Employee perception

1

A STUDY OF EMPLOYEE PERCEPTION

TABLE OF CONTENT

CHAPTER TITLE PAGE NO

I. INTRODUCTION 1

IIREVIEW OF LITERATURE

7

IIIOBJECTIVES

16

VIRESEARCH METHODOLOGY

17

VDATA ANALYSIS AND INTERPRETATION

21

VI FINDINGS OF THE STUDY & SUGGESTION AND RECOMMENDATIONS

47

VII CONCLUSION 49

VIIILIMITATIONS OF THE STUDY & SCOPE FOR FURTHER STUDY

50

ANNEXURE

QUESTIONNAIRE

BIBLIOGRAPHY

2

LIST OF TABLES

S.no TABLE NAME Page No5.1.1 ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD

BY EMPLOYEES

22

5.1.2CLEAR 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

5.1.8VALUED 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

5.2.1ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING

41

3

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

5.2.2EXPECTED COUNT TABLE 42

5.2.3COMPUTATION OF CHI-SQUARE (χ2)

42

5.3.1

ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALSAND GROUP OPERATING EFFECTIVELY(USING CORRELATION)

43

5.3.2

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

5.3.3

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

5.4

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

46

LIST OF CHARTS

4

S.No TITLE Page No5.1.1 ORGANIZATION GOALS AND OBJECTIVES UNDERSTOOD

BY EMPLOYEES22

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 295.1.9 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

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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.

1.1.6 Milestone

6

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.

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

7

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

C) Ophthalmic equipment

- Testing equipment- Diagnosing equipment

http://www.indianindustry.com/opticallenses/570.html











8

- 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

Chairman

P.S.N.Appasamy

Vice ChairmanR.N.Kasthuri

Managing DirectorP.Radhakrishnan

FactoryGeneral ManagerR.V.Ravichandran

Design & Adverse Events

P.Sudhakaran P.Ravichandran

Sales OfficeSales CoordinatorR.V.A.Rajeshwari

9

1.2 INTRODUCTION TO STUDY

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.

ProductionUnits

QA & MRComputerLiaison works Maintenance

Assistant

Electricians

Human Resource

Assistant

Assistant

Purchase

Assistant

Clerical

Instruments

Production

Quality Control S.Oumamageshwari

FP-Stores

IM-Stores

Fitters &Technicians

Inspectors &Packing

AssistantStorekeeper

Assistant,Despatch

Equipment

Quality Control

Production

Fitters, Technicians

Inspectors & Packing

FP-Stores

IM-Stores

AssistantStorekeeper

Assistant,Despatch

Packing

Intraocular Lens

Production

Tumbling & EO

Box Packing

IM-Stores

FP-Stores

Operators,Technicians

Operators,Technicians

Inspectors,Packing

Assistant, Packing

Assiatant Storekeeper

Assiatant, Despatch

IM-Stores

Pharma

ProductionS.Adalarasu

Quality Control

FP-Stores

Microbiology

Asst.Production

Assistant Chemist

Assistants, Technicians

Assistants Storekeeper

Assistants, Despatch

Lab Assistants

Calibration

10

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

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

11

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

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

reality.

FACTORS INFLUENCING PERCEPTION Factors in the perceiver

Motives

Attitudes

Interests

Experience

expectations

12

PERSON PERCEPTION: MAKING JUDGMENTS ABOUT OTHERS

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:

Factors in the situation

Time

Work setting

Social setting

Perception

Factors in the target

Novelty

Motion sounds size

Background

Proximity

Similarity

13

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.

Employee Effort

Assessment of individual effort is a subjective judgment subject to perceptual

distortion and bias.

Employee Loyalty

14

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

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

15

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

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

16

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

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.

17

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

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.

18

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

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

19

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

3.1 PRIMARY OBJECTIVE

1. To understand the employee perception with regard to various organizational aspects

20

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

4.1 RESEARCH DESIGN

21

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

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

22

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

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.

23

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.

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

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.

Chi-square = ∑ {(O-E)2 / E}

Cov(x, y) = 1/n ∑ x y – x y

x = 1/n x2 – x 2

y = 1/n y2 – y 2

r =

24

Cov(x, y)

x X y

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.

CHAPTER – V

DATA ANALYSIS AND INTERPRETATION

5.1 GENERAL INFORMATION

Y= a + bX

25

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

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

26

1 Disagree strongly 8 162 Disagree somewhat 7 143 Neutral 4 84 Agree somewhat 12 245 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

0

5

10

15

20

25

30

35

40

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.2

THERE IS A CLEAR REPORTING STRUCTURE

S.No Level of Attitude No. of Respondents Percentage1 Disagree strongly 6 122 Disagree somewhat 6 123 Neutral 8 164 Agree somewhat 16 325 Agree strongly 14 28

27

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

0

5

10

15

20

25

30

35

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.3

ORGANIZATION HELPS TO DEVELOP SKILLS AND ABILITIES


Total 50 100

28


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

05

101520253035404550

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.4

I GAIN SATISFACTION FROM MY JOB


Total 50 100

29


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

0

5

10

15

20

25

30

35

40

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.5

MY JOB IS CHALLENGING


Total 50 100


30

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

0

5

10

15

20

25

30

35

40

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.6

EMPLOYEES SUPPORT EACH OTHER


Total 50 100


Inference:

31

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 extent18% of the employees felt strongly that support from each other was there.

CHART 5.1.6

EMPLOYEES SUPPORT EACH OTHER

0

5

10

15

20

25

30

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.7

PERSONAL CONTRIBUTION IS RECOGNIZED


Total 50 100


Inference:

32

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

0

5

10

15

20

25

30

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.8

I’M VALUED AS AN EMPLOYEE

S.no Choice No. of Respondents Percentage1 Yes 40 802 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.

33

CHART 5.1.8

I’M VALUED AS AN EMPLOYEE

0

10

20

30

40

Yes No

PERCENTAGE

VALUED AS AN EMPLOYEE

34

TABLE 5.1.9

QUALITY IS GIVEN IMPORTANCE


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

0

5

10

15

20

25

30

35

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.10

35

INDIVIDUAL INITIATIVE IS ENCOURAGED


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

0

5

10

15

20

25

30

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.11

36

MANAGEMENT SETS HIGH STANDARDS


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

0

5

10

15

20

25

30

35

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.12

37

MANAGEMENT TREATS FAIRLY


Total 50 100


Inference:

14% of the employees felt that the management did not treat them fairly10% of the employees agreed to a certain extent that the management treated them fairly26% of the employees felt that the management treated them fairly

CHART 5.1.12

MANAGEMENT TREATS FAIRLY

0

5

10

15

20

25

30

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.13

THE MANAGEMENT RECOGNIZES MY WORK

38


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

0

5

10

15

20

25

30

PERCENTAGE

LEVEL OF ATTITUDE

39

TABLE 5.1.14

WORKING CONDITIONS ARE GOOD


Total 50 100


Inference:

12% of the employees felt that working conditions were not good24% 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

0

5

10

15

20

25

30

35

40

45

PERCENTAGE

LEVEL OF ATTITUDE

40

TABLE 5.1.15

WORKLOAD IS REASONABLE


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 extent24% of the employees felt that workload was reasonable

CHART 5.1.15

WORKLOAD IS REASONABLE

0

5

10

15

20

25

30

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.16

41

DEADLINES ARE REALISTIC


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 extent12% of the employees felt strongly that dead lines were realistic

CHART 5.1.16

DEADLINES ARE REALISTIC

0

5

10

15

20

25

30

35

40

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.17

42

BALANCE BETWEEN WORK AND PERSONAL LIFE


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

0

5

10

15

20

25

30

35

40

PERCENTAGE

LEVEL OF ATTITUDE

TABLE 5.1.18

0

5

10

15

20

25

30

35

PERCENTAGE

LEVEL OF ATTITUDE

43

SALARY IS ADEQUATE


Total 50 100


Inference:

32% of the employees felt that salary was insufficient22% of the employees felt that salary was sufficient to certain extent6% of the employees feel that salary was sufficient

CHART 5.1.18.

SALARY IS ADEQUATE

TABLE 5.1.19

44

MARITAL STATUS

S.No Status No. of Respondents Percentage1 Single 16 322 Married 34 68

Total 50 100


Inference:

32% of the employees were single68% of the employees were married

CHART 5.1.19

MARITAL STATUS

ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING VALUED

AS AN EMPLOYEE AND GENDER (USING CHI-SQUARE)

0

20

40

60

80

Single Married

PERCENTAGE

45

Null Hypothesis Ho:

There is no significant difference between gender and the employee’s perception about being

valued as an employee.

TABLE 5.2.1

OBSERVED COUNT

ANALYSIS OF EMPLOYEES PERCEPTION ABOUT BEING VALUED

AS AN EMPLOYEE AND GENDER

S.no Valued as an employee

gender

Yes No Total

1 male 16 8 25

2 female 15 11 25

Total 31 19 50

46

EXPECTED COUNT

TABLE 5.2.2

S.no valued as an employee

gender

Yes No Total

1 Yes 15.5 9.5 25.0

2 No 13.5 9.5 25.0

Total 31.0 19.0 50.0

TABLE 5.2.3

COMPUTATION OF CHI-SQUARE (χ2)

Calculated value Σ [O-E] 2/E = .807The tabulated value for 1 degree of freedom at 5% level of significance is 3.84The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

Inference:

Chi-Square test showed that there was no significant difference regarding gender and how employees feel valued in the organization. Thus gender did not influence the perception of being valued as an employee.

O E [O-E]2 [O-E]2/E

25 28 9 .321

25 22 9 .409

31 28 9 .321

19 22 9 .409

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ANALYSIS OF RESPONSIBILITY TAKEN BY INDIVIDUALSAND GROUP OPERATING EFFECTIVELY

(USING CORRELATION)

TABLE 5.3.1

RESPONSIBILITY TAKEN BY INDIVIDUALSAND GROUP OPERATING EFFECTIVELY.

X Y X2 Y2 XY

4 3 16 9 12

5 2 25 4 10

7 7 49 49 49

18 12 324 144 216

16 26 265 676 416

Cov [x, y] = 1/ N [ΣXY-xy] = 102.664

σx = √1/N [ΣX2-x2] = 10.81

σy = √1/N [ΣY2-y2] = 12.15

R=.903

Inference:

From the above table it is seen that responsibility taken by individuals and group operating

effectively variables are positively correlated.

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

TABLE 5.3.2

JOB SATISFACTION AND CHALLENGING NATURE OF THE JOB

Cov [x, y] = 1/ N [ΣXY-xy] = 139.4

σx = √1/N [ΣX2-x2] =12.83

σy = √1/N [ΣY2-y2] =11.36

R=.95

Inference:

From the above table it is seen that satisfaction from work and challenging nature of the job

operating effectively variables are highly positively correlated.

X X2 Y Y2 XY

3 9 2 4 6

1 1 5 25 5

11 121 8 64 88

8 64 13 169 104

27 729 22 484 594

49

ANALYSIS OF MANAGEMENT TREATMENT AND JOB SECURITY(USING CORRELATION)

TABLE 5.3.3

MANAGEMENT TREATMENT AND JOB SECURITY

Cov [x, y] = 1/ N [ΣXY-xy] = 93

σx = √1/N [ΣX2-x2] =10.24

σy = √1/N [ΣY2-y2] =10.15

R=.88

Inference:

From the above table it is seen that management treatment and job security variables are

positively correlated.

X X2 Y Y2 XY

5 25 6 36 30

7 49 3 9 21

14 196 11 121 154

6 36 15 225 90

18 324 15 225 270

50

ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT

OF EMPLOYEES (USING REGRESSION METHOD)

Let X be employees job securityLet Y be management treatment of employees

TABLE 5.4

ANALYSIS OF EMPLOYEES JOB SECURITY AND MANAGEMENT TREATMENT OF EMPLOYEES

S.noX Y

X-X X-X2 Y-Y Y-Y2(X-X) (Y-Y)

1 5 3 -5 25 -7 49 35

2 7 6 -3 9 -4 16 12

3 14 6 4 16 -4 16 16

4 6 8 -4 16 -2 4 8

5 18 27 8 64 17 289 136 Formula

bxy = ∑ ( x-x )( y-y )

∑ ( x-x )2

= .467

Regression Equation

X-X = bxy (Y-Y)

X = .46Y + 5.4

Inference:

51

Excluding the constant, from the above equation it could be inferred that effect of management treatment on employees feeling about job security was found to be 2:1

CHAPTER VI

6.1 FINDINGS OF THE STUDY

From the study, it was found that the employees had a clear understanding about whom

they should report to about their targets in their daily course of work. They also felt that

their direct supervisor listened to their ideas and concern.

Some of the employees felt that the workload was reasonable and the deadlines set to

achieve targets were reasonable.

From the study it was found that the employees were satisfied with the working

conditions. Being employed in a manufacturing company employees felt that they were

able to carry out their work without much strain.

Gender did not play a role in the way employees perceived their value in the organization.

Their perception about being valued as an employee was based on their individual

character and not on their gender.

Majority of the employees felt that they were underpaid. They felt that they were paid less

when compared to the responsibility they take.

Some employees felt that there was no balance between their work and personal lives.

By analyzing the data it was found that there was a strong positive correlation between

individual responsibility and effective group performance. It was also observed that the

level of job satisfaction correlated with the challenging nature of the job.

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6.2 SUGGESTIONS AND RECOMMENDATIONS

Majority of the employees were not satisfied with their present salary .The company can

take this into account while revising the pay for the employees. The company could try to provide

some monetary benefits to the best performer.

Employees felt that their new ideas related to work were not encouraged. The company

could encourage the employees to give their ideas related to work. This way both the company

and the employees are benefited. The company could get some novel ideas and the employees

would be more participative.

The employees felt that the company did not respond to their grievances immediately. Hence the

company can adopted some grievance handling procedure that is best suited for the company.

Some employees felt that there was no balance between their work and personal lives. The

company could look into this aspect and train the employees on better time management.

53

CHAPTER VII

7. CONCLUSION

From this study it was found that employees at Appasamy Ocular Devices (P) Ltd.,

Vadamangalam Puducherry had a positive perception on many areas of the organizational

functioning such as working conditions of the employees, reporting structure, work process,

deadlines set and gender equality. However there were areas about which the employees had a

negative perception like salary benefits, scope for individual initiative and balance between work

and personal life.

54

CHAPTER VIII

8.1 LIMITATIONS OF THE STUDY

The survey was done for a period of one month. Hence limited time was spent for doing

the survey.

Some of the employees were not able to express their ideas freely. Some answers given

by the employees might not be correct.

`

55

8.2 SCOPE FOR FURTHER STUDY

The study would act as a reference for further in depth research on employee perception.

The results of this survey can be submitted to the company .The management can look into the

negative aspects in the perception of employees and initiate remedial measures to address the

same. Improving the employee perception would go a long way in promoting the quality of

production.

Further focused research on the identified negative areas such as salary package can help

the management formulate better and employee friendly pay structures.

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ANNEXURE-1

1: Disagree Strongly 2: Disagree somewhat 3: Neutral 4: Agree somewhat 5: Agree Strongly

# Category/QuestionYour choice

1 2 3 4 5A. Organization Design

1 The organization’s goals and objectives are clear to me.

2 Roles and responsibilities within the group are understood

3 Clear reporting structures have been established.

B. Individual Job Characteristics

4 I gain satisfaction from my current job responsibilities.

5 I have the opportunity to further develop my skills and abilities

6 I feel my job is challenging.

7 My direct supervisor makes sure I have clear goals to achieve.

8 My direct supervisor listens to my ideas and concerns

C. Interpersonal relationship Relations

9Knowledge and information sharing is a group norm across the organization

10 Employees consult each other when they need support

11Individuals appreciate the personal contributions of their co-workers.

12 Disagreements are not taken personally

D. Culture

13 Do you feel valued as an employee?

14 Quality is a top priority in the company

15 Individual initiative is encouraged in the company

16 Nothing keeps me from doing my best every day

E. Senior Management

17 Management sets high standards for us to achieve.

18 Management treats employees fairly

19 Does the management recognize the work done by you?

F. Work Processes

20 Everyone here takes responsibility for their actions

57

1: Disagree Strongly 2: Disagree somewhat 3: Neutral 4: Agree somewhat 5: Agree Strongly

# Category/QuestionYour choice

1 2 3 4 5

21 My work group operates effectively as a unit

22 We use efficient work processes when performing our jobs

G. Work environment

23 I believe my job is secure

24 My physical working conditions are good

25 Deadlines set in the company are realistic

26 My workload is reasonable

27 I can keep a reasonable balance between work and personal life

H. Pay and benefits

28 If I do good work I can count on making more money

29 My salary is fair for my responsibilities

30 Are you satisfied with the following welfare measure?

a. Amount of vacation o Yes o No

b. Sick leave policy o Yes o No

c. Amount of health care paid for o Yes o No

d. Health check up o Yes o No

The followings are for analytic purpose only & it will not be used to identify any individual.

Personal details

a. Age : Years

b. Sex : o Male o Female

c. Marital status : o Married o Single

d. Department :

e. Year of service in this company: o Less than 2 yrs o 2-5 yrs o More than 5 yrs

58

ANNEXURE-2

BIBILIOGRAPHY

BOOKS

Robbins Stephen r, seema sanghi -Organizational Behavior, Dorling Kindersley (India)

Pvt.Ltd

Kothari, C.R., Research Methodology - Methods & Techniques , New Delhi, New Age

international (P) Ltd., Publishers, Second Edition,2004.

Gupta, S.P., Statistical Methods, New Delhi, Sultan Chand & Sons Publishers, Thirty

Fourth Edition, 2005.

Chandran,jit S.-Organisational Behaviour

Keith davis - Organisational Behaviour-Human Behaviour at work

Jeff,harris- managing people at work; concepts and cases in interpersonal behavior.

WEBSITES

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