it provides timely rewards and recognition.
The management should considerably increase the amount of vacation provided to
the employees.
Transport facility can be provided to all the employees..
Employee entertainment can be improved further.
Family tours can be arranged for once or twice in a year.

60

3.5 CONCLUSION
A positive work environment often produces fewer mistakes, higher quality, and better
productivity. A negative attitude is a distraction. It interferes with everyones focus, and it
consumes time and energy for people to deal with it. The overall attitude in a department,
a branch office, on a project, or in a company can be traced to the individual attitudes of
each participant.
An observant outsider can tell when a work group is efficient and productive by noticing
the attitudes of supervisors and the people who work with and for them. People are more
tolerant of each other. Work is viewed more as a challenge than as a series of demanding,
boring tasks. But beware ! One negative attitude can turn a harmonious situation sour.
Both positive and negative attitudes travel quickly in the workplace. Working With a
person with a positive attitude is an energizing experience. He or she can make others
feel more upbeat. Working near a negative person is like being trapped in an elevator with
a grouchy jerk. Escape is impossible, and the effect of his or her negative attitude is
difficult to avoid.

Hence the management should make sure that they try and develop a positive attitude
among all their employees and thus make Checktronix a best place to work with.

--------------------------------------------------------------------------------------------

61