A STUDY ON EMPLOYEE ATTITUDE AND WORKPLACE SPIRITUALITY IN

GENIUS CONSULTANT LIMITED

A Project Submitted to

AMERICAN SCHOOL OF BUSINESS ADMINISTRATION

(ASBA)

in partial fulfillment of the requirement for the Degree of

Master of Business Administration (MBA)

Submitted By

MANIKANDAN A (17MBA255)

Under The Guidance Of

MR.S.VIJAY MALLIKRAJ MBA

ASSISTANT PROFESSOR, ASBA

THE AMERICAN COLLEGE, Madurai – 625014 an Autonomous Institution Affiliated to Madurai Kamaraj University

Re-accredited (2nd Cycle) by NAAC with Grade “A”

CGPA 3.46 on a 4 –point scale

APRIL – 2019

DECLARATION

I, MANIKANDAN A (17MBA255), student of American School of Business

Administration, The American College, Madurai hereby declare that the project titled

“EMPLOYEE ATTITUDE AND WORKPLACE SPIRITUALITY IN GENIUS

CONSULTANT LIMITED” submitted in partial fulfillment of the requirement for the

award of MASTER OF BUSINESS ADMINISTRATION is a original work done by me

under the guidance of MR.S.VIJAY MALLIKRAJ MBA, ASSISTANT PROFESSOR ,

ASBA and no part of this project has been submitted fully or partly for any other recognition

earlier.

Date: Yours Faithfully,

Place: Madurai MANIKANDAN A

AMERICAN SCHOOL OF BUSINESS ADMINISTRATION (ASBA)

THE AMERICAN COLLEGE

an Autonomous Institution Affiliated to Madurai Kamaraj University

Re-accredited (2nd Cycle) by NAAC with Grade “A”

CGPA 3.46 on a 4 –point scale MADURAI -14.

CERTIFICATE

This is to certify that the project work entitled “EMPLOYEE ATTITUDE AND

WORKPLACE SPIRITUALITY IN GENIUS CONSULTANT LIMITED”, submitted to

AMERICAN SCHOOL OF BUSINESS ADMINISTRATION (ASBA), THE

AMERICAN COLLEGE in partial fulfillment for the requirement of MBA degree is a

bonafide record of the work carried out by MANIKANDAN A (17MBA255) under my

guidance and supervision.

Project Guide

Countersigned by

External Examiner Director

ACKNOWLEDGEMENT

I dedicate this project work to the benevolent persons who have co-operated sincerely

their precious time for the consummation of the training.

I express my sense of gratitude and heartful thanks to my guide MR.S.VIJAY MALIKRAJ

MBA , ASSISTANT PROFESSOR, ASBA for his motivation, support and valuable

guidance provided right from the initial stage to the completion stage towards this project

work.

My sincere thanks are to our DIRECTOR DR. ALBERT CHRISTOPHER DHAS for

motivating me to do this project.

I take up this opportunity to thank our Principal & Secretary DR. M. DAVAMANI

CHRISTOBER for giving me this wonderful opportunity for doing the Project.

I am deeply obliged to MR.K.N CHANDRAKANTH (VICE PRESIDENT), MR.M

DINESH KUMAR (SENIOR EXECUTIVE) for their exemplary guidance and support.

I greatly thank my beloved Parents & Friends who helped me in all aspect.

Finally, I would like to mention my special thanks to all friends, for their valuable

suggestions and to all my classmates who encouraged me in bringing out this study a

successful

CHAPTER

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TABLE OF CONTENTS PAGE

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1

INTRODUCTION 1

1.1 Background of the Study 4

1.2 Industry Profile 5

1.3 Company Profile 10

1.4 Statement of the Problem 24

1.5 Objectives of the study 25

1.8 Limitations 25

2 REVIEW OF LITERATURE 27

3

RESEARCH METHODOLOGY 30

3.1 Research Design 31

3.2 Sampling 32

3.3 Sources of Data 32

3.4 Data Collection Methods 32

3.5 Methods of Data Analysis 33

3.6 Statistical tools used for the study 36

3.7 Research Plan 38

4

STATISTICAL DATA ANALYSIS AND INTERPRETATION 39

4.1 Descriptive analysis 40

4.2 Inferential Analysis 54

CHAPTER

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TABLE OF CONTENTS PAGE

NO.

5

FINDINGS, SUGGESTIONS AND CONCLUSION 76

5.1 Findings 77

5.2 Suggestions and Conclusion 81

APPENDICES 83

Bibliography 87

TABLE NO LIST OF TABLES PAGE

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3.1 Research Plan 38

4.1 Distribution of the Respondents Based On Age 41

4.2 Distribution of the Respondents Based On Gender 42

4.3 Distribution of the Respondents Based On Marital Status 43

4.4 Distribution of the Respondents Based On Educational

Qualification 44

4.5 Distribution of the Respondents Based On Experience 45

4.6 Distribution of the Respondents Based On Position in

Organization 46

4.7 Distribution of the Respondents Based On Department 47

4.8 Distribution of the Respondents Based On Working Hours per Day 48

4.9 Level of Organization Commitment 49

4.10 Level of Intrinsic Work Satisfaction 51

4.11 Interpretation of Descriptive Analysis Mean Ranking of Factors

influencing All the dimensions 52

TABLE NO LIST OF TABLES PAGE

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4.12 Interpretation of Descriptive Statistical 53

4.13 ANOVA between Organization Commitment and Profile of the

Respondents 55

4.14 ANOVA between Intrinsic Work Satisfaction and Profile of the

Respondents 58

4.15 ANOVA between Meaningful Work and Profile of the

Respondents 61

4.16 ANOVA between Compassion and Profile of the Respondents 64

4.17 ANOVA between Mindfulness and Profile of the Respondents 67

4.18 ANOVA between Transcendence and Profile of the Respondents 70

4.19

Interpretation of One Way ANOVA Analysis Report

72

4.20 Multiple Regression Analysis between Workplace Spirituality

Dimensions and Overall Organization Commitment 73

4.21 Multiple Regression Analysis between Workplace Spirituality

Dimensions and Intrinsic Work Satisfaction 75

5.1 Statistical Tool Used for the Objectives 77

5.2 Findings for Demographic Profile 78

5.3 Findings for Job Related Profile 78

5.4 Findings for Level 79

FIGURE

NO LIST OF FIGURES PAGE

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4.1 Distribution of the Respondents Based On Age 41

4.2 Distribution of the Respondents Based On Gender 42

4.3 Distribution of the Respondents Based On Marital Status 43

4.4 Distribution of the Respondents Based On Educational

Qualification 44

4.5 Distribution of the Respondents Based On Experience 45

4.6 Distribution of the Respondents Based On Position in

Organization 46

4.7 Distribution of the Respondents Based On Department 48

4.8 Distribution of the Respondents Based On Working Hours per

DAY 49

4.9 Level of Organization Commitment 50

4.10 Level of Intrinsic Work Satisfaction 51

4.11 Mean Ranking of Factors influencing Workplace Spirituality 52

1

CHAPTER I

INTRODUCTION

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1. INTRODUCTION:-

An important trend in business in the twenty-first century is a focus on employee

spirituality in the workplace. Over the past few years, workplace spirituality (WS) has

increasingly been recognized as an important area of research in the academic field. Its

implications for organizations have been highlighted as important because companies can

gain positive benefits by developing a humanistic environment in which workers can achieve

their full capacity (Turner, 1999).

Many books and articles have discussed the effects and implications of WS on

organizations. However, the diversity of this research has created a broadness of the concept

and it is difficult to find a definition. Ashmos and Duchon (2000, p. 137) defined it as:

“The recognition that employees have an inner life that nourishes and is nourished by

meaningful work that takes place in the context of community”.

Giacalone and Jurkiewicz (2003, p. 91) defined WS as:

“A framework of organizational values evidenced in the culture that promotes employees’

experience of transcendence through the work process, facilitating their sense of being

connected to others in a way that provides feelings of completeness and joy”.

An employee attitude survey is a systematic investigation of the views and opinions

of those employed by an organisation on issues relating to the work of the organisation and/or

their role within it. Employee attitude surveys may be conducted by means of questionnaires

or interviews; they may be undertaken occasionally for specific purposes or at regular

intervals, and may be used to make a general assessment of employee morale or focus on a

specific issue such as the introduction of a new policy. Employee attitude surveys are used by

organisations to explore employees’ views and opinions, to get feedback on the impact of a

new strategy or policy, for example, and to monitor levels of morale and satisfaction across

the organisation. They enable employers to take account of employees’ views in the planning

process, respond to issues of concern and make changes that will be beneficial to both the

organisation and those who work within it.

When used effectively, employee attitude surveys can make a significant contribution

to the overall success and performance of the organisation. In many organisations this is not

the norm, however. Employee surveys are often infrequent, inflexible and ineffective. They

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may rely on a rigid set of standard questions and there may be a reluctance to update the

content or approach of the survey to include questions on issues which are current and

relevant to a particular organisation at a particular time. In addition, many employees are

convinced that the results of surveys will not be acted on, leading to a low level of

engagement.

Attitudes are not the same as values, but the two are interrelated. You can see this by

looking at the three components of an attitude: cognition, affect and behavior. The belief that

“discrimination is wrong” is a value statement.

There are various methods through which a positive change in attitudes may be

brought. In the social context, Cohen has suggested four methods for attitude change. They

are

Communication of additional information,

Approval and disapproval of a particular attitude,

Group influence,

Inducing engagement in discrepant behaviour

In some or the other, all these methods involve introducing discrepancies among the

elements making up the individual’s attitudes in the hope that the elements will be rebalanced

through the effective component of the attitudes. From the organization point of view, a

Manager can take following actions in brining change in attitudes of its organizational

members.

Group action

Persuasion through leadership

Persuasion through communication and

Influence of total situation.

These actions involve the analysis of different variables affecting a particular action.

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1.1. BACKGROUND OF THE STUDY:-

Workplace spirituality & Employee Attitude involves the effort to find one’s ultimate

purpose in life, to develop a strong connection to co-workers and other people associated

with work, and to have consistency (or alignment) between one’s core beliefs and the values

of their organization. Accordingly, workplace spirituality can be defined as “The recognition

that employees have an inner life that nourishes and is nourished by meaningful work that

takes place in the context of community”.

In essence, workers are an integral part to the part of a management system. Thus, a

leader’s decisions or actions in the workplace might positively or negatively impact a

worker’s living conditions, health, culture, and personality. Theorists in the field have

realized that in order to maximize a leaders’ decision-making effectiveness in organizations,

leaders need to evaluate and be aware of the perceptions of workers as well as their own

perceptions of their inner spirit, moral values, and desires. Essential to the background on any

study on spirituality in the workplace is that, in the context of spiritual leadership, positive

attitudes and behaviours might contribute to healthy organizations.

The study of spirituality in the workplace is also an indicator of the movement in

Western thought since the middle of the Twentieth Century away from the dominance of pure

materialism and towards a realization in managerial theory and other discourses which

emphasize the importance of an “Unseen order of things behind the veil of materialism”

Each of these aspects of workplace spirituality, how these dimensions vary from

traditional organizational behaviour variables, and develop hypotheses concerning their

relationship with employee work attitudes.

Despite these concerns, we believe that the relationship between workplace

spirituality and employees’ job attitudes is an important and legitimate area of inquiry and

that survey based methods are one way to attempt to create more rigorous research in this still

relatively new field of study.

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1.2. INDUSTRY PROFILE:-

Human Resources:

Largely cyclical and fragmented, the Human Resources Industry encompasses a

diverse group of companies providing a range of job-placement and workforce solutions to

corporations in various markets. Although company-specific factors influence the operating

performances of these service providers, macroeconomic and labor-market conditions also

play an important role. The competitive landscape can impact business fundamentals, too. It

is these elements that often cause stock prices in the Human Resources Industry to fluctuate.

Human resources is the department or division of a business, corporation, or organization that

manages all aspects related to its personnel, including recruiting employees, training and

career development, overseeing compensation packages, managing benefits plans, and other

duties that serve to maximize a company's business and its employees' satisfaction with their

jobs. Simply, the function of the human resources industry is to produce competent personnel

and to keep employees productive. More than 800,000 people work in human resources and

related fields today.

1.2.1 Overview Of Staffing Industry

Overview of Global Staffing Industry:-

According to CRISIL, globally, the staffing industry has grown considerably over the

past few years and the global annual sales revenue of the employment industry has gone up to

417 billion Euros. Despite the slump in the aftermath of the financial crisis and the resultant

global economic slowdown, the industry still showed 6-7% CAGR over the last decade.

Temporary Staffing

According to CRISIL, the employment industry comprises of direct recruitment,

recruitment process outsourcing, managed services provision and career management. In the

employment industry, the temporary staffing/agency work has the highest share (i.e., 67%) in

global revenue, followed by managed service provision and direct recruitment.

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Flexible Staffing Industry

According to CRISIL, India ranks 13th in the world flexible staffing industry in terms

of revenue as of 2015.The United States has the highest revenue of approximately 16.3

billion Euros which amounts to a share of 31%, followed by the UK with 11% share and

Japan with 10% share, among the 50 countries which are the part of World Employment

Confederation. In terms of the regions, North America accounts for the highest share of 36%

followed by Europe (35%) and the Asia/Pacific (22%).

Direct Recruitment

According to CRISIL, the top 10 countries in terms of revenue in the permanent

employment market are the USA, UK, Australia, Canada, Japan, Germany, France,

Switzerland, Ireland and New Zealand. The USA accounts for the largest share of 50.6% in

total revenue among these 10 countries in the permanent employment market

Managed Services Provision

Managed services provisions comprises services provided by a company for

managing an organizations contingent workforce. According to CRISIL, North America and

Europe have the highest sales revenue of approximately 54 billion Euros and 32 billion

Euros, respectively, in this sector. The rest of the world contributes only 9.5% to the total

revenue in this sector.

1.2.2 Overview of Staffing Industry in India:-

A staffing services company matches employment offers and applications, acting as

an intermediary between an employee and an employer, matching the job requirements of an

employer with employees having the required skill-sets. According to CRISIL, the services of

the staffing industry is no longer limited to serving as a link between an organization and

potential employees, but has expanded into providing human resource solutions, such as pay-

roll processing and verification services (identity and background checks), training services,

facilities management services, etc. Further, facility management service is one of the fastest

growing verticals, with several agencies providing staff/workers for facility management.

The various segments of the staffing industry follow a typical value chain, wherein a

company interviews job seekers through staffing agencies to address a demand-supply

mismatch. Majority of flexible staffing agencies offer in-house training and skill development

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programs to increase the prospects of job-seekers as well as address the growing concern of

companies in finding individuals with suitable skill-sets. A value addition offered by the

flexible staffing industry is of not only addressing the issue of providing skilled manpower,

but also manage changing employee requirement of various industries. The flexible staffing

industry acts as an enabler for new candidates by providing them training on the requisite

skills of the industry and making them job-ready.

1.2.3 Characteristics of staffing industry in India:-

Permanent Staffing

According to the Indian Staffing Federation, a permanent formal workforce is defined

as those holding a contract of three years or more, signifying a long-term relationship

between employer and employee and it can be expected that both the employer and employee

find it in their mutual interest to learn/invest in each other for a long-term goal. The typical

benefits offered to permanent staff includes regular wages and salaries, social benefits like

gratuity and provident fund. Permanent staffing agencies also help their client organizations

to develop a customized recruiting plan. The agency also explores their network of passive

candidates or top talent who may not be actively seeking a new job. For the purposes of

expanding their search base, the staffing agencies tap into their contacts and strategic

alliances such as civic and professional organizations. Recruitment process outsourcing RPO

is a service where the provider or the agency acts as a company’s internal recruitment

function for all or part of its recruitment activities.

Temporary Staffing

According to the Indian Staffing Federation, temporary employment is typically a

short-term relationship, with or without or without any written contract between the employer

and employee. It is a short-term assignment, for which a resource is hired. This kind of hiring

decreases the liability of an organization, as these assignments may not include all the

benefits which the organization may offer its full time employees.

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Temporary staffing is further divided into three parts:-

Casual employment

Casual employment refers to workers who do not have any written job

contract. They are also not covered by any social security benefits like PF, gratuity, medical

or insurance benefit. They do not have any defined employment period.

Bipartite

Bipartite workers are those who have a direct employment contract with their

employer. They, however, also do not have services like training, skill development which is

provided by staffing agencies in case of flexible staffing. Also, after expiry of the contract

they may take time to find new employment.

Flexible Staffing

Flexible staffing is a tripartite agreement amongst the staffing intermediary,

flexible worker and client or user organization. Typically, the worker has an employment

contract with an intermediary, and the intermediary sends the worker to work under the direct

supervision of the user enterprise based on a separate work contract between the intermediary

and the user enterprise.

1.2.4 HR Solutions:-

HR solutions providers mainly take care of the entire pre- and post-boarding

process including payroll processing, background check and verification, facilities

management, and HR BPOs. The range of human resources solutions offered includes.

Payroll processing

Payroll is the process by which employers pay an employee for the work that

he/she has completed. Any mid-sized or large company that has employees should have a

payroll system. Payroll includes aspects like deducting taxes from each salary and ensuring

accurate taxes are paid. Pay-rolling is a service offered by many firms who usually sell the

software to the client company and also provide time to time guidance on how to use it more

efficiently. The industry size is estimated to be 3.0 billion - 3.5 billion, which is expected to

grow at a CAGR of 10% - 15% over the next five years owing to increased demand from

start-ups, banks (public and private), FMCG and educational institutions.

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Background verification

Background verification process involves screening of a candidates work and

career history, college and school degrees, academic certificates, criminal background and

credit scores in case of bank lending. The process to typically take between 7 to 10 days to

complete. However, if a company wants to undertake an in-depth look at the candidate’s

history (mostly done for senior level hiring), the time period may extend. To conduct

background checks, third-party service or background screening software is used to complete

the recruitment process. The background verification services industry stood at 2.5 - 3.0

billion in 2016-17 and is expected to grow at 10-12% CAGR to reach to close to 4.9 billion

by fiscal 2022. Demand is expected to be driven by increasing formal employment,

compliance to background verification policies and number of people switching jobs as their

re-verification also garners demand for background verification services.

Facilities management services (FMA)

FMS refer to the use of third-party service providers for the maintenance of

the building or office facilities or outsourcing the management of entire facilities to an

organization for professional delivery of services. It also comprises cleaning, support,

property, catering, horticulture and electro-mechanical services.

HR BPO

Human resource outsourcing, popularly known as HR BPO, provides services

and helps organizations to address core human resource outsourcing needs while combining

business goals with optimum resource utilization. It is a one stop solution for all human

resource needs of an organization. An HR BPO unit provides front and back-office process

management for its clients, enabling them to focus on key operational areas. Nearly all the

human resource department’s work is outsourced to the HR BPOs. The HR BPO industry is

expected to grow at a CAGR of 10% - 15% over the next five years on the back of demand

from FMCG/retail, IT, telecom and BFSI.

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1.3. COMPANY PROFILE:-

GENIUS COUNSULTANT LTD

1.3.1 Overview:-

Year of founding : 27th July 1993

Founding members : R.P Yadav

Company strength : 600+

Authorized capital : 2700.0 lacs (INR)

Paid up capital : 1811.25 lacs (INR)

Company Type : Public Company

Specialties : Staffing, Recruiting (Executive & Temporary),

Payroll Management, PF Trust Management, Background

Checking & Verification, Compliance Management.

Head Office Address : Synthesis Business Park Tower,

1C, 1st Floor, CBD/1,

Action Area 2, New Town,

Kolkata, West Bengal 700161

Branch Office Address : Old Number: 7-8, New Number 19,

Flowers Road, 2nd Floor, Near Sangam Theatre,

Kilpauk, Chennai, Tamil Nadu 600010

Phone : 044 2644 8811

E-Mail : enquiry@geniuscousultant.com

Website : http://geniusconsultant.com/

Office Location :-

NORTH

• New Delhi

• Chandigarh

• Lucknow

SOUTH

• Chennai

• Bangalore

• Hyderabad

• Kochi

EAST

• Kolkata

• Bhubaneswar

• Patna

• Guwahati

WEST

• Mumbai

• Pune

• Ahmedabad

• Indore

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1.3.2 About Genius:-

Genius Consultants Limited an ISO(IEC 27001:2013) certified 25 years company one

of the largest HR services firms started its business operation in the eastern region under the

leadership of Mr.R.P.Yadav (Chairman & Managing Director) converting talent for

organizations with the unique blend of technology and services.

Over the past two decades, Genius Consultants have become a pioneer and one of the leaders

in the areas of Temporary Staffing Solutions, Executive Search, IT Recruitment & Staffing,

High Circle Recruitments and Payroll Processing in India. It has achieved over 2.5 Lakh

Placements at Client Payroll from the position of Manager to CEO level. It has more than

50,057 Outsourced Associates satisfying more than 1500 clients of National and

Multinational reputes.

Genius Consultants Limited has also become a leader in providing innovative,

professional and personalized services to candidates & clients through customized HR

solutions to the corporate world. Genius operates with 15 offices pan India basis with a strong

team of 392 employees on its Payroll. In addition to this, they have launched five of its

featured products, namely Payroll Processing Services, Background Checks & Verification

Services, Statutory Compliance Management, Facility Management Services and

Payroll/HRMS Software. Genius has managed marquee clients by providing the technical

platform for processing the employee’s Leave, Attendance, Income Tax, Salary, Statutory,

Disbursement, Appraisal , Training etc. along with an integration of biometric and GEO

tracking attendance through the mobile devices.

Management Profile:-

Genius team is a group of qualified professionals working towards a common goal

"customer satisfaction". The Genius team comprises of MBAs, Engineers, CAs & post

graduates.

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1.3.3 Vision & Mission:-

Commitment:-

Genius are committed to provide HR services to our clients in terms of Flexi Staffing,

Permanent Staffing, Payroll Processing, Background Checks & Verification, Compliance

Management, Facility Management and Payroll/HRMS Software. We focus our commitment

in terms of providing jobs to potential job seekers in the market, generating awareness and

providing customized solutions to corporate.

•To provide HR Solutions of International standards through value added services.

•To establish our company amongst one of the largest players in all departments of our core competency

VISION

• To provide innovative, professional and customized services to Corporates through HR Solutions.

• To maintain Quality Management System as per ISO IEC 27001:2013 guidelines with an objective to achieve the desired quality in every activity.

• To increase the numbers of outsourced associates.

• To increase Genius's direct manpower strength.

• To establish our new branch offices at Jaipur, Vijayawada, Gurugram, Noida, Coimbatore, Surat, Ranchi, Nagpur, Vadodara, Madurai, Jamshedpur.

Mission

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1.3.4 History:-

1993• Company started

2000• Established branch office in New Delhi

2002• Established branch office in Chennai

2009

• Established area office in Chandigarh and branch office in Ahmedabad

• Commenced providing compliance management services

2010• Commenced providing compliance management services

2011• Established area office in Guwahati and Lucknow

2013• Established area office in Cochin

2014• Established area office in Indore

2015• Established area office in Patna

2016• Commenced providing FMS

2017• Commenced sale of software and related services

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1.3.5 Products:-

Permanent staffing solution:-

Retained executive search (high circle)

Retained Executive Search consulting is appropriate for:

Hiring Senior-Level Executives

Remuneration above Rs 20 lacs per annum

When the challenge is not to hire just any qualified person but most qualified and

appropriate person

Bulk recruitment through advertisement

Design creative and informative advertisements

End-to-end service with comprehensive feedback

Analysis and MIS reports, the service is well suited for startups, new project manning,

plant expansion

Permanent staffing solution

Flexi & IT staffing solution

Payroll processing

Background check &

verification

Compliance management

HRMS & Payroll

software

Facility management

service

PRODUCTS

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Service includes bulk recruitment through advertisement / data bank within the

project time frame

All India network enables quick processing response

Recruitment process outsourcing (RPO)

Seasoned account managers from GENIUS work with CLIENT

The process is either on-site or off-site

Achievement of large scale staffing goals within time-frame

Focused and integrated approach with flexibility, effective strategy, business expertise

and powerful search capabilities

GENIUS works with the Client's HR Team to optimize your current process

Flexi and IT Staffing Solutions:-

Benefits to clients

Single Window Contact

Implementation of minimum wages

Manpower availability at all times

Help Clients to concentrate on core areas

Reducing internal hiring cost

Client homepage

Issue appointment letters

AOP - Associate Orientation Program

No permanency claim

Easy online access to Associate details

Online billing makes the process faster

Labour Law Management

Maintenance of 16 statutory issues like PF, ESI, PT, IT and TDS

Benefits to associates

Induction Program

Company Manual, Policy, Guidelines

Appointment letters

Zero Balance Salary Accounts

Single Window Contact for all Associates deputed at a location

Local ESI sub-codes and ESI cards ensuring full benefits

Personal records for individual associates

Insurance coverage – Medi claim / Personal Accident

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Associate homepage

Speedy PF Management

Online Salary Slip

Sense of belongings as an employee of GCL

IT staffing

Immediately deputable resource in various skill sets

Strong pipeline of candidate database

Availability of depute resources from existing clients

Availability of resources for 6 months and above

Internal IT Team for technical validation

Technically experienced sourcing team

PAN India presence for easy on boarding and other statutory process

Competitive rate cards as per skills & experience matrix

Payroll Processing;-

Need for payroll outsourcing

Payroll Management is a time consuming process

It is difficult to keep a track of when to pay the monthly statutory deposits and when

to file returns

Erroneous and late filing result in penalties

It is a headache to keep a track of the various changes in rules

Benefit program of complex nature cannot be implemented

It is difficult to keep and organize all records

Common mistakes in payroll processing

Setting up Payroll Incorrectly

Forgetting to record in paper checks

Submitting deposits late or incorrectly

Neglecting to run payroll on time

Compliance differ location-wise

Non-Confidentiality & Data Leakage

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Background Checks and Verification:-

Benefits of background check

Employee turnover and job dissatisfaction reduced

Control on Hiring expenses and Training Costs

Minimizing Low Productivity & Performance Issues

Avoiding Risk of Frauds & Litigations

Why genius?

Already into Recruitment Services

Specialized in Background Verification

Fast, Accurate and Cost effective

Does background checks for its own employees; specially trained staff

Specialized Staff

All India Network

Types of verification

Professional verification

Last designation held

Place of posting

Tenure of service

Performance

Reporting hierarchy

Integrity & Honesty

Any disciplinary issues

Last Salary drawn

Any issues during the tenure

Release verification

Eligibility to re-hire

Reference check

Tenure of acquaintance with the candidate

Performance

Behavior

Integrity & Honesty

Communications

Personality

Leadership skills

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Residential address verification (present/ permanent or both)

Address authentication

Family member authentication

Tenure of residence

Type of residence

Educational verification (highest qualification)

Authenticity of the course

Course duration

Year of passing

Marks/ Grade obtained

Certificate authenticity

Criminal record check

Authenticity of the candidate’s presence in the residing address

Criminal history under the police station’s jurisdiction

Identity check

Authenticity of the candidate’s Nationality

Authentication of the candidate’s real Identity

Cibil report processing

Credit history

Any negative feedback

Driving license verification

Authenticity of the driving license from RT Office

Authenticity of the year of issuance of driving license

Date of expiry/ renewal

Global database check

Candidate’s presence in Global websites

Criminal history (if any, online)

OFAC (office of foreign assets control) check

Candidate’s affiliation with any barred Organization or terrorist group / individual as

per OFAC list

Court record check

Candidate’s record in any kind of Civil / Criminal case in Court

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Compliance Management:-

What is compliance?

Statutory Compliance Management has been one of our forte for more than a decade. We

were working with over 100 clients as of 5th February, 2018 ensuring that they are compliant

with central and state specific regulations.

Transactional Compliance Management

Compliance Advisory Services

Services this approach ensures statutory compliance both from the organizational perspective

as well as from employees' perspective, safe guarding rights and interests.

What we do?

HR & Statutory Due Diligence

Statutory Benefit Administration

Statutory Advisory Services

Statutory Compliance Audit

To minimize the risk of negligent- hiring lawsuits

An indicative list of labour regulation we comply with

PF & Misc Provision Act

ESI Act

Professional Tax Act

Labour Welfare Fund

Trade License

Shops and Establishment Act

Contract Labour Regulation and Abolition Act

Payment of Bonus Act

Payment of Gratuity Act

Payment of Wages Act

Minimum Wages Act

Maternity Benefit Act

Other Labour Laws & Regulations as applicable for the establishment

Factories Act

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HRMS and Payroll Software:-

Genius PayHR is an online & offline solution for managing simplex to complex type of

payroll & HR activities. The solution offers from employee recruitment process to exit

management with online document management, biometric & GEO tracking attendance,

online leave management, training calendar, performance appraisal etc. For more info please

visit http://www.geniuspayhr.com/

Facility Management Services:-

We recently forayed into extending FMS to our clients. We provide cleaning services and

house-keeping services under our FMS vertical. Cleaning facilities include daily and

periodical cleaning services, special cleaning services and specified segment cleaning. Our

house-keeping services include housekeeping services, maintenance of guest houses,

janitorial services, vendor management, store management and providing personnel for

operation and management of pantries and office administrative support. In providing FMS

we evaluate the specific venue and client requirements, design customized packages for our

clients adhering to their timing and budgetary requirements, preparing and planning logistical

requirements and arranging for adequate equipment and providing the services in a

professional, transparent manner.

Competitive Advantage:-

Genius is among the top 7 largest staffing company in India and among the

greatest fastest growing ones. Their edges over the competitors are due to:

Technology

Infrastructures

Large networking of offices pan India

Skilled & Highly Educated Manpower

Flexibility to match the expectations of our esteemed clients

21

1.3.6 Clients:-

Accenture

TCS

TTS

Reddington

Colgate

Niveia

Toshiba

IFB Agro

Hathway

Balmer Lawrie

Idea

Airtel

Ultratech

ITC

TAJ

Linder Group

PWC

ETC.......

1.3.7 Competitors:-

Innovo source private limited

Team lease

Quess cord

Needs man power

Adecco India

Randstad India

V3 staffing

Kelly services

Alpa consulting

Aston recruitment

Robert half

Recruit

K force

Hays

GIgroup

22

1.3.8 Organizational Culture

Genius follows a very transparent & employee friendly atmosphere teamed with an ultimate

pro customer / client oriented culture. Few of the activities under Genius Employee

Programs:

61 Employee Engagement Programs & HR Practices.

Employee Rewards & Recognitions – Thematic Awards.

Long Service Award Scheme (10 Years & 15 Years) – Family Trip.

“Genius Award Nite”- Best Performer according to Divisions, Location Head,

Best Branch.

Best Presentation Award during Annual Conference.

Genius Day Celebration – 27th July (All India)

Genius Annual Picnic – All India.

Club Membership for seniors - International Club Kolkata.

Genius Employee Engagement Program (GEEP) & Genius Connect Club

(GECON).

Genius Monthly Connect Bulletin.

Christmas & New Year Eve Celebration – All India.

Thought Of The Day.

Fun at Work – Quarterly.

An Afternoon with MD.

Birthday & Marriage Anniversary Mailers to Employees – All India.

Own Your Car & Bike Scheme.

Corporate Social Responsibility

Genius proposes to undertake corporate social responsibility (“CSR”) as a sustainable

social initiative to integrate their resources with the needs of the society. To this end, Genius

have established the Genius Foundation, a trust created pursuant to a trust deed dated May

12, 2017 and the dissolution of the registered society, Grow Genius Foundation for

undertaking the CSR activities on behalf of our Company. Mr. Rajendra Prasad Yadav, our

Chairman and Managing Director, Mr. Saurabh Sett, our CFO and Mr. Prabir Kumar

Chakraborty, are the trustees of Genius Foundation.

The objects of the Genius Foundation trust are (I) supporting and promotion of

education and skill development among poor persons, (ii) promotion of education and

providing financial assistance for education, where required, (iii) increase employability and

23

encourage literacy, including by establishing schools, colleges and adult literacy centers, (iv)

providing for medical care and facilities for the poor and (v) to promote study of socio-

economic issues and work for the development of the rural and other poor towards their

educational, economic and cultural health, hygiene and environmental and related matters.

The Genius Foundation is permitted under its objects to collect and receive donations

and other subscription from various organizations or institutions and corporate as well as

make donations to governmental and non-governmental and other voluntary organizations for

undertaking welfare activities. However, activities undertaken in the normal course of

business of Genius Company, activities for the benefit of their employees and their families,

one-time events such as marathons, activities undertaken under specific labour legislations,

contributions to political parties and CSR activities undertaken outside of India by their

Company will not be considered as CSR under their CSR policy. Genius Company has

constituted the CSR Committee of their Board comprising Mr. Swapnesh Kumar (chairman),

Mr. Rajendra Prasad Yadav, Mr. Prabir Kumar Chatterjee and Mr. Mahesh Kumar

Maheshwari, for 118 recommending the amount of CSR expenditure and monitoring their

CSR activities. For further details on the constitution and terms of reference of their CSR

Committee, see “Our Management – Board of Directors – Board Committees – Corporate

Social Responsibility Committee”. During fiscals 2017, 2016 and 2015, they spent 2.64

million, 1.94 million and 1.44 million, respectively, on undertaking CSR activities.

As part of Genius CSR activities, the Genius Foundation launched ‘Project

Shiksharpan’, with the objective of reimbursing actual education expenditure incurred in

relation to children with financially weak backgrounds. Further, they have been associated

with projects undertaken by associations such as ‘Child Rights and You (CRY)’and

‘Vikramshila’ in relation to child rights and education, by making donations to such

associations.

24

1.4. STATEMENT OF THE PROBLEM:-

The problem that forms the foundational trajectory of the research on spirituality and

employee attitude in the workplace is reflected in statistics, report and studies. Many

contemporary theorists have realized that despite the postmodern references to a

deconstruction of hegemonies and a suspicion of master narratives (Howard 2002) there is

strong evidence from surveys and research that most individuals in society are in search of

spiritual certainties and job satisfaction and commitment.

If one translates these larger societal issue and concerns to the level of the individual in the

workplace and the problems of management and business, then one finds these issues

represented in aspects such as ethical scandals, pressure, and lack of compassion and love

from leaders.

This lack of spiritual and job satisfaction and commitment cohesion and a concomitant sense

of shared and unified morality can be seen fraud and corruption in business. For example,

Grant (2003) stated that fraud in big corporations such as Enron, WorldCom, Global

Crossing, and Adelphia caused the stock market crash in October 2002 and led to an

elimination of employee retirement accounts. Conner and Douglas (2005) showed that stress

can negatively affect the effectiveness of organizations by increasing the number of

absentees, turnover, and unpredictable behaviours.

While this study is aimed at contributing towards the general assessment and understanding

and relating to the general managerial population and spirituality, the present study is aimed

at a specific section of that population within a Organization. However, it is hoped that the

study of this selected population will provide results and data that may be tested against other

samples and population groups.

25

1.5. OBJECTIVES OF THE PROBLEM:-

To examine the association between Organization Commitment & Profile of the

respondents

To examine the association between Intrinsic Work Satisfaction & Profile of the

respondents

To examine the association between Workplace Spirituality & Profile of the

respondents

To examine the strength of the relationship between the workplace spirituality and the

employee attitude.

To examine the key workplace spirituality dimensions.

To measure the Levels of Organization Commitment & Intrinsic Work Satisfaction.

1.6. LIMITATIONS:-

Survey limited to southern locations only.

There was a few days delay for the data collection due to approval pending.

26

CHAPTER II

REVIEW OF LITERATURE

27

2. REVIEW OF LITERATURE:-

Bosch (2009) examined that Leaders are beginning to understand more fully the full impact

that their behavior has on others, on organizations and the sustainability of the planet. It is a

telling fact that in the literature on the issue of leadership in management has become a

central focus of concern in the nexus of contemporary management studies

Driscoll & Wiebe (2007) highlighted that several scholars who have raised concerns and

critiques of the movement in its technical form. They suggest some possibilities for moving

toward an authentic spirituality at work followed by some implications for undertaking

scholarly research on workplace spirituality that explicitly recognizes technical dominance in

spirituality.

Milliman, Czaplewski & Ferguson (2003) explained that Spirituality at work is an abstract

concept, this study attempts to provide some of the first empirical support that there is a

positive association between spirituality at work and employee job outcomes. One important

question in the field of workplace spirituality concerns the relationship of this construct with

employee work attitudes.

Wen Sheng (2012) examined that in recent years, spirituality in workplace is gradually

valued, as many leaders regard spirituality as a meaningful solution. Thus, scholars try to

construct a holistic framework to allow leaders to recognize complicated spiritual

developments in the workplace.

Hassan, Nadeem & Akhter (2016) described that Workplace Spirituality has a significantly

positive relationship with trust and trust significantly mediates the impact of workplace

spirituality on job satisfaction. In future, new dimensions should be added to workplace

spirituality there is a positive relationship between Workplace Spirituality and job satisfaction

and trust between employees would mediate the interaction of Workplace Spirituality and job

satisfaction.

28

Freshman (1999) examined that Throughout the investigation an emphasis was placed on

maintaining the multiplicity of definitions and applications of ``spirituality in the workplace''

while methodologically studying the thematic content of these expressions.

Giacalone (2004) describes that Growing interest in workplace spirituality has led to the

development of a new paradigm in organizational science.

Pradhan, kesari jena & Merino soto (2016) explained that their Exploratory factor analysis

revealed four distinct factors that constitute the new instrument of workplace spirituality:

spiritual orientation, compassion, meaningful work, and alignment of values.

Karakas (2010) explained that three different perspectives are introduced on how spirituality

benefits employees and supports organizational performance based on the extant literature: a)

Spirituality enhances employee well-being and quality of life; b) Spirituality provides

employees a sense of purpose and meaning at work; c) Spirituality provides employees a

sense of interconnectedness and community. And also introduced potential benefits and

caveats of bringing spirituality into the workplace; providing recommendations and

suggestions for practitioners to incorporate spirituality positively in organizations

Lowder (2005) examined that Developing and encouraging workplace spirituality promises

to provide several positive outcomes related to organizational performance including higher

productivity, increased job satisfaction, lower turnover rates, positive ethical values, better

attendance rates, and higher customer satisfaction. And also the sum total of all employee's

perceptions and behaviors constitute the organization’s culture. Consequently, important

managerial decisions must include variables that hinge on their employee’s emotional

intelligence, academic intelligence, and spiritual intelligence.

Dent, Higgins & Deborah (2005) explained that Most researchers couple spirituality and

religion and that most either have found, or hypothesize a correlation between spirituality and

productivity. The emergent categories offer provocative new avenues for the development of

leadership theory.

29

Rego & Cunha (2005) described that when people experience workplace spirituality, they

feel more affectively attached to their organizations, experience a sense of obligation/loyalty

towards them, and feel less instrumentally committed.

Daniel (2010) explained that the effect of Workplace Spirituality on team effectiveness is

presented. It is proposed that workplace spirituality is an element of the organizational culture

and that it has an important effect on team effectiveness. In this sense, trust, creativity and

respect are highlighted as being important attributes presented in those organizations in which

Workplace Spirituality is encouraged.

Hettiararchchi & Jayarathna (2014) explained that Job performance of the employees in

tertiary and vocational education sector is really important since that decides survival of this

sector. Also employee attitudes are related to different aspects of human life most importantly

the job he/she involved in. These attitudes are rooted in the mind of them and come out from

the behaviour of the employee.

Sen (2016) explained that there is no relationship between Job Enrichment educational

qualifications of the respondents, and there is no relationship between length of service of the

respondents, and welfare facilities, and there is no relationship between the salary of the

respondents and welfare facilities. There is a positive attitude towards the welfare facilities,

management practices and employment conditions, Welfare.

Bartel, Freeman & Ichniowski (2011) described that the determinants of employee attitudes

and the determinants of branch sales are consistent with an interpretation that workplace-

specific factors lead to better outcomes for both employees and the bank, and that these

factors are more likely to be some aspect of the branches’ internal operations rather than

some characteristic of the external market of the branch.

30

CHAPTER III

RESEARCH METHODOLOGY

31

3. RESEARCH METHODOLOGY:-

Research in common parlance refers to a search for the knowledge. According

to Redman and Moray define research as a systematized effort to gain new knowledge.

A Research Methodology is a way to solve the research problem. It may be

understood as a science of studying how research is done scientifically.

The research Methodology is to describe the research procedure. This includes

the overall research design and the data collection methods. This selection is important

because, it is hard to discuss methodology without using technical terms.

3.1 Research Design:-

“The formidable problem that follows the task of defining the research

problem is the preparation of the design of the research project, popularly known as the

“research design”

“A research design is the arrangement of condition for collection and analysis

of data in a manner that aims to combine relevance to the research purpose with economy in

procedure”.

In this study descriptive and causal research has been adopted.

3.1.1 Descriptive Research:-

“Descriptive researches are those studies, which are concerned with describing

the characteristics of a particular individual or group studies concerned with specific

production and concerns of individual group or situation deals with descriptive research

studies”.

The Research design in the present investigation is descriptive research. It

includes survey and a fact enquires of different kinds. The major purpose of descriptive

research is description of state of affairs, as it exists at present. In social science and business

research we quite use the term exposit fact to research for descriptive research studies.

A cross sectional descriptive design is used in this study. Cross-sectional

designs involve the collection of information from any given sample of population elements

only once.

32

3.1.2 Causal Research:-

Causal research is used to obtain evidence of cause-and-effect (causal) relationships.

Like descriptive research, causal research requires a planned and structured design. Although

descriptive research can determine the degree of association between variables, it is not

appropriate for examining causal relationships. Such an examination requires a causal design,

in which the causal or independent variables are manipulated in a relatively controlled

environment.

This empirical research in this study attempted to measure the relationship between

Workplace Spirituality, Organizational Commitment and Intrinsic Work Satisfaction.

3.2 Sampling:-

Sampling is selecting some of the elements in a population; through which we draw

conclusions about the entire population.

Sample method:-

The sample were taken in the method of Non-proportional stratified sampling means the

proportion of sample within each subgroup does not reflect the proportions in the sampling

frame. And also with the Simple Random Sampling method means a sampling procedure

ensuring that each element in the population will have an equal chance of being included in

the sample.

3.3 Sources of Data

The task of collecting data begins after a research problem has been defined and plan

is chalked out. This study pertains to collection of data from primary sources.

3.4 Data Collection Methods:-

For the data collection process two methods were taken,

Primary Data.

Secondary Data.

33

Primary Data:-

Primary data required for the study was collected by administering the

questionnaire by collecting the responses from the Employees.

Secondary Data:-

Secondary data was collected from Company Profile, Websites, Journals,

Magazines and Books.

3.5 Methods of Data Analysis:-

Questionnaire Design

Designing and implementing the questionnaire is one of the most interesting and

challenging tasks of conducting research and analysis. This questionnaire has revealed the

importance of the Research.

Questionnaire

This method of data collection is quiet popular particularly in case of big enquiries.

This is used by research workers, private and public organizations and even by government.

In this method, a questionnaire is sent to the persons concerned with the request to answer the

questions and return the questionnaire. A questionnaire consists of number of questions

printed or typed in a definite order on a form.

In this study, Structured Questions were used. Structured questions means, ask

respondents to select an answer from a given set of choices.

The researcher has used questionnaire for the following purposes

To identify the influence of demographic profile over Workplace Spirituality &

Employee Attitude

To examine the relationship between the Workplace Spirituality & Employee

Attitude.

34

Online or web survey Method were used for the data collection process where these surveys

are administered over the Internet using interactive forms. Respondents may receive an

electronic mail request for participation in the survey with a link to an online website where

the survey may be completed.

The questionnaire were divided into three sections they were,

Demographic Profile

Job Related Profile

Study Variables

In Demographic Profile and Job Related profile Nominal data were used, Nominal data

means the most basic or lowest level of measurement, in which the numbers assigned to each

category serve only as labels or tags for identifying and classifying objects.

In Dimensions section Likert scale questions were used, which has strongly agree (Rating –

5), Agree (Rating – 4), Neither Agree or Disagree (Rating – 3), Disagree (Rating – 2),

strongly disagree (Rating – 1).

Six Study Variables were taken for the analysis, they are

Meaningfulness

Compassion

Mindfulness

Transcendence

Organization Commitment

Intrinsic Work Satisfaction

Meaningfulness, Compassion, Mindfulness, Transcendence are the dimensions of Workplace

Spirituality.

Organization Commitment and Intrinsic Work Satisfaction are the dimensions of Employee

Attitude.

Meaningfulness:-

Meaningful work is defined as one’s experience that his/her work is a significant and

meaningful part to his/her life. Employee must perceive his/her work to be meaningful and

worthwhile in terms of the values uphold by him/her. Sheep (2006) definition of “meaning in

work” is about seeking answers to fundamental questions like the purpose of work, looking at

work as part of grand and supreme design etc. Kinjerski and Skrypnek (2004) refer to

35

meaning in work as engaging work that has higher purpose. In a study conducted by Learner

(1996) people want their day-to-day jobs to be part of larger purpose in life.

Compassion:-

Compassion is a kind of empathic concern or a felt relation with the other; and it is

action oriented for lessening or relieving others suffering. Compassion literally means “to

suffer together.” Among emotion researchers, it is defined as the feeling that arises when you

are confronted with another’s suffering and feel motivated to relieve that suffering.

Compassion is not the same as empathy or altruism, though the concepts are related.

While empathy refers more generally to our ability to take the perspective of and feel the

emotions of another person, compassion is when those feelings and thoughts include the

desire to help. Altruism, in turn, is the kind, selfless behaviour often prompted by feelings of

compassion, though one can feel compassion without acting on it, and altruism isn’t always

motivated by compassion.

Transcendence:-

Transcendence is a positive personality trait that involves the expansion of personal

boundaries, including, potentially, experiencing spiritual ideas such as considering oneself an

integral part of the universe.

Mindfulness:-

Mindfulness is defined as a state of inner consciousness in which one is aware of

one’s thoughts and actions moment by moment. Mindfulness is about a person’s mind being

present, not wandering with past, future thoughts or other distractions. It is important to note

that mindfulness is about acting with awareness; therefore, it stands in contrast to notions of

“automatic pilot,” acting without awareness.

Organization Commitment:-

Organizational commitment is strongly related to reduce turnover. Organization

commitment has been defined as a condition in which an individual feels a bond with their

organization and wishes to maintain membership in the organization.

Intrinsic Work Satisfaction:-

Intrinsic job satisfaction involves an individual’s attitudes toward elements related to work

such as achievement, responsibility, advancement, and growth. Although their absence was

not necessarily dissatisfying, when present, they could be a motivational force (Herzberg et

al., 1959; Herzberg, 1966).

36

3.6 Statistical Tools Used For the Study:-

The collected data was tabulated and analyzed using the following statistical tools:

Percentage Analysis.

Mean Ranking

Analysis Of Variance (ANOVA) Sample Test Method

Regression

Percentage analysis:-

In this method frequency of various criteria factor are tabulated and the

percentage of each value with respect to the total are found out. They are presented pictorially

by graph in order to have better understanding.

Percentage of respondents = No. of respondents

× 100

Total no. of respondents

Mean Ranking:-

The important factors explaining reasons or study variables of the present

study area were analyzed with mean rank. The mean score of the each factor were computed

based on the summated score of particular dimension variables and then these variables were

ranked on the basis of their mean scores.

Analysis of variance (ANOVA):-

Analysis of variance (abbreviated as ANOVA) is an extremely useful

technique concerning researches in the fields of economics, biology, education, psychology,

sociology, and business/industry and in researches of several other disciplines. This technique

is used when multiple sample cases are involved. As stated earlier, the significance of the

difference between the means of two samples can be judged through either z-test or the t-test,

but the difficulty arises when we happen to examine the significant of the difference amongst

more than two sample means at the same time.

37

Multiple regressions:-

Multiple linear regression analysis was done to examine the strength of the relationship

between multiple Independent Variables and a single Dependent Variable. Beta coefficient

had been used to examine the expected change in the Dependent Variable due to the change

in one unit of the Independent Variables; R² coefficient had been used to investigate the

strength that the Independent Variables can explain the Dependent Variable. The

predictors are stronger when the R² value is nearer to 1.

3.6.1 Formulated Hypothesis:-

Protrude for deciding if a null hypothesis should be accepted or rejected in

favor of an alternate hypothesis. A statistic is computed from a survey or test result and is

analyzed to determine if it falls within a preset acceptance region. If it does, the null

hypothesis is accepted otherwise rejected.

Null Hypothesis :( H0)

H0 - There is no significant mean difference among the profile of the respondents with

respect to Organization Commitment.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Intrinsic Work Satisfaction.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Meaningful Work.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Compassion.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Mindfulness.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Transcendence.

H0= There is no significant influence of Workplace Spirituality Dimensions on Organization

Commitment

38

H0= There is no significant influence of Workplace Spirituality Dimensions on Intrinsic

Work Satisfaction.

3.7 Research Plan:-

Table 3.1

Research Plan

Characteristics Elements

Data source Primary, Secondary

Research Approach Survey method

Research Instrument Questionnaire

Questionnaire Survey Type Online or Web Survey Method

Research Method Descriptive research, Causal Research

Response collection tool Google Forms

Contact method Mail

Sampling Unit Employees of Genius Consultant Ltd

Sample Method Non-proportional stratified sampling Method &

Simple Random Sampling method

Statistical tool used Frequency distribution, Mean Ranking, Analysis Of

Variance (ANOVA), Regression

Sample size 132

Time 3 months

39

CHAPTER IV

STATISTICAL DATA ANALYSIS AND

INTERPRETATION

40

4. STATISTICAL DATA ANALYSIS & INTERPRETATION:-

An in-depth analysis and a relevant interpretation of data play a key role in the research

process. The aim of the data analysis is to organize, compile and summarize the raw data with

suitable interpretation in order to answer the formulated objectives and hypotheses.

Interpretations were made to get the meaningful inferences. In this chapter an in-depth

analysis of the collected data has been carried out as per the stated objectives.

For this data Analysis & Interpretation Standard Statistical Package for Social

Sciences (SPSS) version 21.0 software was used for analyzing the data. SPSS 21.0 is

valuable versatile software that provides descriptive analysis for each variable on the scale

and inferential statistics for measuring associations and relationships.

4.1 Descriptive analysis:-

Descriptive analysis is used to summarize and describe data. Descriptive statistics enables us

to present the data in a more meaningful way.

Ways of Describing Data used through:-

Frequency distribution

Mean Ranking

4.1.1 Frequency distribution of respondents’ Demographic profile:-

The questionnaire gathered data pertaining to the demographic profile of the

respondents which included Age, Gender, Marital Status, Experience in Genius Consultant

Ltd, Educational Qualification, Position in Organisation, Departments & Working Hours per

Day.

Descriptive analysis, including analysis of frequency and percentage of data value for

each of the aspects was used to describe the demographic profile of the respondents.

One of the key objective of this purpose was to understand the respondent’s

demographic profile, also an analysis was undertaken to determine the individual differences

in the perceived Employee Attitude & Workplace Spirituality. The demographic

characteristics of the sample respondents are presented in the following section.

41

24.2%

68.2%

7.6%

Less than 25

26 – 35

Above 35

Age Wise Classification of the Respondents:-

People belonging to different age category usually differ in their lifestyle. Often they

have different set of preferences and requirements. Hence, they may have different

considerations in their mind and also it may influence their Attitude & Workplace Spirituality.

The distribution of the respondents on the basis of their age is presented in Table 4.1.

Table 4.1

Distribution of the Respondents Based On Age

It is inferred from the analysis of the age wise classification of the sample respondents

that 68.2% i.e., 90 respondents are in the age group of 26 – 35 years. The respondents in the

age group of less than 25 years are 32 in number constituting 24.2%. The respondents in the

age group of above 35 years are 10 in number constituting 7.6%. Therefore the age group of

26 – 35 years was more in this sample respondent. The information about the same is

presented in graph 4.1

Figure 4.1

Distribution of the Respondents Based On Age

S.No Age-Wise Classification Frequency Percent (%)

1 Less than 25 32 24.2

2 26 – 35 90 68.2

3 Above 35 10 7.6

Total 132 100.0

42

Male74.2%

Female25.8%

Gender Wise Classification of the Respondents:-

In Research and Behavioral studies gender is used is used as one of the key

segmentation and study variable. The sample respondents were asked to indicate their gender

in the interview schedule. Table 4.2 reflects the Gender wise classification of the respondents.

Table 4.2

Distribution of the Respondents Based On Gender

The gender wise analysis of the data of respondents reveals that out of the total of 132

sample respondents 98 Respondents that accounts for 74.2% of the sample size are male and

34 respondents i.e. 25.8% are female. Therefore Male respondents are more in this sample

respondent. The information about the same is presented in figure 4.2.

Figure 4.2

Distribution of the Respondents Based On Gender

S.No Gender-Wise Classification Frequency Percent (%)

1 Male 98 74.2

2 Female 34 25.8

Total 132 100.0

43

0

10

20

30

40

50

60

70

Single Married

32.6 %

67.4 %

Marital Status Wise Classification of the Respondents:-

The Marital status plays a vital role in the family context. The responsibilities of a person are

augmented based on their marital status. There would be clear discrimination between the

married and the unmarried persons towards their socio, economic and family commitment

towards their Attitude & Workplace Spirituality. Table 4.3 shows the marital status of the

respondents.

Table 4.3

Distribution of the Respondents Based On Marital Status

It is clear from Table 4.3 that the marital status of the respondents has been

classified into two groups: single and married. Out of the 132 respondents, majority

89(67.4%) respondent’s fall into the category of Married and 43 (32.6%) respondents in the

category of Single. Therefore Married respondents are more in this sample respondent. Figure

4.3 illustrates the distribution of respondents based on their marital status.

Figure 4.3

Distribution of the Respondents Based On Marital Status

S.No Marital Status - Wise

Classification

Frequency Percent (%)

1 Single 43 32.6

2 Married 89 67.4

Total 132 100.0

44

0 20 40 60 80 100

UG

PG

17.4 %

82.6 %

Educational Qualification Wise Classification of the Respondents:-

Education is a socio-psychological attribute which makes an individual intellectually, socially

and economically viable one .Education has a great impact on the economic life of the

people. It makes the citizen very responsible in their business & work activities. Education

creates better understanding of work and thereby increases the productivity. Table 4.4

presents the educational level of the respondents.

Table 4.4

Distribution of the Respondents Based On Educational Qualification

Table 4.4 depicts that 82.6% of the respondents are Post Graduates of

educational qualification, 17.4% are Under Graduates. Therefore Post Graduates respondents

are more in this sample respondent. The same information is presented in Figure 4.4.

Figure 4.4

Distribution of the Respondents Based On Educational Qualification

S.No Educational Qualification -

Wise Classification

Frequency Percent (%)

1 UG 23 17.4

2 PG 109 82.6

Total 132 100.0

45

0

5

10

15

20

25

30

Upto 3 years 3-6 years 6-9 years More than 9years

29.5 % 27.3 % 28 %

15.2 %

Experience Wise Classification of the Respondents:-

Experience has a great impact on their career growth. Here Experience in the

Genius Consultant Were taken to analysis whether there is an impact on their Attitude and

Workplace Spirituality.

Table 4.5

Distribution of the Respondents Based On Experience

It is inferred from the analysis of the Experience wise classification of the sample

respondents that 29.5% i.e., 39 respondents has less than 3 years experience. The respondents

those are having 6 – 9 years experience are 37 in number constituting 28%. The respondents

those are having 3 – 6 years experience are 36 in number constituting 27.3%. The

respondents those are having above 9 years experience are 20 in number constituting 15.2%.

Therefore those who are having less than 3 years experience are more in this sample

respondent. The information about the same is presented in graph 4.5

Figure 4.5

Distribution of the Respondents Based On Experience

S.No Experience - Wise

Classification

Frequency Percent (%)

1 Less than 3 years 39 29.5

2 3 – 6 years 36 27.3

3 6 – 9 years 37 28.0

4 Above 9 years 20 15.2

Total 132 100.0

46

010

20

30

40

50

60

70

ExecutivesSenior

Executive DivisionalHead Location

Head

60.6 %

21.2 %

15.2 %

3 %

Position in Organization Wise Classification of the Respondents:-

Position in Organization has a great impact on each and every person’s career

growth. Here Position Were taken to analysis whether there is an impact on their Attitude and

Workplace Spirituality.

Table 4.6

Distribution of the Respondents Based On Position in Organization

It is clear from Table 4.6 Out of the 132 respondents, majority 80(60.6%)

respondent’s fall into the category of Executives, 28 (21.2%) respondents in the category of

Senior Executives, 20 (15.2%) respondents in the category of Divisional Head, 4 (3.0%)

respondents in the category of Location Head. Therefore Executives respondents are more in

this sample respondent. Figure 4.6 illustrates the distribution of respondents based on their

Position in the Organization.

Figure 4.6

Distribution of the Respondents Based On Position in Organization

S.No Position - Wise

Classification

Frequency Percent (%)

1 Executives 80 60.6

2 Senior Executives 28 21.2

3 Divisional Head 20 15.2

4 Location Head 4 3.0

Total 132 100.0

47

Department Wise Classification of the Respondents:-

Each and every Department has individual job description and daily activities. In this

Descriptive analysis, including analysis of frequency and percentage of data value for this

aspect is shown below,

Table 4.7

Distribution of the Respondents Based On Department

S.No Department - Wise

Classification

Frequency Percent (%)

1 Permanent Staffing 14 10.6

2 FLEXI Staffing Solution &

Payroll

38 28.8

3 Background Check &

Verification

10 7.6

4 Compliance Management 11 8.3

5 Recruitment Service 13 9.8

6 Facility Management Service 27 20.5

7 Business Development 15 11.4

8 Head of all Departments 4 3.0

Total 132 100.0

48

0

5

10

15

20

25

30

PermanentStaffing

FLEXI StaffingSolution &

Payroll

BackgroundCheck &

Verification

ComplianceManagement

RecruitmentService

FacilityManagement

Service

BusinessDevelopment

Head Of AllDepartments

10.6 %

28.8 %

7.6 % 8.3 %9.8 %

20.5 %

11.4 %

3 %

It is clear from Table 4.7 Out of the 132 respondents, majority 38(28.8%) respondent’s fall

into the FLEXI Staffing Solution & Payroll and minority 4 (3.0%) respondents in the Head of

all Departments. Therefore FLEXI Staffing Solution & Payroll respondents are more in this

sample respondent. Figure 4.7 illustrates the distribution of respondents based on their

Department.

Figure 4.7

Distribution of the Respondents Based On Department

Working Hours Per Day Wise Classification of the Respondents:-

This working hour per day measures to know how many Hours does employees were

working per day.

Table 4.8

Distribution of the Respondents Based On Working Hours per Day

S.No Working Hours Per Day -

Wise Classification

Frequency Percent (%)

1 8 Hours 43 32.6

2 8 Hours and Above 89 67.4

Total 132 100.0

49

8 Hours32.6%

8 Hours and above

67.4%

Table 4.8 depicts that 67.4% of the respondents are Working 8 Hrs and above per day,

32.6% were working exactly 8 Hours per day. This difference was due to the different

departments, different work activity, etc… Therefore most of the employees were working

above 8 Hours per day. The same information is presented in Figure 4.8.

Figure 4.8

Distribution of the Respondents Based On Working Hours per Day

Level of Organization Commitment among the Respondents:-

This frequency analysis is to measure the level of the Organization Commitment

among the Respondents in an organization.

In order to calculate the level at Organization Commitment the mean and Standard

Deviation of summated score of Organization Commitment were taken, where mean =

4.2781, Standard Deviation = 0.4542. Then the values greater than mean + Standard

Deviation were considered as high level of Organization Commitment, the values below

Mean – Standard Deviation were considered as Low level of Organization Commitment and

the values in between were considered to be Moderate level of Organization Commitment.

Table 4.9

Level of Organization Commitment

S.No Level Of Organization

Commitment

Frequency Percent (&)

1 High Level 23 17.4

2 Moderate Level 101 76.5

3 Low Level 8 6.1

Total 132 100

50

0

20

40

60

80

High LevelModerate Level

Low Level

17.4 %

76.5 %

6.1 %

Table 4.9 depicts that 76.5% of the respondents are having moderate Level of

Organization Commitment followed by 17.4% are at High Level & 6.1% are at Low Level of

Organization Commitment. The same information is presented in Figure 4.9.

Figure 4.9

Level of Organization Commitment

Level of Intrinsic Work Satisfaction among the Respondents:-

This frequency analysis is to measure the level of the Intrinsic Work Satisfaction

among the Respondents in an organization.

In order to calculate the level at Intrinsic Work Satisfaction the mean and Standard

Deviation of summated score of Intrinsic Work Satisfaction were taken, where Mean =

4.2399, Standard Deviation = 0.4573. Then the values greater than mean + Standard

Deviation were considered as high level of Intrinsic Work Satisfaction, the values below

Mean – Standard Deviation were considered as Low level of Intrinsic Work Satisfaction and

the values in between were considered to be Moderate level of Intrinsic Work Satisfaction..

51

High Level

Moderate Level

Low Level

020

4060

80

16.7 %

72.7 %

10.6 %

Table 4.10

Level of Intrinsic Work Satisfaction

S.No Level Of Intrinsic Work

Satisfaction

Frequency Percent (&)

1 High Level 22 16.7

2 Moderate Level 96 72.7

3 Low Level 14 10.6

Total 132 100

Table 4.10 depicts that 72.7% (96 respondents) are having moderate Level of

Organization Commitment followed by 16.7% (22 respondents) are at High Level & 14%

(10.6 respondents) are at Low Level of Organization Commitment. The same information is

presented in Figure 4.10.

Figure 4.10

Level of Intrinsic Work Satisfaction

52

3.6

3.8

4

4.2

4.4

Meaningful WorkCompassion

TranscendenceMindfulness

4.3303

4.2614

4.1843

3.8958

4.1.2 Mean Ranking of Factors influencing the Workplace Spirituality dimensions:-

The important factors explaining reasons or study variables of the present study area were

analyzed with mean rank. The mean score of the each factor were computed based on the

summated score of particular dimension variables and then these variables were ranked on

the basis of their mean scores. The results are presented in Table 4.11

Table 4.11

Mean Ranking of Factors influencing Workplace Spirituality

S.No Factors Mean Score SD Rank

1 Meaningful Work 4.3303 0.3607 I

2 Compassion 4.2614 0.5349 II

3 Transcendence 4.1843 0.5016 III

4 Mindfulness 3.8958 0.8220 IV

Table 4.11 shows that among the Four factors of Workplace Spirituality, “Meaningful

Work” secured the first rank with the highest mean score (M= 4.3303), followed by

Compassion (M=4.2614), Transcendence (M=4.1843), and Mindfulness (M=3.895). So

Meaningful Work majorly influences the Workplace Spirituality in an Organization.

Figure 4.11

Mean Ranking of Factors influencing Workplace Spirituality

53

Interpretation for Descriptive Statistical:-

Table 4.12

Interpretation for Descriptive Statistical Report

Categories Majority Respondents

Age 26 – 35 Years

Gender Male

Marital Status Married

Educational Qualification PG

Experience in Genius Consultant Ltd Less than 3 Years

Position in Organization Executives

Department FLEXI Staffing Solution & Payroll

Working Hours per Day 8 Hours and Above

Level of Organization Commitment Moderate Level

Level of Intrinsic Work Satisfaction Moderate Level

Mean Ranking Meaningful Work

54

4.2 Inferential Analysis:-

Inferential statistics use a random sample of data taken from a population to describe

and make inferences about the population. It refers to the statistical testing of hypotheses.

Appropriate statistical technique used were,

One way ANOVA (Test of Differences – Parametric)

Regression (Test of Relationship)

4.2.1 One way ANOVA:-

This section discusses the preliminary data analysis: checking normality, reliability,

exploratory and confirmatory factor analysis followed by inferential statistics. In this part of

research to measure the mean difference, association and relationship among the study

variables advanced tools like ANOVA, Regression and multiple choices were used.

Throughout the analysis process, significance tests were used to decide whether to

accept or reject the hypotheses concerning the sample data that have been collected (Harris,

1998). The confidence level was taken as 95% (or 5% level of significance).

Comparison of study variables and Profile of the respondents

This section discusses the ANOVA (F-test) conducted to test the various hypotheses

undertaken for the study. The ANOVA tests have been used to examine the hypothesis that

the mean value of the study variables “Workplace Spirituality Dimensions”, “Organization

Commitment” and “Intrinsic Work Satisfaction”, do not vary significantly across the

Demographic and job related profile of the respondents.

Comparison of Organization Commitment and Profile of the Respondents

In order to assess how far the mean score of Organization Commitment

varies between the personal profiles of the sample respondents a one-way analysis of

variance has been used. The resultant ‘F’ statistics are illustrated in Table 4.13.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Organization Commitment.

55

Table 4.13

ANOVA between Organization Commitment and Profile of the Respondents

Profile

Category

Dependent variable – Organization Commitment

Mean SD F

statistics

Significa

nce (5%)

Hypothesis

Age

Less than 25 4.2366 0.521

0.412

0.663

Accepted 26 – 35 4.2810 0.439

Above 35 4.3857 0.369

Gender

Male 4.3032 0.433

1.160

0.283

Accepted Female 4.2059 0.509

Marital

Status

Married 4.2326 0.410

0.640

0.425

Accepted

Single 4.3002 0.474

Educational

Qualificatio

n

Under Graduate 4.1429 0.561

2.498

0.116

Accepted

Post Graduate 4.3067 0.425

Experience

Below 3 Years 4.2491 0.539

1.356

0.259

Accepted 3 – 6 Years 4.3095 0.468

6 – 9 Years 4.1931 0.338

More than 9 Years 4.4357 0.418

56

Profile

Category

Dependent variable – Organization Commitment

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Position In

Organizatio

n

Executives 4.2732 0.446

0.767

0.515

Accepted

Senior Executives 4.2398 0.558

Divisional Head 4.2857 0.321

Location Head 4.6071 0.393

Department

Permanent Staffing 4.2041 0.357

1.385

0.217

Accepted

Flexi Staffing solution

& Payroll 4.3383 0.404

Background Check &

Verification 4.2286 0.477

Compliance Management

4.3636 0.453

Recruitment service 4.2418 0.658

Facility Management

Service 4.1005 0.446

Business Development 4.4286 0.414

Head of all the

Department 4.6071 0.393

Working

Hours Per

Day

8 Hours 4.1462 0.475

5.569

0.020

Rejected

8 Hours and Above 4.3419 0.432

57

ANOVA Test Results for Organization Commitment:-

According to the ANOVA Table 4.13 No significant mean differences among Age

(F=0.412, P > 0.05), Gender (F= 1.160, P > 0.05), Marital status (F= 0.640, P > 0.05),

Educational Qualification (F= 2.498, P > 0.05), Experience (F= 1.356, P > 0.05), Position in

Organization (F= 0.767, P > 0.05), Department (F= 1.385, P > 0.05), were found with regard

to the “Organization Commitment”. And the result reveals that there is a significant mean

difference among Working Hours per Day (F= 5.569, P < 0.05) with regard to the

“Organization Commitment”.

On comparing the respondents mean value of Organization Commitment, those who are of

Working for 8 Hours and Above per day (M = 4.3419) have a higher mean score.

Comparison of Intrinsic Work Satisfaction and Profile of the Respondents

In order to assess how far the mean score of Intrinsic Work

Satisfaction varies between the personal profiles of the sample respondents a one-way

analysis of variance has been used. The resultant ‘F’ statistics are illustrated in Table 4.14.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Intrinsic Work Satisfaction.

58

Table 4.14

ANOVA between Intrinsic Work Satisfaction and Profile of the Respondents

Profile

Category

Dependent variable – Intrinsic Work Satisfaction

Mean SD F

statistics

Significa

nce (5%)

Hypothesis

Age

Less than 25 4.2188 0.505

0.424

0.655

Accepted 26 – 35 4.2333 0.445

Above 35 4.3667 0.428

Gender

Male 4.2245 0.456

0.430

0.513

Accepted

Female 4.2843 0.465

Marital

Status

Married 4.1860 0.489

0.883

0.349

Accepted

Single 4.2659 0.441

Educational

Qualificatio

n

Under Graduate 4.2029 0.479

0.181

0.671

Accepted

Post Graduate 4.2477 0.454

Experience

Below 3 Years 4.2222 0.497

2.140

0.098

Accepted 3 – 6 Years 4.1204 0.437

6 – 9 Years 4.2703 0.436

More than 9 Years 4.4333 0.406

59

Profile

Category

Dependent variable – Intrinsic Work Satisfaction

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Position In

Organizatio

n

Executives 4.2333 0.435

2.154

0.097

Accepted

Senior Executives 4.1190 0.506

Divisional Head 4.4500 0.449

Location Head 4.1667 0.333

Department

Permanent Staffing 4.3810 0.450

1.626

0.134

Accepted

Flexi Staffing solution

& Payroll 4.3333 0.417

Background Check &

Verification 4.0000 0.351

Compliance

Management 4.4242 0.424

Recruitment service 4.0256 0.659

Facility Management

Service 4.1728 0.374

Business Development 4.2222 0.529

Head of all the

Department 4.1667 0.333

Working

Hours Per

Day

8 Hours 4.2403 0.473

0.000

0.994

Accepted

8 Hours and Above 4.2397 0.452

60

ANOVA Test Results for Intrinsic Work Satisfaction:-

According to the ANOVA Table 4.14 No significant mean differences among Age

(F=0.424, P > 0.05), Gender (F= 0.430, P > 0.05), Marital status (F= 0.883, P > 0.05),

Educational Qualification (F= 0.181, P > 0.05), Experience (F=2.140 , P > 0.05), Position in

Organization (F= 2.154, P > 0.05), Department (F= 1.626, P > 0.05), Working Hours per Day

(F= 0.000, P > 0.05), were found with regard to the “Intrinsic Work Satisfaction”.

Comparison of Meaningful Work and Profile of the Respondents

In order to assess how far the mean score of Meaningful Work varies

between the personal profiles of the sample respondents a one-way analysis of variance has

been used. The resultant ‘F’ statistics are illustrated in Table 4.15.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Meaningful Work.

61

Table 4.15

ANOVA between Meaningful Work and Profile of the Respondents

Profile

Category

Dependent variable – Meaningful Work

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Age

Less than 25 4.4000 0.359

0.830

0.438

Accepted 26 – 35 4.3044 0.372

Above 35 4.3400 0.231

Gender

Male 4.3224 0.354

0.179

0.673

Accepted Female 4.3529 0.381

Marital

Status

Married 4.3581 0.347

0.378

0.540

Accepted

Single 4.3169 0.367

Educational

Qualificatio

n

Under Graduate 4.3130 0.370

0.063

0.802

Accepted

Post Graduate 4.3339 0.360

Experience

Below 3 Years 4.4103 0.337

3.530

0.017

Rejected

3 – 6 Years 4.1722 0.287

6 – 9 Years 4.3568 0.421

More than 9 Years 4.4100 0.333

62

Profile

Category

Dependent variable – Meaningful Work

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Position In

Organizatio

n

Executives 4.3450 0.335

0.312

0.817

Accepted

Senior Executives 4.2714 0.478

Divisional Head 4.3500 0.289

Location Head 4.3500 0.300

Department

Permanent Staffing 4.3714 0.428

1.117

0.357

Accepted

Flexi Staffing solution

& Payroll 4.4053 0.330

Background Check &

Verification 4.3200 0.252

Compliance

Management 4.2909 0.372

Recruitment service 4.1385 0.403

Facility Management

Service 4.2593 0.322

Business Development 4.4267 0.439

Head of all the

Department 4.3500 0.300

Working

Hours Per

Day

8 Hours 4.3302 0.346

0.000

0.999

Accepted

8 Hours and Above 4.3303 0.369

63

ANOVA Test Results for Meaningful Work:-

According to the ANOVA Table 4.15 No significant mean differences among Age

(F=0.830, P > 0.05), Gender (F= 0.179, P > 0.05), Marital status (F= 0.378, P > 0.05),

Educational Qualification (F= 0.063, P > 0.05), Position in Organization (F= 0.312, P >

0.05), Department (F= 1.117, P > 0.05), Working Hours per Day (F= 0.000, P > 0.05), were

found with regard to the “Meaningful Work”. And the result reveals that there is a significant

mean difference among Experience (F= 3.530, P < 0.05) with regard to the “Meaningful

Work”.

On comparing the respondents mean value of Meaningful Work, those who are of

Experience below 3 years (M = 4.4103) have a higher mean score.

Comparison of Compassion and Profile of the Respondents

In order to assess how far the mean score of Compassion varies

between the personal profiles of the sample respondents a one-way analysis of variance has

been used. The resultant ‘F’ statistics are illustrated in Table 4.16.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Compassion.

64

Table 4.16

ANOVA between Compassion and Profile of the Respondents

Profile

Category

Dependent variable – Compassion

Mean SD F

statistics

Significa

nce (5%)

Hypothesis

Age

Less than 25 4.2031 0.670

0.287

0.751

Accepted 26 – 35 4.2750 0.495

Above 35 4.3250 0.409

Gender

Male 4.2959 0.468

1.595

0.209

Accepted

Female 4.1618 0.690

Marital

Status

Married 4.2151 0.618

0.475

0.492

Accepted

Single 4.2837 0.491

Educational

Qualificatio

n

Under Graduate 4.4565 0.557

3.786

0.054

Accepted

Post Graduate 4.2202 0.523

Experience

Below 3 Years 4.2244 0.663

0.149

0.930

Accepted 3 – 6 Years 4.2847 0.489

6 – 9 Years 4.2500 0.467

More than 9 Years 4.3125 0.479

65

Profile

Category

Dependent variable – Compassion

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Position In

Organizatio

n

Executives 4.2594 0.574

0.390

0.760

Accepted

Senior Executives 4.2321 0.485

Divisional Head 4.3500 0.496

Location Head 4.0625 0.125

Department

Permanent Staffing 3.9107 0.794

1.329

0.242

Accepted

Flexi Staffing solution

& Payroll 4.2895 0.409

Background Check &

Verification 4.1500 0.579

Compliance

Management 4.2955 0.650

Recruitment service 4.4038 0.495

Facility Management

Service 4.3333 0.537

Business Development 4.3667 0.441

Head of all the

Department 4.0625 0.125

Working

Hours Per

Day

8 Hours 4.2093 0.538

0.602

0.439

Accepted

8 Hours and Above 4.2865 0.539

66

ANOVA Test Results for Compassion:-

According to the ANOVA Table 4.16 insignificant mean differences among Age

(F=0.287, P > 0.05), Gender (F= 1.595, P > 0.05), Marital status (F= 0.475, P > 0.05),

Educational Qualification (F= 3.786, P > 0.05), Experience (F=0.149 , P > 0.05), Position in

Organization (F= 0.390, P > 0.05), Department (F= 1.329, P > 0.05), Working Hours per Day

(F= 0.602, P > 0.05), were found with regard to the “Compassion”.

Comparison of Mindfulness and Profile of the Respondents

In order to assess how far the mean score of Mindfulness varies

between the personal profiles of the sample respondents a one-way analysis of variance has

been used. The resultant ‘F’ statistics are illustrated in Table 4.17.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Mindfulness.

67

Table 4.17

ANOVA between Mindfulness and Profile of the Respondents

Profile

Category

Dependent variable – Mindfulness

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Age

Less than 25 4.1641 0.717

5.460

0.005

Rejected 26 – 35 3.7444 0.850

Above 35 4.4000 0.376

Gender

Male 3.8316 0.828

2.345

0.128

Accepted

Female 4.0809 0.785

Marital

Status

Married 4.0058 0.789

1.143

0.287

Accepted

Single 3.8427 0.836

Educational

Qualificatio

n

Under Graduate 3.7935 1.070

0.430

0.513

Accepted

Post Graduate 3.9174 0.763

Experience

Below 3 Years 3.9551 0.893

0.339

0.797

Accepted 3 – 6 Years 3.9097 0.851

6 – 9 Years 3.7838 0.770

More than 9 Years 3.9625 0.749

68

Profile

Category

Dependent variable – Mindfulness

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Position In

Organizatio

n

Executives 3.9031 0.786

0.717

0.544

Accepted

Senior Executives 3.7500 0.876

Divisional Head 3.9875 0.940

Location Head 4.3125 0.473

Department

Permanent Staffing 3.7679 0.723

1.086

0.376

Accepted

Flexi Staffing solution

& Payroll 3.8289 0.856

Background Check &

Verification 3.6250 0.679

Compliance

Management 4.1364 0.528

Recruitment service 4.2115 0.727

Facility Management

Service 3.7315 0.999

Business Development 4.1000 0.822

Head of all the

Department 4.3125 0.473

Working

Hours Per

Day

8 Hours 3.9535 0.831

0.312

0.577

Accepted

8 Hours and Above 3.8680 0.820

69

ANOVA Test Results for Mindfulness:-

According to the ANOVA Table 4.17 No significant mean differences among, Gender

(F= 2.345 , P > 0.05), Marital status (F= 1.143, P > 0.05), Educational Qualification (F=

0.430, P > 0.05), Experience (F=0.339, P > 0.05), Position in Organization (F= 0.717, P >

0.05), Department (F= 1.086, P > 0.05), Working Hours per Day (F= 0.312, P > 0.05), were

found with regard to the “Mindfulness”. There is a Significant mean difference among Age of

the respondents (F= 5.460, P < 0.05) with regard to the “Mindfulness”.

On comparing the respondents mean value of Mindfulness, those who are of Age above 35

Years (M = 4.4000) have a higher mean score.

Comparison of Transcendence and Profile of the Respondents

In order to assess how far the mean score of Transcendence varies

between the personal profiles of the sample respondents a one-way analysis of variance has

been used. The resultant ‘F’ statistics are illustrated in Table 4.18.

H0 - There is no significant mean difference among the profile of the respondents with

respect to Transcendence.

70

Table 4.18

ANOVA between Transcendence and Profile of the Respondents

Profile

Category

Dependent variable – Transcendence

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Age

Less than 25 4.1667 0.515

1.736

0.180

Accepted 26 – 35 4.1593 0.497

Above 35 4.4667 0.449

Gender

Male 4.1293 0.503

4.720

0.032

Rejected

Female 4.3431 0.467

Marital

Status

Married 4.1473 0.500

0.346

0.557

Accepted

Single 4.2022 0.504

Educational

Qualificatio

n

Under Graduate 4.2174 0.467

0.120

0.729

Accepted

Post Graduate 4.1774 0.510

Experience

Below 3 Years 4.1453 0.517

0.463

0.708

Accepted 3 – 6 Years 4.1574 0.425

6 – 9 Years 4.1892 0.535

More than 9 Years 4.3000 0.550

71

Profile

Category

Dependent variable – Transcendence

Mean SD F

statist

ics

Significance

(5%)

Hypothesis

Position In

Organizatio

n

Executives 4.2375 0.483

6.846

0.000

Rejected

Senior Executives 3.8690 0.515

Divisional Head 4.3000 0.357

Location Head 4.7500 0.319

Department

Permanent Staffing 4.3571 0.479

2.509

0.019

Rejected

Flexi Staffing solution

& Payroll 4.2105 0.448

Background Check &

Verification 3.8333 0.671

Compliance

Management 4.0606 0.512

Recruitment service 4.2308 0.459

Facility Management

Service 4.2593 0.456

Business Development 3.9556 0.501

Head of all the

Department 4.7500 0.319

Working

Hours Per

Day

8 Hours 4.1705 0.579

0.048

0.827

Accepted

8 Hours and Above 4.1910 0.462

72

ANOVA Test Results for Transcendence:-

According to the ANOVA Table 4.18 No significant mean differences among, Age

(F= 1.736, P > 0.05), Marital status (F= 0.346, P > 0.05), Educational Qualification (F=

0.120, P > 0.05), Experience (F=0.463, P > 0.05), Department (F= 2.509, P > 0.05), Working

Hours per Day (F= 0.048, P > 0.05), were found with regard to the “Transcendence”. And the

result reveals that there is a significant mean difference among Gender of the respondents (F=

4.720, P < 0.05), & Position in an Organization (F= 6.846, P < 0.05) with regard to the

“Transcendence”.

On comparing the respondents mean value of Transcendence, those who are of Location

Head (M = 4.7500), and also female (Mean = 4.3431) have a higher mean score.

Interpretation for One way ANOVA:-

Table 4.19

Interpretation of One Way ANOVA Analysis Report

S.No Variables Significant Highest Mean

1 Organization Commitment Working Hours 8 Hours and Above

2 Intrinsic Work Satisfaction Nil Nil

3 Meaningful Work Experience Below 3 years

4 Compassion Nil Nil

5 Mindfulness Age Above 35 Years

6

Transcendence

Gender Female

Position in an

Organization

Location Head

73

4.2.2 Regression:-

Multiple Regression Analysis between Workplace Spirituality Dimensions and

Organization Commitment

Multiple linear regression analysis was done to examine the strength of

the relationship between multiple Independent variables and a single Dependent variable. The

Independent variables used in the present study are the Workplace Spirituality dimensions

(Meaningful Work, Compassion, Mindfulness, and Transcendence). Beta coefficient had

been used to examine the expected change in the Dependent variable due to the change in one

unit of the Independent variables; R² coefficient had been used to investigate the strength that

the Independent variables can explain the Dependent variable. P-value had been used to

determine the significant relationship between Independent variables and Dependent variable.

There was a significant relationship between the Independent variables and Dependent

variable if the p-value is less than 0.05. Meanwhile, F-test had been used to investigate the

fitness of the regression model.

Hypothesis:-

H0= There is no significant influence of Workplace Spirituality Dimensions on Organization

Commitment

The test results are indicated in the following table.

TABLE 4.20

Multiple Regression Analysis between Workplace Spirituality Dimensions and Overall

Organization Commitment

Dependent

Variables

Independent

Variables

Standardized

β

R² F Value

Organization

Commitment

Meaningful

work

0.146

0.202

8.038 Compassion 0.304

Transcendence 0.196

Mindfulness 0.096

74

Regression Results:-

According to the results in Table 4.20, there is an insignificant relationship between

Organization Commitment and Meaningful Work (β =0.146, p> .05), Compassion (β =0.304,

p> .05), Transcendence (β =0.196, p> .05), Mindfulness (β =0.096, p>.05).

Multiple Regression Analysis between Workplace Spirituality Dimensions and Intrinsic

Work Satisfaction:-

Multiple linear regression analysis was done to examine the strength of

the relationship between multiple Independent variables and a single Dependent variable. The

Independent variables used in the present study are the Workplace Spirituality dimensions

(Meaningful Work, Compassion, Mindfulness, and Transcendence). Beta coefficient had

been used to examine the expected change in the Independent variables due to the change in

one unit of the Independent variables; R² coefficient had been used to investigate the

strength that the Independent variables can explain the Dependent variable. The

predictors are stronger when the R² value is nearer to 1.

P-value had been used to determine the significant relationship

between Independent variables and Dependent variable. There was a significant relationship

between the Independent variables and Dependent variable if the p-value is less than 0.05.

Meanwhile, F-test had been used to investigate the fitness of the regression model. The

regression model is considered as fit if the p-value is less than 0.05.

Hypothesis:-

H0= There is no significant influence of Workplace Spirituality Dimensions on Intrinsic

Work Satisfaction.

75

TABLE 4.21

Multiple Regression Analysis between Workplace Spirituality Dimensions and Intrinsic

Work Satisfaction

Dependent

Variables

Independent

Variables

Standardized

β

R² F Value

Intrinsic Work

Satisfaction

Meaningful

work

0.427

0.258

11.016* Compassion 0.180

Transcendence 0.155

Mindfulness 0.040*

* Significance level at 5% level

Regression Results:-

According to the results in table 4.21, there is an insignificant relationship between Intrinsic

Work Satisfaction and Meaningful Work (β =0.427, p> .05), Compassion (β =0.180, p>.05),

Transcendence (β =0.155, p>.05).

However the variable Mindfulness (β = 0.040, p< .05) found to be significantly influence the

Intrinsic Work Satisfaction.

76

CHAPTER V

FINDINGS, SUGGESTIONS AND CONCLUSION

77

5.1 Findings:-

This section deals with the findings & solutions of the analysis in connection with the

stated objectives. The entire hypotheses identified in the report are tested by applying

exploratory factor analysis; one way ANOVA, Mean ranking, multiple regression are

analyzed by applying SPSS version 21.0 software. The conclusion of this study is focused to

fill the research gap. It is very useful to improve the areas where Genius Consultant Ltd were

lacking in the base of Employee attitude & Workplace spirituality Proposed recommendation

from this analysis research were given below,

The study is organized in the way to meet all the specific objective of the study. The

objectives are:

Table 5.1

Statistical Tool Used for the Objectives

S.No Objective for the Study Statistical Tool Used

1 To examine the association between Organization

Commitment & Profile of the respondents

One way ANOVA

2 To examine the association between Intrinsic Work

Satisfaction & Profile of the respondents

One way ANOVA

3 To examine the association between Workplace

Spirituality & Profile of the respondents

One way ANOVA

4 To examine the strength of the relationship

between the Workplace Spirituality and the

Employee Attitude.

Regression

5 To examine the key Workplace Spirituality

dimensions.

Mean ranking

6 To measure the Levels of Organization

Commitment & Intrinsic Work Satisfaction.

Frequency Distribution

78

5.1.1 Descriptive Statistics:-

To measure the Frequency & Mean Ranking among the study variables statistical tools like

Frequency analysis were adopted.

Demographic Profile of the Respondents:-

Table 5.2

Findings for Demographic Profile

Categories Majority Respondents

(Out of 132 Respondents)

Percentage (%)

Age 26 – 35 Years 68.2

Gender Male 74.2

Marital Status Married 67.4

Educational

Qualification

PG 82.6

Job Related Profile of the Respondents:-

Table 5.3

Findings for Job Related Profile

Categories Majority Respondents (Out

of 132 Respondents)

Percentage (%)

Experience Less than 3 Years 29.5

Position in Organization Executives 60.6

Department FLEXI Staffing Solution &

Payroll

28.8

Working Hours per Day 8 Hours and Above 67.4

79

Level of Organization Commitment & Intrinsic Work Satisfaction:-

Table 5.4

Findings for Level

Variables Level Percentage (%)

Organization Commitment Moderate 76.5

Intrinsic Work Satisfaction Moderate 72.7

Mean Ranking of Factors influencing the all the dimensions:-

“Meaningful Work” secured the first rank with the highest mean score (M= 4.3303),

followed by Compassion (M=4.261), Transcendence (M=4.184) and Mindfulness (M=3.895).

5.1.2 Inferential Statistics:-

To measure the mean difference, association and relationship among the study variables

statistical tools like ANOVA test & Regression.

Comparison of Organization Commitment and Profile of the Respondents - ANOVA

Test Results

Significant mean differences were found among Working Hours per Day, with regard

to the “Organization Commitment”. Respondents of Working for more than 8 hours per day

have a higher level organizational commitment. Those respondents those who are of Working

for 8 Hours per day (M = 4.1462) have a higher mean score.

Comparison of Intrinsic Work Satisfaction and Profile of the Respondents - ANOVA

Test Results

No significant mean difference with regard to Intrinsic Work Satisfaction dimension

was found among the profile of the respondents.

80

Comparison of Meaningful Work and Profile of the Respondents - ANOVA Test

Results

Experience shows a significant mean difference with regard to Meaningful.

Respondents mean value of Meaningful Work, those who are of Experience below 3 years

(M = 4.4103) have a higher mean score.

Comparison of Compassion and Profile of the Respondents - ANOVA Test Results

No significant mean difference in Compassion with regard to the profile of the

respondents.

Comparison of Mindfulness and Profile of the Respondents - ANOVA Test Results

Age category of the respondents shows a significant mean difference with regard to

Mindfulness. Those respondents who are of Age above 35 Years (M = 4.4000) have a higher

mean score on Mindfulness.

Comparison of Transcendence and Profile of the Respondents - ANOVA Test Results

Gender category of the respondents & Position in an Organization shows significant

mean difference with regard to Transcendence. Those who are of Location Head (M =

4.7500) have a higher mean score on Transcendence.

Multiple Regression Analysis between Workplace Spirituality Dimensions and

Organization Commitment

Workplace Spirituality dimensions has no significant relationship with Organization

Commitment.

Multiple Regression Analysis between Workplace Spirituality Dimensions and Intrinsic

Work Satisfaction

Workplace Spirituality dimension, Mindfulness significantly influence Intrinsic Work

Satisfaction.

81

4.2 SUGGESTION

By measuring the mean ranking, Mindfulness scores the least mean score, so the

Organization should give some time space to get relax for the employees. With

constant emails, endless tasks etc.. Makes employees to get more stress. By taking

some break from work the brain will get some rest, refresh and opportunities to reflect

and gain new insights and also they will concentrate on their work more.

By examining the association between Organization Commitment & Profile of the

respondents from the significant mean difference, working for 8 Hrs is having low

mean value. For those employees Organizations can help them to cope with their

problems using spirituality trainings, such as meditation, silence before meetings,

helping them practice their religion, like Microsoft as organization uses to do, and

service orientation, all such things help in achieving the satisfaction. The best results

are realized through commitment to the organization, involvements, innovation, and

high returns.

By examining the association between Workplace Spirituality dimensions & Profile

of the respondents:-

In meaningful work dimension from the significant difference, Experience for

3-6 years is having low mean value. So organizations should make them to

change tasks, help others at work, practice self-care, and be grateful.

In Mindfulness dimension, from the significant difference Age 26-35 years

respondents were having low mean value. For those employees Organization

should give some time space to get relax for certain period.

In Transcendence dimension, from the significant difference Female were

having low mean value & also Senior Executives also having low mean value.

So organization should make those employees to increase their willingness to

volunteer time, to make the organization environment more blissful and give

them some rest time to get relaxed.

From the study, Most of the respondents lie in the moderate level of Organization

Commitment. To increase the high level of organization commitment among

employees Organization should appreciate or offer some reward for the committed

worker which makes others get motivated and the organization commitment level will

also gets increased.

82

From the study, Most of the respondents lie in the moderate level of Intrinsic Work

Satisfaction. To increase the high level of organization commitment among

employees Organization should make sure that certain factors like honesty, fair

treatment to all, encouraging employees, providing them with morale and support,

ensuring that the needs of the employees are met and their values are acknowledged

and followed. By following these factors all the employees will get satisfied and the

Intrinsic Work Satisfaction also gets increased among the employees.

CONCLUSION

In conclusion, this study has provided some empirical data confirming the validity of multiple

dimensions of spirituality at work as well as the predictive validity of these dimensions with a

number of employee work attitudes. While this is a promising study, more research is needed

on the comprehensive nature of the relationship of workplace spirituality to both individual

well being and work attitudes. Such studies need to be guided not only by more rigorous

methods, but also critical thought, if we are to learn more about the true nature of workplace

spirituality and its impact on employees and organizations.

83

Appendices:-

Appendix I

Demographic Profile:

1. Age (a) Less than 25 [ ]

(b) 26 – 35 [ ]

(c) Above 35 [ ]

2. Gender Male [ ] Female [ ]

3. Marital and status (a) Married [ ]

(b) Single [ ]

4. Educational qualification (a) UG [ ]

(b) PG [ ]

Job Related Profile:

5. Experience in the Organization (a) Less than 3 years [ ]

(b) 3-6 years [ ]

` (c) 6-9 years [ ]

(d) More than 9 years [ ]

6. Position in Organization (a) Executives [ ]

(b) Senior Executive [ ]

(c) Divisional Head [ ]

(c) Location Head [ ]

84

7. Department (a) Permanent Staffing [ ]

(b) FLEXI Staffing Solution & Payroll [ ]

(c) Background Check & Verification [ ]

(d) Compliance Management [ ]

(e) Recruitment Service [ ]

(f) Facility Management Service [ ]

(g) Business Development [ ]

(h) Head of all Departments [ ]

8. Working hours per Day (a) 8 Hrs [ ]

(b) 8 Hrs and above [ ]

85

S.No

Factors

Strongly

Disagree

Disagree

Neither

Agree

nor

Disagree

Agree

Strongly

Agree

A Meaningful work

1. I experience joy in my work.

2. I believe others experience joy

as a result of my work

3. My spirit is energized by my

work.

4. I look forward to coming to

work most days.

5. The work I do is connected to

what I think is important in

life

B. Compassion

1. I am aware of and sympathize

with others

2. I can easily put myself in

other people ‘s shoes

3. I am aware of my co-workers

needs

4. I try to help my co-workers

relieve their suffering

C. Mindfulness

1. I do jobs or tasks

automatically, without being

aware of what I’m doing.

2. I rush through work activities

without being really attentive

to them.

86

S.No

Factors

Strongly

Disagree

Disagree

Neither

Agree

nor

Disagree

Agree

Strongly

Agree

3. I find myself working without

paying attention.

4. It seems I am working

automatically without much

awareness of what I’m doing

D. Transcendence

1. I have moments at work in

which I have no sense of time

or space

2. I experience moments at work

where everything is blissful.

3. At times, I experience

happiness at work

E. Organization commitment

1. Proud to tell others I’m part of

the organization

2. Organization inspires the very

best in me

3. Glad I chose this organization

to work for

4. Would accept almost New

assignment

5. I feel emotionally attached to

this organization

6. I would be very happy to

spend the rest of my career

with this organization

87

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