employee perception1.doc

8/13/2019 employee perception1.doc

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PROJECT WORK


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INTRODUCTION TO EMPLOYEE

PERCEPTION

One aspect constantly distinguishes top performing organization from

the rest of the pack: motivated and satisfied employees. Organizations at

which employees exhibits elevated levels of satisfaction enjoy higher quality

products and services, as well as increased ustomer satisfaction and

heightened overall business performance.

!mployee surveys have been around forever in one form or another.

"owever, until recently they have been used primarily to gauge only

employee satisfaction. #dvancement in measurement and analysis now

make it possible to link employee satisfaction to other aspects of employeeexperiences and most importantly, to the impact on business outcomes.

$he !mployee %erception &urvey '!%&( is an employee attitude survey

that provides an important view of the organization ) through the eyes of the

employees. $his survey allows employees to give honest, confidential input

about their job and the organization. $his discreet feedback provides a

powerful tool for understanding and meeting employees needs.

$he !%& defines for management, in detail, employee needs and

concerns. !mployee satisfaction is improved when needs are met and

concerns are shared openly.

$he !%& gives employees the opportunity to evaluate the organization

for which they work through numerical ratings, as well as open ended free*

response questions. !ach employee receives a survey questionnaire in

person, ensuring confidentiality and candid responses.

!mployee surveys can give the management the knowledge and tools

that directly impact the bottom line and builds positive employee relationsand a positive work environment. $his survey allows an organization to

understand employee perceptions. %erception is reality. +ecause employees

at every organization act on the basis of their perceptions, management must

be keenly aware of employees views. !mployee opinion surveys deliver a

successful means of measuring and acting upon, employees current beliefs

on many job*related subjects.


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Employee perception survey cn !e use" to

mesure t#e $ollo%in& 'ey res:*

Overall -ob &atisfaction

&atisfaction with the ork

oworker %erformance/ooperation

%ay &atisfaction

+enefits &atisfaction

%romotions/areer #dvancement

&upervisory onsideration

&upervisory %romotion of $eamwork and %articipation

&upervisory 0nstruction/1uidance ommunication

"uman 2esources/%ersonnel %olicies

oncern for !mployees %roductivity/!fficiency

$raining 3 4evelopment

%hysical orking onditions

ustomer &ervice

&trategy/5ission

-ob &tress

(ENE)IT* O) U*IN+ ,N EMPLOYEE

PERCEPTION *UR-EY

One aspect constantly distinguishes top performing organization from the

rest of the pack: motivated and satisfied employees. Organizations at which employees exhibits elevatedlevels of satisfaction enjoy higher quality products and services, as well as increased ustomer satisfaction and

heightened overall business performance.

0mplementing an !mployee %erception &urvey can be used to gauge current levels of satisfaction and identifyopportunities for improvement as perceived by employees.

Or&ni.tions c#oosin& to utili.e Employee

Perception *urveys rep myri" !ene$ices s t#ey re !le to/0


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6earn about organizational strengths

0dentify key retention factors

4iscover opportunities for improvement

* 0mprove morale 7 reduce turnover

* 6earn about potential cost*savings

* !nhance productivity/efficiency

8se tool for positive change

* 9alue employees opinions

* 8tilize employees recommendations

and solutions

0dentify cost*saving opportunities

!valuate opportunities for improving customer service &treamline communication

6earn about perception of different management styles

8se "2 &olutions ational !mployee &atisfaction ormative

4atabase for &tatistical +enchmarking

5easure the effectiveness of the organizations programs

&trengthen supervision

#ssess training needs

urb absenteeism

0dentify other areas for improvement

0ncrease credibility of management

PERCEPTION

#n organization may spend millions of dollars to create a pleasant work

environment for its employees. "owever, in spite of theses expenditures, if

an employee believes that his/her job is lousy; he/she will behave


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accordingly. &o we can say that it is the perception of a situation that

becomes the basis on which an employee behaves. $herefore we cay say that

perception is a critical determinant of the way people behave.

6et us now discuss


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+ecause targets are not looked at in isolation, the relationship of a target to

its background influences perception, as does our tendency to group close

things and similar things together.

T3E *ITU,TION

$he context in which we see objects or events is important. !lements in the

surrounding environment influence our perceptions. >ou are more likely to

notice your employees goofing off if your boss from head office happens to

be in town. #gain the situation affects your perception. $he time at which an

object or event is seen can influence attention, as can location, light, heat, or

any number of situational factors.

?rom the above discussion we can say that the understanding of perception

is very important in understanding and controlling the behavior, particularlyin the organizational setting. # manager is primarily concerned with the

achievement of organizational objectives through specified behavior of its

members. %erception affects the outcome of behavior. $his is so because

people act on the basis of what they see. 0n an organizational setting

perception is important in various activities. "owever, there are three major

areas which require special attention so far the perceptual accuracy is

concerned. $hese are ) interpersonal working relationships, selection of new

employees, and performance appraisal.

INTERPER*ON,L WORKIN+ REL,TION*3IP/0

Organizations are intended to bring integrated behavior. $herefore,

managers in the organization need to know whether or not members share

similar or at least compatible perceptions. 0f they don not, the problems of

the organizations are greater and will require efforts to make perception

more compatible.

*ELECTION O) EMPLOYEE*/0

Organizations typically select new employees on the basis of selection test,

interviews and reviews of the applicants backgrounds. 0n many instances,


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much of the information is vague, and the managers are subject to many of

the perceptual problems when they make the selection decisions.

PER)ORM,NCE ,PPR,I*,L/0

$he appraisal of a subordinate=s performance is highly affected by the

accuracy of a manager=s perception. $he major areas of concern in this

context are

@. 5anagers have tendencies to positively evaluate some employees

because they are better liked, or are on favored tasks or are

particularly noticeable.

A. +ecause of "#6O effects, performance evaluation will be affected

adversely.

Title o$ t#e Pro4ect

$o study


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*cope o$ t#e stu"y/0

# survey related to various "2 aspects will be conducted at the

following locations:

orporate office'&himla , 4elhi 3 %arwanoo(

-"%&,

2"!%

6"!%.

# sample size of CCD people will be taken, distributing the number of

people among different locations.

&urvey will be conducted to gather the view points of employees

related to various "2 aspects.

Nee" $or *tu"y/0

Organizations are made up of people and functions through people. 0t is

through the combined efforts of people that material and monetary

resources are effectively utilized for the attainment of common

objectives.

&-9 believes that employees are its most valuable asset and their

opinions and feedback are always listened to and acted upon. $his survey

gives the management the knowledge and act as a tool that directly builds

up positive employee relations and a positive work environment.

O!4ectives/0

$he following study is conducted to monitor the needs of the

employees.

$his would help in increasing the productivity of the employees.

$he following survey will help to serve "24 4epartment as a

valuable tool in framing appropriate policies and improving various

functional aspects.

$o offer practical and sound method to assess employee satisfaction.


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$o encourages employee participation.

,ssumptions/0

$he respondent will give response to the best of their knowledge.

$hey will give full support to make survey a success

o bias on part of respondents

RE*E,RC3 MET3ODOLO+Y

*mple si.e/0


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$he size of the sample was CEF employees of &-96, this included the

employees of the three cadres namely E5ecutives, *upervisors and

Wor'men1

POPUL,TION ,ND *,MPLE *I6E CO-ERED IN *J-NL

EMPLOYEE PERCEPTION *UR-EY

6!9!6

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86#$0O:#$

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6!&0G!#$6"!%

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6#$0O:#$6"!%

TOT,L

*,MPLE

TOT,LPOPUL,TION

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IJ EDK JF @CI EI @@K @A KA 788 99:

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FD LA E@ C@ I EA K @A ;; 89:

.

O2M5!:

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$O$#6 @IA CKA ADA JAK KK AJD CA AAF =


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4ifferent questionnaire were designed for the three cadres namely

E5ecutiveB *upervisor n" Wor'men, in accordance to the aspects

important for respective cadre.

losed !nded questions were included. ?our point scale was used.

$he questions were related to the various "2 and functional aspects.

Dt Collection

Primry Dt/0

%rimary data was collected through a structured questionnaire which was

given to the employee of &atluj -al 9idyut igam 6td.

-rious 3R spects t#t %ere consi"ere" "urin& t#e pro4ect/0

81 JO( *,TI*),CTION/ We %nte" to i"enti$y t#e level o$

stis$ction o$ t#e employees in !ot# t#eir personl n" pro$essionl

lives1

Opportunity to excel

-ob &ecurity

+elongingness

%roductivity

71P,RTICIP,TI-E M,N,+EMENT / We %nte" to i"enti$y t#elevel o$ stis$ction o$ t#e employees in !ot# t#eir personl n"

pro$essionl1

orkers involvement in decision making

1rievance redressal procedure


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&afety devices

elfare facilities

?1 TR,ININ+ ,ND DE-ELOPMENT/ We %nte" to i"enti$y%#et#er t#e trinin& pro&rm i"enti$ies t#e trinin& nee"s n" #o%

e$$ective it is1

&kill enhancement

%romotion

&atisfaction

hange and requirement

=1 LE,DRE*3IP/ We %nte" to i"enti$y t#e %or' culture n" t#e

ttitu"e o$ employees to%r"s t#e mn&ement1 5ode

&tyle

#cceptance

91 COMMUNIC,TION/ 3ere %e %ere $ocusin& on t#e c#nnel o$

communiction n" #o% e$$ective it is1

hannels of communication

+arriers to communication

:1 MOTI-,TION/3ere %e ime" t i"enti$yin& %#et#er t#eemployees re &iven reco&nitionB ut#ority %it# responsi!ility1

;1W,+E* ,ND INCETI-E*/ 3ere t#e $ocus %s on i"enti$yin&

%#et#er t#e %&es re $irB pproprite n" comprtive to ot#er

P*Us1

0ncentives

?actors for policy formation

@1JO( )IT/We %nte" to i"enti$y %#et#er t#e 4o! trits mtc# t#epersonl trits1

&kills of employee

&kills required for job


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8>1TE,M (UILDIN+/ We %nte" to i"enti$y t#t %#t 'in" o$ %or'&roups e5ists n" %#t is t#e level o$ coopertion mon& employees1

1roup formation

0nterpersonal relation

881 PER)ORM,NCE ,PPR,I*,L/ We %nte" to i"enti$y %#et#er it

is $ir n" e$$ective1

?airness

acceptance

871*TRE** M,N,+EMENT /T#is cte&ory %e %nte" to i"enti$y t#estress level s %ell s t#e e$$ectiveness o$ copin& mesures1

effectiveness

effect on productivity

8


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+R,P3IC,LREPRE*ENT,TION O)

T3E RE*ULT*


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JO( *,TI*),CTION

JO( *,TI*),CTION6O#$0O N O? 40&$0&?#$0O

@F.EJ

-"%& @F.KD

2"!% AJ.JK

6"!% @F.IL

)INDIN+* ,ND *U++E*TION*/0

?rom the data collected related to this aspect, it has become clear thatemployee dissatisfaction is highest in the location 2"!%. $he employees

believe that there is under utilization of their talent and less growth

opportunities provided by the organization. $herefore it=s suggested that the

employees are given more responsibilities keeping in mind their personal

traits and also should be provided with more growth opportunities.

14.36 14.8

26.68

14.97

0

5

10

15

20

25

30

%O

F

DISS

ATISFACTION

CC NJHPS RHEP LHEP

LOCATION

JOB SATISFACTION


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P,RTICIP,TI-E M,N,+EMENT

P,RTICIP,TI-E M,N,+EMENT

6O#$0O N O? 40&$0&?#$0O

AD.ED

-"%& ED.JJ

2"!% [email protected]

6"!% AL.IF


#fter analyzing the data related to this field it becomes clear that

dissatisfaction is again highest in 2"!%. $he employees believe that O%!

"O8&! is not functioning well and also the interpersonal relations need tobe improved between executive and executive and between executive and

supervisor. $herefore management must give proper attention to these

problem areas.

20.3

30.66

41.33

27.94

0

5

10

15

20

25

30

35

40

45

%o

f

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

PARTICIPATIVE MANAGEMENT


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WEL),RE ,ND *,)ETY

!6?#2! #4 ?!$>

6O#$0O N O? 40&$0&?#$0O

@I.IF

-"%& AF.EE

2"!% EF.JD

6"!% FA.CC


#fter analyzing the data related to this field it can be made out that here

dissatisfaction is highest amongst the employees of 6"!%. $he employees,

related to this aspect believe that the canteen and drinking water facility

needs improvement. #lso the attitude of the medical staff towards the non*executive cadre needs to be improved. 5anagement must take corrective

action by providing the basic facility of clean water and food and must

change the attitude of medical staff and should encourage them to change

their attitude towards the non*executive.

TR,ININ+ ,ND DE-ELOPMENT

19.94

24.33

34.6

42.55

0

5

10

15

20

25

30

35

40

45

%o

f

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

WELFARE AND SAFETY


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TR,ININ+ ,ND DE-ELOPMENT

6O#$0O N O? 40&$0&?#$0O

@I.@J

-"%& AA.EL

2"!% AI.AK

6"!% AJ.CJ


$he percentage of dissatisfaction is highest in 2"!%. $he problem area is

that the employees think their training needs are not recognized as

frequently as they should be. $he management must evaluate, by using

some suitable method, the training needs of the employees. $raining is

essential for performing the various activities in a systematic way so thatthe employees can become an invaluable asset to the organization. %re*

training and %ost*training evaluations will give better insight into the

whole procedure and hence will enable to trace the area that needs

improvement.

LE,DER*3IP

19.16

22.37

29.28

26.56

0

5

10

15

20

25

30

%O

F

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

TRAINING AND DEVELOPMENT


19/31

LE,DER*3IP

6O#$0O N O? 40&$0&?#$0O

@J.FJ

-"%& @J.JJ

2"!% @C.LI

6"!% @J.IC


#fter analyzing the data related to this aspect, we get to know that

employees are not really happy with the level of authority and they think

that the level of upward communication is not effective. $herefore it=s

suggested that the leaders should encourage employees more and set

examples for their subordinates.

COMMUNIC,TION

COMMUNIC,TION

16.46

16.66

15.79

16.95

15.2

15.4

15.6

15.8

16

16.2

16.4

16.6

16.8

17

%O

F

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

LEADERSHIP


20/31

6O#$0O N O? 40&$0&?#$0O

@C.LE

-"%& @I.C@

2"!% ED.LL

6"!% EJ.IE


?rom the data collected related to communication it is clear that the workers

feel that they are not free and feel hesitant in communicating their views to

their superiors. $hey also don=t take interest in reading the manuals and

journals of the organization. $he management needs to make the

communication effective. 0t must take corrective action by encouraging them

to be more vocal about their views and by ensuring that their views are

heard.

MOTI-,TION

MOTI-,TION

15.73

19.51

30.77

36.93

0

5

10

15

20

25

30

35

40

%O

F

DISSATISFACTIO

N

CC NJHPS RHEP LHEP

LOCATION

COMMUNICATION


21/31


22/31

AA.EJ

-"%& AJ.IC

2"!% EC.I@

6"!% AI.F@


?rom the data collected it was found out that employees felt that the

incentives were not at par with other %&8=s. #lso the employees were clear

about 1eneration 0ncentive &cheme. &o the management must make

employees aware about this scheme.

JO( )IT

JO( )IT

6O#$0O N O? 40&$0&?#$0O

22.36

26.95

35.91

29.41

0

5

10

15

2025

30

35

40

%O

F

DISSATISFA

CTION

CC NJHPS RHEP LHEP

LOCATION

WAGES AND INCENTIVES


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@@.JE

-"%& @J.@E

2"!% @K.JK

6"!% [email protected]

.


?rom the data collected related to this aspect it becomes clear that the

employees thought that their talent was underutilized. &o it=s advised that

the employees are given more responsibilities so that their full potential

is utilized.

TE,M (UILDIN+

TE,M (UILDIN+

6O#$0O N O? 40&$0&?#$0O

@A.A@

11.63

16.13 18.68

41.55

0

5

10

15

20

25

30

35

40

45

%O

F

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

JOB FIT


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-"%& @F.EI

2"!% K.KJ

6"!% @J.IE

)INDIN+* ,ND *U+E*TION*/0

?rom the data collected related to this aspect it becomes clear that the

employees thought that there was friction in interdepartmental working

and work groups were not formed frequently. &o it=s suggested that the

management should work towards achieving a work culture that helps to

overcome the interdepartmental differences.

PER)ORM,NCE ,PPR,I*,L

PER)ORM,NCE ,PPR,I*,L

6O#$0O N O?

40&$0&?#$0O

[email protected]@

12.21

14.39

8.86

16.93

0

2

4

6

810

12

14

16

18

%O

F

DISSATISF

ACTION

CC NJHPS RHEP LHEP

LOCATION

TEAM BUILDING


25/31

-"%& @A.FD

2"!% AJ.CI

6"!% @L.DC


?rom the data collected in this aspect it was found out that the employeesfelt that their appraisal wasn=t fair and also that they are not getting timely

feedback. $he management must make sure that the appraisal is done fairly

and it must be conveyed to the employees as well. &ome standards must be

set and the appraisal must be done strictly according to those standards so

that there is no chance of biasness. #t the same time timely and proper

feedback should be provided to the employees so that they know where they

stand and what improvement they need.

*TRE** M,N,+EMENT

*TRE** M,N,+EMENT

6O#$0O N O? 40&$0&?#$0O

A@.@I

-"%& [email protected]

21.21

12.4

26.59

17.05

0

5

10

15

20

25

30

%O

F

DISSA

TISFACTION

CC NJHPS RHEP LHEP

LOCATION

PERFORMANCE APPRAISAL


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2"!% AL.AL

6"!% EK.CL

)INDIN+* ,ND *U++E*TION/0

#fter analyzing the data related to this aspect it became clear that theemployees believed that the jobs assigned to them was of routine nature.

$his was seen more in the supervisor category. $he management must make

efforts to bring variety in their jobs. $he management can resort to -ob

2otation, -ob !nlargement or -ob !nrichment. +y using these methods more

variety can be brought into their jobs and they will feel interested in the jobs

which will help to reduce and manage their stress.

+RIE-,NCE REDRE**,L

+RIE-,NCE REDRE**,L

6O#$0O N O? 40&$0&?#$0O

@C.DE

-"%& AE.JC

2"!% EA.@F

21.19 21.7

27.27

38.57

0

5

10

15

20

25

30

35

40

%

OF

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

STRESS MANAGEMENT


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6"!% FE.EJ


15.03

23.65

32.14

43.36

0

5

10

15

20

25

30

35

40

45

%O

F

DISSATISFACTION

CC NJHPS RHEP LHEP

LOCATION

GRIEVANCE REDRESSAL


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3R1 ,*PECT WI*E ,N,LY*I* )OR EECUTI-E*


29/31

3R1,*PECT WI*E ,N,LY*I* )OR *UPER-I*OR*


30/31

3R1 ,*PECT WI*E ,N,LY*I* )OR WORKMEN


31/31

3R1 ,*PECT WI*E ,N,LY*I* )OR TOT,L

OR+,NI6,TION

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