Employee perception

1

A STUDY OF EMPLOYEE PERCEPTION

TABLE OF CONTENT

CHAPTER TITLE PAGE NO

I. INTRODUCTION 1

II 7
REVIEW OF LITERATURE

III 16
OBJECTIVES

VI 17
RESEARCH METHODOLOGY

V 21
DATA ANALYSIS AND INTERPRETATION

VI FINDINGS OF THE STUDY & 47
SUGGESTION AND RECOMMENDATIONS
VII CONCLUSION 49

VIII 50
LIMITATIONS OF THE STUDY &
SCOPE FOR FURTHER STUDY

ANNEXURE

QUESTIONNAIRE

BIBLIOGRAPHY

2

LIST OF TABLES

S.no TABLE NAME Page No
5.1.1 ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD 22
BY EMPLOYEES
5.1.2 23
CLEAR REPORTING STRUCTURE

5.1.3 DEVELOP SKILLS AND ABILITIES 24

5.1.4 I GAIN SATISFACTION FROM MY JOB 25

5.1.5 JOB CHALLENGING 26

5.1.6 EMPLOYEES SUPPORT FOR EACH OTHER 27

5.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED 28

5.1.8 29
VALUED AS AN EMPLOYEE

5.1.9 QUALITY IS GIVEN IMPORTANCE 30

5.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED 31

5.1.11 MANAGEMENT SETS HIGH STANDARDS 32

5.1.12 MANAGEMENT TREATS FAIRLY 33

5.1.13 MANAGEMENT RECOGNIZE MY WORK 34

5.1.14 WORKING CONDITIONS ARE GOOD 35

5.1.15 WORKLOAD IS REASONABLE 36

5.1.16 DEADLINES ARE REALISTIC 37

5.1.17 BALANCE BETWEEN WORK AND PERSONAL LIFE 38

5.1.18 SALARY IS ADEQUATE 39

5.2.1 41
ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING

3

VALUED AS AN EMPLOYEE AND GENDER
(USING CHI-SQUARE) -OBSERVED COUNT

EXPECTED COUNT TABLE
42
5.2.2
COMPUTATION OF CHI-SQUARE (χ2)
5.2.3 42

ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALS
AND GROUP OPERATING EFFECTIVELY
5.3.1 43
(USING CORRELATION)

ANALYSIS OF JOB SATISFACTION AND CHALLENGING
NATURE OF THE JOB (USING CORRELATION)
5.3.2 44

ANALYSIS OF MANAGEMENT TREATMENT AND JOB
SECURITY
5.3.3 (USING CORRELATION) 45

ANALYSIS OF EMPLOYEES JOB SECURITY AND
MANAGEMENT TREATMENT OF EMPLOYEES
5.4 46
(USING REGESSION)

LIST OF CHARTS

4

S.No TITLE Page No
5.1.1 ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD 22
BY EMPLOYEES
5.1.2 CLEAR REPORTING STRUCTURE 23
5.1.3 DEVELOP SKILLS AND ABILITIES 24

5.1.4 I GAIN SATISFACTION FROM MY JOB 25

5.1.5 JOB CHALLENGING 26

5.1.6 EMPLOYEES SUPPORT FOR EACH OTHER 27

5.1.7 PERSONAL CONTRIBUTION IS RECOGNIZED 28

5.1.8 VALUED AS AN EMPLOYEE 29
5.1.9 QUALITY IS GIVEN IMPORTANCE 30

5.1.10 INDIVIDUAL INITIATIVE IS ENCOURAGED 31

5.1.11 MANAGEMENT SETS HIGH STANDARDS 32

5.1.12 MANAGEMENT TREATS FAIRLY 33

5.1.13 MANAGEMENT RECOGNIZE MY WORK 34

5.1.14 WORKING CONDITIONS ARE GOOD 35

5.1.15 WORKLOAD IS REASONABLE 36

5.1.16 DEADLINES ARE REALISTIC 37

5.1.17 BALANCE BETWEEN WORK AND PERSONAL LIFE 38

5.1.18 SALARY IS ADEQUATE 39

5.1.19 MARITAL STATUS 40

5

CHAPTER I
INTRODUCTION

1.1 COMPANY DETAIL:

Guided by M/s Appasamy Associates, which has been servicing in the ophthalmic
field for the last 25 years, M/s Appasamy Ocular Devices (P) Ltd manufactures a wide range of
products. It has an excellent network for marketing and after sale services.

1.1.1 Company name : M/s Appasamy Ocular Devices (P) Ltd.

1.1.2 Founder : Mr. P.S.N.Appasamy, Chairman

1.1.3 Year of starting : 1997

1.1.4 Nature of work : Design, manufacture, sale & service of ophthalmic
products.

1.1.5 Strength

• Committed to their customers and draw strength from their faith in their ability to help
them better than others. Train their sales and service persons to help their customers in
best possible ways and means.

• Regularly reinvest the profits to upgrade the manufacturing facilities. Regularly
upgrade the products and the benefits are always passed on to the old customers at a
nominal price.

• Regularly introduce new products and always in search of people who can develop new
products.

• Designing products meeting customers’ requirements.

• Offer products at a reasonable price, at an acceptable quality, with effective after sales
service support. The employees are given opportunity to prove themselves. Selected
persons are sent abroad for sales, service and training.

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1.1.6 Milestone

• 1978 - Introduced India's first low cost cryosurgical equipment for
ophthalmology.While Indian prices are at Rs.1800, an equivalent imported unit costs
Rs.20,000. Import of cryosurgical equipment in ophthalmology virtually had stopped
fifteen years ago.

• 1979 - Introduced world's first non-electric vitrectomy unit in ophthalmology (another
import substitute).This product is one of the most reliable one and virtually trouble free.
Many eminent surgeons use this Rs.18,000 unit instead of their imported unit.

• They also manufacture and sell electrical vitrectomy units with peristaltic pump for
aspiration with linear suction.

• 1980 - Started manufacturing and selling keratometers.

• 1987 - Started manufacturing Surgical Operating Microscopes. Since then, AAOM 10
is the largest selling Operating Microscope in India. They also manufacture and sell
microscopes for ENT, O&G and Plastic Surgery.

• 1989 - Started manufacturing and selling Slitlamps. Photography and Videography
models were also made available.

• 1989 - Started manufacturing multipiece Intraocular lenses. Started selling IOLs in
1992.

• Started manufacturing and selling single piece IOLs in 1995.

• On December 31, 1997 completed ISO 9002 audit for Intra Ocular Lenses. AI Optics
Limited, their INTRA OCULAR LENS manufacturing unit became an ISO
9002(Quality Systems and Requirements fulfilled) facility and certified by TUV,
Germany on 17.03.1998.

• 1990 - Started manufacturing and selling Indirect ophthalmoscope.

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• 1994 - Introduced India's first ophthalmic Nd-YAG Laser equipment. It is only one of
its kind manufactured in India till today. Also started manufacturing and selling Streak
retinoscope.

• 1995 - Introduced India's first Phacoemulsification Equipment for small incision
sutureless cataract surgery.

1.1.7Awards

• Best Woman Entrepreneur of the year award, instituted by Government of Tamilnadu
for the year 1993. (First awardee in this category since its inception)

• One of the Best 5 Women Entrepreneurs of the year 1994, instituted by National
Alliance of Young Entrepreneurs.

• Engineering Export Promotion Council (EEPC) of India award for the best
performance under the category Small Scale Industries - Certificate of merit for
1993-1994 among Southern Region of EEPC of India.

1.1.8 Standard products

A) Microsurgical instruments

- Titanium instruments
- Stainless Steel instruments
- Disposable instruments

B) Ophthalmic implants

• Intraocular lens (IOL) – Single piece, Multipiece
• Foldable Intraocular lens
• Intraocular rings
• Artificial Intraocular Lenses
• Capsular Tension Rings
• Concave Lenses
• Convex Lenses
• Disposable Lenses

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• Foldable Intraocular Lenses
• Hydrophilic Lenses
• Ophthalmic lens
• Phaco Lenses
• Spectacle Lenses
• Sulcus Fixation

C) Ophthalmic equipment

- Testing equipment
- Diagnosing equipment
- Surgery equipment

D) Pharmaceuticals
- Small volume parenterals
- Ophthalmic solutions

E) Customers
- Ophthalmologists
- Eye Hospitals/Nursing Homes
- Government & Non-Governmental Agencies
- Distributing Agencies
- Group companies
- Patients (Indirect)

F) Export - Exporting to Russia, Indonesia, Philippines, Latin
America (Brazil etc.), Africa, United Arab Emirates

G) Foreign offices - USA, Dubai, and Malaysia

1.1.9 ORGANIZATION CHART

9

Chairman
P.S.N.Appasamy

Vice Chairman
R.N.Kasthuri

Managing Director
P.Radhakrishnan

Design & Adverse Factory Sales Office
Events General Manager Sales Coordinator
P.Sudhakaran R.V.Ravichandran R.V.A.Rajeshwari
P.Ravichandran

Human Resource Liaison works Production Computer QA & MR Maintenance
Purchase
Units

Assistant Assistant
Calibration Assistant

Assistant Clerical

Electricians

Instruments Equipment Intraocular Lens Pharma

ProductionS.Adal
Production Production Production arasu

Fitters & Fitters, Operators,
Quality Control Asst.Production
Technicians Technicians Technicians

Quality Control Assistant
Quality Control Tumbling & EO Microbiology
S.Oumamageshwari Chemist

Inspectors & Inspectors & Operators, Lab Assistants,
Packing Packing Technicians Assistants Technicians

IM-Stores IM-Stores Packing IM-Stores

Assistant Assistant Inspectors, Assistants
IM-Stores
Storekeeper Storekeeper Packing Storekeeper

Assiatant FP-Stores
FP-Stores FP-Stores Box Packing
Storekeeper

Assistant, Assistant, Assistant, Assistants,
Despatch FP-Stores
Despatch Packing Despatch

Assiatant,
Despatch

1.2 INTRODUCTION TO STUDY

10

Implementing an employee perception survey can be used to gauge the current levels of
satisfaction and identify opportunities for improvement as perceived by the employees in M/s
Appasamy Ocular Devices (P) Ltd.

Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave
they can become a source of bad morale and do a great deal of harm to the organization. In many
cases employers without proper data will assume the wrong reasons for employee dissatisfaction.
Many bosses will automatically think that money is the top reason for leaving a job. Surveying
employees on a regular basis is important to stay in touch with the pulse of the business and to
have real data and react accordingly. The actions of the employees like absenteeism and turnover
are based on how they perceive things.

The main objective of this study was to study the level of employees’ perception about the
various factors like working conditions, management, interpersonal relationships, pay and
organizational culture. Employee opinion surveys deliver a successful means of measuring and
acting upon, employees' current beliefs on many job-related subjects. Through this the managers
could understand what the employees feel about the organization .Necessary remedial measures
could be adopted by the organization in the negative areas. Through this the company would
achieve better results in terms of profit and quality.

CHAPTER II

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REVIEW OF LITERATURE

2.1 Introduction to Employee Perception

Savvy companies know that they need to stay in tune with the satisfaction rate of their
employees. Managers understand that finding and training new employees is a very expensive
process. Surveying employees on a regular basis is a great way to stay in touch with the pulse of
the business. Hence it is very much essential to know what the employees perceive about the
organization.

Implementing an employee perception survey can be used to gauge the current levels of
satisfaction and identify opportunities for improvement as perceived by the employees in M/s
Appasamy Ocular Devices (P) Ltd.

Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave
they can become a source of bad morale and do a great deal of harm to the organization. In many
cases employers without proper data will assume the wrong reasons for employee dissatisfaction.
Many bosses will automatically think that money is the top reason for leaving a job. Surveying
employees on a regular basis is important to stay in touch with the pulse of the business and to
have real data and react accordingly.

2.2 Meaning

When an individual looks at a target and attempts to interpret what he or she sees that
interpretation is heavily influenced by the personal characteristics of the individual perceiver.
Personal characteristics that affect perception include a person’s attitudes, personality, motives,
interests, past experience and expectations.

Characteristics of the target being observed can affect what is perceived. The context in
which we see objects or events is also important. “Perception is a process by which individuals
organize and interpret their sensory impressions in order to give meaning to their

12

environment”. However, what one perceives can be substantially different from objective
reality.

FACTORS INFLUENCING PERCEPTION

Factors in the perceiver

• Motives
• Attitudes
• Interests
• Experience
• expectations

Factors in the situation

• Time
Perception
• Work setting
• Social setting

Factors in the target

• Novelty
• Motion sounds size
• Background
• Proximity
• Similarity
•

PERSON PERCEPTION: MAKING JUDGMENTS ABOUT OTHERS

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Attribution theory:

This theory has been proposed to develop explanations of the ways in which we judge
people differently, depending on what meaning we attribute to a given behavior.

Determinants:

1. Distinctiveness: shows different behaviors in different situations.

2. Consensus: response is the same as others to same situation.

3. Consistency: responds in the same way over time.

Frequently used shortcuts in judging others

1. Halo effect
2. Contrast effects
3. Selective perception
4. Projection
5. Stereotyping

Specific Applications of Shortcuts in Organization

 Employment Interview

Perceptual biases affect the accuracy of interviewers’ judgments of applicants.

 Performance Expectations

Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of
employees reflects preconceived leader expectations about employee capabilities.

 Performance Evaluations

Appraisals are subjective perceptions of performance.

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 Employee Effort

Assessment of individual effort is a subjective judgment subject to perceptual
distortion and bias.

 Employee Loyalty

Employee support towards the organization.

 Whistle-Blowers

Individuals who report unethical practices by their employer to outsiders.

2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES

The Reality of Perception in Employee Relations

15

Charles R. McConnell

The author has found from his research that, whenever there is a contradiction between
what employees are told or led to expect and what they actually see occurring, the result is
usually a negative perception. In the employee-manager relationship, a greater presence of
negative perceptions lowers the credibility of the management and increases the difficulty in
securing employee cooperation and commitment. The task of minimizing employees' negative
perceptions falls largely on the first-line supervisor, although the “door is always open” higher
managers can make this more difficult.

Employees' perception towards the dimension of culture in enhancing organizational
learning
Author(s): Carroll M. Graham, Fredrick Muyia Nafukho
Journal: The Learning Organization

The purpose of this study was to determine employees' perception of the dimension of
culture toward organizational learning readiness. The study also seeks to compare employees'
work experience (longevity), work shifts and their perception towards the dimension of culture in
enhancing organizational learning readiness. ANOVA was used to investigate the relationship
between longevity, work shift, and perception towards the dimension of culture in enhancing
organizational learning.

The independent variables longevity and work shift were statistically significant, while
the interaction effect was nonsignificant. Omega-squared test statistic revealed longevity and
work shift each accounted for 9 percent and 7 percent, respectively, of the variance in the
dependent variable employee perception toward the dimension of culture in enhancing
organizational learning. Moderate effect sizes for independent variables longevity and work shift
were also established.

Compensation or Right: An Analysis of Employee “Fringe” Benefit Perception
Barton L. Weathington and Lois E. Tetrick

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The authors have found that employee perceptions of the benefits provided to them by
their organization can influence employee attitudes. Three factors that appear to influence the
perception of benefits by employees are benefit satisfaction, benefit importance, and the
perceived motive of the organization in providing the benefit to employees. However, it was
inferred that some benefits are perceived as rights that are owed to employees by the
organization. The study proposed and tested a model of benefit perception that incorporates all of
these factors. Results suggested that benefit satisfaction and the perceived motive of the
organization in providing a benefit both have a direct relationship with employee attitudes. The
perceived right status of a benefit appeared to moderate this relationship.

Exploring Employee Perception of Organizational Image: An Integrative Perspective of
Internal and External Communication
Choi, J.

This paper proposed to provide a conceptual model about how internal and external
communications influence employees’ perception of organizational images, in turn influencing
employees’ organizational identification and behaviors. In particular, it was argued that when
there is discrepancy between perceived external images and internally perceived images that are
held by employees, it can result in significant consequences in terms of employees’ behaviors.
Furthermore, it was discussed how perceptions about organizational images were related to
internal and external communication and the need for an integrative perspective of
communication management in the organization.

Employees’ Organizational Commitment and Their Perception of Supervisors’ Relations-
Oriented and Task-Oriented Leadership Behaviors

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Barbara B. Brown

The author says that relations-oriented leadership behaviors explained more of the
variance in affective commitment than the variance in normative commitment. The variance that
task oriented leadership behaviors explained in the two types of organizational commitment was
the same, only weaker. Neither relations-oriented nor task-oriented leadership behaviors
explained any variance in continuance commitment.

The relations-oriented leadership behaviors were positively related with affective and
Normative commitment, although not very strongly. This means that leadership behaviors which
involve engendering trust, inspiring a shared vision, generating enthusiasm, encouraging
creativity, providing coaching, and recognizing accomplishments do explain some of the
variation in how employees feel about wanting to or feeling obligated to stay with the city of
Charlottesville.

The more they display these behaviors, the more employees may want to or feel obliged
to stay. Task-oriented leadership behaviors had a negative relationship with normative
commitment and explained even less of the variance than relations-oriented leadership behaviors.
This means that leadership behaviors which involve ignoring problems or waiting for problems to
become chronic before taking action explain very little of the variation in how employees feel
about wanting to or feeling obligated to stay with the city of Charlottesville. Supervisors may be
able to improve their task-oriented leadership behaviors by giving negative feedback in a timely
manner and using language that is both clarifying and encouraging.

Social Interaction and the Perception of Job Characteristics in an Organization

James W. Dean, Jr. Daniel J. Brass

This research investigates the relationship between the extent of employees' social
interaction and their perceptions of job characteristics. Employees' perceptions were compared
with the perceptions of task characteristics made by an outside observer, whose perceptions were
not subject to the same social influence processes. The results indicated that the perceptions of
employees who were more central to communication networks, boundary-spanning employees,
and employees close to the organization's boundaries were more similar to the perceptions of the

18

outside observer. These results were interpreted as support for the hypothesis that increased social
interaction leads to a convergence of perceptions, such that the perceptions are more similar to
observable reality. The hypotheses and results are discussed in terms of social information-
processing models and previous laboratory findings.

A Study of Supervisor and Employee Perceptions of Work Attitudes in Information Age
Manufacturing Industries

Md. Shafiqul Azam, Pro-Tech Search, Inc.
Illinois State University

Supervisors perceive and rate Information employee work attitudes differently than the
Information employees perceive and rate their work attitudes by themselves. Non-information
employees perceive their work attitudes differently than their supervisors do. Information and
Non-information employees do not perceive their work attitudes similarly. Information
employees had higher means for Dependability and Ambition and Non-information employees
had higher means for Teamwork and Self-Control.

There were differences in the strength of disagreement of responses across the groups. The
strongest disagreement between employees (both Information and Non-information) and
supervisors on the perceptions of employee (both Information and Non-information) work
attitudes was obtained for the work attitudes dimension Dependability. The second disagreement
between employees (both Information and Non-information) and supervisors on the perceptions
of employee (both Information and Non-information) work attitudes was obtained for the work
attitudes dimension Ambition. The third disagreement between employees (both information and
non-information) and supervisors on the perceptions of employee (both Information and Non-
information) work attitudes was obtained for the work attitudes dimension Teamwork.

Comparative Analysis of Management and Employee Job Satisfaction and Policy
Perceptions

19

Charles G. Andrews, B. A., M. S.

According to the author, there is no statistically significant differences between the
perception of nonmanagement employee job satisfaction and management job satisfaction as
measured by job satisfaction topic means. It could be concluded from this study that group means
of importance for job satisfaction topics shows no significantly relationship by management or
management status. Nonmanagement rated Employee Development Opportunities and Work-life
Balance higher than management employees.

However, none of the differences were statistically significant. Rust, Stewart, Miller, and
Pielack (1996) examined job satisfaction of frontline workers. Topics addressed included work
design, work conditions, benefits, and supervision. They found that a person’s overall satisfaction
is driven by their satisfaction with the organization’s managerial process.

CHAPTER III

OBJECTIVES OF THE STUDY

20

3.1 PRIMARY OBJECTIVE

1. To understand the employee perception with regard to various organizational aspects
of M/s Appasamy Ocular Devices (P) Ltd.

3.2 SECONDARY OBJECTIVE:

1. To know the level of employee satisfaction based on their perception.

2. To learn what the employees perceive about the management.

3. To know about the interpersonal relationship among the workers.

4. To identify various other factors influencing employee perception.

CHAPTER IV

RESEARCH METHODOLOGY

21

4.1 RESEARCH DESIGN

This study was designed to perform a descriptive analysis of the employee perception in
M/s Appasamy Ocular Devices (P) Ltd.This study was conducted over a period of one month
from August 2007 to September 2007.

4.2 TYPES OF DATA COLLECTED

• Primary Data
The primary data was collected from the questionnaire .It had questions of both multiple
choice and closed ended type.

• Secondary Data

Secondary data was collected from the internet, books, journals, and company records.

4.3 QUESTIONNAIRE CONSTRUCTION

A comprehensive questionnaire covering all aspects of the organizational function was
drawn and used in this study. The questionnaire comprised multiple choices and closed ended
questions.

Questionnaires were constructed based on the following types

• Closed ended questions
• Multiple choice questions

4.4 DEFINING THE POPULATION

22

The population can be finite or infinite. The population is said to be finite if the elements
can be counted and infinite if the population size cannot be calculated.

4.5 SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined before
any data are collected.

Simple random sampling technique was adopted. In this method the researcher selects those
units of the population in the sample, which appear convenient to him or to the management of
the organization where he is conducting the research.

4.6 SAMPLE SIZE
50 samples were taken from M/s Appasamy Ocular Devices (P) Ltd , Vadamangalam,
Puducherry .

4.7 FIELD WORK
The field works was done at Appasamy Intraocular Devices Pvt, Ltd., Vadamangalam
Puducherry.
4.8 PERIOD OF SURVEY

The period is from August, 2007 to September, 2007.

4.9 DESCRIPTION OF STATISTICAL TOOLS USED

• Percentage analysis.
• Chi-square test
• Correlation
• Regression

4.9.1 PERCENTAGE ANALYSIS

23

In this project Percentage analysis test was used. The percentage method is used to know
the accurate percentages of the data we 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.

4.9.2 CHI-SQUARE ANALYSIS

In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analyses the assumed data and calculated data in the study. The
Chi-square test is an important test amongst the several tests of significance.. Chi-square,
symbolically written as x2 (Pronounce as Ki-Square), is a statistical measure used in the context
of sampling analysis for comparing a variance to a theoretical variance.
The formula for computing chi-square is as follows.

Chi-square = ∑ {(O-E)2 / E}

O = Observed frequency

E = Expected frequency

The calculated value of chi-square is compared with the table of chi-square for the given
degrees of freedom at the specified level of significance. If the calculated value is greater than the
tabulated value then the difference between the observed frequency and the expected frequency
are significant. The degrees of freedom is (n-2) where ‘n’ is number of observed frequencies and
in case of contingency table the degrees of freedom is (C-1) (R-1) where C is number of
columns and R is number of rows.

It is used to find the relation between communication in work place and work satisfaction.
It is used to find the relation between welfare satisfaction and work satisfaction it is used to find
the relation between experience of respondents and work satisfaction.

4.9.3 CORRELATION

24

The correlation analysis deals with association between two or more variables. The
correlation does not necessary 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.

Cov(x, y) = 1/n ∑ x y – x y
σx = √1/n Σ x2 – x 2

σy = √1/n Σ y2 – y 2
Cov(x, y)
r= σx X σy

Here,
r = co-efficient of correlation

4.9.4 Regression

The Regression analysis deals with the nature of association between two or more
variables. In regression analysis we are concerned with the estimation of one variable for a given
value of another variable on the basis of an average mathematical relationship between the two
variables.

Y= a + bX

25

CHAPTER – V

DATA ANALYSIS AND INTERPRETATION

5.1 GENERAL INFORMATION

The data collected from the responses to the questionnaire was tabulated and appropriate
statistical methods were applied to it. Frequency distribution of various responses for each
question was analyzed using a bar chart.

Analysis was done by:
• Percentage analysis
• Chi-square
• Correlation
• Regression

26

5.1 ANALYSIS USING PERCENTAGE METHOD

TABLE 5.1.1

ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE
EMPLOYEES

S.No Level of Attitude No. of Respondents Percentage
1 Disagree strongly 8 16
2 Disagree somewhat 7 14
3 Neutral 4 8
4 Agree somewhat 12 24
5 Agree strongly 19 38
Total 50 100

Inference:

The above table shows that 16% of the employees did not know the organization’s goals and
objectives and 38% of the employees were clear about the goals and objectives.

CHART 5.1.1

ORGANIZATION’S GOALS AND OBJECTIVES ARE UNDERSTOOD BY THE
EMPLOYEES

40
35
P
30
E
25
R
20
C
E 15
N 10
T 5
A 0
t
t

a
ly

ly
a

l

h
h
g

g
a

G
w
w
n

n
tr

o
e
o

e

u

E
tr
m
e
tr

m

N
.s

.s
o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.2

THERE IS A CLEAR REPORTING STRUCTURE

27

3 Neutral 8 16
Total 50 100

Source: Primary Data

Inference:

The above table shows that 12% of the employees did not know about the reporting structure.
32% of the employees were somewhat clear about the reporting structure.
28% of the employees were clear about the reporting structure.

CHART 5.1.2

THERE IS A CLEAR REPORTING STRUCTURE

35
30
P
E 25
R 20
C 15
E
10
N
5
T
0
t

A
t

a
ly

ly
a

l

h
h
g

g
a

G
w
w
n

n
tr

o
e
e
o

u

E
tr
m
m
tr

e
.s

.s
N

o
o

A
.s
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.3

ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES


28

3 Neutral 11 22
Total 50 100


Inference:

The above table shows that 12% of the employees felt that they could not develop their skills.
14% of the employees felt that they could develop their skills to some extent and 44% of the
employees felt strongly that they could develop their skills.

CHART 5.1.3

ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES

50
45
P 40
E 35
R 30
25
C
20
E 15
N 10
T 5
0
t

A
t

a
ly

ly
a

l

h
h
g

g
a

G
w
w
n

n
tr

o
e
o

e

u

E
tr
m
tr

m

e
.s

.s
N

o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.4

I GAIN SATISFACTION FROM MY JOB

29

3 Neutral 9 18
Total 50 100


Inference:

The above table shows that 6% of the employees did not gain satisfaction from their job.
18% of the employees gained satisfaction from their job to an extent.
38% of the employees strongly felt that they gained satisfaction from their job

CHART 5.1.4

I GAIN SATISFACTION FROM MY JOB

40
35
P
30
E
25
R
20
C
E 15
N 10
T 5
0
t

A
t

a
ly

ly
a

h
l
h
g

g
a

G
w
w
n

n
tr

e

o
e
o

u

E
m

tr
m
tr

e
.s

.s
N

o
o

.s

A
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.5

MY JOB IS CHALLENGING


30

3 Neutral 8 16
Total 50 100


Inference:

The above table shows that 10% of the employees felt that their job was not challenging.
26% of the employees felt that their job was challenging to a certain extent.
38% of the employees felt strongly that their job was challenging.

CHART 5.1.5

MY JOB IS CHALLENGING

40
35
P
30
E
25
R
20
C
E 15
N 10
T 5
0
t

A
t

a
ly

ly
a

h
l
h
g

g
a

G
w
w
n

n
tr

e

o
e
o

u

E
m

tr
m
tr

e
.s

.s
N

o
o

.s

A
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.6

EMPLOYEES SUPPORT EACH OTHER


31

3 Neutral 14 28
Total 50 100


Inference:

The above table shows that 14% of the employees felt that support from each other was not there.
28% of the employees felt that support from each other was there to a certain extent
18% of the employees felt strongly that support from each other was there.

CHART 5.1.6

EMPLOYEES SUPPORT EACH OTHER

30

P 25
E 20
R
15
C
E 10
N
5
T
0
t

A
t

a
ly

a

ly
h
l
h
g

g
a

G
w
w
n

n
tr

e

o
e
o

u

E
m

tr
m
tr

e
.s

.s
N

o
o

.s

A
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.7

PERSONAL CONTRIBUTION IS RECOGNIZED

32

3 Neutral 8 16
Total 50 100


Inference:

The above table shows that 14% of the employees felt that personal contribution was not
recognized. 28% of the employees felt that personal contribution was recognized to some extent.

28% of the employees felt strongly that personal contribution was recognized .

CHART 5.1.7

PERSONAL CONTRIBUTION IS RECOGNIZED

30

P 25
E 20
R
15
C
E 10
N
5
T
0
t

A
t

a
ly

ly
a

l

h
h
g

g
a

w

G
w
n

n
tr

e

o
e
o

u

E
m

tr
m
tr

e
.s

.s
N

o
o

.s

A
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.8

I’M VALUED AS AN EMPLOYEE

S.no Choice No. of Respondents Percentage

33

1 Yes 40 80
2 No 10 20
Total 50 100


Inference:

The above table shows that 80% of the employees felt that they were valued as an employee.
20% of the employees felt that they were not valued as an employee.

CHART 5.1.8

I’M VALUED AS AN EMPLOYEE

P
40
E
R
30
C
E 20
N
T 10
A
G 0
E Yes No
VALUED AS AN EMPLOYEE

34

TABLE 5.1.9

QUALITY IS GIVEN IMPORTANCE

3 Neutral 7 14
Total 50 100


Inference:

The above table shows that 32% of the employees felt that quality was given importance. 18% of
the employees felt that quality was not given importance.

CHART 5.1.9

QUALITY IS GIVEN IMPORTANCE

35
30
P
25
E
R 20
C 15
E
10
N
T 5
A 0
G
t
y

at

ly
a
l
gl

a

g
h
h

tr

w

n
n

E
ew

eu

ro
o

e
tr

m
m

t
N
.s

.s
o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.10

35

INDIVIDUAL INITIATIVE IS ENCOURAGED

3 Neutral 12 24
Total 50 100


Inference:

22% of the employees felt that individual initiative was not encouraged; 24% of the employees
felt that individual initiative was encouraged to a certain extent; 22% of the employees felt that
individual initiative was encouraged

CHART 5.1.10

INDIVIDUAL INITIATIVE IS ENCOURAGED

30

25
P
E 20
R
15
C
E 10
N
5
T
A 0
t
t

a
ly

ly
a

l

h
h

G
g

g
a

w
w
n

n
tr

e

o
o

e

u

E
m

tr
tr

m

e
.s

.s
N

o
o

.s

A
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.11

36

MANAGEMENT SETS HIGH STANDARDS

3 Neutral 6 12
Total 50 100


Inference:

20% of the employees felt that management did not set high standards.
16% of the employees felt that management set high standards to a certain extent.
30% of the employees felt that management set high standards.

CHART 5.1.11

MANAGEMENT SETS HIGH STANDARDS

35
30
P
25
E
R 20
C 15
E
10
N
T 5
A 0
t
t

a
ly

ly
a

h
l
h
g

g

G
a

w
w
n

n
tr

e

o
e
o

u

E
m

tr
m
tr

e
.s

.s
N

o
o

.s

A
D

.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.12

37

MANAGEMENT TREATS FAIRLY

3 Neutral 13 26
Total 50 100


Inference:

14% of the employees felt that the management did not treat them fairly
10% of the employees agreed to a certain extent that the management treated them fairly
26% of the employees felt that the management treated them fairly

CHART 5.1.12

MANAGEMENT TREATS FAIRLY

30

25
P
E 20
R
15
C
E 10
N
5
T
A 0
t
at
y

ly
a

G
l
gl

h
a

g
h

w
tr
n

on
ew

E
eu
o

e

tr
tr

m
m

N
.s

.s
o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.13

THE MANAGEMENT RECOGNIZES MY WORK

38

3 Neutral 6 12
Total 50 100


Inference:

6% of the employees felt strongly that the management did not recognize their work
28% of the employees felt that the management recognized their work to some extent.
26% of the employees felt that the management recognized their work.

CHART 5.1.13

THE MANAGEMENT RECOGNIZES MY WORK

30

25
P
E 20
R
15
C
E 10
N
5
T
A 0
t
at

G
ly
y

a
l
gl

a

h

g
h

w
tr

on
n

ew

E
eu
o

e

tr
tr

m
m

N

.s
.s

o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

39

TABLE 5.1.14

WORKING CONDITIONS ARE GOOD

3 Neutral 8 16
Total 50 100


Inference:

12% of the employees felt that working conditions were not good
24% of the employees felt that working conditions were good to some extent
40% of the employees felt that working conditions were good

CHART 5.1.14

WORKING CONDITIONS ARE GOOD

45
40
P 35
E 30
R 25
C 20
E 15
N 10
T 5
t
t

a

A
a
ly

ly

0
h
h

l
g

g
a

w

G
w
n

n
tr

e
e

o
o

u

E
m
m

tr
tr

e
.s

.s
N

o
o

.s
.s

A
D

A
D

LEVEL OF ATTITUDE

40

TABLE 5.1.15

WORKLOAD IS REASONABLE

3 Neutral 12 24
Total 50 100


Inference:

16% of the employees felt that workload was not reasonable.
26% of the employees felt that workload was reasonable to certain extent
24% of the employees felt that workload was reasonable

CHART 5.1.15

WORKLOAD IS REASONABLE

30

25
P
E 20
R
15
C
E 10
N
5
T
A 0
G
t

ly
ly

t

ha
ha

l
tra

ng
ng

E
ew
ew

eu

ro
tro

m
m

t
N

.s
.s

o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.16

41

DEADLINES ARE REALISTIC

3 Neutral 9 18
Total 50 100


Inference:

14% of the employees felt that dead lines were not realistic.
36% of the employees felt that dead lines were realistic to certain extent
12% of the employees felt strongly that dead lines were realistic

CHART 5.1.16

DEADLINES ARE REALISTIC

40
35
P 30
E
25
R
20
C
E 15
N 10
T 5
A 0
t
at

ly
y

a

G
l
gl

h
a

g
h

w
tr

on
n

ew

E
eu
o

e

tr
tr

m
m

N

.s
.s

o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.17

42

BALANCE BETWEEN WORK AND PERSONAL LIFE

3 Neutral 3 6
Total 50 100


Inference:

14% of the employees felt that there was no balance between work and personal life.
34% of the employees felt that there was balance between work and personal life to certain
extent.
26% of the employees feel strongly that there was balance between work and personal life

CHART 5.1.17

BALANCE BETWEEN WORK AND PERSONAL LIFE

40
35
P 30
E
25
R
20
C
E 15
N 10
T 5
A 0
t
at
y

ly
a

G
l
gl

a

h

g
h

w
tr

n
n

ew

E
ro
eu
o

e
tr

m
m

t
N
.s

.s
o
o

A
D

.s
.s

A
D

LEVEL OF ATTITUDE

TABLE 5.1.18

Employee perception

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