perceived employee contribution in relation to...

PERCEIVED EMPLOYEE CONTRIBUTION IN RELATION TO RECREATIONAL FACILITIES:

AN EXPLORATORY STUDY

Submitted in partial fulfilment of the requirements for the degree of

Master of Philosophy

in

MANAGEMENT

by

Rajender Singh

Register No: 0930012

Under the Guidance of

Dr. Harold Andrew Patrick

Coordinator OB and HRM

Institute of Management

Christ University

Institute of Management

CHRIST UNIVERSITY, BANGALORE

2010

APPROVAL OF DISSERTATION

Dissertation entitled “Perceived Employee Contribution in relation to Recreational Facilities: An

Exploratory Study” by Rajender Singh is approved for the degree of Master of Philosophy in

Management.

Examiners:

1. __________________ _________________

2. __________________ _________________

3. __________________ _________________

Chairman: __________________

(Seal)

Date:

Place: Bangalore

DECLARATION

2

I, Rajender Singh, hereby declare that the dissertation entitled “Perceived Employee

Contribution in relation to Recreational Facilities: An Exploratory Study” submitted to Christ

University, in partial fulfilment of the requirements for the award of the degree of Master of

Philosophy in Management, is a record of original and independent research work done by me

during Academic year 2009-10, under the supervision and guidance of Dr. Harold Andrew

Patrick, Coordinator OB and HRM, Institute of Management, Christ University, Bangalore,

and it has not formed the basis for the award of any Degree/ Diploma/ Associate ship/

Fellowship or other similar title to any candidate of any University.

Date: 30 October 2010

Signature of the candidate

Place: Bangalore

Rajender Singh

Register No: 0930012

3

CERTIFICATE

This is to certify that the dissertation entitled “Perceived Employee Contribution in relation to

Recreational Facilities: An Exploratory Study” submitted to Christ University, in partial

fulfilment of the requirements for the award of the degree of Master of Philosophy in

Management, is a record of original research work done by Mr Rajender Singh during the

period Academic year 2009-10, of his study in the department of Management at Christ

University, Bangalore , under my supervision and guidance and the dissertation has not

formed the basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other

similar title to any candidate of any University.

Date:

Signature of the Guide

Place: Bangalore

Dr. Harold Andrew Patrick

Coordinator OB and HRM,

Institute of Management,

Christ University, Bangalore,

4

ACKNOWLEDGEMENTS

I am indebted to thank my people who helped me complete this dissertation.

First, I thank the Vice – Chancellor Dr. (Fr.) Thomas C. Mathew and the Pro Vice –

Chancellor Dr. (Fr.) Abraham V.M. of Christ University for giving me the opportunity to do

my research.

I thank the Additional Director Dr. S. Srikanta Swamy and staff of the research centre for their

kind support.

I thank Dr. Harold Andrew Patrick for his support and guidance during the course of my

research. I remember him with much gratitude for his patience and his motivation, but for

which I would not have submitted this work.

I would like to thank my fellow researchers of batch 2009-10, Col Darshan Singh (R) and my

course mates especially Col Ramesh Menon (R), Col B. Ramachandran (R), Cdr R.

Srivastava (R), and Col B. Suresh(R) who are part of this research.

I would like to mention a special thanks to Prof. Dash, Alliance University, for sparing his

time for assisting with analysis of the data.

This dissertation would not have seen the light of day without the blessings of my parents and

the constant support of my wife and daughter. Finally, I would like to thank my dear sister

who helped me by her immense moral support.

Bangalore

Rajender Singh

Date: 30 October 2010

5

ABSTRACT

As the society has shifted from the industrial to the information era, recreation activities in

organisations represents ever more important area of social responsibility and organisational

growth. Organisations of all hue and texture- governmental, private or commercial

enterprises- will need well planned and aligned recreational facilities to ramp up their

productivity. Today’s challenging social context increasingly calls on the leadership expertise

of these organisations to address the important issue of human resources ‘burnout’. Their

charge is to contribute to quality of life of the people at their organisations in the dynamic

context of new modes of communication, new information, changing demographics, changing

attitudes towards work and play, individualism and globalisation. A recreation facility is

provided in premises or precincts of an organisation, for fun, diversion, enjoyment relaxation,

amusement and physical, psychological, spiritual or social well being of members of the

organisation. Activities engaged in the facility are planned by management with the view to

enhance productivity by looking at the well being and development of employees. It is

inclusive of hiring recreation organisation’s services.

The steel baron Andrew Carnegie endowed hundreds of public libraries across the country in

the late nineteenth and early twentieth century, explaining, "How a man spends his time at

work may be taken for granted but how he spends his hours of recreation is really the key to

his progress in all the virtues." Among the important literatures, study by Sabarirajan,

Meharajan & Arun. (2010) titled “Positive correlation between welfare activities and

employee attitude in textile mills”, remains prominent beacon of welfare studies on Indian

organisations. In this exploratory research the authors have established the positive influence

of various welfare activities practiced in Indian organisations on employee attitudes including

employee productivity. The study has concluded that, generally, welfare measures are

recreational, medical, educational, housing, sanitation and so on. Every organization provides

the statutory welfare measures but some organizations provides some more welfare facilities

to the employees so that they may retain the employees and by improving their quality of

work life. By the result of improved quality of work life among the employees their

involvement in job gets increased and results in increased productivity of the organization.

The organizations maintaining smooth relationship between workers and management, which

leads to attainment of organisation goals.

6

Recreational facilities has received a great deal of interest by human resources management,

professionals and organisational behaviour researchers in Western countries over the years;

however, its practice is fairly nascent in Indian organisations. The organisations in India are

facing many diverse and complex challenges of the growing economy and ever increasing

demands of the workplace. Recreational facilities at the place of work play bigger and a vital

role in ensuring an organisational sustained productivity by systematically building team,

leadership and communicative skills. Enhanced and informal contact amongst all employees

across hierarchy enriches and secures retention of cultural, social and intellectual assets, its

skill and inventiveness.

This study analysed organisational employees’ perceptions of Recreational facilities,

Recreation activities and Employee contribution as one of the consequences of recreational

facilities. 202 employees from 10 organizations (5 manufacturing and 5 IT services) were

surveyed. The judgemental sampling technique was adopted to draw the sample. A

questionnaire was designed and pilot tested. The reliability of the questionnaire was above .

850 (Cronchbach’s Alpha reliability). The major findings of the study were:

1. Statistical analysis and interpretation of data reveal that organisations have provided

varying level of recreational facilities to their employees since the level of perception of

importance of recreational facilities varied considerably. Overall, the perception of the

facilities was moderate.

2. Employees’ perception of level of recreation activities provided was higher than

recreational facilities although the perception varied considerably again. Employee perception

of recreation facilities was high.

3. The level of perception of importance of employee contribution as a result of

recreational facilities varied considerably in the range. The mean value was considerably high

at mean value of 5.89, with standard deviation 1.00.

4. There was significant correlation between the perception of importance of recreational

facilities and recreational activities and the level of employee contribution. Thus, the level of

employee contribution has been found to be related to each of the perception of importance of

recreational facilities and recreational activities.

5. Multiple linear regression of level of employee contribution on the independent

variables of perception of importance of recreational facilities and perception of importance

of recreational activities was found to be statistically significant. Both of the independent

variables were found to have a significant impact on the level of employee contribution, and

together explained 60.2% of the overall variation in level of employee contribution.

7

6. There were significant differences in the perception of importance of recreational

facilities, recreation activities and the level of employee contribution across variable

demographics.

The study empirically indicates that employee contribution made to the organisation

productivity is strongly linked to recreational facilities provided by the organisation to their

employees. In addition, at the same time it also reveals that the employees perceive only

moderate recreational facilities from their organisations. This means that the system of

recreational facilities and recreation activities in the organisations is yet not formalised and is

ad-hoc and haphazard. Organisations should dedicate efforts to increase perception of

recreation among the employees by including the aspects and goals of recreation in the

organisational strategy.

8

Table of contents

Dissertation approval for M. Phil

ii

Declaration

iii

Certificate

iv

Acknowledgement

v

Abstract

vi

Table of Contents

ix

List of Figures

xiii

List of Tables

xiv

Abbreviations, Notations and Nomenclature

xvii

Chapter 1

Introduction

1.1 Background of the Study

2

1.2 New challenges for leaders

3

1.3 Societal context

4

1.4 Theoretical framework

4

1.4.1 Human development and growth

4

1.4.2 Theory of learning and transfer

5

9

1.4.3 Designing effective recreation activities

6

1.4.4 Model of group effectiveness

7

1.4.5 Reducing constraints to participation

12

1.4.6 Managing motivation and behaviour

13

1.4.7 Leadership influence towards attainment of recreation goals

15

1.4.8 Organisational communication

17

1.5 Recreation

18

1.6 Goals of recreation for Indian organisations

19

1.7 Welfare facilities with reference to labour laws

22

1.8 Taxonomy of recreation classes

23

1.9 Recreational facilities in Indian organisations

24

1.10 Recreational activities model

24

1.11 Self interest model of recreation

25

1.12 Group-value model of recreation

26

1.13 Employee contribution

26

1.14 Multi dimensional model of employee contribution

27

1.14.1 Employee performance

27

1.14.2 Organisational civic behaviour

27

1.14.3 Interpersonal skills

28

10

1.14.4 Retention

28

1.14.5 Absenteeism and rate of accidents

28

1.14.6 Job satisfaction

28

1.15 Need and rationale of the study

28

1.16 Purpose of the study

30

1.17 Objectives of the study

30

1.18 Resume of succeeding chapters

31

Chapter 2

Review of the literature

2.1 Introduction

33

2.2 Studies of recreational facilities and employee contribution

2.3 Studies of recreational facilities

34

2.4 Studies of employee contribution

37

2.5 Conclusion

40

Chapter 3

Research methodology

3.1 Introduction

42

3.2 Statement of the problem

42

3.3 Operational definitions of the variables under investigation

43

3.3.1 Recreational facilities

43

11

3.3.2 Recreation activities

43

3.3.3 Employee contribution

44

3.4 Variables under investigation

45

3.4.1 Independent variables

45

3.4.2 Dependent variable

45

3.4.3 Demographic variables

45

3.5 Hypotheses

45

3.6 Population and sample of the study

46

3.7 Sampling technique

46

3.8 Tools adopted for the study

46

3.9 Description of the tools

47

3.10 Pilot test and reliability of the instruments

49

3.11 Administration and scoring

50

3.12 Statistical techniques adopted for analysis

51

3.13 Conclusion

51

Chapter 4

Statistical analysis and interpretation of data

4.1 Introduction

53

4.2 Sample characteristics

54

12

4.3 Respondent profile

54

4.4 Descriptive statistics

60

4.4.1 To map employees perception towards availability of

60

Recreational facilities in Indian organisations

4.4.2 To map perception of employees towards Recreation

activities in Indian organisations

62

4.4.3 To find employees perception towards perceived contribution

of employees as a result of recreational facilities

64

4.5 Correlational analysis

66

4.5.1 Hypothesis H₀₁

66

4.5.2 Hypothesis H₀₂

66

4.6 Multivariate analysis – stepwise regression

67

4.6.1 Hypothesis 3 (H₀₃)

67

4.7 Univariate analysis – ANOVA

69

4.7.1 Hypothesis H₀₄

69

4.7.2 Hypothesis H₀₅

69

Chapter 5

Summary and conclusion

5.1 Introduction

88

5.2 Need for the study

88

13

5.3 Statement of the problem

89

5.4 Objectives of the study

90

5.5 Review of related literature

90

5.6 Variables of the study

92

5.7 Hypotheses

92

5.8 Sampling technique

93

5.9 Tools adopted for the study

93

5.10 Statistical techniques used

93

5.11 Major findings of the study

94

5.11.1 General findings

94

5.11.2 Hypotheses related findings

95

5.12 Implications

97

5.13 Limitations of the study

100

5.14 Suggestions for further research

100

5.15 Conclusion

101

Appendices

103

Recreational facilities questionnaire - Section I

I

Recreation activities questionnaire - Section II

II

14

Employee contribution questionnaire Section III

III

Performa

IV

Reliability tests of pilot study: Statistics Recreational facilities

V

Reliability tests of pilot study: Statistics Recreational activities

VI

Reliability tests for pilot study: Statistics Employee contribution

VII

Bibliography

116

15

LIST OF FIGURES

Figure 1.1: The learning gradient 6

Figure 1.2: Stages of group development and productivity focus 8

Figure 1.3 Facilitation of healthy group characteristics 8

Figure 1.4: The centralisation versus decentralisation continuum 9

Figure 1.5: Model of synergy 9

Figure 1.6: Comparison of effective and ineffective groups 11

Figure 1.7: The five phases of facilitating recreation activity 12

Figure 4.1: Frequency histogram of mean ratings: Recreational facilities dimensions 61

Figure 4.2: Frequency histogram of mean ratings: Recreational activities dimension 63

Figure 4.3: Frequency histogram of mean ratings: Employee contribution dimensions 65

16

LIST OF TABLES

Table 3.1: Indicating the sample drawn

46

Table 3.2: Indicating the tools and their dimensions, number of items

and Cronbach’s Alpha for the total sample.

47

Table 3.3: Table indicating Cronbach’s Alpha reliability for the three

50

dimensions on the Pilot Test

Table 3.4: Indicating Likert scale of scoring in the questionnaire

51

Table 4.1: Indicating frequency and percentage based on departments

55

Table 4.2: Indicating frequency and percentage based on designation

55

Table 4.3: Indicating frequency and percentage based on gender

56

Table 4.4: Indicating the frequency and percentage based on age

56

Table 4.5: Indicating the frequency and percentage based on education

57

Table 4.6: Indicating the frequency and percentage of marital status

57

Table 4.7: Indicating the frequency and percentage of total work experience

58

Table 4.8: Indicating the frequency and percentage years in current position

58

Table 4.9: Indicating the frequency and percentage of total years

59

working in the current organisation

Table 4.10: Indicating mean, standard deviation and normal distribution

60

histogram for Recreation facilities dimensions along with the

scale statistics.

17


62

histogram for Recreation activities dimensions along with the

scale statistics.


64

histogram for employee contribution dimensions along with

the scale statistics.

Table 4.13: Indicating Pearson correlations among Recreational facilities,

66

Recreation activities and Employee contribution

Table 4.14: Indicating R square of employee contribution on Recreational

facilities and Recreation activities, ANOVA and coefficients

of stepwise multiple regression.

67

Table 4.15.1: Indicating summary of perceptions of employees across

Departments, with reference to the importance of Recreational

facilities, Recreation activities and employee contribution as a

result of Recreational facilities.

69

Table 4.15.2: Indicating ANOVA for Recreational facilities, recreation activities

and employee contribution as a result of Recreational facilities across

departments.

69

Table 4.16.1: Indicating summary of perceptions of employees across Designations

with reference to the importance of Recreational facilities, Recreation

activities and employee contribution as a result of Recreational facilities. 71

Table 4.16.2: Indicating ANOVA for Recreational facilities, recreation activities and

employee contribution as a result of Recreational facilities across

18

Designations.

71

Table 4.17.1: Indicating summary of perceptions of employees across Gender, with

reference to the importance of Recreational facilities, Recreation



and employee contribution as a result of Recreational facilities

across Gender

. 73

Table 4.18.1: Indicating summary of perceptions of employees across Age,

with reference to the importance of Recreational facilities,

Recreation activities and employee contribution as a result

of Recreational facilities.

75


and employee contribution as a result of Recreational facilities across

Age.

75

Table 4.19.1: Indicating summary of perceptions of employees across Educational

qualification, with reference to the importance of Recreational

facilities, Recreation activities and employee contribution as a result

of Recreational facilities.

77


77 employee contribution as a result of Recreational facilities across

Educational qualification.

Table 4.20.1: Indicating summary of perceptions of employees across Marital status,

with reference to the importance of Recreational facilities, Recreation




educational qualification.

19

Table 4.21.1: Indicating summary of perceptions of employees across Total work experience,

with reference to the importance of Recreational facilities, Recreation activities

and employee contribution as a result of

Recreational facilities.

81



Total

work experience.

Table 4.22.1: Indicating summary of perceptions of employees across work experience

at the current designation, with reference to the importance of Recreational

facilities, Recreation activities and employee contribution as a result of

Recreational facilities.

83


employee contribution as a result of Recreational facilities across work

experience at the current designation.

83

Table 4.23.1: Indicating summary of perceptions of employees across work experience

within the current organisation, with reference to the importance of

Recreational facilities, Recreation activities and employee contribution

as a result of Recreational facilities.

85


employee contribution as a result of Recreational facilities across work

experience within the current organisation.

85

ABBREVIATIONS, NOTATIONS AND NOMENCLATURE

Variable code Code definition

dept Department

20

designation Designation

gender Gender

age Age

edn Highest level of education

attained

marital Marital status

designexperience Experience in the present position held

totalexperienc Total number of years work experience

orgexperience. Total number of years in the current

organisation

recFacil_Org. Formalised as policy in organisation rules

recFacil_Policy. Periods at regular intervals earmarked

recFacil_asWaste. Considered as waste of resources

(Reversed)

recFacil_In_MultiHall Indoor multipurpose audio/video hall

provided

recFacil_In_AVLib Indoor audio/video Library provided

recFacil_In_CCTT Indoor carom, chess, table tennis available

recFacil_In_Billiards Indoor billiards provided

recFacil_In_Gym Indoor Gymnasium

recFacil_In_Saunabath Indoor sauna bath

recFacil_In_Bad Indoor badminton court

recFacil_In_Other Indoor any other facility provided

recFacil_Out_Park Outdoor open park area to organise games

recFacil_Out_Tennis Outdoor Tennis Court

recFacil_Out_Bad Outdoor badminton court

recFacil_Out_FamilyPic Outdoor picnic with families organised

recFacil_Out_Adven Outdoor adventure events

recFacil_needForm need to be formalised

recFacil_DayNight catered for both day and night shifts

recAct4TeamWk Building of team work skill

recAct4TeamLdr Building of leadership skills

recAct4Comm Enhancing interpersonal communication

recAct4Leadership Excellent opportunity for team building and

leadership exist

recAct4QWL Work/family distress released

recAct4FamIncl Families across hierarchy included in

picnics

21

recAct4Trust Building of trust and support amongst

people

recAct4Challenge Flair for facing challenging assignments

recAct4Energy Recharging energy and enthusiasm

recAct4Recognition System of reward and recognition

recAct4SelfEfficacy Self efficacy in employees developed

recAct4Confidence Building of trust and confidence

recAct4GoalSetting Honing practice of goal setting and clarification

recAct4Feedback Informal channel of feedback across

hierarchy

recAct4Interdepend Inevitable interdependence of participants

recAct4Creativity Creativity and fun is generated

recAct4Physical Improvement of my physical health

recAct4Emotional Improvement of my emotional health

recAct4Spiritual Improvement of my spiritual health

recAct4Intellectual Improvement of my intellectual health

recAct4Social Improvement of my social health

recAct4Thrill Thrill of winning celebrated

recAct4Discourses Spiritual discourses are organised & practiced

recAct4NoFeedback Involved feedback does not exists (Reversed)

recAct4FeedbackAction Satisfactory action on feedback taken

recAct4Listening Participants are listened to and heard

recAct4Develop Opportunity to develop not lost sight of

recAct4Enthusiasm Enthusiasm and confidence cultivated

contriIncreased Performance increased beyond

expectations

contriOCB Desirable behaviour beyond call of

duty

contriCommitment No intention of leaving in next two years

contriLoyalty Proud to work for my organisation

contriHappiness Happiness increased over last two years

contriLeadership My leadership skills have improved

contriTeam My team skills have improved

contriAtmosphere Fewer mistakes due to open and free

communications

contriBelief Believe happy employees are productive

employees

contriIntrinsic Motivation more intrinsic than extrinsic

22

contriTrust Trust in colleagues and

organisational support

contriQWL Effective balance in work/family life

contriPhysical Better physical health; improved

performance

contriPsyBetter psychological health; improved

contribution/ performance

contriSpiritual Better spiritual health; improved

performance

contriThrill Thrill of winning (Reversed)

H₀₁: Null hypothesis one

H₀₂: Null hypothesis two

H₀₃: Null hypothesis three

H₀₄: Null hypothesis four

H₀₅: Null hypothesis five

23

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