Raj New Report

7/30/2019 Raj New Report

1/26

Project on

EMPLOYEE BEHAVIOUR IN ORGANIZATION UNDER

WORK MORAL

RAMKY Groups, HYDERABAD

SUBMITTED

BY

V.Prithvi raj

ROLL.N0: 2T1-40

PGDM (HR)

AUGUEST, 2012

A Project Report Submitted to the SIVA SIVANI INSTITUTE OF MANAGEMENT Partial fulfillment of

the requirements of IIIrd trimester of PGDM


2/26

SUMMER INTERNSHIP PROJECT REPORT

ON

EMPLOYEE BEHAVIOUR UNDER WORK MORAL

AT

RAJ BHAVAN ROAD, SECUNDERABAD.

SUBMITTED BY

V.PRTIHVI RAJ

Triple Specialisation-1ST

Batch (Major-Human Resource)

Under the esteemed guidance of

Corporate Guide Academic Guide

Mr. Shibashish Bhattacharjee Prof. Sistla Samkarpad

Assistant General Manager, Talent Managemt Team Asst. Professor, Quatitative techniques

Siva Sivani Institute Of Management, Kompally, Secunderabad


3/26

ACKNOWLEDGEMENT

The summer training programs are designed to give the practical knowledge of corporate world

Training is usually meant for such vocations where advanced theoretical knowledge is to be backed up by

practical experience on the job and it is because of this reason that summer training programs are designed.

This makes the future manger to be ready to take the future responsibilities. It was exactly in this context that

I was privileged enough to join Ramky Groups one of the biggest brand in Infrastructures. I achieved an

experience and confidence over the past seven week which will help me to take the future responsibility on

my shoulder.

During this project, I undertook study of Employee Behavior at Organization under WORK MORAL in

Secunderabad, Head Office. Apart from this I am assigned with different takes where in Employees shared

with me.

This endeavor work shall provide Human Resource department mechanism, an idea about Organization

Environment. Therefore I hope with all sincerity that this work shall be of definite use to the organization.


4/26

CONTENTS

CHAPTER I: EXECUTIVE SUMMARY

Introduction

Importance of Study

Objective of Study

Literature review

CHAPTER II: INDUSTRY & COMPANY PROFILE

Industry Profile

Company Profile

Operations

CHAPTER III: RESEARCH METHODOLOGY

CHAPTER IV: DATA ANALYSIS AND INTERPRETATION

CHAPTER V: FINDINGS, SUGGESTION AND CONCLUSION

QUESTIONNAIRE

BIBLIOGRAPHY


5/26

CHAPTER 1

1.1Introduction

The growing globalization of business and increasing competition and technological advancement has

led to an increasing need to change organizational policies and strategies. The pace of challenges is

increasing and thus organisational change is considered unavoidable. In organisation, most problems and

challenges are generated by competition, advanced technology, mergers, expansion, product quality maintenance, or

enhancing employee efficiency on the one hand and rapid growth, new business ventures, exciting opportunities

innovations, and newleadership and management approaches on the other (Madsen et al., 2005, p-213). To overcome

these challenges, organisations are often under pressure for survival and stay competitive in future. Insuch adverse environment, employee attitudes and behaviours to accept organisational change is

considered important for management and change agents for successful organisational change

In fact, organisational change examines the capabilities of managers, employees and work

environment. It affects employee attitudes and behaviours because of transferring a situation from the

known to the unknown which can build up uncertainty, strain and anxiety among employees. Domain

researchers focused on change that may have a serious negative impact on employee attitudes and

productivity (Weber and Weber, 2001). Thus creating employee positive attitudes and behaviours

researchers advocated on employee readiness as an important and dominant factor for promoting

effective and successful organisational change programmes. The dynamic concerned with

organisational change is managing it effectively and successfully (Hanpachern et al., 1998). Thus

managers, change agents, and researchers are anxious to deal with employees within organisations

through readiness predictor variables.

Literature reveals individuals as the centre of analysis for the success of organisational change

programs (Judge et al., 1999). In this regard many predictors like knowledge and skills, social relations

in the workplace, organisational culture, management leadership relationships, logistical and

occupational risks of change, ability to cope with change, to solve job related problems, social support;

active vs. passive job; job demands, self-efficacy, appropriateness, management support, and personal

valence. Eventually, relationships between employee and employer may be developed on the basis of


6/26

the work environment that can stimulate the individual to utilize his/her abilities, efforts, experiences

and skills. The work environment may support employees to develop commitment with the

organization because s/he sees the possibility of accomplishing their desires, needs and future

expectations. By achieving these desires and needs employees may accept or develop positive attitudes

and behaviours towards organisational change. On that basis this research set out to examine the

employee attitudes and behaviours using supervisor and peer relations factor along with demographic

characteristics. Relationship between supervisor and peer in literature has been found to transform

knowledge from individual to individual, groups and organistion (Peroune, 2007). Thus the level of

behaviour of the supervisor and peer found important for improvement, innovation and job satisfaction

(Fullan and Pomfret, 1977; Deal and Celloti, 1980). This study was conducted in a developing country

i.e. Pakistan where work environment factors are important than in other countries for developing

employees positive attitudes and behaviours (Alvi and Ahmed, 1987; Chang, 1999). Indeed

developing country like Pakistan is struggling with high inflation, low growth, increased population

economic instability, new industrialisation and decentralisation (Nadvi and Robinson, 2004). The

above highlights the need for research in the context of developing countries particularly in Pakistan

where the readiness predicators for change may be influenced by different socio-economic, political

religious and cultural factors

Emotional Principles:

Our emotional responses are learned, usually patterned.

Involves mental conversations that deal with contradictions to our beliefs and expectations.

Negative emotions, such as anger, are internally created and thus can be internally managed.

Our feelings are most often expressed to those that are meaningful to us.


7/26

1.2 IMPORTANCEOF STUDYING ORGANISATIONAL CULTURE

Organizational culture is the key to organizational excellence... and the function of leadership is the

creation and management of culture (Schein 1992). Interpreting and understanding organizational

culture is an important activity for managers and consultants because it affects strategic development,

Expectation

Situation

Emotions

Primary feeling

Behavioral Responses

Mental Conversion


8/26

productivity and learning at all levels. Cultural assumptions can both enable and constrain what

organizations are able to do.

A common platform where individuals work in unison to earn profits as well as a livelihood for

themselves is called an organization. A place where individuals realize the dream of making it big is

called an organization. Every organization has its unique style of working which often contributes to its

culture. The beliefs, ideologies, principles and values of an organization form its culture. The culture of

the workplace controls the way employees behave amongst themselves as well as with people outside

the organization. The culture decides the way employees interact at their workplace. A healthy culture

encourages the employees to stay motivated and loyal towards the management.

The culture of the workplace also goes a long way in promoting healthy competition at the workplace

Employees try their level best to perform better than their fellow workers and earn recognition and

appreciation of the superiors. It is the culture of the workplace which actually motivates the employees

to perform.

Every organization must have set guidelines for the employees to work accordingly. The culture

of an organization represents certain predefined policies which guide the employees and give them a

sense of direction at the workplace. Every individual is clear about his roles and responsibilities in the

organization and know how to accomplish the tasks ahead of the deadlines.

No two organizations can have the same work culture. It is the culture of an organization which

makes it distinct from others. The work culture goes a long way in creating the brand image of the

organization. The work culture gives an identity to the organization. In other words, an organization is

known by its culture.

The organization culture brings all the employees on a common platform. The employees must

be treated equally and no one should feel neglected or left out at the workplace. It is essential for the

employees to adjust well in the organization culture for them to deliver their level best.

The work culture unites the employees who are otherwise from different back grounds, families

and have varied attitudes and mentalities. The culture gives the employees a sense of unity at the

workplace

Every employee is clear with his roles and responsibilities and strives hard to accomplish the

tasks within the desired time frame as per the set guidelines. Implementation of policies is never a


9/26

problem in organizations where people follow a set culture. The new employees also try their level bes

to understand the work culture and make the organization a better place to work.

The work culture promotes healthy relationship amongst the employees. No one treats work as a

burden and moulds himself according to the culture.

It is the culture of the organization which extracts the best out of each team member. In a culture

where management is very particular about the reporting system, the employees however busy they are

would send their reports by end of the day. No one has to force anyone to work. The culture develops a

habit in the individuals which makes them successful at the workplace

1.3OBJECTIVES OF THE STUDY

The main purpose of this study is to conduct an exploratory research in the organization inunderstanding the Employee behavioral nature within the organization. Objective of this study is toexamine the supervisor and peer relations along with personal characteristics to know employeeattitudes and behaviours towards organisationalChange. To accomplish this, the research will attemptto address the following specific objectives:

How does heightened emotion on the job affect the workplace?

o Damages morale

o Increases worker conflict

o Increases absenteeism

o Decreases productivity

o Deflects focus from the job

o Increases employee turnover

o Impairs judgment and reaction times, therefore raising the risk of errors and accidents

Observed the changes in work pattern.

o General absentmindedness, forgetfulness

o Alternative periods of high and low productivity

o Missed deadlines

o Inability to perform tasks they were able to do in the past

o Mistakes due to poor judgment


10/26

o Outside complaints about the employees work

o Improbable excuses for these poor patterns

o Carelessness

Changes In Employees Behavior

1.4Literature Review

Examining Employee Attitudes and Behaviors towards

Organizational Change Using Supervisor and Peer Relations

Study Conducted: Naimatullah Shah, Brunel Business School, Brunel University, [email protected]

Zahir Irani, Brunel Business School, Brunel University, [email protected]

This study focuses on employee workplace and demographic predictors to know the employee attitudes

and behaviours regarding organisational change. Five hundered fifty six surveys out of one thousand

were returned from full time academics working in public sector universities of Pakistan.

The findings indicate significant relationships between readiness for change and workplace and

demographic factors. First time supervisor and peer relations predictor has been examined to readiness

for change. Results indicate positive and significant relationships between readiness for change and

supervisor and peer relations. However, from demographic characteristics only two i.e. number of

dependents and younger employees have positive and significant relationships to readiness for change.

This study contribute in the literature on change management particularly for developing countries i.e.

Pakistan and assist the management and practitioners of human resources management (HRM),

organisational development (OD) and change agents in assessing, designing and evaluating new or

existing programs for organisational change.

In fact, organisational change examines the capabilities of managers, employees and work

environment. It affects employee attitudes and behaviours because of transferring a situation from the

known to the unknown which can build up uncertainty, strain and anxiety among employees. Domain

researchers focused on change that may have a serious negative impact on employee attitudes and


11/26


12/26

decentralisation (Nadvi and Robinson, 2004). The above highlights the need for research in the context

of developing countries particularly in Pakistan, where the readiness predicators for change may be

influenced by different socio-economic, political, religious and cultural factors


13/26

CHAPTER 2

2.1Industry Profile:

Construction & Contracting - Civil

Real estate sector is broadly classified into residential, retail & commercial. The real estate

sector is second only to agriculture in terms of employment generation and contributes heavily towards

the gross domestic product (GDP). Almost five per cent of the country's GDP is contributed to by the

housing sector. Almost 80 per cent of real estate developed in India is residential space, the rest

comprising of offices, shopping malls, hotels and hospitals. A Real Estate Investment Trust or REIT is

a tax designation for a corporation investing in real estate that reduces or eliminates corporate income

taxes. In return, REITs are required to distribute 90% of their income, which may be taxable, into the

hands of the investors. REITs can be classified as equity, mortgage or hybrid. The key rate cuts or hike

by Reserve Bank of India does impact the real estate companies as housing loans are directly correlated

to the changes in rate made by RBI. The Floor Area Ratio (FAR) or Floor Space Index (FSI) is the ratio

of the total floor area of buildings on a certain location to the size of the land of that location, or the

limit imposed on such a ratio. A land bank is a bank that issues long-term loans on real estate in return

for mortgages. The term also refers to Land banking the buying and holding (rather than developing) of

land for future development or use

2.2 COMPANY PROFILE

Company Name : Ramky Enviro Engineers ltd (REEL)

Chairman : A. Ayodhya Rami Reddy

Company Size : 5000 employees

Revenue : $30 million


14/26

Ramky Group is a Private Sector Organization that offers services in Construction / Real Estate

/ Infrastructure with Annual Total Turnover of 1000-2500 Crs and with Employee Strength of 1001

2500.Ramky Enviro Engineers Ltd has sharpened the Ramky Group's global ambitions in waste

management. Founder-Chairman A. Ayodhya Rami Reddy: "We are clear in our goalto be a global

player over the next few years with revenues of a billion dollars (Rs 4,600 crore) and to make the group

a $5 billion entity." The Rs 2,500-crore group is also present in infrastructure, real estate, finance and

investment, and venture capital. In the last fiscal, the turnover of REEL, the waste management

business, was Rs 550 crore; Rami Reddy wants this to double in the current fiscal.

Ramky established in the year 1994, and it took concrete shape. Ramky Started Environment

and Waste management are the chosen areas of business. In the span of 10 years Ramky gained

recognition as a specialist multidisciplinary organization.

Ramky Corporate Office at Hyderabad is the hub of all activities. Ramky Enviro facilities are

spread over 17 States and Union Territories in India. Ramky has also commenced activities in

Singapore and the Middle East.

Ramky Enviro has signed an irrevocable contract with the future. The future that dreams of

waste recycling, recovery & reuse. The Company is setting up waste to energy facilities across thelength and

Breadth of the country. Ramky started Indias first biomedical waste management facilities in the

private sector, at Hyderabad following it with 15 more facilities in other States of India.

Company was incorporated as Ramky Engineers Private Limited on April 13, 1994

under the provisions of the Companies Act. The Company diversified into the field of infrastructure

activities such as construction of roads, highways, bridges, flyovers, water supply and irrigation

projects, the name of our Company was changed to Ramky Infrastructure Private Limited

pursuant to a special resolution passed by the shareholders of our Company at an EGM held on June

16, 2003. The fresh certificate of incorporation consequent upon the change of name was granted on

June 17, 2003 by the RoC. Subsequently, pursuant to a special resolution passed by the shareholders

of our Company at an EGM held on June 23, 2003, our Company was converted to a public


15/26

limited company. The new certificate of incorporation to reflecting the name change was issued on

June 24, 2003 by the RoC.

Company is engaged in the business of construction and infrastructure development and management.

Ramky Enviro Engineers Ltd has sharpened the Ramky Group's global ambitions in waste

management. Founder-Chairman A. Ayodhya Rami Reddy: "We are clear in our goalto be a global

player over the next few years with revenues of a billion dollars (Rs 4,600 crore) and to make the group

a $5 billion entity." The Rs 2,500-crore group is also present in infrastructure, real estate, finance and

investment, and venture capital. In the last fiscal, the turnover of REEL, the waste management

business, was Rs 550 crore; Rami Reddy wants this to double in the current fiscal.

1994 Incorporation of our Company

1995 Expanded operations to include water and waste water segment projects.

1997 Expanded operations to include government works in addition to private contracting.

1998 Expanded operations to include segments like buildings, irrigation, roads and industrial

structures.

2002 Expanded area of operations with projects in the states of Tamil Nadu, Karnataka,

Kerala, Maharashtra, Gujarat, Rajasthan, Punjab, Delhi, Uttar Pradesh, West Bengal and Orissa.

2003 Name of our Company changed from Ramky Engineers Private Limited to Ramky

Infrastructure Limited.

Entered into a PPP for infrastructure projects through Dehraduns Inter7State Bus Terminal, a

private sector bus terminal on a BOT basis. Amendment of Clause III of the MOA to enlarge the

objects clause of our Company to include development of infrastructure facilities and waste

management as the main objects.

2005 Received the Best Contractor award from the Government of Rajasthan.

Management - Ramky Infra :


16/26

Name Designation

A Ayodhya Rami Reddy Executive Chairman

Rajiv Maliwal Non Executive Director

Kamlesh Shivji Vikamsey Ind. Non-Executive Director

V Murahari Reddy Ind. Non-Executive Director

Y R Nagaraja Managing Director

Archana Niranjan Hingorani Non Executive Director

V Harish Kumar Ind. Non-Executive Director

A G Ravindranath Reddy Independent Director

Ramky Groups

Ramky Infrastructure Ltd. (RIL):

The infrastructure company that is into construction of Water resources, Irrigation, Buildings,

Transport and Power projects. This flagship company has taken up development of industrial parks of

strategic importance.

Ramky Enviro Engineers Ltd. (REEL):

The Environmental engineering company is pioneer and leader in waste management in India. This

company provides industrial, municipal, Bio-medical and E-Waste facilities and constantly keeps up itslead through innovation.

Ramky Estates and Farms Ltd. (REFL)

REFL has taken up various prestigious projects and demonstrated robust growth even in tough times

for the sector. Ramky towers in Gauchbowli and Ramky towers in Warangal are few of its prestigious

projects


17/26

Ramky Finance & Investments Ltd (RFIL)

RFIL nurtures up coming ventures. Currently RFILs chief holding is Smilax, pharmaceutical

ingredient manufacturer. RFIL aims at becoming strategic partner for all the leading pharmaceuticalmanufacturers in the world.

Ramky Infra Q1 net Profit:

Consolidated net profit increased 13.3% year-on-year to Rs 51 crore in the quarter ended June

2012.

Consolidated income from operations rose by 13.55% to Rs 855 crore from Rs 753 crore during

the same period.

Finance cost jumped significantly to Rs 68.24 crore from Rs 55.14 crore YoY.

In line with our estimates, Ramkys 4Q12 revenue grew 17% yoy. The margin, however, was slightly

lower due to input cost pressures. The order book rose 25% yoy, to Rs137bn. Management clarified

that land developed in Ramky Pharma City was in keeping with the concession agreement with the

state, and it has not conducted any transaction with Jagathi Publications. We have a Buy on the stock,

with a target of Rs353.

Ramkys 4QFY12 revenue grew 17% yoy (13% growth for FY12), in line with our estimates. OPM

was slightly lower than estimated due to input costs. The FY12 margin, however, was a good 10.4%.

Ramky made provision, directly from reserves, for Rs660m of prior-period taxes in regard to Sec.80

IA. Consolidated revenue/profit for FY12 grew 22%/12%. With regard to media reports linking the

company with Jagan Reddys disproportionate assets, Ramky clarified that it has not received a

summons from the CBI. Land acquired and developed (incl. the green belt) in Ramky Pharma City was

in line with the concession agreement signed with the state. Also, it has not conducted any transaction

with Jagathi Publications, directly or indirectly.


18/26

In FY12, Ramky bagged orders of Rs58bn, swelling the order book to Rs137bn (4.4x FY12

revenue), up 25% yoy. The order book covers Roads (40%), Water (17%), Buildings (16%), Power

(5%), Irrigation (12%) and Industrials (7%). Equity required for the BOT projects is Rs7.5bn, to be

funded through internal accruals and cashflows from operating projects. Financial closure for the two

road projects, Agra-Etawah and Hospet-Chtradurg, is likely to be complete by mid-Jun. At 0.85x, the

company standalone leverage has been stable. Our sum-of-parts-based target of Rs353 is based on 9x

FY13e PE for the core business (Rs293), in line with other midcap target multiples, and 1x Dec11

P/BV of investment (Rs60), says AnandRathi research report

Awards

Essar steel Promotes 2009 Infrastructure Excellence award under Urban

infrastructure category.

2009-2010 Best Conserver & 2010-2011 Distinguished Water company Water

Digest.

2009-2010 Best Compamy of the Year, Market Leadership(Industrial Hazardous

Waste), Vertical Market Penetration(Biomedical Waste)

2.3 OPERATIONS

Turnover of US $1.5 billion

Infrastructure Projects as per Sept 2012 are 261

Waste management facilities 56projects.

Group Country Presence in 8

Globally the organization is located in different locations namely;


19/26

USA, Peru, Jordan, China, Egypt, UAE, Oman, Thailand, Singapore, Indonesia, Gabon, Nigeria &

Saudi Arabia.


20/26

Summary of Strategies:

IES, Renewable Energy, e-waste and Recycling to have requisite focus and growth.

Hazardous waste organically and through internal cash flows only.

Bio-Medical Wastes grow through acquisitions using internal cash

MSW shall be attained through appropriate commercial, technical and socio-political aspects.

Technology in MSW project by project assessing technical, commercial and sustainability

aspects, specifically W2E and Composting

International Acquisitions

DEVELOPMENTS

Set up India's first integrated hazardous waste facility in 2001.

Set up first biomedical waste facility in 2000.

Set up first integrated municipal solid waste facility in 2005.


21/26

Operates 14 hazardous waste management units, including three abroad.

Operates 16 biomedical waste units, including nine under SembRamky.

Have 20 municipal solid waste management facilities across India.

Have deals with states to set up 17 integrated recycling facilities.

Has on hand 65-70 build-operate transfer projects.

Also does landfills and incineration work

The company offers the industry an unique concept Integrated Environmental Services (IES) under

which all services required under environmental services and waste management are provided on a

one- stop shop basis .This concept is to enable organizations to concentrate on their core

competencies and hand over to Ramky the issues connected with waste management and

environmental compliance.

INDIA'S POTENTIAL:

No overall data, but one report says urban India generates 100,000 tonnes of solid waste a day.

Solid waste generated could grow at 10% a year.

India's industry generates 6,232,507 tonnes of hazardous waste a year.

Plastic waste accounts for 10,000 tonnes of municipal waste a day.

An industry body report estimated e-waste in 2007 at 382,979 tonnes, including 50,000 tonnes

of imports.


22/26

Chapter -3

Research Methodology

This is a cross sectional study which attempts to examine the relationships of independent and

dependent variables by applying self-administered survey questionnaire. This study is based on

literature review and conceptual framework and developed hypotheses to examine the relations

between independent and dependent variables. The procedure adopted for this research follows a

quantitative approach for data collection and analysis

Participants

Participants were full time Employees from the Organization. A sample of Employees was selected

randomly from various levels of Organization i.e. Top level Management, Middle level management

and Low level management.

Procedure

The survey instrument was administered to the participants via a mix of email, post and personal visits.

Before sending out the questionnaire, participants were contacted to ascertain their willingness to take

part in the study. After gaining an affirmative response, each participant was sent a survey

questionnaire, a formal consent form and a covering letter mentioning the purpose of the study and

instructions on how to complete the survey instrument. In case of no response from a participant after

two weeks of sending them the survey pack, three reminders were issued requesting them to return the

completed survey questionnaire. Those who did not respond despite three reminders were dropped

from the study and regarded as non-responders. The participant were administered a survey instrument

in English language.

Measurement Scales

Survey questionnaire has been developed on the basis of what kind of information needed. In this

study, independent variable such as supervisor and peer relations and demographic characteristics and

dependent variable i.e. readiness for organizational change were used to examine the employee


23/26

attitudes and behaviors. These variables have been carried out with many options of Likert Scales of

for the variety of choice of individuals.

Supervisor and Peer Relations

Six items with a four-point Likert scale (1= Strongly Agree and 4= Strongly Disagree) concerning

employee perception on their Assignment.

Participants were asked to tick one of four numbers on a Likert Scale (1 = Strongly Agree and 4 =

Strongly Disagree).

Demography

Demographics included gender, age range, marital status, present employment status, highest

educational level, number of dependent, years on their present job and years with present employer.

Data Analysis

Analytical techniques were used to analyze the results of descriptive statistics to describe the

demographic and general results. Although Pearson correlations of dependent variable i.e, readiness for

organizational change to independent variable i.e. Work stress and job satisfaction relationship over

demographic state were used to test the magnitude and direction of relationships of variables. To

predict the output of variables multiple regression testsis robust in social science and

psychological domain. It is an appropriate and most widely used method for investigating the

relationship between a dependent variable and two or more independent variables due to its well-

developed underlying statistical theory (Hair et al., 2005, p-18; Montgomery et al., 2001, p-xii). The

hypotheses were tested using the Multiple Regression Analysis (MRA).

Finally, multi analysis of variances (MANOVA) applied to find the relationships between change

readiness and demographic characteristics.


24/26

Chapter 5

Findings, Limitations & Conclusions


25/26

LIMITATIONS AND IMPLICATIONS

LIMITATIONS:

The present study is confined with set of Questionnaire in organization with sample size of 50.

Existence of Different categories of Employees is a challenging task in providing suggestion under

negative roles.

Study conducted in Ramky Infrastructure Company, Secunderabad.

Three limitations deserve consideration when interpreting study results. First limitation is the use of

single source data. A survey questionnaire may not provide deeper opinions and feelings of employees.

The second limitation is limited antecedents examined to readiness for change. Data were gathered

from a single type of organisation is a third limitation of this study. The contribution of this study is

based on the development of a comprehensive theoretical framework that examines the factors that

influence the individual attitudes and behaviours leading to their carrier Growth in organization with

respect to the Job satisfaction level. This study may contribute to Human Resource Development

(HRD), Organisational Development (OD), and change management literature. According to

Hanpachern et al. (1998) that HRD and OD practitioners focused on employee work life satisfaction

and well-being. Thus, this study revealed on employee readiness for change in order to satisfaction his

or her workplace needs. This study can support to the managers, change agents, and change

practitioners in assessing, designing, and evaluating new and existing organisational change programs.

CONCLUSIONS

Employee attitudes and behaviors can be influenced through workplace factors according to literature

review. A conceptual approach has been developed which encompasses a number of factors i.e.


26/26

supervisor and peer relations, employee readiness and demographic characteristics. This study

demonstrates the impact of these factors to readiness for organizational change. Results showed

positively significant correlations between scales, which confirmed that employee could develop their

attitudes and behaviors on the basis of supervisor and peer relations. However, from demographic

characteristics interesting results were found such that relationship between employees number of

dependents and readiness for organizational change. In literature no such relationship was found like

that more children to employee had the more openness for organizational change. Our study also found

that employee who had more dependents felt more open and ready for organizational change.

Other correlations including present employment status and readiness for change and marital

status and supervisor and peer relations was confirmed in this study. These relations highlight

the need to consider these factors within policy and strategy to promote employee openness

and readiness for organisational change.

Raj New Report

Documents

Transcript of Raj New Report