WORK ATTITUDE

Submitted by:
Suyog S. Nabar

Roll. No. 9170

EMBA – C

MET College,Mumbai

Semester-2 (2009-2011) shuchi

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 ACKNOWLEDGEMENT

It is indeed a matter of great pleasure and pride to be able to present this study project report
on “WORK ATTITUDE”

I would like to thank Mr. Niraj Wagle for providing me the opportunity to conduct the
perception survey in the organization and also granted me the permission and approval for
same. I am also grateful to the employees of EFFENSYS Technologies Pvt.Ltd, without their
cooperation this report would not have been possible who took their time out to make this
possible. The confidentiality of the data has been maintained as per the employee’s request
and the data would be used only for sole purpose of this project.

I thank Prof. Cabral from the bottom of my heart to provide me the opportunity to undergo this
great learning experience through a live project. It has immensely helped me gain insight in the
Work Attitudes of Employee and employees’ responses.

My special thanks to respective class representatives & subject representatives whose time and
again feedback always helped me.

Last but not the least my friends & batch mates of EMBA-C for their support and ideas.

Thanks you all for your inspiration & support.

Suyog Nabar

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 MET League of Colleges | Mumbai Educational Trust
MET Complex, Bandra Reclamation
Bandra (West), Mumbai - 400 050

Suyog S. Nabar Roll. No. 9170 EMBA – C Semester-2 (2009-2011)

INDEX

Sr.No Date Topic Page No. Sign

Work Attitude
1. Introduction to Work Attitude 4

2. Major WORK ATTITUDES 5

3. 8
Importance of attitude at workplace
4. 9
How to develop that right attitude: key qualities
5. 13
Measuring Employee attitudes: The Employee
Attitude Survey
6. 15
Modes of Employee attitude surveys
7. SURVEY done on WORK-ATTITUDE 20

8. Conclusion 26

9. Recommendation 26

10. Bibilography 27

11. Annexure 28

Introduction to WORK ATTITUDE

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Attitudes are evaluative statements either favorable or unfavorable, concerning objects or
event. Determining attitude may be simple, but the reason underlying the response is
mostly complex.

Components of attitude

Typically researchers have assumed that attitudes have 3 components . Viewing attitudes
in terms of 3 components helps in understanding their complexity and potential
relationship between attitudes and behavior.

 Cognition: The belief that “discrimination” is wrong is an evaluative statement and is a

cognitive component.
 Affect: It is the emotional or feeling segment of an attitude and is reflected in the
statements “ I don’t like XYZ because he discriminates”
 Behaviour: Attitude can lead to behavioural outcomes. It is an intention to behave in a
particular way towards someone or something

The 3 components of attitude are related. For example if an employee did not get a
promotion he thought he deserved, a co-worker got it instead. The employees attitude
towards his supervisor is illustrated as follows: cognition (the employee thought he
deserved the promotion), affect ( the employee strongly dislikes his supervisor), affect ( the
employee is looking for another job.

Major WORK ATTITUDES

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Organizational Behavior focuses attention on a very limited number of work related
attitudes to understand work place behaviours. These attitudes tap positive or negative
evaluations that employees hold about aspects of their work work environment.

 Job Satisfaction:

A positive feeling about ones job resulting from an evaluation of its characteristics.

A person with a high level of job satisfaction holds positive feelings about his job. When
people speak of employee attitudes more often than not it is job satisfaction. In fact the two
are frequently used interchangeably.

Measuring job satisfaction: The two most widely approaches are :

1. Single global rating : It involves asking individuals to respond to one question such
as “ All things considered, how satisfied are you with your job” Respondents then
reply by circling a number between 1 ( highly satisfied) to 5 ( highly dissatisfied)
2. Summation score: It involves a summation of job facets and is more sophisticated.
It identifies key elements in a job and asks for the employees feelings about each.
Factors included are the nature of work, supervision, present pay, promotion
opportunities, and relations with co-workers.

 Job involvement :

It measures the degree to which people identify psychologically with their job and
consider their perceived performance level important to self worth. A closely related
concept is psychological empowerment which is employees’ beliefs in the degree to which
they impact their work environment, their competence, the meaningfulness of their job and
the perceived autonomy in their work. High level of job involvement relates to better
organizational commitment and job performance and lower absenteeism and resignation
rates.

 Organisational Commitment:

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It is a state in which an employee identifies with a particular organisation and its goals and
wishes to maintain membership in the organisation

3 dimensions to OC are:

1. Affective commitment: An emotional attachment to the organisation and a belief in

its values
2. Continuance commitment: The perceived economic value of remaining with an
organisation compared to leaving it.
3. Normative commitment: An obligation to remain with the organisation for moral
or ethical reasons.

There appears to be a positive relationship between organisational commitment and job

productivity and negative relationships between organisational commitment and both
absenteeism and turnover. Affective commitment is more positive related to organisational
outcomes than the other 2 dimensions.

Organisational commitment is considered less important to employers and employees then

it once was. The notion of an employee staying with an organisation for most of their career
has become increasingly obsolete. As such, ‘measures of employee firm attachment such as
commitment are problematic for new employment relations.

 Perceived organisation support:

It is the degree to which employees believe the organisation values their contribution and
cares about their well being.

 Employee engagement:

Individuals involvement with, satisfaction with and enthusiasm for the work they do. For
example one might ask employees about the availability of resources, opportunities to
learn new skills, whether they feel their work important and meaningful, and whether their
interaction with their co workers and supervisors were rewarding.

Work Attitude Behaviour & Work Behaviour Attitude –Are they same?

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  Work Attitude Behaviour

Attitude refers to the ‘feel’ part of the work. It relates to how you feel about your
work and your approach towards work. Hence, work attitude behaviour is
intangible. It cannot be seen but is felt.

Colleagues can sense whether an employee carries out tasks with pride, believes in
his work and is passionate about the task at hand These positive attitudes at
work are a ‘subconscious’ transfer of feelings.

Thus it is important to cultivate a positive attitude at work from early on in career. It

is something that is from within and it takes time to cultivate.

 Work Behaviour Attitude

Behaviour refers to the ‘do’ part of the work. It relates to how an employee does
your work and how he gets work done. Work behaviour attitude can be seen as it is
the actual work. It is the action. They can see if you worked hard. They can see if you
do your work with skills and applied knowledge you know into the work. They can
see for themselves if you are the "all talk and no work" type. Work behaviour
attitude is the real thing. You cannot fool people into believing that your work
behaviour attitude is good when it is not.

It is equally important to have a great work behaviour attitude, as it is to have a great work
attitude behaviour at work.

 Why Is It Important To Know The Difference?

A positive work attitude does not necessarily lead to a positive work behaviour. Neither
does positive work behaviour indicate positive work attitude.

Eg. Many times, colleagues are extremely positive about a certain project? They can talk all
day about what can be done and should be done. They speak with pride and they truly
believe in the work. But when it comes to the real deal, you see that they do not work hard
at completing their end of the bargain. Yet others work very hard at their tasks but lack the
passion they inject into the work. These works are done but is far from perfection.

Knowing the difference between work attitude and work behaviour enables one to align
the both of them and this increases the chances of succeeding by many folds.

Importance of attitude at workplace

Attitude influences the self respect and self perception of individuals and hence affects
their ability to succeed in your job.

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Thus, employees that respect themselves, mostly view their professional achievements as
well as their workplace in a positive light. Employees that are not content with themselves
may have difficulty expressing their professional experiences in a positive and convincing
manner and hence may fail to succeed in their jobs.

Quite a lot of people may feel dissatisfied with their work for various reasons:

 Some are unhappy with how they are treated by their managers.
 Some feel that the work is unchallenging and boring.

 Some feel frustration and an inability to fulfill their potential.

 Some admit they would quit their jobs if they could afford it.

There are a number of reasons why people feel discontent at work but in a lot of cases
these feelings originate from the employee’s inability to be engaged and influential at work.
The ability to be influential are usually the result of perseverance and the ability to cope
with the challenges at work. This ability requires stamina and some people lose it as soon
as the first challenges arise. It is perfectly normal to want to progress or simply change jobs
during the course of your career. However, a person who is discontent with his or her
current position should try to observe the cause objectively and try to eliminate and uproot
negative feelings

Employees that manage to cope with the hardships at work, that persevere in frustrating
situations, that are not offended too easily, stand a better chance at viewing their
workplace in a professional manner and are even be able to treat these hardships as
challenges rather than obstacles. This mature attitude helps employees succeed in not only
current, but future jobs as well.

How to develop that right attitude: key qualities

The most important thing to do is to define your attitude towards work. Introspection on a
host of questions is required. How does work contribute towards my career? How will it
add value to my role as a career builder?

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You may have your entire career plan worked out, but if you do not define your attitude to
build its foundation on, then before long your plans will crumble. To define attitude at
work means deciding the values that would guide an individual in the working
environment.

Following are some of the key qualities that contribute to building the right attitude:

1.Pride
"Pride" is taken to mean self-dignity. Pride prevents you from doing just enough to get by. If
you know everything you do at work has your name and signature on it, then you will give
it your best shot and nothing less.

2.Passion
Just a simple plain ‘interest’ in any work or career you choose isn’t enough to bring you
through the tough times. A burning desire will pull you through tough and challenging
times. An intense enthusiasm for all things worth doing will pull you through the toughest
times.

3.Belief
In order to generate that passion, it is important to believe. Only a deep belief will create
the vigour and force that gives you the fuel to charge. Know that you can achieve all that
you set out to do for yourself. You only need to start believing in yourself.

1. Developing a Positive Attitude in the Workplace

1. Gratitude: Be appreciative of everyone who does a good job and gets things done
on time. Be especially appreciative of those who go above and beyond what they’re
required to do. Appreciation feels good for both the giver and the receiver. See my
page on gratitude for more information.

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2. Celebrate the Victories: For some reason, many people tend to focus on everything
they don’t like and that’s going wrong. Try instead to focus your attention on things
that are going well by taking time often to celebrate the victories at work. Reward
yourself or praise another individual for a job well done. If you’re part of a team that
does something successfully, arrange a get-together to celebrate it. If you’re a
manager, send frequent notes out to your staff outlining things that are going well
for the company.

3. Turn Problems Into Opportunities: If problems are encountered, don’t just focus
on them. Instead, change your focus by asking yourself or your team, “How can we
solve this issue, and what can we learn from it?” Every problem, or challenge, is an
opportunity to learn and grow. Don’t wallow in the issue; focus on the potential to
become better instead.

4. Keep Healthy and Well Reste: It’s tough to have a positive attitude when you’re
feeling run down and tired. Make sure you’re getting enough sleep, eating lots of
fresh fruits and vegetables, drinking enough water, and getting regular exercise.
This may all sound time-consuming, but you’ll end up having much more energy and
focus and you’ll actually be able to get more done in less time. You’ll also feel much
better mentally, which will help you maintain that positive attitude.

5. Smile: Force yourself to smile, even if you don’t feel like it. A smile will actually shift
how you feel internally. And when others see you smiling, they feel better as well.

6. The “No Complaining” Policy: No one likes a complainer. If you’re a manager, tell
your team that you would like them to not come to you with an issue unless they
have a proposed solution to go with it. If you report to someone else, refrain from
whining to them. Instead, go to your boss and explain that you have a challenge and
would like to offer a way to solve it. This both minimizes complaining and turns the
focus away from the issue and to possible solutions instead, thereby maintaining a
constructive work environment.

7. The Win–Win Policy: Make it your own personal philosophy or make it a

requirement in your workplace that each agreement reached must be win–win.
Agreements and negotiations must never favor one party. There is always a way to
make agreements positive for both parties involved. Ask “What would be good for
you?” Once they and you have answered that question, do your best to work out a
solution that implements as any many of the good ideas for both sides as possible.

8. Put People Into Positions that Use Their Strengths: What better way for people
to enjoy their job than to have them doing things they’re good at and that they enjoy.
People will be more motivated and get better results when they enjoy what they do.
Some people like crunching numbers: get them to work on the spreadsheets that
need to be done. Others like talking to people: maybe they would like working in
customer service. Some people are natural problem solvers: put their skills to use. If
you play on people’s strengths, you’ll see a dramatic shift toward a positive attitude
in the workplace.

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 9. Trust Others and Evaluate People Based on Their Results: If you are a manager,
trust your people to do the jobs they were hired for. If you give people the authority
to do their jobs, you will get amazing results, much better than if you hover over
them. Tell your people what you want them to achieve, and then let them go do it.
When you trust them to do it well, they will want to honor that trust. Most people
will do the best they can to live up to the confidence you’re placing in them, and they
will appreciate you for it. There might be the occasional person who takes
advantage of this policy, but their attitude will show itself quite quickly.

10. Focus on What You Enjoy. Improve the Things You Don’t Enjoy: Make a list of
the things you enjoy about your job and your workplace. Make it a point to review
this list often as a reminder that there are good things about your workplace. For
the things you don’t enjoy, ask yourself how you could make them tolerable. Could
you do them at a different time, in a different location, maybe with some music
going? Can you speak to your manager about them, and offer a possible solution?
Can you see anything good about them? If so, focus on that instead. Do whatever you
can think of that might make those tedious tasks more enjoyable. Keep challenging
yourself with the question of how you can make things better until you feel a
noticeable difference in your attitude toward those tasks.

2. Negative Workplace Attitudes and getting rid of them

The Causes

There are a number of things that can encourage negative workplace attitudes. Sometimes
there are a few people in the office that seem to enjoy causing problems, or spreading
rumours. This not only wastes valuable work time, but can cause conflicts, hurt feelings,
and the possibility of scandal and sabotage. In today’s work environment, this could also
lead to law suits, especially if discrimination or harassment is involved.

The Effects

There are a number of ways in which negative workplace attitudes can cause problems in a
work environment. People tend to be much less focused on work when there is an overall
bad attitude in the office. This can also hinder creativity and innovation, and can lead to
employees being more defensive and protective, which isn’t productive behavior. Less
work tends to be done as a group when there is a problem with negative workplace
attitudes, not only because of the lack of overall productivity, but because much time is
wasted with gossip and complaining. The overall loyalty of employees tends to drop, as
well as group camaraderie and teamwork.

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 Ways to Reduce Negative Workplace Attitudes

It’s important to find ways to reduce negative workplace attitudes, and instead encourage
positive attitudes and cooperation. This often requires careful observation and perhaps
asking some questions, to find out if there are a few specific individuals who are instigating
the problems. If so, it can help to find out what is causing them to feel and behave in this
fashion. Of course, sometimes certain people just have a tendency to like to complain, but
often there is an underlying problem that can be causing the issue to occur, which if
resolved, can not only solve the negative attitude problems, but improve other factors in
the work environment as well. For example, if an employee perceives an overall issue with
management, or with how work is being performed, they might have ideas on how things
could be improved. Without being provided with an avenue for presenting their thoughts
and ideas, negative workplace attitudes can result. However, their ideas for improvement
might be good ones, and could benefit everyone.

Measuring Employee attitudes: The Employee Attitude Survey

Employee attitude surveys are practical tools that allow you to benchmark how your
people feel about your company's leadership, benefits, compensation, communications,
recognition systems, training programs, and working conditions. Armed with the facts, one
can make organizational decisions and allocate resources. Employee attitude surveys are
important tools which help in measuring the workplace attitude.

Many senior executives are astonished by the gap between their perceptions of what
employees think and the reality expressed in a well-constructed employee survey. And they
feel empowered to manage more effectively once they learn the truth. These surveys can be
used to solicit employee opinions on a variety of issues such as the company's success in
communicating its mission to employees, or local issues such as quality of the working
environment.

Employee surveys are terrific tools, but there's a right and a wrong way to use them. To
make the employee surveys effective following factors should be kept in mind:

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  Oversee an employee survey process that provides accurate feedback, is aligned
with organizational objectives, achieves high levels of participation and gets buy-in
from managers
 Effectively interpret survey data to identify key organizational strengths and
weaknesses

 Define an effective post-survey action planning approach.

These surveys often contain a series of multiple choice items grouped along one or more
dimensions of the organization.

The types of items included in these surveys may concern areas such as:

 Creativity
 Innovation

 Satisfaction

 Senior Management

 Interpersonal Relations

 Functional Expertise

 Compensation

 Ability to Listening

 Customer Service

 Communication

 Obtaining Results

 Analytical Thinking

 Mentoring

 Strategic Leadership

 Teamwork

 Adaptability

 Staff Development

 Leadership

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The results of this type of feedback process provide an understanding as to how the
employee perceives the organization along different dimensions. Employee attitude
surveys are inexpensive tools that can give insight into employee motivation, performance
and overall satisfaction. Some of the benefits of employee attitude survey are:

Benefits of Employee attitude surveys

Short-term benefits

 Motivates the employees

 Measures the impact of current programs, policies and procedures and helps in the
revision of policies and procedures to better meet needs of the employees

 Allows the organization to focus on needs and leverage its strengths

 Informs the organization on which actions will create problems for the employees

 Increases productivity

 provides management with employee feedback (both positive and negative) on the
internal health of the organization

Long-term benefits

 Improved morale
 Improved job satisfaction

 Facilitate development and organizational change

 Employee retention

 Employee loyalty

 Increased customer retention

 Greater profit

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 Modes of Employee attitude surveys

1. Written surveys:

In written surveys questionnaires are prepared focusing on the areas which the
organization wants to specifically look into. These questionnaires may contain open ended
or close ended questions. This type of surveys is time saving and inexpensive. But the
conclusions drawn may vary on the type of questions asked in the questionnaire. In this
case experience, analytical ability and expertise of the surveyor play an important play.

2. Confidential personal interviews:

In order to get a complete picture of the employees' feelings about the employer, Strategic
HR solicits their input in three important areas:

1. What do you like about working here?

2. What do you dislike about working here?
3. What suggestions and/or recommendations do you have that would make this a
better place to work?

A meeting takes place with each employee, on a one-to-one basis, and the same information
outlined above is solicited. Additionally, perspectives on how they think their subordinates
feel about the employer are obtained. Assuring the employees that their remarks will be
kept confidential is an absolute necessity in order for the employees to be open and candid
about their feelings.

Strategic HR then prepares the comments in typewritten form and separates issues into
three categories:

1. Minor items - those items which will take a limited amount of time, energy
and resources to correct.
2. Major items - expensive, time consuming issues which are sometimes
difficult to correct.
3. Positive remarks and suggestions from the employees.

The findings and recommendations are then made presented in a report to designated
management personnel. On the basis of these findings and recommendations appropriate
action plans are made.

One of the most important steps in the survey process is to provide all participants with
feedback of the results. It is important to schedule group meetings for the feedback, and in
preparing appropriate responses to all issues that have been identified in the survey.

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 3. Recruitment and Attitude

With the employment market tightening and jobs scarce, employers seek employees with
the "right" attitude. Identifying these candidates can be a little "tricky," as the selection
process is almost invariably not designed to measure these attributes.  

Of course, making the commitment to hire great people raises an even more basic question:
How do you know them when you see them? Over the last few years, a number of
companies have asked themselves that question. They've analyzed what separates their
winners from their losers, good hires from bad hires. These companies compete in a wide
range of industries -- from airlines to steel, computers to hotels -- but they all arrived at the
same answer: What people know is less important than who they are. Hiring, they believe,
is not about finding people with the right experience. It's about finding people with the
right mind-set. These companies hire for attitude and train for skill.

Most organizations focus on the technical benchmarks. Education, experience, industry

knowledge, certifications, level of accomplishment and contribution, recommendations -
hard information of high value - fairly easily obtained. And so these technical benchmarks
and the intuition of the interviewers become the basis for the selection decision.

But the benchmarks critical to success or failure are often treated with a few statements
about working in teams, ability to communicate, listening skills, sense of humor, and so on.
Hard to define, describe and agree on. So the benchmarks that make the difference in
success and failure - ever more so the higher up in the organization the job is - remain only
vaguely identified - certainly not agreed to by the interviewers. And that is the weak link in
the selection process.

 Recruitment and factors affecting recruitment

It is the discovering of potential of applicants for actual or anticipated organizational

vacancies. It actually links together those with jobs and those seeking jobs.

Few factors which affect recruitment decision are:

1. The size of the organization.

2. The employment conditions in the community where the organization is located.

3. The effects of past recruiting efforts which show the organization’s ability to locate and
retain the good performing people.

4. Working conditions, salary and benefit packages offered by the organization.

5. Rate of growth of the organization.

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The right traits

Employers tell us that the most important characteristic to look for in a new employee is
the "right" attitude. What is the right attitude and how do we hire people with it?   The right
attitude, according to most employers, consists of several qualities:

1. Positivity (doesn't focus on negatives)

2. Open-mindedness

3. Flexibility

4. Superior interpersonal skills / a liking of people

5. Desire to learn

6. Willingness to work, (and work hard)

7. Dependability - Desire to accept challenges

8. Team player  

With these characteristics the employee should exhibit a "good attitude" toward his
employer, fellow employees and your customers. 

 Finding employee with the "RIGHT ATTITUDE"

Here is what you must do to find the right fit between you and the employee.

 Look and interview for “attitude,” which is reflected in personal attributes not
innate personality traits such as being an extrovert.
 Look for and interview for people who are passionate about their work and wanting
to work with you. They should be passionate about wanting to work with their
fellow employees as well to ensure that the entire team is providing memorable
customer service.

 Interview for employees that are versatile. I realize that some jobs require
certifications or licenses yet you also can find employees who are accredited that
are also able to adapt and work with job descriptions that go beyond the black and
white words on the paper. In other words when interviewing pose problems, issues
and questions that focus the interviewee and get the person being interviewed to
explain what they would do above and beyond the call of duty, or above and beyond
their written job description.

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 Share your company’s vision at the outset of the interview. If you envision that your
company will become the most desirable place for employees and clients to engage
then make that very clear to your potential employee. If you don’t have a vision for
your company’s future then it is time to sit down and develop one.

 Ensure that every client gets more than they expected from you and that they will be
so pleased they will refer you to their associates. We will be seen as the resource for
the best and most effective counsel at a fair and reasonable cost.

 Your vision should project what you want your company to be within ten years and
carefully articulate what you want to see your company to become known for.

 Engage with the interviewees in a dialogue about your vision of the company and
ask them how they will contribute to making this vision a reality.

 Realistically candidates won’t tell you upfront if they don’t like your organization,
however, when you engage in this discussion you will find out pretty quickly
through nonverbal and verbal cues whether or not they want to join your company
and make your vision a reality.

 Listen to what they say and listen carefully to what your “gut” tells you about the
person. When your gut tells you the person is not truly “buying into your vision”
then move on to the next interviewee.

 Just remember a candidate may have all sorts of degrees, training, experience and
certifications or licenses but if they are resistant or hold back enthusiasm for the
vision of your company move on to the next interviewee.

 It is wise to interview people in the real world. Although I have taken people into a
quiet office to interview them, some of the best interviews took place when the
business was going on all around us. This allows you to see how the candidate will
react to being in the work environment. Take them to where they will do their work
and immerse them and you in the interview process at that location and see and
listen to how they handle the environment. Look carefully for nonverbal cues from
the interviewee while under such stress.

 Group interviews are also useful because if this person is going to work with other
people they should be exposed to them right upfront. If the group as a whole has the
chance to assess the person you will get even more valuable feedback to make your
decision.

 Bring different people from different parts of the organization into the group
interview. When the interview is completed sit with these people and debrief about
what they saw, heard or felt about the person and how they would feel about
working with them daily.

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 Exceptional companies these days revolve around the delivery of extraordinary and
memorable customer or client service, simply if candidates aren’t relaxed and don’t
smile during the interview process we would not hire them.

 Following these few simple steps will help ensure that you are hiring the right
people to fit into your culture. Take your time, don’t be rushed or pushed into hiring
anyone, and if you are working with a staffing agency don’t turn over the entire
process to them following the above guidelines even when working with staffing
agencies is a wise and prudent business decision

4. Four basic principles for hiring the right attitude

 What You Know Changes, Who You Are Doesn't

The most common and fatal hiring mistake is to find someone with the right
skills but the wrong mind-set and hire them with a belief they can be changed

 You Can't Find What You're Not Looking For

The best way to select people who'll thrive in your company is to identify the
personal characteristics of people who are already thriving and hire people just like
them. Companies should work to understand their star performers, identify their
target behaviours and attitudes, and then develop interview questions to find
people with those attributes.

 The Best Way to Evaluate People is to Watch Them Work

A few companies take this rule literally. At very few companies, Managers monitor
their construction sites, look for plumbers and electricians who demonstrate the
work habits they value, and then hire them. Some companies prefer simulation of
the work environment before hiring people

 You Can't Hire People Who Don't Apply

Companies that take hiring seriously also take recruiting seriously. Successful
companies seldom lack for job candidates. They go by numbers of people applying
for the post. But the goal is to have the right job candidates, not the most.

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 SURVEY done on WORK-ATTITUDE at EFFENSYS Technologies Pvt.Ltd.
An attitude survey was carried out for gauging the attitude of the employess of

EFFENSYS Technologies Pvt.Ltd. towards the organisation. A questionnaire consisting of 10

questions and 3 degrees of responses based on various parameters such a pride, belongingness,
job involvement, organizational commitment was floated to the employees, responses recorded
and presented in the conclusion.

Following are the questions and responses for the study:

1. Do you feel proud to be in EFFENSYS Technologies Pvt.Ltd. ?

 Yes
 Yes, but that "if it were.."feeling is there
 No

Here we are checking the right attitude of Pride. If the person is not proud about the organization
he wont be able to put in his 100% efforts and hence the end result may not be the best. From the
answers above it can be seen that largely most students are proud to be part of this college but
then there is this large part which gives answer in form of “ but…” which only proves that they
are not giving their fullest and efforts should be made to convert this to YES

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 2. Are you willing to put in efforts to take it to your expectation level?
 Yes
 Yes, but too many other commitments are there to hinder
 No

This Question was meant to check the level of passion and dedication . Its the passion which
leads you to put in hard work. Your identity becomes synonymous to your college and hence you
are ready to put in any amount of efforts to take it where you want. “ yes” as an answer shows
that a lot of employees are ready to put in what it takes to be the top but the other answer of “
yes . but” only shows that they are finding the escape route and are still not menatlly ready to put
in all their efforts. They want to be outside the arena and blame and not be in it and fight for it.

3. Given an option would you join an organisation which you think is better than
EFFENSYS Technologies Pvt.Ltd ?
 No
 Yes

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 This question was framed to see motivation levels of employees and to check if given a chnace
they will go for better options. The survey very much shows that the employees are more than
willing to grab the opportunities outside . This only shows that their dedication level all the time
will be low and rather than looking at opportunities within the organisation they will always be
on look out for opportuinites outside leading to a wastage of resources on hands.

4. After year at EFFENSYS Technologies Pvt.Ltd ,what are your feelings for this
organisaton?
 Developed a sense of belongingness and pride
 Neutral, no such feelings
 Frustration is creeping in

This question checks the feeling of belongingness.Its important because after being in an
organization for a long time sometimes boredom or some other problems creep in and that only
leads to deterioration of the end output. If this is so that the management must put in extra efforts

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 to motivate the employees again so that they feel like a part of the institute again.Any employee
who is feeling demotivated should be councelled and his problems must be solved. Frustration
can lead to deterioration of the work quality and thereby can hamper the goal of organisation.
Efforts by everyone are necessary to reach there.Job satisfaction is very important.

5. Do you feel associated to the team?

 Yes, strongly involved
 Not really, but i do fulfil the job delegated
 Lost the belongingness. do job only for sake of doing it

This answers checks your job satisfaction. If you are not satisfied with your job you will not give
in your fullest. A day at work will only be about going there and fulfilling your responsibilty
without being creative, without using your technical and analytical skills. Hence the output will
definitely be s stagnant organization. To be a growing organization its important to have satisfied
employees. A large no. of students having lost their feelinsg of belongingness or just doing what
they are asked for shows that there needs to be much more efforts to put things right again.

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 6. Do you enjoy working in this department its regarding working with diff type of
people
 Yes,i like to work with people with diverse mindsets
 still trying to adjust with people having an opinion different(at times inferior) than
mine
 I prefer small groups, individual is even better

We can see that majority people are open to different mindsets with different ideas and culture.
This is a very important factor to know how can people work in a team and if in a organisation
people are willing to work in a team with varied mindsets, then they will be able to judge the
situation with an holistic view.

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 7. Once you have delegated the task, how much do you trust your colleagues in terms
of fulfilling their responsibility? *
 Once task has been delegated, I trust them fully
 Have to keep following up
 As a backup, I try to do their part also

Here we are testing the trust of an individual in his / her peers. Trust is a very important factor in
developing positive attitude towards work. This is because when you trust people they are more
dedicated and inclined towrds accomplishing their task and honor the the trust that their peers
have shown to them.

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CONCLUSION

Considering EFFENSYS Technologies Pvt.Ltd organisation, the attitudes based on different

parameters were tested and the exercise produced interesting results. A fundamental
feeling of pride and belongingness to the organisation was reflected in a dispersed
proportion with only 43 % confirming a sure yes. Whereas 52 % were passionate and
dedicated about putting in extra efforts. Positive attitudes with respect to team were
depicted, wherein a majority chunk of the sample population felt strongly involved team
work and felt important and belongingness as a part of the team. This indicates a high level
of motivation and job satisfaction and involvement. However, a large percentage (84 %)
admitted that given a chance, they would not hesitate to join a better organisation, showing
low levels of organisational commitment.

Recommendation

1. Responsibility & Decision Making should be given to employees to some extent so as to have
initiatives from employees and have a feeling a belonginess for the organisation.

2. After spending a year in a organisation if a employee is capable or has interest in some particular
project he should be moved with help of Internal Job Postings.

3. To retain the employees the managers should spend some time to understand problem of the
subordinates. Also some star performance awards would help them motivate and have a positive
attitude towards work.

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 Bibliography

1. Organisational Behaviour, Stephen Robbins.

2. WWW: www.hr-survey.com.

3. WWW: www.citehr.com.

4. WWW : http://hiringthebestpeople.com/

5. Sample population responses for the survey

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 ANNEXURE

Do you feel proud to be in EFFENSYS Technologies Pvt.Ltd. ?

Yes

Yes, but that "if it were.."feeling is there

No
Are you willing to put in efforts to take it to your expectation level?

Yes

Yes, but too many other commitments are there to hinder

No

Given an option would you join an organisation which you think is better than EFFENSYS
Technologies Pvt.Ltd. ?

No

Yes

After year at EFFENSYS Technologies Pvt.Ltd ,what are your feelings for this organisaton?

Developed a sense of belongingness and pride

Neutral, no such feelings

Frustration is creeping in

Do you feel associated to the team?

Yes, strongly involved

Not really, but i do fulfil the job delegated

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 Lost the belongingness. do job only for sake of doing it

Do you enjoy working in this department its regarding working with diff type of people
o Yes,i like to work with people with diverse mindsets

still trying to adjust with people having an opinion different(at times inferior) than mine

o I prefer small groups, individual is even better

Once you have delegated the task, how much do you trust your colleagues in terms of fulfilling
their responsibility? *

Once task has been delegated, I trust them fully

Have to keep following up

As a backup, I try to do their part also

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