introduction to conclusion with page no

8/9/2019 Introduction to Conclusion With Page No

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INTRODUCTION

1.2 ABOUT THE STUDY

Motivation is a chief factor playing important and unique role in

behavior of the people it is deciding the behavior and action of human

being toward their work. The motivation has been developed in the mind

of the people by creating comfortable working environment and

encouraging, supporting leadership. Also the motivation may influence by

social factor, work factor and leadership factor. Based on the motivation

the person attitude or performances are varying to the task. It is difficult to

describe the motivation of the group of workers in general.

Even it is difficult for a researcher to the find the individuals

motivation of the workers. The leader has to identify and analyze the

motivational factor of the people to offer and incentives, rewards and

recognitionEtc. The motivating attitude about the organization and

managers help the leaders to change and adopt the strategy to fit with the

workers and to improve the performance in a better and effective way.


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Today the organizations are competing to each other so they stress

the employees to increase the productivity and the organizations are not

considered the job satisfaction and motivation of employees. Hence, it is

considered as a need to undertake the study.

Various analyses have to be undertaken to know the

interrelationship of motivation. Workers has to work with the satisfied and

motivated working environment The main factor, which helps to undertake

this project, is how the work factor motivates the workers. It helps to

increase the job satisfaction and also enhance the productivity with the

quality of work.


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1.2 ABOUT THE INDUSTRY

India is the worlds second largest producer of textiles and

garments after China. It is the worlds third largest producer of cotton

after China and the USAand the second largest cotton consumer after

China. The textile and garment industry in India is one of the oldest

manufacturing sectors in the country and is currently its largest. The

textile and garment industry fulfils a pivotal role in the Indian economy. It is

a major foreign exchange earner and, after agriculture, it is the largest

employer with a total workforce of 35 mn. In 2005 textiles and garments

accounted for about 14% of industrial production and 16% of export

earnings. The industry covers a wide range of activities. These include the

production of natural raw materials such as cotton, jute, silk and wool, as

well as synthetic filament and spun yarn. In addition an extensive range of

finished products are made. The Indian textile industry accounts for about

23% of the worlds spindle capacity, making it the second highest after

China, and around 6% of global rotor capacity. Also, it has the highest

loom capacityincluding hand loomswith a 61% share. India accounts

for about 12% of the worlds production of textile fibres and yarns. This

includes jute, of which it is the largest producer. The country is the second

largest producer of silk and cellulose fiber and yarn, and the fifth largest

producer of synthetic fiber and yarn.


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The garments industry in India is one of the best in the world. An

extremely well organized sector, garment manufacturers, exporters,

suppliers, stockiest and wholesalers are the gateway to an extremely

enterprising clothing and apparel industry in India. There are numerous

garments exporters, garments manufacturers; readymade garments

exporters etc. both in the small scale as well as large scale.

During April-December 1999-2000, textile exports were recorded as

US $ 9735.2 million (Rs.440179.4 million), of which ready made garments

comprised nearly 40%. Interestingly, almost of Indias total exports goes

Indian readymade garments and textiles are extremely popular the world

over. In fact, exports of readymade garments registered a 6.4% increase

in dollar terms and an 11.6% increase in rupee terms during the period

April-December 1999-2000, despite a sluggish growth in income both at

home and abroad. Indian Garment export growth during April-June 1998

for woolen ready made garments was a phenomenal 150%, for ready

made garments made of silk it was 58%, and for other ready made

garments.

Today, garments exports from India have made inroads into the

international market for their durability, quality and beauty. One of the

reasons for the economical pricing of Indias ready made garments and


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apparels is the availability of highly skilled, cheap labor in the country. The

superiority of Indias Garment Industry has been acknowledged in the

National Textile Policy (NTP) of India 2000. Having realized the

tremendous growth potential of this sector there is a proposal in the NTP

for taking the Indian Garment Industry out of the SSI reservation list.

The textile and garment industry fulfils a pivotal role in the Indian

economy. It is a major foreign exchange earner and, after agriculture, it is

the largest employer with a total workforce of 35 mn. In 2005 textiles and

garments accounted for about 14% of industrial production and 16% of

export earnings.

The Indian textile industry accounts for about 23% of the worlds spindle

capacity, making it the second highest after China, and around 6% of

global rotor capacity. Also, it has the highest loom capacityincluding

hand loomswith a 61% share.

India accounts for about 12% of the worlds production of textile fibres and

yarns. This includes jute, of which it is the largest producer. The country is

the second largest producer of silk and cellulose fibre and yarn, and the

fifth largest producer of synthetic fibre and yarn.


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1.3 Company Profile

The ROYAL CLASSIC GROUPS, a 400 crore company, 100%

vertically integrated textile major has been at the forefront of quality and

innovation. since its inception four decades ago. It has its customers

across the world with a current supply of a quarter of a million pieces per

month.

RCG is one of the few completely backward integrated entities in the

garment industry with its own cotton cultivation to ginning, spinning and

knitting/weaving to dyeing, finishing and garmenting infrastructure. This

infrastructure aids RCG in maintaining quality control process and self

reliance within the vertical providing them with ample scope for further

expansions.

As performance bars got raised to new heights and requirements started

becoming more demanding in nature, RCG realized that operational

efficiencies was the key to acquire the all important competitive edge. The

group then methodically spread its roots to all the areas which it believed

was critical for growth, and once this was done they made sure that the

roots work as a single unit with the singular objective of helping the

organization achieve its goals.


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jointly has covered about 5000 acres of wet land on Contract Farming. By

providing the best seeds and timely manuring, RCG is getting an average

productivity of 10 Quintals/hectare, which is much higher from

conventional Cotton Farming.

RCG is assuring the minimum guaranteed price for the farmers and

hence apart from the finest quality produce harvested, RCG enjoys a

corporate social responsibility by enlightening about 2000 families

involved in Cotton Farming. Constant workshops and seminars are

conducted at fields to educate the farmers for a contamination free

plucking and safe transportation methods. The present area is planned to

go up to 70,000 acres in next 3 years.

Hand Picked cotton is used for production

Modern Ginning & Pressing

From Kappas Cotton, this unit segregates the Cotton seeds and

good quality cotton (Lint) and this operation is done with the least number


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of workers and totally under a pneumatic drive system ensuring least

human contacts. Ginning capacity is currently 200 bales/day with an

average weight of 170 Kgs/bale and as the cultivation improves can reach

up to 400 bales/day.

Spinning

The ginned cotton is converted into spun yarn in this unit with the following

state-of-the-art latest machineries.

Yarn

The company deals in 100% cotton yarn, 100% polyester yarn, all

types of blended yarn, 100% gassed mercerised yarn, twisted yarn,

various melange yarn etc. Our spacious stock yard stores every type of

yarn for supply to the regional factories, apart from our own knitwear

factories.

Advanced yarn testing facility is an added advantage. Yarn can be

tested both at the source point of the spinning mill and locally, which

ensures best quality of yarn.

Knitting

Our knitting department has an array of latest, computer controlled

knitting machines from reputed international brands. The in-house facility,

which includes a Knitting Design Studio, is one of the best in the knitwear


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industry. There are 46 circular knitting machines that can knit jacquards,

interlocks, ribs and jerseys in any pattern or structure as needed. The

capacity is 10 tonnes per day. There are 9 flat knitting machines that can

knit jacquards, plain, stripes and self-designs with a capacity of 8500

pieces per day. Our circular machinery includes: (All brand new MAYER &

CIE Machines)

Dyeing & Finishing

Our modern soft flow dyeing plant with Effluent Treatment Plant

(ETP) has a processing capacity of 10 tonnes per day. The soft flow

dyeing plant has 7 vessels imported from Taiwan. Supported by

computerized color prediction, measurement and matching systems from

Data Color International, USA (Spectra Flash SF600) the plant can deliver

evenly colored fabrics, streaks free.

Garmenting

The completely integrated facilities is topped by our garmenting

division with skilled pattern masters, cutting masters, tailors and

supporting workmen who are well trained in the specialized activity of


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making Briefs, Vests, T-shirts and Polo shirts. The product specialization

gives an excellent finish to the garments we make.

The entire production wing is housed under one roof with scientific work

systems and quality control systems.

Captive Power Plant

Presently we have installed 4 Windmills of total 3.0 MW capacity

which is currently taking care of the entire power requirements of the

group. The company is planning to add couple of more machines to take

care of the future needs.

Solar Pannel

The New Solar Heating Plant has been deployed at our Dyeing

division as the replacement of exiting Fire Wood with the Capcity of 10000

Ltrs / Day at 90D & 20000 Ltrs/ Day at 80 D It has replace the usage of

10 tons of Firewood / Day. In-turn we are saving almost 1000 Trees a Day

Deployment of STP (Sewage Treatment plant)

With the help of this, RCG is purifying 1 Lac Liters of Sewage water

every day and that is used for Agriculture Purposes

Group Companies


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Classic Knits Classic Fashions DivisionClassic Apparels Division Royal Classic FabricsUrban Retail Division Classic Knit ProcessesClassic Clothing Company Royal Classic Mills

Classic Polo

Core Product offering Casual mens

wear Price Positioning Mid-premium brand

Fashion Quotient Innovative, Trendy EBOs

India 63 outlets, Singapore 1 outlet. Large format stores Central,

Shoppers Stop, Globus, Spencers, mega mart, Pratheek lifestyle

(Coupons), Reliance trends, Aditya Birla Retail ltd (More) and brand

factory MBOs 3500

The Royal Classic Groups (RCG) began in 1991 as an exporter and

gradually grew into a Rs 400 crore textile giant with two brands under it

wings through its 100% vertical integration state-of-the-art in-house

production. In February 2001, the company launched its maiden T-shirt

brand Classic Polo, making its foray into the domestic market. Classic

Polo became the most preferred brand for Tees in a short while in the

southern and western markets posing a tough competition to the leaders

in north and west. Within a short time, this brand figured among the top

five casual brands in India. RCG acquired Smash, another T-shirt brand,


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in September 2004 and launched its exclusive premium mens intimate

wear under the brand name Smash in April 2005.

Mission

Classic Polo aims to be and remain the leading retailer of world-

class mens wear in India and become a compulsory part of mens

wardrobe solution by 2010.

USP

Widest range 200 designs per season and 2-3 new styles per

day. Consistent quality 0.01% defective percentage, Almost nil! 120 hours

from design conceptualization to finished product. Classic Polo has the

manufacturing capacity (Per day) T-shirts 15000, Shirts 4000 and

trousers 4000. Classic Polo symbolizes as an innovative, trendy and

youthful premium casual brand providing consumers with comfort and

confidence fortified. Through a wide product portfolio, the brand caters to

the broad segment of its customers. Classic Polo is among the few

companies in the world to offer in-house fibre to fashion. A 100 percent

vertically integrated company offers brands of international quality

standards. Product rationalization and price segmentation form the crux of

the brands strategy. Swiss club shirts catering to the premium segment


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male are manufactured using Italian fabric to restore sheen and feel even

after multiple washes.

Smash

brand - smash (IG/UG), for xclusively male positioning - affordable

quality IG/UG TG's - those who are brand

conscious/ particular about quality branded

products SEC - B & B+ target group - students

and executives who are brand conscious and

look for affordable styles target attitude - smart male with the urge to grow

up the career graph

Beyond Business

Social Commitment

After abiding all the statuary laws of country, Still RCG strives hard to

deliver its best capable solution for the needy General Public. Few of them

are:


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1. Plantation of 5000 trees in the year 2002

2. Construction of school class rooms for Village panchayat school in

year 2003

3. Establishment of factory in most backward / deprived village

whereby creating job opportunity of about 500 women folks

4. Plantation of 10000 trees in year 2005 & maintaining it for next 3

years

5. Construction of School Class rooms for the Iduvamplayam Village

Panchayat school in the year 2008

6. Installation of Solar Panel for the Dyeing Plant

7. Flying on the Wings of Fire Documentary Film Released about our

Former President Dr. A.P.J Abdul Kalam

RCG has combined with Minvelli Media Works and released

the documentary film about our Former President

Dr. A.P.J. Abdul Kalam

Organization Chart

Security officerManaging Director

AGM Admin DGM-HRD

ProductionManagerOfficer - HRD

VP AccountGM

Accounts

officer

Quality

Assurance

ManagerSecurityOfficer

AAO


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2.1 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

Quality

ControllersProduction

Supervisors

Asst - AdminSecurity

Guards

Asst - HRD

Accounts

Assistant

Employees


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To analyze the effectiveness of motivation and to suggest best

motivation method for organization.

SECONDARY OBJECTIVES

To know the satisfaction level of employees

To identify the behavioral change in employees after the Motivation

programmed had been taken by them.

To analyze the benefit of the motivation program provided to them

To analyze motivation need of the employees.

2.2 SCOPE OF THE STUDY


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This study has its scope regarding to the employees motivation to

work factors and leadership factors are undertaken in this project.

Motivation is a tool which helps to enhance the performance of the

workers, and it increases the output of the organization.

This study involves great significance because it analyses the

employees motivational level, which gave a great way to the job

involvement, job commitment.

Some constraints which are faced by the workers are analyzed and

the determinants which are consider as essential that makes to

increase the quality of work.

2.2 LIMITATIONS OF THE STUDY:


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Time is considered as one of limiting factor for collecting the

information from specific category of workers.

Respondents are refused first while approaching them, but after

giving explanation they came forward to give response.

The primary data is collected from the employee during their very

limited leisure hour

The respondents are hesitating to answer sensitive questions

The respondents felt that they dont have any favor by answering

the questions

The respondents may not provide correct data due to negligence.

Bias on the part of the researcher could have occurred.

2.3 RESEARCH METHODOLOGY


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Methodology is a plan of action for a research project and explains

in details how data are collected, analyzed and presented so that they will

provide meaningful information. This section gives enough background of

the employee's motivation at work, which are collected from the specific

category of workers.

2.3.1 Research design

The research design adopted for the study is convenience sampling.

The researches have to describe the present situation in order to know

about the factors affecting motivation of the employees in Royal Classic

Mills (P) LTD. Hence descriptive study is adopted.

2.3.2 Sampling method

From the total population of 500 employees, I selected 135

respondents stratified random sampling for this study.

2.3.3 Data collection method

The collection of data is considered to be one of the important

aspects in the research methodology. I collected data through primary as

well as secondary.

2.3.4 PRIMARY DATA:


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Primary data has been collected by means of questionnaire method

from employees of Royal classic mills.

2.3.5 SECONDARY DATA:

The secondary data about the company profile and other details

were collected from the company website, previous records, websites and

journals.

2.3.6 SAMPLE SIZE:

Sample size refers to the number of items to be selected from the

population to constitute sample, an optimum sample size is one fulfils the

requirements of efficiency representatives, reliability and flexibility.

Keeping all these factors in mind the sample size was taken to be 135.

2.3.7 Analytical tools used

The data was tabulated using statistical methods like percentage

analysis, chi-square test. Bar chart has been used for the graphical

representation of collected data.

2.4 REVIEW OF LITERATURE

Motivation is derived from the word motive.


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According to BARON (1991) states that motivation is the internal

processes that activate, guide and maintain behavior (especially goal

directed behavior).

ROBERTSON AND SMITH (1985) agree, declaring that motivation

is a psychological concept related to the strength and direction of human

behavior. A motive is an inner state that energizes activities or moves

and directs or channels behavior towards goals.

Motivated employees put higher performance as compared to other

employees. The higher performance is must for an organization being

successful and this performance comes by a motivation. Motivated

employees stay in the organization and their absenteeism is low.

High turnover and absenteeism creates many problems in the

organization. Motivational factors are essential for improve reputation of

the organization favorably.

It is important for changes in technology, value system etc., it

properly motivated they accept, introduce and implemented these

changes keeping organization on the right track of the progress.

2.4.1 MOTIVATING WORKING ENVIRONMENT


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According to Dr.Edwards deming a motivating environment is one

that gives workers a Sense of pride * in what they do. To show

supervisors and managers how to build a more Productive work

environment.

1. Work factors 2. Leadership factors

2.4.2 WORK FACTORS:

1. Reward and recognition 2. Job security 3. Salary / pay

4. Bonus 5. Promotion 6. Working

environment7. Personal loyalty 8. Training 9. Team work

10. Participation in target

setting

11. Enough

resources

12. Subsidies

REWARDS AND RECOGNITION:

Reward and recognition focused on catching people doing things is

one of the best ways to positively motivating work environment.

JOB SECURITY:

Where someones basic needs are threatened he will not be

responsive to moves directed at another part of the hierarchy. You must


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find out whether the poor performer has trouble satisfying his more basic

needs before investigating the higher needs. Worry about living

accommodation, job security.

SALARY / PAY:

Salary and allowances are effective when workers are from lower

sections of society, or the production is possible, or when productivity is

easily measurable.

NON-FINANCIAL REWARDS:

These are rewards intrinsic to work, for example, job satisfaction,

delegation, empowerment, etc. studies have indicated that these rewards

are much more effective than rewards in motivating people.

PROMOTION:

It is a good idea to consider career development and where people

are in their careers when thinking about rewards and recognition.

WORKING CONDITION:


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It including relaxing the dress code where appropriate, developing

areas for socializing, creative thinking, reading and giving employees

quality to work in (larger desks, quiet, natural lighting etc.

PERSONAL LOYALTY:

It is essential for a manager to give each employee a sense of

playing a dynamic role in something much larger. Indeed, engendering

loyalty is a key element of motivating workers and thereby increasing the

overall productivity of operations.

TRAINING:

For a fresher it helps to increase their skills or abilities on their

present job. It is mostly applicable to the low level employee and the

production sector.

2.4.3 LEADERSHIP FACTORS:

The leadership factors are listed below, they are

Leadership style

Guidelines

Work assignment

LEADERSHIP STYLE:


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Leadership style influence level of motivation. However, throughout

a lifetime, changing ambitions and/or leadership style he works under or

socializes with influences mans motivation. Command-and-control

leadership drains off ambition while worker responsibility increases

ambition.

GUIDELINES:

Leaders must have coaching skills, not control skills. Motivated

people have goals and seek ways to achieve them. Efficiency is the result

of motivated employees.

WORK ASSIGNMENT:

An overly controlling style de-motivates and results in poor delivery,

although intended to boost performance, this style is perceived as lacking

trust. Eventually individuals lose their motivation to make decisions or act,

which leaders see as proof of poor performance and so the cycle is

reinforced. Alternatively, leaders can treat individuals as good performers

and use a more motivational style allowing greater discretion. Parsing

output, asking opinions and giving interesting assignments.

3 ANALYSIS & INTERPRETATION


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TABLE 3.1

Table showing the gender of the respondents

Source: Primary Data

INFERENCE:

From the above table it is inferred that 55% of respondents belong

to the male Category and the remaining 45% of respondents belong to the

female category of the total sample survey.

CHART 3.1

Chart showing the gender of the respondents

Options No. of Respondents Percentage

Male 73 55

Female 62 45

Total 135 100


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Male

Female Male

Female

TABLE 3.2

Table showing the age group of the respondents


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INFERENCE:

From the above table it is inferred that 9% of the respondents

belong to the age group below 20 yrs, 53% of respondents belong to the

age group 21 35 years, and 26% of the respondents are in the age

group of 36 - 45 years and 12% of them belonging to the age group of

above 46 years.

CHART 3.2

Chart showing the age group of the respondents


Below 20 12 9

21-35 72 5336-45 35 26

Above 46 16 12

Total 135 100


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Below 20 , 9

21-35, 53

36-45, 26

Above 46, 12

TABLE 3.3

Table showing the experience of the employee


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INFERENCE:

From the above table it is inferred that 39% of respondents are

having 1 to 2 Yrs experience, 18% of respondents have less than 5 Yrs of

experience, and 32% of respondents have less than 1 Year remaining

11% of respondent have 6 & above years of experience in the

organization.

CHART 3.3

Chart showing the experience of the employee

Options No. of Respondents PercentageLess than one year 43 32

1-2yrs 52 39

Less then 5yrs 25 18

6 & above 15 11

Total 135 100


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32

39

18

11

0

5

10

15

20

25

30

35

40

Percentage

Less than

one year

1-2y rs Les s then

5yrs

6 & above

Yea

TABLE 3.4

Table showing the satisfaction of the respondents based

on wages


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Inference

From the above table 32% of the respondents were Neutral, 26% of

the respondents told that they are satisfied with their salary drawn from

the Management, 22% of the respondents told that they are highly

satisfied, 13% of the respondents were dissatisfied.

CHART 3.4

Chart showing the satisfaction of the respondents based

on wages


Highly Satisfied 30 22

Satisfied 35 26Neutral 43 32

Dissatisfied 17 13

Highly Dissatisfied 10 7

Total 135 100


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22

26

32

13

7

0

5

10

15

20

25

30

35

Percentage

High ly

Sat is f ied

S a t i s fi ed N eu t r a l D i s s a t i s f ied H igh ly

D issa t is f iedO p t i o n

TABLE 3.5

Table showing employees attitude on job security.


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Inference

From the above table it is inferred that 26% of the respondents are

Neutral, 29% of the respondents agree that they have job security, 28% of

the respondents strongly agree that their jobs are secured.

CHART 3.5

Chart showing employees attitude on job security.


Strongly agree 37 28

Agree 40 29Neutral 35 26

Disagree 13 10

Strongly disagree 10 7

Total 135 100


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Strongly agre

28%

Agree

29%

Neutra

26%

Disagre

1 0%

Strongl

disagre

7%

TABLE 3.6

Table showing the respondents recognition from

Department


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Inference

From the above table, 19 % of the respondents feel that they are

highly recognized by the department in every aspect. 36% of the

respondents are average in this opinion.

CHART 3.6

Chart showing the respondents recognition from

Department


Excellent 26 19

good 33 24average 48 36

Below average 18 13

poor 10 8

Total 135 100


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19

2 4

36

1 3

8

0

5

10

15

20

25

30

3540

Percentage

E xc e l len t good average B e low

average

poo r

r e c o g n i ti o n f ro m D e p a

TABLE 3.7

Table showing the style of leadership followed by the

respondents.


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Inference


follow Autocratic style, 39 % of the respondents follow democratic style,

33 % of the respondents follow free reign style,

CHART 3.7

Chart showing the style of leadership followed by the

respondents.


Autocratic style 37 28

Democratic style 53 39Free reign style 45 33

Total 135 100


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TABLE 3.8

Table showing the opinion of the respondents about their

superior guidelines

Autocratic style

, 28

democratic

style, 39

free reign style

, 33

Autocratic style

democratic style

free reign style


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Inference


satisfied by the guidelines given by the superior officers of the

organization. 24% of the respondents are highly satisfied by the guidelines

given by them.

CHART 3.8

Chart showing the opinion of the respondents about their

superior guidelines

.




Dissatisfied 9 7


Total 135 100


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24

36

29

7

4

0

5

10

15

20

25

3035

40

Percentage

Highly

Satisfied

Satisfied Neutral Dissatisfied Highly

Dissatisfied

guidel ines of superior

TABLE 3.9

Table showing the opinion of the respondents about their

superior encouragements


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Inference


satisfied with the encouragement given by the superiors. 25% of the

respondents are neutral in this opinion.

CHART 3.9

Chart showing the opinion of the respondents about their

superior encouragements.




Dissatisfied 14 10


Total 135 100


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24

33

25

108

0

5

10

15

20

25

30

35

Percentage

Highly

Satisfied

Satisfied Neutral Dissatisfied Highly

Dissatisfied

employees boosted by superiors

TABLE 3.10

Table showing satisfaction level of the respondents about

the benefits provided by the Management.


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Inference


satisfied with the salary provided by the organization. 24% of the

respondents are satisfied with the rewards provided by the organization.

CHART 3.10

Chart showing satisfaction level of the respondents about

the benefits provided by the Management.


Training 20 15

salary 52 39rewards 33 24

promotion 18 13

Others 12 9

Total 135 100


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15

39

24

13

9

0

5

10

15

20

25

30

35

40

Percentage

Training salary rewards promotion Others

benefits expecting

TABLE 3.11

Table showing the satisfaction level of respondents about

the various promotional opportunities

Source: Primary DataOptions No. of Respondents Percentage


Satisfied 38 28

Neutral 32 24

Dissatisfied 24 18


Total 135 100


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Inference


satisfied with the benefits and opportunity given by the organization for

promotion. Remaining 24% of the respondents are neutral to this opinion.

CHART 3.11

Chart showing the satisfaction level of respondents about

the various promotional opportunities.


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1 6

2 8

2 4

1 8

14

0

5

1 0

1 5

2 0

2 5

3 0

H ig h ly S a t is fie dS a tis fie d N e ut ra l D is s a tis fie d H ig h lyD issa t i s f i ed

oppor tun i t i es fo r p ro

Percentage

TABLE 3.12

Table showing satisfaction level of respondents about the

reward system


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Inference

From the above table it is inferred that 22% of the

respondents are satisfied with the rewards provided by the organisation.

18% of the respondents are not satisfied.

CHART 3.12

Chart showing satisfaction level of respondents about the

reward system




Dissatisfied 24 18


Total 135 100


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19

22

28

18

13Highly Satisfied

Satisfied

Neutral

Dissatisfied

Highly Dissatisfied

TABLE 3.13

Table showing satisfaction level of respondents about the

job security.


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Inference


does the job with full involvement and interest.

CHART 3.13

Chart showing satisfaction level of respondents about the

job security.




Dissatisfied 22 16


Total 135 100


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17

32 31

16

4

0

5

10

15

20

2530

35

Percentage

Highly

Satisfied

Neutral Highly

Dissatisfied

employees involvement in their job

TABLE 3.14

Table showing satisfaction of the respondents regarding

working condition


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53


Inference


satisfied with the working conditions and 31% of the respondents are not

satisfied with the working conditions.

CHART 3.14

Chart showing satisfaction of the respondents regarding

working condition

Response No. of Respondents Percentage

Satisfied 93 69

Dissatisfied 42 31

Total 135 100


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54

Satisfied, 69

Dissatisfied, 31

Satisfied

Dissatisfied

TABLE 3 .15

Table showing attitude of the respondents about their up

gradation


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55


Inference


respondents have the intention to learn new things happening in the

organization.

CHART 3 .15

Chart showing attitude of the respondents about their up

gradation



Agree 52 39

Disagree 25 18


Total 135 100


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56

Strongly agree

, 32

Agree, 39

Disagree, 18

Strongly

disagree, 11

Strongly agree

Agree

Disagree

Strongly disagree

TABLE 3.16

Table showing employees attitude towards food facilities


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Inference


respondents feel good regarding subsidized food and store provided by

the organization.

CHART 3.16

Chart showing employees attitude towards food facilities


Excellent 31 23

good 42 31average 33 24

Below average 21 16

Poor 8 6

Total 135 100


58/77

58

23

31

24

16

6

0

5

10

15

20

25

30

35

Percentage

Excellent good average below

average

poor

Table3 .17


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Table showing the leave facilities provided by the

organization.


Inference

From the above table it is inferred that 34% of respondents strongly

agree that leave facilities are provided to higher extend by the

organization.

CHART 3.17

Chart showing the leave facilities provided by the

organization.



Agree 62 46

Disagree 15 11


Total 135 100


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60

Strongly agree

, 34

Agree, 46

Disagree, 11

Strongly

disagree, 9

Strongly agree

Agree

Disagree

Strongly disagree

Table3.18

Table showing opinion of the respondents regarding leave

sanctioning by the company.


Satisfied 92 68


61/77


62/77

62

Satisfied, 6

Dissatisfied, 3

Satisfied

Dissatisfie

Table 3.19

Table showing satisfaction of the respondents regarding

accommodation and rest room


63/77

63


Inference


highly satisfied with the accommodation and rest room facilities provided

by the company.

CHART 3.19

Chart showing satisfaction of the respondents regarding

accommodation and rest room




Dissatisfied 20 15


Total 135 100


64/77

64

34

24 23

15

4

0

5

10

15

20

25

30

35

Percentage

Highly

Satisf ied

S a ti s fie d N eu tra l D is s a tis fie d H ig hly

Dissatisf ied

Table3 .20

Table showing employee attitude towards the counseling

of the organization.


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Inference


personal problems are shared and solved by the organization through

counseling techniques.

CHART 3 .20

Chart showing employee attitude towards the counseling

of the organization.



Agree 61 46Disagree 12 9


Total 135 100


66/77

66

38

46

97

0

5

10

15

20

25

30

35

40

45

50

Percentage

Strongly

agree

Agree Disagree Strongly

disagree

Options

Table3 .21

Table showing attitude of the respondents related to

company rules, regulations, procedures, and policies.


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67


Inference


agree and deny to the rules, regulations, procedures and policies of the

company.

CHART 3 .21

Chart showing attitude of the respondents related to

company rules, regulations, procedures, and policies.



Agree 53 39Disagree 15 11


Total 135 100


68/77

68

3639

1114

0

5

10

15

20

25

30

3540

Percentage

Strongly

agree

Agree Disagree Strongly

disagree

CHI-SQUARE TEST

To test whether there is a significant difference between the annual

income and the consequences of job stress among the employees.


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1. Null hypothesis H0 :- There is no significant difference between

the annual income and the consequences of job stress among the

employees.

2. Alternative hypothesis H1 : - There is a significant difference

between the annual income and the of consequences of job stress among

the employees.

Care taken

by

company

Employees involvement in their job

Highly

satisfied

Satisfied Neutral Dis-

satisfied

Highly

dissatisfied

Total

Strongly

agree

10 17 15 8 2 52

Agree10 20 19 12 0 61

Disagree1 3 5 1 2 12

Strongly

disagree

2 3 3 1 1 10

Total23 43 42 22 5 135


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The expected frequencies are given below:

Care

taken by

company

Employees involvement in their job

HS S NEU D HD Total

Strongly

agree

10 8.8 17 16.6 15 16.2 8 8.5 2 1.92 52

Agree10 10.4 20 19.4 19 19 12 9.9 0 2.25 61

Disagree1 2.04 3 3.82 5 3.7 1 1.95 2 0.4 12

Strongly

disagree

2 1.7 3 3.2 3 3.1 1 1.62 1 0.37 10

Total23 43 42 22 5 135


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CALCULATION OF TEST STATISTIC: - TABLE FOR 2

Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)

2/Ei

10 9 1 1 0.110 10 0 0 01 2 -1 1 0.52 2 0 0 017 17 0 0 020 19 1 1 0.053 4 -1 1 0.253 3 0 0 015 16 -1 1 0.0619 19 0 0 05 4 1 1 0.25

3 3 0 0 08 8 0 0 012 10 2 4 0.41 2 -1 1 0.51 2 -1 1 0.52 2 0 0 00 2 -2 4 22 1 1 1 11 0 1 1 0

2cal =

5.61

Level of significance = 0.05

Critical value


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72

2tab = 2

0.05, (n-1)

= 20.05, (20-1)

= 20.05, 19

= 30.144

Interpretation

Since the calculated chi-square value (5.61) is less than the

tabulated chi-square value (30.144), the Null hypothesis H0 is accepted

and the alternative hypothesis H1 is rejected. Hence there is no significant

difference between employee involvement in the job and care taken by the

company towards employees personal problem.

4.1 FINDINGS


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Most of the respondents (55%) are male.

Majority of the respondents (72%) are 21 35 age groups

Most of the respondents (52%) are coming under the experience

group 1 to 2 years only.

Most of the Respondents (32%) are satisfied with the reward

system.

32% of the respondents are Neutral with their salary drawn from the

Management. but also few expecting more

29% of the employees agree that they have job security

19% of the employees are excellent in the recognition of the

department.

36% of the respondents are satisfied with the guidelines given by

the superiors.

33% of the respondents are satisfied with the encouragement given

by the superiors.

Most (39%) of the employees expectation is salaries from the

management.

28% of the employees are satisfied with the opportunities for

promotion.


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74

28% of the respondents are neutrally agreed with the reward

system.

32% of the respondents have full involvement and interest in doing

their job.

69% of the respondents are satisfied with the working condition of

the organization.

39% of the respondents have the intention to learn new things

inside the organization.

Most (39%) of the employees agree that the organization follow

democratic leadership.

34% of respondents strongly agree that leave facilities are provided

to a higher extend.

34% of the employees are highly satisfied with the organization

facilities like accommodation and restroom.

46% of the employees personal problems are shared and solved

by the organization through counseling techniques.

Rules, regulations, procedures and policies of the company are

agreed by the employees to the most (39%)

Promotions to the talented employees can be implemented.


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75

4.2 SUGGESTION

Nearly one third of the workers are not satisfied with the benefits

provided by the organization. They are expecting monetary

rewards and salary hikes. So company has to consider the

experienced workers performance and provide rewards for the

satisfaction for employees.

Employees are not satisfied with up gradation of their knowledge

through training so company has to provide such a facility to them.

The organization has to concentrate on retaining the employees in

order to control the attrition rate. It will control the unwanted

expenditure for recruitment and training.

Most of the workers are unaware about the companys redressal

grievance committees function. So company, they have to give

awareness program to the employees about the functions and

benefits of the grievance redressal committee.

Increase in allowance for night shift may motivate the employee to

improve their job involvement.

Company try to improve the their participative leadership style with

the help of the employees


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