sendhil project 99% final (2)

A STUDY ON EMPLOYEES ATTITUDE IN PUDUCHERRY AGRO SERVICE AND INDUSTRIES CORPORATION LIMITED

PROJECT REPORT

Submitted by

SENDHIL KUMAR .RRegister No: 12MBA071

Under the Guidance of

Mr. R. RAMESH B.E., MBA.

Assistant Professor, Department of Management Studies

In partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

PUDUCHERRY UNIVERSITY

PUDUCHERRY

JULY-2013

1

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

MADAGADIPET, PUDUCHERRY

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that the project work entitled “A STUDY ON EMPLOYEES ATTITUDE IN

PUDUCHERRY AGRO SERVICE AND INDUSTRIES CORPORATION LIMITED

(PASIC)” is a bonafide work done by SENDHILKUMAR .R [REGISTER NUMBER:

12MBA071] in partial fulfillment of the requirement for the award of the degree of Master of

Business Administration by Pondicherry University, during the academic year 2012-2013.

INTERNAL GUIDE HEAD OF THE DEPARTMENT

Submitted for Viva -Voice Examination held on___________________

EXTERNAL EXAMINER

1.

2.

2

ACKNOWLEDGEMENT

In connection with this endeavor I would like to record my gratitude to many people

surrounding me for this encouragement affirmation and guidance.

I express my profound thanks and gratitude to SHRI M. DHANASEKARAN, Chairman

and Managing Director, SHRI S. V. SUGUMARAN, Vice Chairman of Sri Manakula Vinayagar

Engineering College Puducherry.

I would like to thank Dr. V. S. K. VENKATACHALAPATHY, Principal cum Director

of Sri Manakula Vinayagar Engineering College Puducherry, for given me the opportunity to do

this project.

I would like to ponder with gratitude my sincere thanks to Mr. N. S. N. CAILASSAME,

Associate Professor, Department of Management Studies, for his encouragement, support and

guidance to complete this project successfully.

I take the privilege to extend my hearty thanks to Mr. R. RAMESH, Assistant Professor,

Department of Management Studies, my internal guide for his valuable suggestion and

encouragement throughout this project period.

I express my whole hearted gratitude to Dr. S. VASANTHA KUMAR, Managing Director of

Puducherry Agro Service and Industries Corporation Limited (PASIC), who kindly granted

permission to do my project work in this esteemed organization.

I convey my heartiest thanks to Mr. R. SHANMUGAM, EDP Manager, Puducherry Agro

Service And Industries Corporation Limited (PASIC), Thattanchavady, Puducherry, my external

guide for his dedicated support and encouragement to complete this project.

Finally, I express our sincere thanks and deep sense of gratitude to my parents and friends

for giving timely advice in all the ways and in all aspects for doing the project.

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Table of Content

CHAPTER No. PARTICULARS PAGE No.

1 Introduction 1

2 Review of Literature

10

3 Conceptual Framework of Industry 13

4 Data Analysis and Interpretation 25

5 Findings, Suggestions And Conclusion 97

ANNEXURES:

BIBLIOGRAPHY

QUESTIONNAIRE

WEBSITES

4

List of Tables

TABLE NO. TABLE NAME PAGE NO.

3.1.9 Top Agricultural Products 17

4.1 Table Showing Classification of Respondents on The Basis of

Age Group

25


Gender

26


Marital Status

27


Designation

28


Experience

29


Qualification

30


Income

31


Type of Employment

32

4.9 Table Showing Respondents Opinion on Access of Information 33

4.10 Table Showing Respondents Opinion on Mission Statement 34

4.11 Table Showing Respondents Opinion on Involvement in

Decision Making

35

4.12 Table Showing Respondents Opinion on Comfort in Work

Environment

36

4.13 Table Showing Respondents Opinion on Job Requirement 37

4.14 Table Showing Respondents Opinion on Management

Recognization

38


5

4.15 Table Showing Respondents Opinion on Encouragement to

Develop

39

4.16 Table Showing Respondents Opinion on Involvement of

Employees in Problem Solving

40

4.17 Table Showing Respondents Opinion on Management Flexibility 41

4.18 Table Showing Respondents Opinion on Recommending Others

to Join in PASIC

42

4.19 Table Showing Respondents Opinion on Performance Standard 43

4.20 Table Showing Respondents Opinion on Personal Growth 44

4.21 Table Showing Respondents Opinion on Suggestion &

Leadership

45

4.22 Table Showing Respondents Opinion on Supervisors

Encouragement

46

4.23 Table Showing Respondents Opinion on Reward for Effort 47

4.24 Table Showing Respondents Opinion on Supervisors Valuation 48

4.25 Table Showing Respondents Opinion on Companies Positive

Image

49

4.26 Table Showing Respondents Opinion on Difference in Lives of

Others

50

4.27 Table Showing Respondents Opinion on Solving Customers

Problems

51

4.28 Table Showing Respondents Opinion on Productivity 52

4.29 Table Showing Respondents Opinion on Work Environment

Satisfaction

53

4.30 Table Showing Respondents Opinion on Job Location

Satisfaction

54


6

4.31 Table Showing Respondents Opinion on Working Hours

Satisfaction

55

4.32 Table Showing Respondents Opinion on Salary Satisfaction 56

4.33 Table Showing Respondents Opinion on Reward Got for Their

Effort

57

4.34 Table Showing Respondents Opinion on Satisfaction in

Compensation

58

4.35 Table Showing Respondents Opinion on Work Respondents 59

4.36 Table Showing Respondents Opinion on Comfortness in

Responsibilities

60

4.37 Table Showing Respondents Opinion on Relationship in

Organization

61


Activities of the Firm

62

4.39 Table Showing Respondents Opinion on Job Security 63

4.40 Table Showing Respondents Opinion on Satisfaction in Rights 67


Leadership

68


Performance

66

4.43 Table Showing Respondents Opinion on Satisfaction in Present

Job

67

4.44 Table Showing Respondents Opinion on Job Security 68

4.45 Table Showing Respondents Opinion on Job Satisfaction 69

4.46 Table Showing Respondents Opinion on Working Condition 70

4.47 Table Showing Respondents Opinion on Performance 71


4.48 Table Showing Respondents Opinion on Compensation & Pay 72

7

System

4.49 Table Showing Respondents Opinion on General Fairness 73

4.50 Table Showing Respondents Opinion on Safety Concern 74

4.51 Table showing the weighted average given be respondents to

employees attitude

75

4.52 Table showing the weighted average given by respondents to

performance of Employees

79

4.53 Table showing the weight age given by respondents to

satisfaction level of Employees

82

4.54 Table showing the weighted average given by respondents to

satisfaction

86

4.55 Table showing analysis of the relation between employees work

well together to solve problems and solving customers problems

88

4.56 Table showing analysis of the relation between employees in

decision making and suggestions

91

4.57 Table showing analysis of the relation between comfortable with

environment and satisfied with work environment

93

4.58 Table showing analysis of the relation between job requirement

and satisfied with present performance

95

List of Charts

8

CHART NO. CHART NAME PAGE NO.

9

3.3 Business Activities 19

3.4 Organization Structure 20

4.1.1 Chart Indicating Classification of Respondents on The Basis of

Age Group

25


Gender

26


Marital

27


Occupation

28


Experience

29


Qualification

30


Income

31


Type of Employment

32

4.9.1 Chart Indicating Respondents Opinion on Access of

Information

33

4.10.1 Chart Indicating Respondents Opinion on Mission Statement 34

4.11.1 Chart Indicating Respondents Opinion on Involvement in

Decision Making

35

4.12.1 Chart Indicating Respondents Opinion on Comfort in Work

Environment

36

4.13.1 Chart Indicating Respondents Opinion on Job Requirement 37


4.14.1 Chart Indicating Respondents Opinion on Management 38

10

Recognization

4.15.1 Chart Indicating Respondents Opinion on Encouragement to

Develop

39

4.16.1 Chart Indicating Respondents Opinion on Involvement of

Employees in Problem Solving

40

4.17.1 Chart Indicating Respondents Opinion on Management

Flexibility

41

4.18.1 Chart Indicating Respondents Opinion on Recommending

Others to Join in PASIC

42

4.19.1 Chart Indicating Respondents Opinion on Performance

Standard

43

4.20.1 Chart Indicating Respondents Opinion on Personal Growth 44

4.21.1 Chart Indicating Respondents Opinion on Suggestion &

Leadership

45

4.22.1 Chart Indicating Respondents Opinion on Supervisors

Encouragement

46

4.23.1 Chart Indicating Respondents Opinion on Reward for Effort 47

4.24.1 Chart Indicating Respondents Opinion on Supervisors

Valuation

48

4.25.1 Chart Indicating Respondents Opinion on Companies Positive

Image

49

4.26.1 Chart Indicating Respondents Opinion on Difference in Lives

of Others

50

4.27.1 Chart Indicating Respondents Opinion on Solving Customers

Problems

51

4.28.1 Chart Indicating Respondents Opinion on Productivity 52


4.29.1 Chart Indicating Respondents Opinion on Work Environment

Satisfaction

53

4.30.1 Chart Indicating Respondents Opinion on Job Location 54

11

Satisfaction

4.31.1 Chart Indicating Respondents Opinion on Working Hours

Satisfaction

55

4.32.1 Chart Indicating Respondents Opinion on Salary Satisfaction 56

4.33.1 Chart Indicating Respondents Opinion on Reward Got for Their

Effort

57

4.34.1 Chart Indicating Respondents Opinion on Satisfaction in

Compensation

58

4.35.1 Chart Indicating Respondents Opinion on Work Respondents 59

4.36.1 Chart Indicating Respondents Opinion on Comfortness in

Responsibilities

60

4.37.1 Chart Indicating Respondents Opinion on Relationship in

Organization

61


Activities of the Firm

62

4.39.1 Chart Indicating Respondents Opinion on Job Security 63

4.40.1 Chart Indicating Respondents Opinion on Satisfaction in Rights 64


Leadership

65


Performance

66


Present Job

67

4.44.1 Chart Indicating Respondents Opinion on Job Security 68


4.45.1 Chart Indicating Respondents Opinion on Job Satisfaction 69

4.46.1 Chart Indicating Respondents Opinion on Working Condition 70

4.47.1 Chart Indicating Respondents Opinion on Performance 71

12

4.48.1 Chart Indicating Respondents Opinion on Compensation % Pay

System

72

4.49.1 Chart Indicating Respondents Opinion on General Fairness 73

4.50.1 Chart Indicating Respondents Opinion on Safety Concern 74

List of Figures

FIGURE NO. FIGURE NAME PAGE NO.

3.1.2.1 Neolithic Revolution 14

3.1.3.1 Roman Harvesting Machine 14

3.1.4.1 Agricultural Calendar 15

3.1.5.1 The Harvesters 15

3.1.6.1 Norman Borloug 16

3.1.7.1 Fordson Tractor 16

ABSTRACT

This project is done at Puducherry Agro Service and Industries Corporation Ltd. (PASIC)

and the title of the project is “A Study on Employees Attitude in Puducherry Agro Service and

Industries Corporation Limited (PASIC)”.

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This study is focused on analyzing attitude of employees those who working in PASIC,

and their performance as well as the satisfaction level of those employees in the work place and

also to identify the number of positive attitude employees who are working in the organization.

The data collection has been done through questionnaire and the population size is 400 and

the sample size is 100. The tools used in the project are Percentage Analysis, Weighted Average

and Correlation Analysis.

This study helps to find the changing management practices for the development of an

organization. And, this project helps the organization to know the attitude of employees and their

satisfaction level. The performance of employees can be valued and if there is any deviation in

performance of the employees a necessary corrective actions can the taken by the organization.

The factors influencing good attitude are to be identified and also the less influencing factors were

concentrated, this project would help the management to stimulating the positive attitude among

the employees.

The Percentage Analysis tool being used for rating the data collected, Weighted Average

Method is used to identify the preference for various factors and Correlation Analysis is used to

identify the relationship between the variables.

CHAPTER-I

INTRODUCTION & RESEARCH DESIGN

1.1 INTRODUCTION

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The importance of attitude in understanding psychological phenomenon was given

formal recognition early in the history of social psychology. From the time of the concept’s entry

in to the language of psychology until now, interest in attitude has been strong and growing.

However, over the years attitudes have been studied with differing emphasis and methods.

1.1.1 Concept of Attitude:

Attitudes are evaluative statements. They respond one's feeling either favorable or

unfavorable to persons, objects and events. In other words, attitudes reflect how one feels about

something. For example, a man says “I like teaching” here he is expressing his attitude about his

work.

Attitude is an enduring organization of motivational, emotional, perceptual and

cognitive processes with respect to some aspect of the individual’s world. Attitudes are learned

predispositions towards aspects of our environment. They positively or negatively directed

towards certain people service or institutions.

Now, attitudes can precisely be defined as a persistent tendency to feel and behave in a

particular way towards some objects, persons or events.

1.1.2 Salient Features:

The following are the salient features of an attitude

1. Attitudes are related to the feelings and beliefs of people.

2. Attitudes respond to persons, objects or events.

3. Attitudes affect behavior either positively or negatively.

4. Attitudes undergo changes.

1.1.3 Benefits of Attitude:

An opinion is generally the expression of one’s judgment of a particular set of facts,

on evaluation of the circumstances presented to him.

“Thurstone” defines opinion as a response to a specifically limited stimulus, but

the response is certainly influenced by the predisposition with, with the individual

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is operating, that is, the attitude structure. A difference can also be made between attitude

and belief. A belief is an enduring organization of perceptions and cognitions about some aspects

of individual world. Thus, belief is a hypothesis concerning the nature of objects, more

particularly, concerning one’s judgments belief is the cognitive component of attitude which

reflects the manner in which an object is perceived. The difference between attitude, opinion, and

belief exists on conceptual basis. Most researchers believe that these three terms are so closely

tied that it is difficult to separate them except on a limited conceptual basis.

1.1.4 Formation of Attitudes:

Attitudes are not inherited. These are acquired or learned by the people from the

environment in the formation of attitudes is broadly classified into two sources:

Direct Experience, and

Social Learning

Direct Experience:

One’s direct experience with an object or person serves as a powerful source for his/her attitude

formation. In other words, attitudes are formed on the basis of one’s past experience in concerned

object or person. Take your own case, for instance. How do you know that you like

organizational behavior or dislike financial management? The answer to it is that our have formed

these attitudes form you in studying the two subjects. Research has shown that attitudes derived

from the direct experience are more powerful, stronger and durable are difficult to change than are

attitudes that are formed through indirect experience. This is because of their availability in our

cognitive processes.

Social Learning:

The process of deriving attitudes form family, peer groups, religious organizations and

culture is called social learning, In social learning, and individual acquires attitudes form his/her

environment in an indirect manner. Social learning starts form early age when children derive

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certain attitudes from their parents. This is often evident from when young children express their

political preferences similar to those held by their parents.

Attitudes are derived from peer groups also. For example if Ravi saxena has been

attending his duty late for some days but co-workers have always been on time, Ravi Saxena is

likely atop attitude his duty on time.

1.1.5 Learning Attitude Process:

1. Attention: Attention must be focused on model.

2. Retention: What was observed form the model must be retained.

3. Reproduction: Behavior must be practiced again and again.

4. Motivation: The learner must be motivated to learn from the model,

An individual’s association with others also shapes one’s attitude about him/her.

For example, the teacher’s attitude, be it favorable or unfavorable, about X student will

often be formed by associating him with Y student about whom the teacher had already formed an

opinion or attitude.

1.1.6 Factors Influencing Attitude:

Level of Satisfaction

Performance of an employees

Organization Culture & Climate

Nature of Management

Nature of Job

Reward and Compensation

Motivation Factors etc.

These are the various factors which are influencing the attitude of employees in an

Organization.

1.2 STATEMENT OF THE PROBLEM:

Attitude is the driving force of an employee to perform optimistically in an

organization; Employees with positive attitude are the real assets of any organization. A Positive

attitude of employees in an organization can be identified by this study and if there is any

17

deviation in the attitude of employees, those deviation can be controlled and the negative attitude

can be eradicated from the minds of the employees. So that the performance of employees can be

enhanced and the satisfaction level in their job can also be improved. By utilizing positive attitude

manpower an organization can attain its mission and vision within a stipulated period of time.

1.3 OBJECTIVES OF THE STUDY

To analyze the employees attitude.

18

To analyze the various factors influencing the employees attitude.

To study the relationship between the employees attitude and performance

To analyze the relationship between the employees attitude and job satisfaction.

To measure the level of positive attitude.

19

1.4 SCOPE OF THE STUDY:

This study would reveal the percentage of employees having positive attitude in an

organization.

The level of satisfaction for employees in their job can be identified.

This study helps to enhance the performance of the employees in their work place.

The deviation level of attitude among the employees can be identified and control

measures can be taken.

1.5 GEOGRAPHICAL REGION:

This study is conducted in Puducherry Agro Service And Industries Corporation Ltd,

Thattanchavady Puducherry.

1.6 FIELD WORK AND COLLECTION OF DATA:

The following are the method used for data collection and the details about field work

is given below.

1.6.1 Field Work:

The field work is done with the employees of Puducherry Agro Services And

Industries Corporation Limited, Puducherry.

1.6.2 Collection of Data:

A data collection for this study has been done in the form of two types of collection

methods and they are

Primary Data:

The primary data was collected from the respondents. This project relied on the

response from the employees of Puducherry Agro Service And Industries Corporation Limited

(PASIC). To obtain this primary data, a well-structured questionnaire was prepared & the

respondents (sample) were given the Questionnaire to represent their views.

20

Secondary Data:

The secondary data for the research has been collected from

Internet

Books

Articles

Journal

Organization Records.

1.7 LIMITATION OF THE STUDY:

The data collected in this study may not be reliable for a long term, since the attitude of

employees is dynamic.

The mood and mind set of the respondents at the time of data collection would have a

major impact in the study.

Some of the questions are related to the respondent’s immediate boss/supervisors,

therefore respondents may gave reviled based responses.

1.8 RESEARCH METHODOLOGY:

Research method is very essential to collect the information for the research. A

research methodology defines what the activity of research is, how to proceed, how to measure

progress, and what constitutes success the following are the elements involved in the research

method.

1.8.1 Research Design:

The research design undertaken for the study is Descriptive one. A study, which wants

to portray the characteristics of a group or individuals or situation, is known as Descriptive study .

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1.8.2 Sampling Frame Work:

While conducting survey it is impossible to meet each and every element of the

universe. Besides it is time consuming and expensive. Further to arrive at valid conclusion it may

not be necessary to enumerate all. We may study a sample drawn from the layer population and if

that sample is adequately representation of the population, we can arrive at valid conclusion.

Sampling design is determined before any data is collected.

1.8.3 Sample Design:

Population : 400

Sample Size : 100

Sample Tools : Percentage Method, Weighted Average and Correlation Analysis.

Sampling Method: Random Sampling Method

1.8.4 Description of Statistical Tools Used:

Percentage Analysis

Weighted Average

Correlation Analysis

1.8.5 Percentage Analysis:

In this project Percentage analysis test was used. The percentage method is used to

know the accurate percentages of the data I took. The following formula was used.

No. of respondents favorable

Percentage of respondent = ---------------------------------------- x 100

Total no of respondents

From the above formula, we can get percentages of the data given by the respondents.

22

1.8.6 Weighted Average:

An average in which each quantity to be averaged is assigned a weight. These

weightings determine the relative importance of each quantity on the average. Weightings are the

equivalent of having that many like items with the same value involved in the average.

The weighted mean is similar to an arithmetic mean (the most common type of

average) where instead of each of the data points contributing equally to the final average, some

data points contribute more than others. The notion of weighted mean plays a role in descriptive

statistics and also occurs in a more general form in several other areas of mathematics.

If all the weights are equal, then the weighted mean is the same as the arithmetic mean. While

weighted means generally behave in a similar fashion to arithmetic means, they do have a few

counterintuitive properties, as captured for instance in Simpson's paradox.

It can be calculated as,

Weighted average, WX = Σ WX / Σ

Here,

XW represents the weighted average.

X represents the value of variable.

W represents the weight given to the variable.

1.8.7 Correlation Analysis:

The correlation analysis deals with association between two or more variables. The

correlation does not necessarily imply causation or functional relationship though the existence of

causation always implies correlation. By itself it establishes only co- variance. It is used to find

the degree of relationship between motivation and work satisfaction.

R=(∑ XY . N )−(∑ X . ∑Y )

ΣX 2 . N – (ΣX )2 ΣY 2 . N – (ΣY )2

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CHAPTER-II

2.1 REVIEW OF LITERATURE

This review of literature involves collection of some literature and works previously

done in the same area. By doing this the researcher can make a study to explore new dimensions in

the same area and add to the body of knowledge. A Several approaches towards employees

attitude have been proposed.

Brief and Motowidlo (2011) have developed theoretical models in an attempt to

better understand the relationship between “dispositions and job satisfaction”. Continuing this

theoretical development, Judge and his colleagues (Judge & Bono, 2010 Judge, Locke, Durham,

& Kluger, 2008) found that a key personality trait, core self-evaluation, correlates with employee

job satisfaction. They also found that one of the primary causes of the relationship was through

the perception of the job itself. Thus, it appears that the most important situational effect on job

satisfaction the job itself is linked to what may be the most important personality trait to predict

job satisfaction core self evaluation. Evidence also indicates that some other personality traits,

such as extraversion and conscientiousness, can also influence job satisfaction (Judge, Heller, &

Mount, 2011).

Davis-Blake & Pfeffer (2012) a accumulating body of evidence indicates that

differences in job satisfaction across employees can be traced, in part, to differences in their

disposition or temperament (House, Shane, & Herold, 2009). Despite its contributions to our

understanding of the causes of job satisfaction, one of the limitations in this literature is that it is

not yet informative as to how exactly dispositions affect job satisfaction (Erez, 2012).

24

Edwards & Fisher, 2011; Kraut, 2008 One likely future direction of employee

attitude research will be to better understand the interplay between the person and the situation and

the various internal and external factors that influence employee attitudes. In particular, a better

understanding of the role of emotion, as well as broader environmental impacts, is needed and has

been largely overlooked in past research. In addition, ongoing research will provide more in-depth

understanding of the effects of employee attitudes and job satisfaction on organizational measures,

such as customer satisfaction and financial measures. Greater insights on the relationship between

employee attitudes and business performance will assist HR professionals as they strive to

enhance the essential people side of the business in a highly competitive, global arena.

Hawthorne studies, conducted in the 2013, are often credited with making researchers

aware of the effects of employee attitudes on performance. Shortly after the Hawthorne studies,

researchers began taking a critical look at the notion that a “happy worker is a productive worker”

Most of the earlier reviews of the literature suggested a weak and somewhat inconsistent

relationship between job satisfaction and performance.

(Iaffaldano & Muchinsky, 2010) The presumed relationship between job

satisfaction and performance was a “Management Fad” and “Illusory.” This study had an

important impact on researchers, and in some cases on organizations, with some managers and HR

practitioners concluding that the relationship between job satisfaction and performance was trivial.

However, further research does not agree with this conclusion.

Moorhead and Griffin (2010) discussed two primary job-related attitudes job

satisfaction and job dissatisfaction. It is “an individual’s attitude toward his or her job. When this

attitude is positive, employees are said to be satisfied. Dissatisfaction exists when the attitude is

negative”. K. S. Bass (2010) Employees and their attitude to work are of paramount importance

to the achievement of any organizational goals. Thus, effective leadership enables greater

participation of the entire workforce, and can also influence both individual and organizational

performance.

25

Organ (2011) suggests that the failure to find a strong relationship between job

satisfaction and performance is due to the narrow means often used to define job performance.

Organ argued that when performance is defined to include important behaviors not generally

reflected in performance appraisals, such as organizational citizenship behaviors, its relationship

with job satisfaction improves. Research tends to support Organ’s proposition in that job

satisfaction correlates with organizational citizenship behaviors (Organ & Ryan, 2009).

(Staw & Ross, 2013) Several innovative studies have shown the influences of a

person’s disposition on job satisfaction. One of the first studies in this area demonstrated that a

person’s job satisfaction scores have stability over time, even when he or she changes jobs or

companies. In a related study, childhood temperament was found to be statistically related to adult

job satisfaction up to 40 years later (Staw, Bell, & Clausen, 2010).

Thoresen, Bono, and Patton (2011) when the correlations are appropriately corrected

the average correlation between job satisfaction and job performance is a higher.30. In addition,

the relationship between job satisfaction and performance was found to be even higher for

complex jobs than for less complex jobs. Thus, contrary to earlier reviews, it does appear that job

satisfaction is, in fact, predictive of performance, and the relationship is even stronger for

professional jobs.

Hofstede (2012, 2013). He conducted research on employee attitude data in 67

countries and found that the data grouped into four major dimensions and those countries

systematically varied along these dimensions. The four cross-cultural dimensions are: (1)

Individualism-collectivism; (2) Uncertainty avoidance versus risk taking; (3) Power distance, or

the extent to which power is unequally distributed; and (4) Masculinity/Femininity, more recently

called achievement orientation. The four dimensions have been a useful framework for

understanding cross-cultural differences in employee attitudes, as well as recognizing the

importance of cultural causes of employee attitudes. More recent analyses have shown that

country/culture is as strong a predictor of employee attitudes as the type of job a person has

(Saari, 2005; Saari & Erez, 2007; Saari & Schneider, 2009).

26

CHAPTER III

CONCEPTUAL FRAME WORK OF INDUSTRY

3.1 Industry Profile:

Agricultural practices such as irrigation, crop rotation, fertilizers, pesticides and the

domestication of livestock were developed long ago, but have made great progress in the past

century. The history of agriculture has played a major role in human history, as agricultural

progress has been a crucial factor in worldwide socio-economic change. Division of labour in

agricultural societies made commonplace specializations rarely seen in hunter-gatherer cultures,

which allowed the growth of towns and cities, and the complex societies we call civilizations.

When farmers became capable of producing food beyond the needs of their own families, others in

their society were freed to devote themselves to projects other than food acquisition. Historians

and anthropologists have long argued that the development of agriculture made civilization

possible. The total world population probably never exceeded 15 million inhabitants before the

development of agriculture. According to Jared Diamond, the costs of agriculture were: "the

average daily number of work hours increased, nutrition deteriorated, infectious disease and body

wear increased, and lifespan shortened.

3.1.1 Prehistoric Origins:

Forest gardening, a plant-based food production system is thought to be the world's

oldest agro ecosystem, Forest gardens originated in prehistoric times along jungle-clad river

banks and in the wet foothills of monsoon regions. In the gradual process of a family improving

their immediate environment, useful tree and vinse species were identified, protected and

improved whilst undesirable species were eliminated. Eventually superior foreign species were

selected and incorporated into the family's garden.

27

3.1.2 Neolithic:

The Fertile Crescent of the West Asia first saw the

domestication of animals, starting the Neolithic

Revolution. Between 10,000 and 13,000 years ago, the

ancestors of modern cattle, sheep, goats and pigs were

domesticated in this area. The gradual transition from wild

harvesting to deliberate cultivation happened

3.1.2.1 Neolithic Revolution independently in several areas around the globe.

Agriculture allowed for the support of an increased

population, leading to larger societies and eventually the development of cities. It also created the

need for greater organization of political power (and the creation of social stratification), as

decisions had to be made regarding labour and harvest allocation and access rights to water and

land. Agriculture bred immobility, as populations settled down for long periods of time, which led

to the accumulation of material goods.

3.1.3 Roman Harvesting Machine:

Agriculture advanced to Europe slightly later,

reaching the northeast of the continent from the east

around 4000 BC. The idea that agriculture spread to

Europe rather than independently developing there,

has led to two main hypotheses. The first is a "wave

of advance", which holds that agriculture traveled

3.1.3.1 Roman Harvesting Machine slowly and steadily across the continent, while the

second, "population pulse" theory, holds that it moved

in jumps. Also around 6000 years ago, horses first began to be domesticated in the Eurasian

steppes. Initially used for food, it was quickly discovered that they were useful for field work and

carrying goods and people. Around 5,000 years ago, sunflowers were first cultivated in North

America, while South America's Andes region was developing the potato.

28

http://en.wikipedia.org/wiki/File:Trilla_del_trigo_en_el_Antiguo_Egipto.jpg

http://en.wikipedia.org/wiki/File:Harvester.jpg

3.1.4 Middle Age:

The Middle Ages saw significant improvements in

the agricultural techniques and technology. During this time

period, monasteries spread throughout Europe and became

important centers for the collection of knowledge related to

agriculture and forestry. The manorial system, which existed

under different names throughout Europe and Asia, allowed

large landowners significant control over both their land and

its labourers, in the form of peasants or serfs. During the

3.1.4.1 Agricultural Calendar medieval period, the Arab world was critical in the exchange

of crops and technology between the European, Asian and

African continents.

3.1.5 Modern Developments:

After 1492, a global exchange of previously local

crops and livestock breeds occurred. Key crops involved

in this exchange included maize, potatoes, sweet

potatoes and manioc traveling from the New World to

the Old, and several varieties of wheat, barley, rice and

turnips going from the Old World to the New. There

were very few livestock species in the New World, with

3.1.5.1 The Harvesters horses, cattle, sheep and goats being completely

unknown before their arrival with Old World settlers.

Crops moving in both directions across the Atlantic Ocean caused population growth around the

world, and had a lasting effect on many cultures. Since being introduced by Portuguese in the

16th century, maize and manioc have replaced traditional African crops as the continent's most

important staple food crops.

29

http://en.wikipedia.org/wiki/File:Crescenzi_calendar.jpg

http://en.wikipedia.org/wiki/File:Pieter_Bruegel_the_Elder-_The_Harvesters_-_Google_Art_Project.jpg

3.1.6 Green Revolution:

Norman Borlaug, father of the Green Revolution, is

often credited with saving over a billion people worldwide

from starvation. The Green Revolution refers to a series of

research, development, and technology transfer initiatives,

occurring between the 1940s and the late 1970s, which

increased agriculture production around the world,

beginning most markedly in the late 1960s. The initiatives,

led by Norman Borlaug, the "Father of the Green

3.1.6.1 Norman Borloug Revolution" credited with saving over a billion people from

starvation, involved the development of high-yielding

varieties of cereal grains, expansion of irrigation infrastructure, modernization of management

techniques, distribution of hybridized seeds, synthetic fertilizers, and pesticides to farmers.

3.1.7 Safety:

The International Labour Organization considers

agriculture "one of the most hazardous of all economic

sectors." It estimates that the annual work-related death toll

among agricultural employees is at least 170,000, twice the

average rate of other jobs. In addition, incidences of death,

injury and illness related to agricultural activities often go

unreported. The organization has developed the Safety and

Health in Agriculture Convention, 2001, which covers the

3.1.7.1 Fordson Teactor range of risks in the agriculture occupation, the prevention

of these risks and the role that individuals and organizations

engaged in agriculture should play.

30

http://en.wikipedia.org/wiki/File:Norman_Borlaug.jpg

http://en.wikipedia.org/wiki/File:Ford_Tractor_with_ROPS_bar_fitted.JPG

3.1.8 Top Agricultural Products, by crop types (million tonnes) 2012 Data

Agricultural Products Million Tonnes

Cereals

Vegetables and Melons

Roots and Tubers

Milk

Fruit

Meat

Oil Crops

Fish

Eggs

Pulses

Vegetable Fiber

2,2263

866

715

619

503

259

133

130

63

60

30

Source: Food And Agriculture Organization (FAO)

31

3.2 ORGANIZATION PROFILE:

The Puducherry Agro Service and Industries Corporation Limited, commonly known

as “PASIC” where incorporated in the year 1986 under the Companies Act 1956 as No.399 of

1986.

The main objective of the Corporation is to organize supply of all Agricultural Inputs

like Fertilizers, Seeds, Organic Manures, Plant protection chemicals and Equipments and tools,

Bio-Fertilizers, Soil amendments etc., to the farming community at a reasonable price under one

roof at the right time.

To cater to the needs of the farming community there is a network of 49 Agro Depots

in all the four regions apart from 3 Horticultural show rooms called “Vasantham” and 5 Vegetable

Outlets in Puducherry and Karaikal including the two vegetable sale outlets in “Uzhavar Sandhai”.

Because of the establishment of network of Agro Depots in urban, semi urban and rural areas, the

requirement of Agricultural Inputs of the farmers are met within a radius of 3-5Kms.

At present the average Business Annual turnover of PASIC is Rs23 cores. The

PASIC’s Market Share on Fertilizer is 40% plant protection Chemicals 45% and seeds around

80% PASIC are the only Corporation in Puducherry which is running on profit from the inception

and paying Dividend to the Government regularly.

There are 46 Agro Depots are operating in all the four regions namely Puducherry, Karaikal,

Yanam and Mahe. And 25 Agro Depots are operating in Puducherry.

32

3.3 BUSINESS ACTIVITIES:

The following are the various trading activities which are being performer by the organization.

BUSINESS ACTIVITIES

Agro Inputs Civil Mineral Water Tube Well Bio-Fertilizers

&

Organic Manure

33

3.4 ORGANISATION STRUCTURE:

Chairman

Managing Director

GM (Horticulture) GM (Civil) GM (Microbiology)

AGM (Inputs) AGM (Vegetables) AGM (Horticulture)

TM (Inputs) TM (Veg.) TM (Grocery)

Manager Manager (Liquor)

15 Depo Managers

15 Salesmen

Work force

34

3.5 TRADING ACTIVITIES:

PASIC undertakes the purchase and marketing of the following materials required to

the farming community and to the public.

i. Agricultural Input like Urea, Single Superphosphate, Ammonium Sulphate, Ammonium

Chloride and Murate of Potash, complex fertilizers like Diammonium Phosphate,

factomphos, Paramfos, Vijay Complex and Rock Phosphate.

ii. Different kinds of plant protection chemicals like Pesticides, Fungicides, Weedicides and

Accaricides and Rodenticides.

iii. Foundation, certified and truthfully labeled seeds of different varieties of paddy

Groundnut, Cotton and Green Manure seeds, Vegetables Seeds, Flower seeds etc.

iv. Plant protection Equipments like manually operated and power operated sprayers and

Dusters etc.

v. Soil Amendments like Gypsum, Lime power etc.

vi. Micro nutrient Mixtures required for different crops both for basal and Foliar application.

vii. Different kinds of implements and Tools required for Agriculture and Horticulture

operations.

viii. Horticultural planting materials like different varieties of Fruit plants and coconut

seedlings.

ix. Different kinds of vegetables, fruits, and eggs required to the public, School, Hospital,

Central kitchens, different school canteens of Puducherry and Karaikal Regions.

x. Bio-Control Agents like Bio-Pesticides, Pheremone Lure and Traps.

35

3.6 DEALERSHIP ACTIVITIES:

PASIC has a Mega godown at Arasur which is also serving as Stock point for the

fertilizer manufacturers like

A. E.I.D Parry India Limited.

B. Madras Fertilizers Limited.

C. Indian Potash Limited.

D. It is also a private stock point for SPIC limited.

E. Mahyco seeds and Indo American Hybrid Seed.

F. Aspee Plant Protection Equipments.

G. ACC Cement.

Apart from the distribution of Agricultural inputs through the network of Agro

Depots, PASIC is maintaining two Horticultural farms at Karuvadikuppam and Arasur for the

quality production of ornamental plants, Grafted plants of different varieties of Mango and Sapota

and layers of Guava, Lime and production of vegetable seeds. The required mother plants are

maintained in the farm for grafting.

3.7 PUDUCHERRY WATER:

The Puducherry Agro Service and Industries Corporation Limited (PASIC), a

Government of Puducherry Undertaking is bottling and marketing Natural Mineral Water under

the brand name “Pondichery” since 1989. It is the only Government Undertaking in the country to

market Mineral Water.

Ponduchery water is the oldest serving brand of Mineral Water in India. This water is

directly bottled from a single deep source that knows nothing of pollution and overwhelms your

thirst with the natural taste and purity of water you can trust.

36

3.7.1 Special Features:

a) It is free from Chemical treatment processes like Demineralization, Reverse Osmosis etc.,

which is being done by most of the other brands in order to meet the specifications

stipulated by the Bureau of Indian Standards.

b) It is bottled directly from a single source and has no franchise, unlike the other leading

brands that have franchised for bottling their brands in cities and leading towns for

marketing in the local area to save the transport cost.

c) As it is bottled only source, the taste of the water is the same, irrespective of the region it is

sold, comparing to other leading brands.

d) Possesses extra features of safety.

The Ponduchery Water enjoys the special status of being the official supplier to the

Rastrapathi Bhavab, New Delhi from 1989 onwards. The Ponduchery water is being now

patronized by certain Embassies and Consulates for serving to their dignitaries in Delhi and in

Chennai and in leading Stat Hotels in Chennai and other major cities in India.

3.8 PASIC BIO-FERTILIZERS:

PASIC has established a Bio-fertilizers Centre during 1996. The production capacity

of this unit is 75M.T. per annum. The unit is equipped with modern production machineries,

Fermentors with the automatic control devices, mechanized mixing of the sterile carrier material

with culture broth, and necessary quality control lab equipments. Various types of Nitrogen fixing

and Phosphate solubilising Bio-fertilizers are produced at this unit. Pure cultures of efficient

microbial strains are obtained from Agricultural Universities and Research Institutes which are

being used for mass multiplication and production of Bio-fertilizers.

37

3.8.1 Salient Features:

PASIC Bio-fertilizers save the cost on inorganic Nitrogenous & Phosphatic fertilizers by

25%

They secrete various plant growth promoting Hormones & Vitamins in the Rhizosphere of

the crop Plants, thereby enhancing the plant growth.

They improve the Soil Fertility & Promote Soil Biological activities to a greater extent.

They increase the number of Tillers in the crop.

They increase the crop yield by 10 to 20%.

They improve the quality of the produce.

3.9 PASIC BIO-PESTICIDE:

PON-PESUDOFLUOR (Pseudomonas fluorescens) “A biological control of plant

diseases”

To go in line with the present day concept of IPM (Integrated Pest Management)

PASIC has started producing Bio-pesticide utilizing the infrastructural facilities available at the

PASIC Bio-fertilizers Production Centre, Puducherry, since 1998.

Pseudomonas fluorescens is a soil bacteria, which has got the capability of dominating

and controlling the growth of plant pathogens. Indiscriminate use of chemical pesticides

diminishes the quality of farm produce, as residue of these chemicals has been detected in the

produce even after the harvest. This leads to ill health of Human beings, pollution of the

environment & decrease in the population of beneficial organisms in the soil with a view to

sustain soil fertility & curb the environmental pollution, PASIC is engaged in production &

distribution of bio fertilizers and Organic Manures.

In this regard, PASIC has recently launched a Bio-pesticide “PON-PSEUDOFLUOR”

for biologically controlling plant diseases. Pon-pseudofluor contains Pseudomonas fluorescens

bacteria with Lignite as carrier material.

38

CHAPTER –IV

DATA ANALYSIS AND INTERPRETATION

Table 4.1

Table Showing Classification of Respondents on The Basis of Age Group

S. No Age No. of Respondents Percentage (%)

1 Less Then 20 10 10

2 21-30 25 25

3 31-40 19 19

4 41-50 22 22

5 Above 50 24 24

6 Total 100 100

Source: Primary Data

CHART NO 4.1.1

Chart Indicating the Respondents Classification on The Basis of Age Group

Less Then 20 21-30 31-40 41-50 Above 500

5

10

15

20

25

30

Age

Pe

rce

nta

ge


INFERENCE:

The above table showes that the 10% of Employees are less then 20 age, 25% of

Employees where 21-30 age group, 19% of Employees where 31-40, 22% of Employees where

belong to 41-50, and 24% of Employees where above 50.

39

TABLE NO 4.2

Table Showing Classification of Respondents on The Basis of Gender

S. No Gender No. of Respondents Percentage (%)

1 Male 73 73

2 Female 27 27

3 Total 100 100


CHART NO 4.2.1

Chart Indicating the Respondent Classification on The Basis of Gender

Male Female0

10

20

30

40

50

60

70

80

Gender

Pe

rce

nta

ge


INFERENCE:

The above table shows that 73% of respondents are Male and, 27% of Respondents are

Female.

40

TABLE NO 4.3

Table Showing Classification of Respondents on The Basis of Marital Status

S. No Marital status No. of Respondents Percentage (%)

1 Married 82 82

2 Unmarried 17 17

3 Widow/Widower 1 1

4 Total 100 100


CHART NO 4.3.1

Chart Indicating Respondents Classification on The Basis of Marital Status

Married Unmarried Widow/Widower0

10

20

30

40

50

60

70

80

90

Marital status

Pe

rce

nta

ge


INDFERENCE:

The above table shows that 82% of Employees are Married, 17% of Employees are

Unmarried and only 1% of Employee is widow.

41

TABLE NO 4.4

Table Showing Classification of Respondents on The Basis of Designation

S. No Designation No. of Respondents Percentage (%)

1 Director 5 5

2 Managerial 38 38

3 Executive 28 28

4 Supervisor 19 19

5 Others 10 10

6 Total 100 100


CHART NO 4.4.1

Chart Indicating Respondents Classification on The Basis of Occupation

Director Managerial Executive Supervisor Others0

5

10

15

20

25

30

35

40

Designation

Pe

rce

nta

ge


INFERENCE:

The above table shows that 5% of Employees are acting as a Director, 38% of

Employees are acting as a Manager, 28% of Employees are Executive, 19% of Employees are

acting as a Supervisor, and 10% of Employees are acting in other designations.

42

TABLE NO 4.5

Table Showing Classification of Respondents on The Basis of Experience

S. No Experience No. of Respondents Percentage (%)

1 Less than 5years 12 12

2 5-10 19 19

3 11-15 22 22

4 16-20 22 22

5 Above 20 25 25

6 Total 100 100


CHART NO 4.5.1

Chart Indicating Respondents Classification on The Basis of Experience


INFERENCE:

The above table shows that 12% of Employees has Less than 5 years experience, 19% of

Employees has 5-10 years of experience, 22% of Employees has 11-15 years of work experience,

22% of Employees has 16-20 years of experience and 25% of Employees are having Above 20

years of work experience.

43

Less than 5years 5to10 11to15 16-20 Above 200

5

10

15

20

25

30

Exprience of the empolyee

Pe

rce

nta

ge

TABLE NO 4.6

Table Showing Classification of Respondents on The Basis of Qualification


CHART NO 4.6.1

Chart Indicating Respondents Classification on The Basis of Qualification

HSC Diploma UG PG0

5

10

15

20

25

30

35

40

Qualification

Perc

enta

ge


INFERENCE:

The above table shows that 30% of Employees has completed HSC, 37% of Employees

has completed Diploma, 28% of Employees has completed UG, and 5% of Employees has

completed PG.

44

S. No Qualification No. of

Respondents

Percentage

(%)

1 HSC 30 30

2 Diploma 37 37

3 UG 28 28

4 PG 5 5

5 Total 100 100

.

TABLE NO 4.7

Table Showing Classification of Respondents on The Basis of Income

S. No Income No. of Respondents Percentage (%)

1 Less than 10,000 4 4

2 10,001-20,000 44 44

3 20,001-30,000 32 32

4 30,001-40,000 16 16

5 Above 40,000 4 4

6 Total 100 100


CHART NO 4.7.1

Chart Indicating Respondents Classification on The Basis of Income

Less than 10,000 10,001-20,000 20,001-30,000 30,001-40,000 Above 40,0000

5

10

15

20

25

30

35

40

45

50

Income

Pe

rce

nta

ge


INFERENCE:

The above table shows that 4% of Employees are earning Less than 10,000, 44% of

employee,s are earning 10,001-20,000, 32% of Employees are earning 20,001-30,000, 16% of

Employees are earning 30,001-40,000, and 4% of Employees are earning Above 40,000Rs. As

Salary.

45

TABLE NO 4.8

Table Showing Classification of Respondents on The Basis of Type of Employment

S. No Type of Employment No. of Respondents Percentage (%)

1 Permanent 33 33

2 Temporary 36 36

3 Trainee 3 3

4 Contract 25 25

5 Others 3 3

6 Total 100 100


CHART NO 4.8.1

Chart Indicating Respondents Classification on The Basis of Type of Employment

Permanent Temporary Trainee Contract Others 0

5

10

15

20

25

30

35

40

Type Of Employment

Pe

rce

nta

ge


INFERENCE:

The above table shows that 33% of Employees are permanent, 36% of Employees are

Temporary, 3% of Employees are Trainee, 25% of Employees are Contract basis and 3% of

Employees of other category.

46

TABLE NO 4.9

Table Showing Respondents Opinion on Access of Information

S. No Access of

Information

No. of Respondents Percentage (%)

1 Strongly agreed 19 19

2 Agree 43 43

3 Neutral 15 15

4 Disagree 15 15

5 Strongly Disagree 8 8

6 Total 100 100


CHART NO 4.9.1

Chart Indicating Respondents Opinion on Access of Information

Agree Neutral Disagree Strongly Disagree0

5

10

15

20

25

30

35

40

45

50

Access If Information

Pe

rce

nta

ge


INFERENCE:

The above table shows the rate of Accessing Information, 19% of Employees are

strongly agreed, 43% of Employees are Agreed, 15% of Employees are Neutral, 15% of

Employees are Disagree and 8% of Employees are Strongly Disagree.

47

TABLE NO 4.10

Table Showing Respondents Opinion on Mission Statement

S. No Mission Statement No. of Respondents Percentage (%)

1 Strongly Agree 18 18

2 Agree 40 40

3 Neutral 19 19

4 Disagree 17 17


6 Total 100 100


CHART NO 4.10.1

Chart Indicating Respondents Opinion on Mission Statement

Strongly Agree Agree Neutral Disagree Strongly Disagree0

5

10

15

20

25

30

35

40

45

Familiar With Mission Statement

Pe

rce

nta

ge


INFERENCE: The above table shows the rate for Familiar with Mission Statement, 18% of

Employees are strongly agreed, 40% of Employees are Agreed, 19% of Employees are

Neutral, 17% of Employees are Disagree and 6% of Employees are Strongly Disagree.

48

TABLE NO 4.11

Table Showing Respondents Opinion on Involvement in Decision Making

S. No Involvement in

Decision Making



2 Agree 44 44

3 Neutral 24 24

4 Disagree 6 6


6 Total 100 100


CHART NO 4.11.1

Chart Indicating Respondents Opinion on Involvement in Decision Making


5

10

15

20

25

30

35

40

45

50

Involved In Decession Making

Pe

rce

nta

ge


INFERENCE:

The above table showing the rate of Involvement of Employees in Decision Making,

20% of Employees is strongly agreed, 44% of Employees are Agreed, 24% of Employees are


49

TABLE NO 4.12

Table Showing Respondents Opinion on Comfortness in Work Environment

S. No Work Environment No. of Respondents Percentage (%)


2 Agree 46 46

3 Neutral 14 14

4 Disagree 11 11


6 Total 100 100


CHART NO 4.12.1

Chart Indicating Respondents Opinion on Comfortness in Work Environment


5

10

15

20

25

30

35

40

45

50

Comfortable With Work Environment

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Comfortable Work Environment, 25% of

Employees is strongly agreed, 46% of Employees are agreed, 14% of Employees are Neutral, 11%

of Employees are Disagree and 4% of Employees are Strongly Disagree.

50

TABLE NO 4.13

Table Showing Respondents Opinion on Job Requirement

S. No Job Requirement No. of Respondents Percentage (%)


2 Agree 44 44

3 Neutral 18 18

4 Disagree 9 9


6 Total 100 100


CHART NO 4.13.1

Chart Indicating Respondents Opinion on Job Requirement


5

10

15

20

25

30

35

40

45

50

Job Requirement

Pe

cen

tage


INFERENCE:

The above table showing the rating for Job Requirement, 24% of Employees is

strongly agreed, 44% of Employees are agreed, 18% of Employees are Neutral, 9% of Employees

are Disagree and 5% of Employees are Strongly Disagree.

51

TABLE NO 4.14

Table Showing Respondents Opinion on Management Recognization

S. No Management

Recognization

No. of Respondents Percentage %


2 Agree 40 40

3 Neutral 13 13

4 Disagree 8 8


6 Total 100 100


CHART NO 4.14.1

Chart Indicating Respondents Opinion on Management Recognization


5

10

15

20

25

30

35

40

45

Management Recognization

Pe

rce

nta

ge


INFERENCE:

The above table shows the rating for Recognization by Management, 32% of

Employees are Strongly Agree, 40% of Employees are Agree, 13% of Employees are Neutral, 8%


52

TABLE NO 4.15

Table Showing Respondents Opinion on Encouragement to Develop

S. No Encourage to

Develop



2 Agree 50 50

3 Neutral 8 8

4 Disagree 4 8

5 Strongly disagree 4 4

6 Total 100 100


CHART NO 4.15.1

Chart Indicating Respondents Opinion on Encouragement to Develop

Strongly Agree Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60

Encourage To Develop

Pe

rce

nta

ge


INFERENCE:

The above table shows the rate of Encouragement given by the management for the

development of Employees 34% of Employees are Strongly Agree, 50% of Employees are Agree,

8% of Employees are Neutral, 4% of Employees are Disagree, and 4% of Employees are Strongly

Disagree.

53

TABLE NO 4.16

Table Showing Respondents Opinion on Involvement of Employees in Problem Solving

S. No Employee Solve

Problem



2 Agree 37 37

3 Neutral 11 11

4 Disagree 13 13


6 Total 100 100


CHART NO 4.16.1

Chart Indicating Respondents Opinion on Involvement of Employees in Problem Solving

Strongly Agree Agree Neutral Disagree Strongly Agree0

5

10

15

20

25

30

35

40

Employee's solve Problems

Pe

rce

nta

ge


INFERENCE:

The above table shows the rating for the percentage Employees Solve Problems 36%

of Employees are Strongly Agree, 37% of Employees are Agree, 11% of Employees are Neutral,

13% of Employees are Disagree and 3% of Employees are Strongly Agree.

54

TABLE NO 4.17

Table Showing Respondents Opinion on Management Flexibility

S. No Management is

Flexible



2 Agree 38 38

3 Neutral 12 12

4 Disagree 9 9


6 Total 100 100


CHART NO 4.17.1

Chart Indicating Respondents Opinion on Management Flexibility


5

10

15

20

25

30

35

40

Management Is Flexible

Pe

rce

nta

ge


INFERENCE:

The above tables showing the rating for the Flexibility of Management, 35% of

Employees are Strongly Agree, 38% of Employees are Agree, 12% of Employees are


55

TABLE NO 4.18

Table Showing Respondents Opinion on Recommending Others to Join in PASIC

S. No Recommend others No. of Respondents Percentage (%)


2 Agree 43 43

3 Neutral 13 13

4 Disagree 13 13


6 Total 100 100


CHART NO 4.18.1

Chart Indicating Respondents Opinion on Recommending Others to Join in PASIC


5

10

15

20

25

30

35

40

45

50

Recommend Others

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for the Recommending Others, 29% of Employees

are Strongly Agree, 43% of Employees are Agree, 13% of Employees are Neutral, 13% of


56

TABLE NO 4.19

Table Showing Respondents Opinion on Performance Standard

S. No Performance

Standard



2 Agree 38 38

3 Neutral 20 20

4 Disagree 13 13


6 Total 100 100


CHART NO 4.19.1

Chart Indicating Respondents Opinion on Performance Standard


5

10

15

20

25

30

35

40

Perfomance Standard

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Perfomance Standard, 26% of Employees are

Strongly Agree, 38% of Employees are Agree, 20% of Employees are Neutral, 13% of Employees


57

TABLE NO 4.20

Table Showing Respondents Opinion on Personal Growth

S. No Personal Growth No. of Respondents Percentage (%)

1 Strongly agree 29 29

2 Agree 44 44

3 Neutral 12 12

4 Disagree 10 10


6 Total 100 100


CHART NO 4.20.1

Chart Indicating Respondents Opinion on Personal Growth


5

10

15

20

25

30

35

40

45

50

Personal Growth

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Personal Growth, 29% of Employees are



58

TABLE NO 4.21

Table Showing Respondents Opinion on Suggestion & Leadership

S. No Suggestion &

Leadership



2 Agree 44 44

3 Neutral 10 10

4 Disagree 10 11


6 Total 100 100


CHART NO 4.21.1

Chart Indicating Respondents Opinion on Suggestion & Leadership


5

10

15

20

25

30

35

40

45

50

Suggestion And Leadership

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Suggestion & Leadership, 34% of Employees



59

TABLE NO 4.22

Table Showing Respondents Opinion on Supervisors Encouragement

S. No Supervisor’s

Encouragement


1 Strongly Agee 35 35

2 Agree 36 36

3 Neutral 13 13

4 Disagree 11 11


6 Total 100 100


CHART NO 4.22.1

Chart Indicating Respondents Opinion on Supervisors Encouragement

Strongly Agee Agree Neutral Disagree Strongly Disagree0

5

10

15

20

25

30

35

40

Supervisor's Encouragement

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Supervisor’s Encouragement, 35% of

Employees are Strongly Agree, 36% of Employees are Agree, 13% of Employees are Neutral,

11% of Employees are Disagree and 2% of Employees are Strongly Disagree.

60

TABLE NO 4.23

Table Showing Respondents Opinion on Reward for Effort

S. No Reward for Effort No. of Respondents Percentage (%)


2 Agree 42 42

3 Neutral 12 12

4 Disagree 10 10


6 Total 100 100


CHART NO 4.23.1

Chart Indicating Respondents Opinion on Reward for Effort


5

10

15

20

25

30

35

40

45

Reward For Effort

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Reward for Effort, 32% of Employees are



61

TABLE NO 4.24

Table Showing Respondents Opinion on Supervisors Valuation

S. No Supervisors

Valuation



2 Agree 41 41

3 Neutral 11 11

4 Disagree 9 9


6 Total 100 100


CHART NO 4.24.1

Chart Indicating Respondents Opinion on Supervisors Valuation


5

10

15

20

25

30

35

40

45

Valued By Supervisor's

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Supervisor’s Valuing, 38% of Employees are



62

TABLE NO 4.25

Table Showing Respondents Opinion on Companies Positive Image

S. No Positive Image No. of Respondents Percentage (%)


2 Agree 42 42

3 Neutral 14 14

4 Disagree 7 7


6 Total 100 100


CHART NO 4.25.1

Chart Indicating Respondents Opinion on Companies Positive Image


5

10

15

20

25

30

35

40

45

Positive Image

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Positive Image, 35% of Employees are



63

TABLE NO 4.26

Table Showing Respondents Opinion on Difference in Lives of Others

S. No Difference in Lives No. of Respondents Percentage (%)


2 Agree 46 46

3 Neutral 15 15

4 Disagree 10 10


6 Total 100 100


CHART NO 4.26.1

Chart Indicating Respondents Opinion on Difference in Lives of Others


5

10

15

20

25

30

35

40

45

50

Job Difference

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Job Difference, 27% of Employees are



64

TABLE NO 4.27

Table Showing Respondents Opinion on Solving Customers Problems

S. No Solve Customer

Problems



2 Agree 37 37

3 Neutral 11 11

4 Disagree 12 12


6 Total 100 100


CHART NO 4.27.1

Chart Indicating Respondents Opinion on Solving Customers Problems


5

10

15

20

25

30

35

40

Solve Customer Problem

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Solving Customer’s Problem, 35% of


12% of Employees are Disagree and 5% of Employees are Strongly Disagree

65

TABLE NO 4.28

Table Showing Respondents Opinion on Productivity

S. No Productivity No. of Respondents Percentage (%)


2 Agree 31 31

3 Neutral 18 18

4 Disagree 8 8


6 Total 100 100


CHART NO 4.28.1

Chart Indicating Respondents Opinion on Productivity


5

10

15

20

25

30

35

40

45

Happy With Productivity

Pe

rce

nta

bge


INFERENCE:

The above table showing the rating for Happy with Perfomance, 40% of Employees



66

TABLE NO 4.29

Table Showing Respondents Opinion on Work Environment Satisfaction

S. No Work Environment

Satisfaction



2 Agree 35 35

3 Neutral 16 16

4 Disagree 10 10


6 Total 100 100


CHART NO 4.29.1

Chart Indicating Respondents Opinion on Work Environment Satisfaction


5

10

15

20

25

30

35

40

Satisfied With Work Environment

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Work Environment Satisfaction, 32% of



67

TABLE NO 4.30

Table Showing Respondents Opinion on Job Location Satisfaction

S. No Satisfied with Job

Location



2 Agree 35 35

3 Neutral 14 14

4 Disagree 16 16


6 Total 100 100


CHART NO 4.30.1

Chart Indicating Respondents Opinion on Job Location Satisfaction


5

10

15

20

25

30

35

40

Satisfied With Job Location

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction in Job Location, 32% of



68

TABLE NO 4.31

Table Showing Respondents Opinion on Working Hours Satisfaction

S. No Satisfied with

Working Hours



2 Agree 36 36

3 Neutral 10 10

4 Disagree 16 16


6 Total 100 100


CHART NO 4.31.1

Chart Indicating Respondents Opinion on Working Hours Satisfaction


5

10

15

20

25

30

35

40

Satisfied With Working Hours

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction in Working Hour’s, 32% of



69

TABLE NO 4.32

Table Showing Respondents Opinion on Salary Satisfaction

S. No Salary Satisfaction No. of Respondents Percentage (%)


2 Agree 37 37

3 Neutral 8 8

4 Disagree 9 9


6 Total 100 100


CHART NO 4.32.1

Chart Indicating Respondents Opinion on Salary Satisfaction


5

10

15

20

25

30

35

40

Satisfied With Salary

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction Level in Salary, 38% of



70

TABLE NO 4.33

Table Showing Respondents Opinion on Reward Got for Their Effort

S. No Reward for Effort No. of Respondents Percentage (%)


2 Agree 39 39

3 Neutral 12 12

4 Disagree 14 14


6 Total 100 100


CHART NO 4.33.1

Chart Indicating Respondents Opinion on Reward Got for Their Effort


5

10

15

20

25

30

35

40

45

Reward For Effort

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Reward for Effort, 28% of Employees are



71

TABLE NO 4.34

Table Showing Respondents Opinion on Satisfaction in Compensation

S. No Satisfied in

Compensation



2 Agree 38 38

3 Neutral 8 8

4 Disagree 22 22


6 Total 100 100


CHART NO 4.34.1

Chart Indicating Respondents Opinion on Satisfaction in Compensation


5

10

15

20

25

30

35

40

Satisfied With Compensation

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Compensation they received, 30% of



72

TABLE NO 4.35

Table Showing Respondents Opinion on Work Respondents

S. No Responsibility No. of Respondents Percentage (%)


2 Agree 36 36

3 Neutral 12 12

4 Disagree 12 12


6 Total 100 100


CHART NO 4.35.1

Chart Indicating Respondents Opinion on Work Respondents


5

10

15

20

25

30

35

40

Happy With Work Responsibilities

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Happy with Work Responsibilities, 37% of



73

TABLE NO 4.36

Table Showing Respondents Opinion on Comfortness in Responsibilities

S. No Responsibility No. of Respondents Percentage (%)


2 Agree 34 34

3 Neutral 14 14

4 Disagree 13 13


6 Total 100 100


CHART NO 4.36.1

Chart Indicating Respondents Opinion on Comfortness in Responsibilities


5

10

15

20

25

30

35

40

Comfortable In Responsibilities

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Comfortable in Responsibilities, 30% of



74

TABLE NO 4.37

Table Showing Respondents Opinion on Relationship in Organization

S. No Relationship No. Of Respondents Percentage (%)


2 Agree 33 33

3 Neutral 16 16

4 Disagree 13 13

5 Strongly disagree 10 10

6 Total 100 100


CHART NO 4.37.1

Chart Indicating Respondents Opinion on Relationship in Organization

Strongly Agree Agree Neutral Disagree Strongly disagree0

5

10

15

20

25

30

35

Comfortable in Responsibilities

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction with Relationship, 28% of



75

TABLE NO 4.38

Table Showing Respondents Opinion on Satisfaction in Activities of the Firm

S. No Satisfied with

Activities



2 Agree 35 35

3 Neutral 12 12

4 Disagree 16 16


6 Total 100 100


CHART NO 4.38.1

Chart Indicating Respondents Opinion on Satisfaction in Activities of the Firm


5

10

15

20

25

30

35

40

Satisfied With Activities

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction with Activities in organization,

34% of Employees are Strongly Agree, 35% of Employees are Agree, 12% of Employees are


76

TABLE NO 4.39

Table Showing Respondents Opinion on Job Security

S. No Job Security No. of Respondents Percentage (%)


2 Agree 41 41

3 Neutral 7 7

4 Disagree 10 10


6 Total 100 100


CHART NO 4.39.1

Chart Indicating Respondents Opinion on Job Security


5

10

15

20

25

30

35

40

45

Happy With Job Security

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Happy with Job Security, 39% of Employees



77

TABLE NO 4.40

Table Showing Respondents Opinion on Satisfaction in Rights

S. No Satisfaction in

Rights

No. of Respondents Percentage


2 Agree 35 35

3 Neutral 5 5

4 Disagree 13 13


6 Total 100 100


CHART NO 4.40.1

Chart Indicating Respondents Opinion on Satisfaction in Rights


5

10

15

20

25

30

35

40

45

50

Satisfied With Rights

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction with Rights, 44% of Employees



78

TABLE NO 4.41

Table Showing Respondents Opinion on Satisfaction in Leadership


Leadership



2 Agree 32 32

3 Neutral 8 8

4 Disagree 10 10


6 Total 100 100


CHART NO 4.41.1

Chart Indicating Respondents Opinion on Satisfaction in Leadership


5

10

15

20

25

30

35

40

45

50

Satisfied With Leaders

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction with Leaders, 45% of Employees



79

TABLE NO 4.42

Table Showing Respondents Opinion on Satisfaction in Performance


Performance



2 Agree 39 39

3 Neutral 8 8

4 Disagree 10 10


6 Total 100 100


CHART NO 4.42.1

Chart Indicating Respondents Opinion on Satisfaction in Performance


5

10

15

20

25

30

35

40

45

Satisfied With Present Prefomance

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction with Present Perfomance, 37% of



80

TABLE NO 4.43

Table Showing Respondents Opinion on Satisfaction in Present Job


Present Job



2 Agree 33 33

3 Neutral 13 13

4 Disagree 11 11


6 Total 100 100


CHART NO 4.43.1

Chart Indicating Respondents Opinion on Satisfaction in Present Job


5

10

15

20

25

30

35

40

Satisfied With Present Job

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Satisfaction with Present Job, 37% of



81

TABLE NO 4.44

Table Showing Respondents Opinion on Job Security

S. No Job Security No. of Respondents Percentage (%)

1 Highly Satisfied 32 32

2 Satisfied 40 40

3 Neutral 12 12

4 Dissatisfied 10 10

5 Highly Dissatisfied 6 6

6 Total 100 100


CHART NO 4.44.1

Chart Indicating Respondents Opinion on Job Security

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied0

5

10

15

20

25

30

35

40

45

Job Security

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Job Security in an organization, 32% of



82

TABLE NO 4.45

Table Showing Respondents Opinion on Job Satisfaction

S. No Job Satisfaction No. of Respondents Percentage (%)


2 Satisfied 42 42

3 Neutral 13 13



6 Total 100 100


CHART NO 4.45.1

Chart Indicating Respondents Opinion on Job Satisfaction


5

10

15

20

25

30

35

40

45

Job Satisfaction

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Job Satisfaction in an organization, 28% of



83

TABLE NO 4.46

Table Showing Respondents Opinion on Working Condition

S. No Working Condition No. of Respondents Percentage (%)


2 Satisfied 41 41

3 Neutral 12 12



6 Total 100 100


CHART NO 4.46.1

Chart Indicating Respondents Opinion on Working Condition


5

10

15

20

25

30

35

40

45

Working Condition

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Working condition in an organization, 33% of



84

TABLE NO 4.47

Table Showing Respondents Opinion on Performance

S. No Performance No. of Respondents Percentage (%)


2 Satisfied 35 35

3 Neutral 16 16



6 Total 100 100


CHART NO 4.47.1

Chart Indicating Respondents Opinion on Performance


5

10

15

20

25

30

35

40

Perfomance

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Perfomance of Employees, 29% of Employees



85

TABLE NO 4.48

Table Showing Respondents Opinion on Compensation & Pay System

S. No Compensation &Pay No. of Respondents Percentage (%)


2 Satisfied 37 37

3 Neutral 7 7



6 Total 100 100


CHART NO 4.48.1

Chart Indicating Respondents Opinion on Compensation % Pay System


5

10

15

20

25

30

35

40

Compensation & Pay System

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Compensation & Pay System in an

Organization, 38% of Employees are Strongly Agree, 37% of Employees are Agree, 7% of

Employees are Neutral, 16% of Employees are Disagree and 2% of Employees are Strongly

Disagree

86

TABLE NO 4.49

Table Showing Respondents Opinion on General Fairness

S. No General Fairness No. of Respondents Percentage (%)


2 Satisfied 38 38

3 Neutral 14 14



6 Total 100 100


CHART NO 4.49.1

Chart Indicating Respondents Opinion on General Fairness


5

10

15

20

25

30

35

40

General Fairness

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for General Fairness, 24% of Employees are



87

TABLE NO 4.50

Table Showing Respondents Opinion on Safety Concern

S. No Safety Concern No. of Respondents Percentage (%)


2 Satisfied 42 42

3 Neutral 13 13



6 Total 100 100


CHART NO 4.50.1

Chart Indicating Respondents Opinion on Safety Concern


5

10

15

20

25

30

35

40

45

Safety Concerns

Pe

rce

nta

ge


INFERENCE:

The above table showing the rating for Safety Concern’s in an Organization, 29% of



88

TABLE NO 4.51

TABLE SHOWING THE WEIGHTAGE GIVEN BY RESPONDENTS TO EMPOLYEES

ATTITUDE:

Level

Wei

ght

Access of

Information

Familiar

with

Mission

Statement

Agree with

Mission

Statement

Involved In

Decision

Making

Comfort

with work

environment

X W X1 WX1 X2 WX2 X3 WX3 X4 WX4 X5 WX5

Highly

Satisfied 5 18 90 16 80 20 10 25 125 24 120

Satisfied 4 40 160 48 192 44 176 46 184 44 176

Neutral 3 19 57 22 66 24 72 14 42 18 54

Dissatisfied 2 17 36 10 20 6 12 11 22 9 18

Highly

dissatisfied 1 6 6 4 4 6 6 4 4 5 5

ΣWX 347 362 276 377 373

XW 3.47 3.62 2.76 3.77 3.73

Rank XIV XII IX VIII X

Level Weig Job Received Training Management Respect By

89

ht Requirement Training Provided Reorganization Management

X W X6 WX6 X7

W

X7 X8

WX

8 X9 WX9 X10 WX10

Highly

Satisfied 5 25 125 20 100 32 160 32 160 37 185

Satisfied 4 43 172 45 180 42 168 40 160 37 147

Neutral 3 15 45 17 51 16 48 13 39 15 45

Dissatisfied 2 14 28 11 22 9 18 8 16 10 20

Highly

dissatisfied 1 3 3 7 7 1 1 7 7 1 1

ΣWX 373 360 395 382 398

XW 3.73 3.60 3.95 3.82 3.98

Rank X XIII III VII II

Level Weight Encourage Employees Management is

90

To Develop Solve Problems Flexible Recommend Others

X W X11

WX1

1 X12 WX12 X13 WX13 X14 WX14

Strongly

agree 5 34 170 36 180 35 175 29 145

Agree 4 50 200 37 148 38 152 43 172

Neutral 3 8 24 11 33 12 36 13 39

Disagree 2 8 16 13 26 9 18 13 26

Strongly

disagree 1 0 0 3 3 6 6 2 2

ΣWX 410 390 387 384

XW 4.10 3.90 3.87 3.84

Rank I IV V VI

XW = ΣWX / ΣX

ΣX = 100

INFERENCE:

91

Respondents gave first rank to encourage to develop , second rank to Respect by

management , third rank to training provided, fourth rank to employees solve problems , fifth rank

to management is flexible , sixth rank to recommend others, seventh rank to management

reorganization, eighth rank to involved in decision making, ninth rank to agree with mission

statement, tenth rank to comfort with work environment, eleventh rank to job requirement, twelfth

rank to received training, thirteenth rank to familiar with mission statement, and fourteenth rank to

access of information.

An attitude of an employee is maximum influenced by ENCOURAGE TO DEVELOP and

a minimum level of influence from ACCESS OF INFORMATION.

92

FACTORS RANK

Encourage To Develop 1

Respect By Management 2

Training Provided 3

Employees Solve Problems 4

Management Is Flexible 5

Recommend Others 6

Management Reorganization 7

Involved In Decision Making 8

Agree with Mission Statement 9

Comfort with work environment 10

Job Requirement 11

Familiar with machine statement 12

Received Training 13

Access of Information 14

TABLE NO 4.52

TABLE SHOWING THE WEIGHTAGE GIVEN BY RESPONDENTS TO PEROMANCE OF

EMPLOYEES:

Level

Wei

ght

Performance

Standard

Personal

Growth

Suggestion &

Leadership

Supervisor

Encouragement

Reward

For Effort

X W X1 WX1 X2 WX2 X3 WX3 X4 WX4 X5 WX5

Highly

Satisfied 5 26 130 29 145 34 170 36 175 32 160

Satisfied 4 38 156 44 176 44 176 35 144 42 168

Neutral 3 20 60 12 36 11 33 13 39 12 36

Dissatisfied 2 13 26 10 20 11 22 11 22 10 20

Highly

dissatisfied 1 3 3 5 5 0 0 5 5 4 4

ΣWX 371 382 401 395 388

XW 3.71 3.82 4.01 3.95 3.88

Rank X IX II VII V

Level Weight Valued By Positive Job Difference Solve Happy With

93

Supervisor Image

Customers

Problem

My

Productivity

X W X6

WX

6 X7 WX7 X8 WX8 X9 WX9 X10

WX

10

Highly

Satisfied 5 38 190 35 175 27 135 35 175 40 200

Satisfied 4 41 164 42 168 46 184 37 148 30 120

Neutral 3 11 33 14 42 15 45 11 33 18 54

Dissatisfied 2 9 18 7 14 10 20 12 24 8 16

Highly

dissatisfied 1 1 1 2 2 2 2 5 5 4 3

ΣWX 406 401 386 385 393

XW 4.06 4.01 3.86 3.85 3.93

Rank I II VI VII IV

XW = ΣWX / ΣX

ΣX = 100

INFERENCE:

94

FACTORS RANKS

Valued By Supervisor 1

Positive Image 2

Suggestion & Leadership 3

Happy With My Productivity 4

Reward For Effort 5

Job Difference 6

Supervisor Encouragement 7

Solve Customers Problem 8

Personal Growth 9

Performance Standard 10

Respondents gave first rank to valued by supervisor , second rank to positive image, third

rank to suggestion & leadership, fourth rank to happy with my productivity, fifth rank to reward

for effort, sixth rank to job difference, seventh rank to supervisor encouragement, eighth rank to

solve customers problems, ninth rank to personal growth and tenth rank to performance standard .

A performance of an employee has maximum influenced by VALUED BY SUPERVISOR

and minimum influenced by PERFOMANCE STANDARD.

TABLE NO 4.53

95

TABLE SHOWING THE WEIGHTAGE GIVEN BY RESPONDENTS TO SATISFACTION LEVEL

OF EMPLOYEES:

Level Weight

Satisfied With

Work

Environment

Job

Location

Satisfied

With

Working

Satisfied With

Salary

Rewarded

For Efforts

X W X1 WX1 X2

WX

2 X3 WX3 X4 WX4 X5 WX5

Highly

Satisfied 5 32 160 32 160 32 160 38 190 28 140

Satisfied 4 35 140 35 140 36 144 37 148 39 156

Neutral 3 16 48 14 42 10 30 8 25 12 36

Dissatisfied 2 10 20 16 32 16 32 9 18 14 28

Highly

Dissatisfied 1 7 7 3 3 6 6 8 8 7 7

ΣWX 375 377 372 388 367

XW 3.75 3.77 3.72 3.88 3.67

Rank X IX XI VI XV

Level Weight Satisfied With Happy Responsibilities Satisfied Satisfied

96

Compensation

with

Work

With

Relationship

With

Activities

X W X6 WX6 X7

W

X7 X8 WX8 X9 WX9 X10

WX

10

Highly

Satisfied 5 30 150 37 185 30 150 28 140 34 170

Satisfied 4 38 152 36 144 34 136 33 132 35 140

Neutral 3 8 24 12 36 14 42 16 48 12 36

Dissatisfied 2 22 44 12 24 13 26 13 26 16 32

Highly

Dissatisfied 1 2 2 3 3 9 9 10 10 3 3

ΣWX 372 392 363 356 381

XW 3.72 3.92 3.63 3.56 3.81

Rank XI IV XIV XIII VIII

Level Weight Satisfied Satisfied Satisfied Satisfied With Satisfied

97

With Job

Security With Rights

With

Leaders

Present

Performance

With Present

Job

X W

X1

1

WX1

1 X12

WX1

2 X13

WX1

3 X14

WX1

4 X15

WX1

5

Highly

Satisfied 5 39 195 44 220 45 225 37 185 37 185

Satisfied 4 41 164 35 140 32 128 39 156 33 132

Neutral 3 7 21 5 15 8 24 8 24 13 39

Dissatisfied 2 10 20 13 26 10 20 10 20 11 22

Highly

Dissatisfied 1 3 3 3 3 2 5 6 6 6 6

ΣWX 403 404 402 391 384

XW 4.03 4.04 4.02 3.91 3.84

Rank II I III V VII

XW = ΣWX / ΣX

ΣX = 100

98

INFERENCE:

FACTORS RANK

Satisfied With Rights 1

Satisfied With Job Security 2

Satisfied With Leaders 3

Satisfied With Salary 4

Satisfied With Present Performance 5

Satisfied With Salary 6

Satisfied With Present Job 7

Satisfied With Activities 8

Job Location 9

Satisfied With Work Environment 10

Satisfied With Compensation 11

Satisfied With Working 12

Satisfied With Relationship 13

Responsibilities 14

Rewarded For Efforts 15

Respondents gave first rank to satisfaction with rights, second rank to satisfied with job

security , third rank to satisfied with leaders, fourth rank to satisfied with salary, fifth rank to

satisfied with present performance , sixth rank to satisfied with salary, seventh rank to satisfied

with present job, eighth rank to satisfied with activities, ninth rank to job location, tenth rank to

satisfied with work environment, eleventh rank to satisfied with compensation, twelfth rank to

satisfied with relationship, thirteenth rank to satisfied with relationship, fourteenth rank to

responsibilities and fifteenth rank to rewarded for effort.

A satisfaction level of an employee has been maximum influenced by SATISFACTION

WITH RIGHTS and minimum influenced by REWARDED FOR EFFORTS.

TABLE NO 4.54

99

TABLE SHOWING THE WEIGHTED AVERAGE GIVEN BY RESPONDENTS TO

SATISFACTION:

Level Weight Job Security

Job

satisfaction

Working

Condition Supervision

X W X1 WX1 X2 WX2 X3 WX3 X4 WX4

Strongly

agree 5 32 160 28 140 31 155 34 34

Agree 4 40 160 42 168 39 156 32 32

Neutral 3 12 36 13 39 15 45 15 15

Disagree 2 11 22 12 24 10 20 14 10

Strongly

Disagree 1 5 5 5 5 5 5 5 5

ΣWX 383 376 381 376

XW 3.83 3.76 3.81 3.76

Rank II IV III IV

Level WeightCompensation

& Pay system

General

Fairness

Safety

Concerns

100

Performance

X W X5

WX

5 X6 WX6 X7 WX7 X8 WX8

Strongly

agree 5 29 145 38 190 27 135 29 145

Agree 4 35 140 37 148 34 136 42 84

Neutral 3 16 48 7 21 14 42 13 39

Disagree 2 13 26 16 32 17 34 12 24

Strongly

Disagree 1 7 7 2 2 8 8 4 4

ΣWX 366 393 355 296

XW 3.66 3.93 3.55 2.96

Rank VI I VII VIII

XW = ΣWX / ΣX

ΣX = 100

INFERENCE:

101

FACTORS RANK

Compensation & Pay system 1

Job Security 2

Working Condition 3

Job satisfaction 4

Supervision 5

Performance 6

General Fairness 7

Safety Concerns 8

The Employees gave first rank to compensation & Pay system, second rank to job security,

third rank to working condition, fourth rank to job satisfaction, fourth rank to supervision, sixth

rank to performance, seventh rank to general fairness, and eighth rank to safety concerns.

An Employees in an organization is highly satisfied in COMPENSATION & PAY

SYSTEM and they have a low level of satisfaction in SAFETY CONCERNS.

TABLE NO 4.55

102

TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN EMPLOYEES WORK

WELL TOGETHER TO SOLVE PROBLEMS AND SOLVING CUSTOMER’S

PROBLEMS:

r = (ΣXY. N) – (ΣX. ΣY)

103

EMPLOYEES

IN PROBLEM

SOLVING

X

SOLVING

CUSTOMER’S

PROBLEMS

Y

X2 Y2 XY

36 35 1296 1225 1260

37 37 1369 1369 1369

11 11 121 121 121

13 12 169 144 156

3 5 9 25 15

X = 100 Y = 100 X2 =2964 Y2 =2884 XY =2921

ΣX2. N – (ΣX)2 ΣY2. N – (ΣY)2

= (2921 x 5) – (100 x 100)

2964 x5 – (100) 2 2884 x 5 – (100)2

= 14605 – 10000

14820 – 10000 x 14420 – 10000

= 4605

4820 x 4420

= 4605

69.43 x 66.48

= 4605

4615.7

r = + 0.9977

INFERENCE:

There is a highly positively correlation between Employees problem solving and solving

customer problems.

TABLE NO 4.56

104

TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN EMPLOYEES IN

DECISION MAKING AND SUGGESSIONS AND LEADERSHIP:

r = (ΣXY. N) – (ΣX. ΣY)

ΣX2. N – (ΣX)2 ΣY2. N – (ΣY)2

= (3149 x 5) – (100 x 100)

3074 x5 – (100) 2 3334 x 5 – (100)2

= 15745 – 10000

15370 – 10000 x 16670 – 10000

105

DECISION

MAKING

X

SUGGESSIONS

&

LEADERSHIP

Y

X2 Y2 XY

25 34 625 1156 850

46 44 2116 1936 2024

14 11 196 121 154

11 11 121 121 121

4 0 16 0 0

X = 100 Y = 100 X2 =3074 Y2 =3334 XY =3149

= 5745

5370 x 6670

= 5745

73.28 x 81.67

= 5745

5984.78

r = + 0.9614

INFERENCE:

There is a highly positively correlation between decision making and suggestion & leadership.

TABLE NO 4.57

TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN COMFORTABLE

WITH WORK ENVIRONMENT AND SATISFIED WITH WORK ENVIRONMENT:

106

COMFORTABLE

WITH WORK

ENCIRONMENT

X

SATISFIED

WITH WORK

ENVIRONMENT

Y

X2 Y2 XY

24 32 576 1024 768

44 32 1936 1024 1408

18 16 324 256 288

9 10 81 100 90

5 7 25 49 35

X = 100 Y = 100 X2 =2942 Y2 =2453 XY =2589

r = (ΣXY. N) – (ΣX. ΣY)

ΣX2. N – (ΣX)2 ΣY2. N – (ΣY)2

= (2589 x 5) – (100 x 100)

2942 x5 – (100) 2 2453 x 5 – (100)2

= 12945 – 10000

14710 – 10000 x 12265 – 10000

= 2945

4710 x 2265

= 2945

68.63 x 47.59

= 2945

3266.10

r = + 0.9017

107

INFERENCE:

There is a highly positively correlation between comfortable with work environment and

satisfied with work environment.

TABLE NO 4.58

TABLE SHOWING ANALYSIS OF THE RELATION BETWEEN JOB REQUIREMENT

AND SATISFIED WITH PRESENT PERFOMANCE

r = (ΣXY. N) – (ΣX. ΣY)

ΣX2. N – (ΣX)2 ΣY2. N – (ΣY)2

= (2880 x 5) – (100 x 100)

2904 x5 – (100) 2 3090 x 5 – (100)2

108

JOB

REQUIREMENT

X

SATISFIED

WITH

PRESENT

PERFOMANCE

Y

X2 Y2 XY

25 37 625 1369 925

43 39 1849 1521 1677

15 8 225 64 120

14 10 196 100 140

3 6 9 36 18

X = 100 Y = 100 X2 =2904 Y2 =3090 XY =2880

= 14400 – 10000

14520 – 10000 x 15450 – 10000

= 4400

4520 x 5450

= 4400

67.23 x 73.82

= 4400

4962.92

r = + 0.8866

INFERENCE:

There is a highly positively correlation between job requirement and satisfied with present

performance.

CHAPTER-V

5.1 FINDINGS OF THE STUDY

5.1.1 Findings of Demographic Factors:

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10% of employees are less then 20 age, 25% of employees where 21-30 age group, 19%

of employees where 31-40, 22% of employees where belong to 41-50, and 24% of

employees where above 50.

73% of respondents are Male and, 27% of Respondents are Female.

82% of employees are Married, 17% of employees are Unmarried and only 1% of

employee is widow.

5% of employees are acting as a Director, 38% of employees are acting as a Manager, 28%

of employees are Executive, 19% of employees are acting as a Supervisor, and 10% of

employees are acting in other designations.

12% of employees have Less than 5 years experience, 19% of employees has 5-10 years of

experience, 22% of employees has 11-15 years of work experience, 22% of employees has

16-20 years of experience and 25% of employees are having Above 20 years of work

experience.

30% of employees have completed HSC, 37% of employees has completed Diploma, 28%

of employees has completed UG, and 5% of employees has completed PG.

4% of employees are earning Less than 10,000, 44% of employee,s are earning 10,001-

20,000, 32% of employees are earning 20,001-30,000, 16% of employees are earning

30,001-40,000, and 4% of employees are earning Above 40,000Rs. As Salary.

33% of employees are permanent, 36% of employees are Temporary, 3% of employees are

Trainee, 25% of employees are Contract basis and 3% of employees are belonging to other

category.

5.1.2 Findings for Attitude of Employees:

The rating of Accessing Information is 19% of employees are strongly agreed, 43% of

employees are agreed, 15% of employees are Neutral, 15% of employees are Disagree and

8% of employees are Strongly Disagree.

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The rating for Familiar with Mission Statement is 18% of employees are strongly agreed,

40% of employees are agreed, 19% of employees are Neutral, 17% of employees are

Disagree and 6% of employees are Strongly Disagree.

The rating for Involvement of employees in Decision Making is 20% of employees are

strongly agreed, 44% of employees are agreed, 24% of employees are Neutral, 6% of

employees are Disagree and 6% of employees are Strongly Disagree.

The rating for Comfortable Work Environment is 25% of employees are strongly agreed,

46% of employees are agreed, 14% of employees are Neutral, 11% of employees are


The rating for Job Requirement is 24% of employees are strongly agreed, 44% of

employees are agreed, 18% of employees are Neutral, 9% of employees are Disagree and


The rating for Training they have received in a organization is 20% of employees are

strongly agreed, 45% of employees are Agreed, 17% of employees are Neutral, 11% of


The rating for Recognization by Management is 32% of employees are Strongly Agree,

40% of employees are Agree, 13% of employees are Neutral, 8% of employees are


The rating for Respect by Management towards employees is 37% of employees are

Strongly Agree, 37% of employees are Agree, 15% of employees are Neutral, 10% of


The percentage employees Solve Problems is 36% of employees are Strongly Agree, 37%

of employees are Agree, 11% of employees are Neutral, 13% of employees are Disagree

and 3% of employees are Strongly Agree.

The Flexibility of Management is 35% of employees are Strongly Agree, 38% of

employees are Agree, 12% of employees are Neutral, 9% of employees are Disagree and


5.1.3 Findings for Performance of Employees:

The rating for Perfomance Standard is 26% of employees are Strongly Agree, 38% of



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The rating for Personal Growth is 29% of employees are Strongly Agree, 44% of



The rating for Suggestion & Leadership is 34% of employees are Strongly Agree, 44% of



The rating for Supervisor’s Encouragement is 35% of employees are Strongly Agree, 36%


and 2% of employees are Strongly Disagree.

The rating for Reward for Effort is 32% of Employees are Strongly Agree, 42% of

Employees are Agree, 12% of Employees are Neutral, 10% of Employees are Disagree and

4% of Employees are Strongly Disagree.

The rating for Supervisor’s Valuing is 38% of employees are Strongly Agree, 41% of



The rating for Positive Image is 35% of employees are Strongly Agree, 42% of employees

are Agree, 14% of employees are Neutral, 7% of employees are Disagree and 2% of

employees are Strongly Disagree.

The above table showing the rating for Job Difference, 27% of employees are Strongly

Agree, 46% of employees are Agree, 15% of employees are Neutral, 10% of employees

are Disagree and 2% of employees are Strongly Disagree.

The above table showing the rating for Solving Customer’s Problem, 35% of employees

are Strongly Agree, 37% of employees are Agree, 11% of employees are Neutral, 12% of


The rating for Happy with Perfomance is 40% of employees are Strongly Agree, 31% of



5.1.4 Findings for Satisfaction Level of Employees:

The rating for Work Environment Satisfaction is 32% of employees are Strongly Agree,



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The rating for Satisfaction in Job Location is 32% of employees are Strongly Agree, 35%



The rating for Satisfaction in Working Hours is 32% of employees are Strongly Agree,



The rating for Satisfaction Level in Salary is 38% of employees are Strongly Agree, 37%

of employees are Agree, 8% of employees are Neutral, 9% of employees are Disagree and


The rating for Reward for Effort is 28% of employees are Strongly Agree, 39% of



The rating for Compensation they received is 30% of employees are Strongly Agree, 38%



The rating for Happy with Work Responsibilities is 37% of employees are Strongly Agree,



The rating for Satisfaction with Relationship is 28% of employees are Strongly Agree,



The rating for Satisfaction with Activities in organization is 34% of employees are



The rating for Happy with Job Security is 39% of employees are Strongly Agree, 41% of



The rating for Satisfaction with Rights is 44% of employees are Strongly Agree, 35% of



113

The rating for Satisfaction with Leaders is 45% of employees are Strongly Agree, 32% of



The rating for Satisfaction with Present Perfomance is 37% of employees are Strongly

Agree, 39% of employees are Agree, 8% of employees are Neutral, 10% of employees are


The rating for Satisfaction with Present Job is 37% of employees are Strongly Agree, 33%



5.1.5 Findings for Satisfaction:

The rating for Job Security in an organization is 32% of employees are Strongly Agree,



The rating for Job Satisfaction in an organization is 28% of employees are Strongly Agree,



The rating for Working condition in an organization is 33% of employees are Strongly



The rating for Perfomance of employees is 29% of employees are Strongly Agree, 35% of


7% of Employees are Strongly Disagree.

The rating for Compensation & Pay System in an Organization is 38% of employees are



The rating for General Fairness is 24% of employees are Strongly Agree, 38% of



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The rating for Safety Concern’s in an Organization is 29% of employees are Strongly



An attitude of an employee is maximum influenced by ENCOURAGE TO DEVELOP and

a minimum level of influence from ACCESS OF INFORMATION.

A performance of an employee has maximum influenced by VALUED BY SUPERVISOR

and minimum influenced by PERFOMANCE STANDARD.

A satisfaction level of an employee has been maximum influenced by SATISFACTION

WITH RIGHTS and minimum influenced by REWARDED FOR EFFORTS.

An employees in an organization is highly satisfied in COMPENSATION & PAY

SYSTEM and they have a low level of satisfaction in SAFETY CONCERNS.

There is a highly positively correlation between Employees problem solving and solving

customer problems.

There is a highly positively correlation between decision making and suggestion and

leadership.

There is a highly positively correlation between comfortable with work environment and

satisfied with work environment.

There is a highly positively correlation between job requirement and satisfied with present

performance.

5.2 SUGGESTIONS:

115

The top management should take initiative to insisting their managers to get involve in

mentoring programs for their subordinates, this will result in yielding best in their

performance.

An inspection committee has to be formed for examining the safety aspects of the

organization followed by a Corrective And Preventive Action (CAPA) has to be taken for

improving the employees safety in the organization.

The top management should insist their managers to offer more responsibilities to their

subordinates.

A periodic (Monthly & Annually) recognization program has to be incorporated for

boosting the positive attitude of the employees.

5.3 CONCLUSION:

116

This study is carried out to determine the level of positive attitude among the

employees of “Puducherry Agro Service and Industries Corporation Limited” commonly known

as PASIC.

An Attitude is a considerable influencing factor for determining employee behavior, performance

and satisfaction. And, it also affects an organization’s effectiveness and growth. Now a day’s

employees play a vital role in every organization, without employees production is nil. Employee

attitude and satisfaction will determine the growth of any organization. This study helps the

management to know the general attitude of the employee towards the organization.

This study concluded that, the satisfaction level of employees of this organization has to be

improved, so that the level of positive attitude in employees can be enhanced. A positive attitude

is a driving force for employees to perform optimistically in an organization, Only by the positive

attitude human resource an organization can able to attain its mission and vision in an effective

manner.

“Employees attitude acts as a key factor for organizations growth”

BIBLIOGRAPHY

117

Reference:

Prasath L.M, 2005, Human Resources Management, Sultan Chand & Sons Publishers, ,

New Delhi, Thirty Fourth Editions.

Ghosh.P.K, 2012, Strategic Planning and Management, Sulthan Chand and sons,

New Delhi.

Kothari.C.R, 2003, Research Methodology, Wishwa Prakashan Publishers, New Delhi.

Robins Stephen, 1997, Organisational Behaviour, Prentice Hall of India Ltd, New Delhi.

Khanka .S.S, 2010, Organisational Behaviour, S. Chand & Company Ltd, New Delhi.

Journals:

Indian Journal of HR South Asian Journals International Journal of Research Review International Journal of HR

Web Sites:

www.mangamentorg.com

www. midway.eud

www.Hr.blr.com

www.chron.com

www.hr-survey.com

www.surveyconsole.com

WWW.attitudelive.com

ANNEXURE-II

118

http://www.surveyconsole.com/

http://www.chron.com/

http://www.google.com/

http://www.mangamentorg.com/

Dear Sir/Madam,

I am Sendhilkumar.R pursuing MBA in Sri Manakula Vinayagar Engineering College, as a part of my curriculum is undergoing a project on the title “A study on employees attitude in Puducherry Agro Service And Industries Corporation Limited”. I request you to fill in the below questionnaire.

1) Name: _________________

2) Age Group (in years)

Less than 20 21-30 31-40 41-50

Above 50

3) Gender:

Male Female

4) Marital status:

Married Unmarried Widow/Widower Devours

5) Designation Level:

Director Managerial Executive Supervisor

Others specify_______________

6) Experience (in years)

Less than 5years 5-10 11-15 16-20

Above 20

7) Educational Qualification:

HSC Diploma UG PG

Others Specify______________

8) Monthly income (in rupees)

Less than 10,000 10,001 - 20000 20,001 - 30,000

30,001 – 40,000 Above 40,000

9) Type of employees:

Permanent Temporary Trainee Contract

119

Others specify______________

Rate the Attitude of Employees:

SNo Survey Questions Strongly Agree

Agree Neutral Disagree Strongly Disagree

1 I have ready access to the information I need to get my job done

2 I am familiar with the mission statement put forth by my department

3 I am involved in decision making that affects my job

4 Management has created an open and comfortable work environment

5 I know my job requirements and what is expected of me on a daily basis

6 I have received the training is provided to enable me to do my job well

7 Management recognizes and makes use of my ability and skills

8 I am treated with respect by management and the people I work with

9 I am encouraged to develop new and more efficient way to do my work

10 Employees work well together to solve problem and get that job done.

11 Management is

120

flexible and understands the importance of balancing my work and personal life

12 I would recommend other

Rate the Performance of Employees:

S.NO Survey Questions

Strongly Agree


1 This organization has high performance standards

2 I experience personal growth such as updating skills and learning different jobs

3 Management looks to me for suggestions and leadership

4 Supervisors encourage me to be my best

5 I am rewarded for the quality of my efforts

6 I am valued by my supervisor

7 The company has a positive image to my friends and family

8 My job makes a difference in the lives of others

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9 I solve customers’ problems

10 Overall, I am happy with my productivity

Rate the Satisfaction level of Employees:

S.NO Survey Questions Strongly Agree


1 I am satisfied with the working environment of the company

2 I am satisfied with job location

3 I am satisfied with the present working hour

4 I am satisfied with the existing salary structure of the company

5 I am rewarded for the quality of my efforts

6 I am satisfied with the compensation I get & I think it matches with my responsibility

7 I am happy with my work responsibilities

8 I feel comfortable in carrying out my responsibilities

9 I am satisfied with work relationships with the people around me

10 I am satisfied with various activities in the

122

firm & love participating in them

11 I am happy with your overall job security

12 I am satisfied with the given right to put forward my opinions

13 I am satisfied with the leaders in my workplace as positive role models

14 I am satisfied with the present performance appraisal policy of the company

15 Overall, I am satisfied with my present job

Satisfaction:

S.No Factors Highly Satisfied

Satisfied Neutral Dissatisfied

Highly Dissatisfied

1 Job security2 Job satisfaction3 Working

condition4 Supervision5 Performance6 Compensation&

Pay system7 General fairness8 Safety concerns

Suggestions (if any) ___________________________________________________________

___________________________________________________________

____________________________________________________________

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