TABLE OF CONTENTS

CHAPTER NO

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TOPICS
INTRODUCTION
1.1 DEFINITION
1.3 COMPANY PROFILE
1.4 OBJECTIVES OF THE STUDY
1.5 SCOPE OF THE STUDY
1.6 NEED FOR THE STUDY

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LITERATURE SURVEY
METHODOLOGY
3.1 RESEARCH DESIGN
3.2 RESEARCH TYPE
3.3 DATA COLLECTION
3.4 STATISTICAL TOOL
DATA ANALYSIS AND

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INTERPRETATION
4.4 STATISTICAL ANALYSIS
5.1 FINDINGS

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5.2 SUGGESTION

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5.3 LIMITATIONS OF THE STUDY

5.4 CONCLUSION
APPENDIX 1- QUESTIONNAIRE
REFERENCES

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LIST OF TABLES
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Tables
Classification of employees based on age
Classification of employees on the basis of gender
Classification of employees based on designation
Employees years of experience

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Resource availability of manager

Availability of information
Orientation of employees concern towards following
rules
Perception towards goal achievement
Training effectiveness
Training perception towards career moves
Scope of growth
Awareness about the growth possibilities
Perception towards informal communication
Team Work
Interpersonal relationship supervisor's suggestions
Concern towards others
Relationship with management
Sense of accomplishment
Satisfaction towards job
Motivation factor
Management of conflicts
Importance to individual's suggestions
Utilization of skills
Individual's importance in organization
Improvement in performance
Help from others
Delegation of Authority
Encouragement towards innovation
Risk taking
Fair work compensation
Rewards for achievements
Satisfaction with regard to incentives
Perception towards organization's image

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LIST OF CHARTS
C. No
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Charts
Classification of employees based on age
Classification of employees on the basis of gender
Classification of employees based on designation
Employees years of experience
Resource availability of manager

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Availability of information
Orientation of employees concern towards following
rules
Perception towards goal achievement
Training effectiveness
Training perception towards career moves
Scope of growth
Awareness about the growth possibilities
Perception towards informal communication
Team Work
Interpersonal relationship supervisor's suggestions
Concern towards others
Relationship with management
Sense of accomplishment
Satisfaction towards job
Motivation factor
Management of conflicts
Importance to individual's suggestions
Utilization of skills
Individual's importance in organization
Improvement in performance
Help from others
Delegation of Authority
Encouragement towards innovation
Risk taking
Fair work compensation
Rewards for achievements
Satisfaction with regard to incentives
Perception towards organization's image

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INTRODUCTION
WORK LIFE BALANCE
Work life balance describes the relationship between your work and the
commitments in the rest of your life, and how they impact on one another.

Employers, employees and government want to maximize participation in the

workforce. However, in our demanding lives many people struggle to balance
work and the responsibilities of caring for children, family members with a
disability or elderly parents.
For other workers it's often difficult to find time outside work for study,
volunteering, taking care of their own health or participating in sport and
recreation.
There is no ideal work life balance; everyone is different and the 'right'
balance may alter over time as families grow older and personal commitments
change.
Having options about how work is organized makes managing work and life
demands possible by allowing employees to work in non-traditional work
patterns and locations that better fit their personal commitments. Overall
quality of life improves and businesses also benefit from employees' higher
morale and commitment.

For employers the capacity to negotiate flexible work arrangements provides

an antidote to loss of skills and experience and the high cost of recruitment
and retention in a competitive labour market. Employers who provide flexible
work options immediately gain a competitive edge in the labour market by
becoming 'employers of choice.'

Work life balance was perceived as a set of methods, approaches or

technologies for enhancing the work environment making it more productive
and satisfying. If work life balance at work could be improved, it would
benefit and reward the individual employee but also the company, its
customers and society as a whole.
Stacey and Wise stated Work life balance is a management style that
adheres to the belief that the organizations health improves as employees
become more knowledgeable and more active in company matters.
What constitutes a high Work life balance may vary in relation to both
the workers aspirations and objective reality of his work and society; whether
it primarily means security, equity, individualization or democracy, one thing
seems clear as explained by Takezawashin-ichi that the Work life balance is
ultimately defined by the worker himself.
This is proved beyond doubt that in many organizations the Unions are
consulted before any change in their regular work and memorandum of
understanding in the form of Standing orders are laid down and signed by
both the employer and employees representatives. Then it is binding on both
the parties to ensure a healthy working atmosphere, rewarding remunerations
and perks.
We know a great deal in the couple of decades about the need to
democratize or humanize work place in industry. By providing the industrial
worker with great participation in the decision involving his work, the Work

life balance will be improved. Some organisations have responded by

including employees on board of companies and organizations called as
distant participation or by increasing their participation in the decision making
process of their work group by allowing them greater freedom in deciding how
to organize and conduct their own jobs which is called as immediate
participation. Examples of immediate participation are Job rotation, Job
enlargement and Job enrichment.
TIPS FOR WORK LIFE BALANCE
Here are 5 ideas to help you bring a little better balance into your life:
SCHEDULE DOWN TIME
An uncle, who was also an entrepreneur, told me when I started my very first
business that I needed to block out time on my calendar for my family up front
or I would never have it open. He was right, but unfortunately it took me a lot
of years of my life to realize how right he was. I never blocked out the family
time, and work slowly overtook my life because I wasnt doing anything to
make family time as scheduled as business meetings were. I would block off
an hour lunch meeting with someone for business, so why not block off an
hour dinner with my family at night?
It took me years and many hard lessons to figure out how critical it was for me
to schedule my family time as carefully as I schedule my work day. The
important thing is that you treat your family as if they matter just as much as
the most important business person in the world, and dont miss your

scheduled meetings you have with them. Block out dinner on your calendar.
Block out Saturday family events. Always keep Sunday as a sacred time with
your family. Block out date night if you are married. Block out a once-amonth father/daughter or mother/son date with your child. Put these things on
your calendar in advance of each month and then treat them with the
importance of any other meeting. Schedule that time with them. They need
you.
CUT OUT THE THINGS THAT DONT ADD VALUE TO YOUR LIFE
There are a lot of things we waste time on in life. Television, Internet, video
games, etc. I know because I am as guilty as many of you by allowing these
things to overtake my family time. Cut it out! That is my advice. I have to
remind myself of this often when I find myself on a Saturday looking at a cute
pair of shoes on Zappos.com when I could be out playing with my daughter. If
you have distractions in your life that take too much time away from family
then put stickers on the TV or computer or video game console that ask you
what matters most in my life? It wont take long for that to hit you in the
gut. Trust me. I have tried it. Its a good way to pull yourself away from
wasting time when you could be spending it on quality time with your family.
AVOID NEGATIVE PEOPLE THAT SUCK YOUR ENERGY
People in your life that gossip, are negative, complain, or vent can be a huge
drain on your energy. Avoid them! They will take up your time and leave
absolutely no redeeming value to your universe. Dont give them two seconds

of your day because if you give two seconds they will take two hours. If you
run into one of them, or they text you, or Facebook FB -0.72% message you,
or call you, or whatever, just dont engage. Simply tell them you are too busy
being happy to swim in their pool of negativity and then avoid them like the
plague!
OUTSOURCE THOSE TASKS THAT YOU CAN
The day I discovered online grocery shopping was a good day for me. Getting
groceries was a tough task, especially when I was a single mom. When I found
out I could order groceries online and for a few dollars have them delivered to
my front door I was thrilled. A few dollars saved me hours of time in a store.
There are a lot of similar little things that can free up your day a so you can
have a more time with your family. Some other good finds are local dairies,
such as Winder Dairy in Utah, for milk delivery to your home and dry
cleaning services that let you bring your clothes to the office and they will
pick them up for you.

TAKE FIVE FOR YOU

In all the talk about work/life balance we forget that part of balance is taking
time for yourself. It is the very first thing that always goes you. Women are
especially bad at this. We are so worried about everyone else that we forget
about us. Everyone men and women need a little time each day just for
them. Time to read a little, time to take a hot bath once in a while, time to

swing on a swing and look at the garden. No matter what you choose to do
with your five minutes, it needs to be time that is just for you. Meditate. Write
in a journal. Pray. Just take that time for you it will make you a better person
to the ones you love, trust me.
I hope these ideas will help a little bit. This topic of balance is one I have
struggled with my entire life and I certainly havent figured it out, yet. But I
am getting a little better at it all the time and that is what is important.
DETERMINANTS OF WORK LIFE BALANCE
There has little standardization of what criteria would measure QWL
and how it should be measured. Most investigators tailor make an
instrument for the particular population they are studying.
The following dimensions have been considered more important to
assess the level of QWL in the research study.
Job as a source of satisfaction
Rewards
Challenge and Variety
Work Group
Status and Recognition
Opportunity for Growth
Freedom to take Decisions
Company Status
Clarity of Managements Views

Elements of Work Life

1. One has working life quality when he burns his work, because it is an
extension of what he wants to do with his life.
Work life balance starts with taking responsibility for ones own life and
then it spreads in ever-widening circles. One can live comfortably on the
surface of life, which means that he is happy and contented and doing fine. He
lives up to the norms of society: good education, good job, reasonable pay,
nice home, family and children.
One can also live well in the depth of life , i.e., deep within his soul.
then he knows what he wants in life and act accordingly. He lives out his
dreams. You devote heart and soul to whatever you are doing. The good life is
good both on the surface and deep down.
2.

Develop and become master in your own field.

To become a master is not a question of outdoing others. One has to

conquer himself, his inertia, his fear and incompetence. A lot of work seems to
be completely uninteresting and without challenge. Ones superior does not
provide the challenges. He has to discover them for himself in life and at his
work. Finding the challenges and developing his commitment in crucial to
obtain mastery.
3.

Experience fellowship with colloquies and management and are

proud of your workplace.

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The fellowship which forms an important part of working life quality,

includes everybody at work, employees, directors and management.
Fellowship is found when people pool their efforts to accomplish something
they would not be able to do on their own. It is natural that a certain division
of labour will take place as different people have different interests and skills.
It therefore follows that if the division of labour is to succeed the members of
the group have to co-operate.
Fellowship also implies a personal responsibility from each member of
the group. The more you blame management for everything, the less you allow
yourself the possibility to act and control your own working life.
4.

Create real values for customers and the surrounding world is

producing products and services of high quality.
All companies strive to create real value for the surrounding world

(customers, clients, users and society as a whole). Creating real value is not a
matter of just money. It starts with the individual person. Creating real value
means becoming more valuable to yourself and your surroundings. How do we
become more valuable as human beings?
We can start by asking how valuable we are to ourselves, our partner,
our children, friends and ourselves? We are valuable if we are able to create a
good life for our nearest and dearest for ourselves and people in general.
We are valuable when we take responsibility for our lives and try to
make it good, good life for ourselves as well as for others.

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If you owned part of the company you work for, it would be easier to
think that you have to be valuable at work. But even if joint ownership does
not exist, employees can have a great influence on the work, the way the task
is solved, the quality of the product, the sales to the customers etc. You can be
responsible for influencing the company in such a way that your work will
result in the greatest possible value.
Therefore, working-life quality deals with these four elements.
Personal quality of life in ones work, developing mastery, experiencing real
fellowship with colleagues and managers and contributing to the creation of
real value for customers and the surrounding world through your job.

Causes Affecting Work life balance

Economic Adversity /
Economic Difficulties
Management Practices e.g.,
ways of treating employees
and giving them
opportunities to use their
activities

Quality of
Work Life
Strong Effect
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Job nature (e.g. work load

work hours and pay)

Minor Effect

Criteria for Measuring QWL

Human Resource Management experts prescribe the following criteria to
measure the degree of QWL :
1.

Adequate and fair compensation The remuneration payable to

the employee must be adequate and fair. It must provide the
employee a reasonable standard of living and should also be
comparable to the pay of employees doing similar jobs. The
capacity of the organisation to pay, the demand and supply of
labour, the cost of living and such other factors must be taken into
account in determining the fair pay.

2.

Safe and healthy working conditions The level of efficiency of

the employees is much determined by the physical working
conditions in the workplace. Natural lighting and ventilation,
pollution free atmosphere, reasonable hours of work, facilities for
canteen, rest room, toilet etc. are the major aspects of physical
environment.

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3.

Opportunity to utilise and develop human capacities

- The

work assigned to every employee must enable him to work to his

potentials. Steps must be taken to remove the monotony element of
certain jobs. Employees must also have the opportunity to update
their job knowledge and skill by undergoing refresher training.
4.

Better career prospects - Employees do not generally favour

stagnation in their career path. They look for every opportunity to
move to superior positions. It is, therefore, the duty of every
employer to provide suitable career opportunities for his employees
to secure their loyalty towards the organisation.

5.

Social integration in the workforce The work environment

must be such that the employee is able to develop a feeling of selfesteem, openness, trust and confidence. He should be able to
mingle freely with his colleagues and superiors. In other words, the
work environment should be highly informal.

6.

Proper balance between work and personal life - Under QWL

the employee should be able to pay equal attention to his work and
domestic responsibilities. His Family life should not be strained
because of overtime work, frequent business travel, transfer etc.

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1.1 COMPANY PROFILE

Company History

Novartis was created in 1996 through the merger of Ciba-Geigy and Sandoz,
two companies with a rich and diverse corporate history. Throughout the
years, Novartis and its predecessor companies have discovered and developed
many innovative products for patients and consumers worldwide.
Mission

Healthcare portfolio
People
Corporate citizenship
Video stories
Partnerships
Locations

Mission
We want to discover, develop and successfully market innovative products to
prevent and cure diseases, to ease suffering and to enhance the quality of life.
We also want to provide a shareholder return that reflects outstanding
performance and to adequately reward those who invest ideas and work in
our company
Healthcare portfolio

Business strategy
Pharmaceuticals
Vaccines and Diagnostics
Sandoz
Consumer Health
People
Corporate citizenship
Video stories
Partnerships

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Locations
Healthcare portfolio

We believe our portfolio best meets the varied and often complex needs of
patients and societies. Novartis is positioned to lead in innovation, partner
with others and offer solutions to patients across a broad healthcare spectrum.
In addition, a diverse portfolio reduces financial risk, bringing greater value to
those who invest in our company.
Our portfolio, focused on broad areas of healthcare, aims to best meet the
evolving needs of patients and societies worldwide.
Novartis is the only company with leading positions in four key areas:

Since

Pharmaceuticals: Innovative patent-protected medicines

Vaccines and Diagnostics: Vaccines and diagnostic tools to protect
against life-threatening diseases
Sandoz: Affordable, high-quality generic medicines and biosimilars
Consumer Health: Strong, trustworthy brands for increasingly
knowledgeable consumers: OTC (Over-the-Counter), Animal Health
and CIBA Vision
Novartis was created in 1996 - when only 45% of net sales came from

healthcare the company has shifted focus to fast-growing areas of healthcare.

Our strategy is to provide healthcare solutions that address the evolving needs
of patients and societies worldwide.
Innovating to treat disease more effectively
Our global Pharmaceuticals portfolio includes more than 50 key marketed
products, many of which are innovative leaders in their therapeutic areas. In
2009 we received a total of 25 positive regulatory decisions in the United
States, Europe and Japan.
Key pharmaceutical products marketed by Novartis are listed below by
therapeutic area.

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Not all products or indications are available in all countries. Regulatory

requirements in various countries limit the product information that we can
provide. Please consult your physician about any medical condition or
prescription product.
Note that some product links are intended for US residents only.
The division consists of two businesses:

Novartis Vaccines
Novartis Diagnostics, the blood testing business

Over-the-Counter
Novartis OTC (Over-the-Counter) is a world leader in the research,
development, production and marketing of self-medication products that do
not require prescriptions. Our products are designed for in-home treatment and
prevention of medical conditions and ailments, as well as the enhancement of
overall health and well-being.
The main Novartis OTC product categories are analgesics, cough, cold,
allergy, gastrointestinal, skin care and smoking-cessation treatments, as well
as mineral supplements.
Sandoz (Generics)
Delivering affordable, high-quality medicines
Sandoz, the generic pharmaceuticals division of Novartis, is a global
industry leader, offering affordable, high-quality medicines to everyone,
everywhere. It is the second-largest division of Novartis.
2009 net sales - USD 7.5 billion

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Sandoz develops and produces approximately 1 000 compounds, as well as

active substances and intermediates. Our operations span five continents, and
we market products in more than 130 countries.
In addition to its retail generics business, Sandoz operates three businesses
that focus on anti-infectives, oncology injectables and biopharmaceuticals.
Novartis Animal Health Products
Advancing animal healthcare
Novartis Animal Health (NAH) is a leader in developing new and better
ways to prevent and treat diseases in pets, livestock and cultivated fish. We
focus our energy on new medicines to improve the quality of life for
companion animals, as well as products to enhance the health of livestock and
cultivated fish. In all that we do, we strive to support high-quality production
and the welfare of animals.
In pets, our products are effective aids in preventing internal and external
parasites and treating ailments such as arthritic pain and kidney, heart and
allergic diseases.
For livestock, we offer therapeutic products to treat parasitic and bacterial
diseases and actively develop new vaccines to prevent diseases in livestock
and cultivated fish. Our innovative fly control products and services meet the
specific needs of food producers in the area of farm bioprotection.

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OBJECTIVES OF THE STUDY

Primary Objective
To find out the work life balance in Novartis
Secondary Objective
To find out effects of work life initiatives on employees.
To find out way to improve work life.
To gain an insight into current working life policies and practices, as
well as work-life balance issues.

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Need of the Study

The work life balance is a result of employee perception of how well
their job provides those things that are viewed as important.
It is generally recognized in the organizational behavior field that
employees work life balance is the most important as frequently
studied attitude.
Employee work life is a critical element not only in providing for high
level of customer satisfaction, but also for higher productivity,
turnover, and reduced costs associated with recruiting.
The employees attitude toward his job simply means his feeling about
job, boss, peers, contesters, workplace, work schedule etc. a positive
feeling about these leads to employee quality of work.

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SCOPE OF THE STUDY

The study courses the following aspects of Work life balance.
Focus on work team.
Autoynm in planning work
Focus on skill development
Increase responsiveness to employee concern.
Opinion of the employees towards the prevailing Work life balance at
Novartis.

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LIMITATIONS OF THE STUDY

The study on Work life balance in maintaining work life balance has the
following limitations.
The time limit for the study is short which creates hurdles in complete
enumeration of Novartis.
Since, the study is a Cross-sectional study, the findings of the study
will not be applicable for a long time.
The sample was taken from limited employees in Novartis whole
population is not considered.
Only few components of work life is given importance in this study.

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REVIEW OF LITERATURE
Definitions of Work life balance :
According to J.Richard and J. Loy Work life balance is the degree to
which members of a work organization are able to satisfy important
personnel needs through their experience in the organization.
It is a process of joint decision making, collaboration and building
mutual respect between management and employees. Cohoan.
QWL is the degree to which work in an organization contributes to
material and psychological well-being of its members Harrison.
Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984;
Cooper, 1988) define the qualities of work life are broadly similar to the study
on Singaporean Employees Development suggest four dimensions of Work
life balance labeled as, i) Favorable work environment ii) Personal growth and
autonomy

iii) Nature of job and

iv)Stimulating opportunities and co-

workers Good performance is recognized in addition to rewards being based

upon performance while employees are respected and treated like mature
people.

The Study on Singaporiean Employees development, Cheng S says

in a high QWL there should be a positive impact on personal life, an
opportunity to be involved in decision as well as an acceptable level of
physical comfort. Jobs seen to exist within high QWL work situations are

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those in which there is minimal negative impact on ones personal life, and
hopefully one which has a positive impact on ones personal life.

We would expect that these dimensions comprising Work life balance

that were found in the present sample are consistent with the rapid economic
growth and increasingly higher levels of educational standards in Singapore.
Research studies (Taylor, 1977; Taylor, 1978; Donald, 1997) have generally
established that Work life balance is positively associated with job
satisfaction and can be a significant motivator. One implication of this finding
for management is the need to consider the type of intrinsic and extrinsic
factors highlighted by the four aspects of QWL that comprise the motivational
reward-incentive system used in organizations. Designing the job and the
work environment so as to include the characteristics of the Work life
balance dimensions discussed above will contribute to the workers sense of
well-being, and provide a more positive start to other work motivation
programmes within the organization. Kirkman (1989) suggests that in the
future work society; the drive for more humanitarian treatment both in and out
of work will increase.
Cheng in his paper Work life balance through employee participation in
Singapore has discussed the following four different approaches to Work life
balance

Employee share option scheme, Joint management consultation,

Quality circle and Industrial relations circle.

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This is an interesting situation given the high degree of emphasis on

achieving high standards in performance and quality known in Singapore.

Work life balance has also been viewed in a variety of ways including
a) As a movement b) as a set of organizational interventions and c) as a type
of working life felt by employees.

Work life balance, Self-evaluation and life satisfaction among

American Africans.
When for many people sex and relationships are troublesome since
they are often hazardous to our health work plays an even greater role in
keeping us out of trouble. Regardless of how much we earn, most of us
have some kind of agenda or work plan. And with so many people opening a
home and a cybers-office, with mounting levels of technology-related stress
(which Bruria Ginton, owner turned content provider, calls
frustression), many of us end up involved in more one job, which we feel
compelled to get done, spending the greatest portion of our lives in what we
consider our workplace. So Work life balance is not some notion of frivolous
luxury. QWL is just as real and useful as virtual reality itself

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RESEARCH METHODOLOGY
Research connotes a systematic and objective investigation of a subject
or problem in order to discover relevant information or principles
The success of a research depends mostly on the method on which it is
carried out. The applied method will improve the validity of finding. This
chapter discusses the method of data collection.
RESEARCH
It is defined as A systematic gathering, recording and analyzing of
datas about problems relating to marketing of goods and services. It enables
the companies to understand the needs and wants of the customers and also
helps them in making decisions.
RESEARCH DESIGN
The research design is purely and simply the frame work or plan for a
study, that guides the collection or analysis of data research design has been
considered a highly specialized tool for success of a research programme.
Research is a plan, structure and strategy of investigation conceived so as to
obtain answer to research question and control variance.
TYPES OF RESEARCH DESIGN

Descriptive research study

Experimental research study

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Descriptive Research
Descriptive study includes survey and facts finding enquiry of different
kinds. The major purpose of descriptive research is descriptive of the state of
affairs as it is at present. It portrays the characteristics of a particular situation,
Group or communities. It begins with a research about past form of the
problem. The main objective of the descriptive

design is to acquire

knowledge. This project is done through descriptive study.

Experimental Study
It is the blue print of the procedure which enables the research to test
hypothesis by reaching valid conclusion about relationship between
independent and dependent variable. It is defined as a process where events
occur in a setting at the description of the experiments and the contents are
used to identify the sources of variation in subject response. Experiments can
be used in marketing when the research had established the hypothesis.

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SOURCES OF DATA
Collection of data is at most importance for a research investigation. If
the data is not adequate and accurate, the findings are bound to be misleading.
The data is divided into two categories :
Primary Data
The data collected directly from the respondent is referred as primary
data. Data was collected through primary source. The primary data was
collected through a structured questionnaire from the respondents.
Secondary Data
The secondary data is collected through Books and Websites carrying
relevant information.
DATA ANALYSIS
Extracting meaningful information from the data collected and
analyzing the information from the data collected and analyzing the
information statistically. Analysis of the collected data was done with the help
of tables, graphs and statistical analysis tools like chi square.
RESEARCH INSTRUMENTS USED
The questionnaire has been drowsed as the research instrument for
acquiring information from the respondents. Closed end questions persecuting
all possible answers has been made use of and multiple choice questions has
been put forth to avoid ubiquity in response from the respondents.

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SAMPLE SIZE
The size of the sample is an important problem to be decided in case of
sampling. This is because the size has a direct barring upon accuracy, time,
cost and administration of the survey. An optimum sample in survey is one
which fulfills the requirement of efficiency, representativeness, reliability and
flexibility.
METHOD OF SAMPLING
Convenience sampling
QUESTIONNAIRE DESIGN
The questionnaire was designed based on 15 broad parameters from
which 30 questions were developed. The 15 parameters are :
1.

Resources

2.

Orientation

3.

Training

4.

Career

5.

Communication

6.

Team work

7.

Interpersonal Relationship

8.

Satisfaction

9.

Conflict Management

10.

Motivation

29

11.

Recognition

12.

Management of mistakes

13.

Risk Taking

14.

Compensation and benefits

15.

Empowerment

STATISTICAL TOOL APPLiED

Analyst must use different statistical tools for analyzing and
interpreting the data, in this study the following tools are applied.

Percentage analysis

Chi-square analysis

Percentage Analysis
Percentage refers to a special kind of ratio. Percentages are used
making comparison between two or more series of data. Percentages are used
to describe relationship. Percentage can also be used to compare the relative
terms, the distribution of two or more series of data.

Percentage of respondents

No. of respondents
----------------------Total respondents

X 100

Chi-Square Test
The chi-square test is one of the simplest and most widely used nonparameter. The quantity chi-square describes the magnitude of the discrepancy
between theory and observations test in statistical work.

30

This steps involved in chi-square are as follows :

Observed frequencies (o) are tabulated

Expected frequencies (e) are tabulated

Expected frequencies for any cell can be calculated using the formula

E =

RT x CT
------------N

Where,
E
=

Expected frequency

RT

the row total for the row containing cell

CT

the column total for the column containing cell

the total number of operation.

The difference between the observed and expected frequency are

obtained and the square of the differences are tabulated as
(O E ) 2.

The values of the (O E) 2. Is obtained in step 3 are divided by the

expected frequency and the total (O E ) 2. Is compared with the table
of ^2 for the given degree of freedom at a certain level of significance
(generally 5% level is selected).

by degree of freedom, we mean the number of classes to which the values can
be assigned arbitrarily if at the 5% level of significance the calculated value of
^2 is more than table value of ^2 is more than the table value of ^2, the
difference between the theory and observation is considered to be significant.

31

On the other hand, the calculated value of ^2 is less than table value. The
difference the theory and observation is not considered as significant i.e., it is
regarded as due to fluctuations of sampling and hence ignored. The degree of
freedom can be calculated using the formula.
V = ( c -1 ) (r 1)
Where, c refers to columns,
And r = refers to rows.

32

DATA ANALYSIS
Table No. 1
CLASSIFICATION OF EMPLOYEES BASED ON AGE
S.No.

AGE

1
2

21-40
Above 40
Total

NO. OF
RESPONDENTS
84
36
120

PERCENTAGE
of respondents (%)
70%
30%
100

Inference :
The graph clearly a show depicts that 70% of the employees belong to
the age group of 21 to 40 years and 30% of the employees belong to the group
of above 40 years.
CHART NO. 1

CLASSIFICATION OF EMPLOYEES BASED ON AGE

80
70

70%

60

Percentage

50
40

30%

30
20
10
0
21-40

33

Age group

Above 40

Table No. 2
CLASSIFICATION OF EMPLOYEES ON THE BASIS OF GENDER
S.No.

GENDER

1
2

Male
Female
Total

NO. OF
RESPONDENTS
72
48
120

PERCENTAGE
of respondents (%)
60%
40%
100

Inference :
The graph depicts that 60% of the employees surveyed are male and
the remaining 40% of the employees are female.
CHART NO. 2

Gender

CLASSIFICATION OF EMPLOYEES ON THE BASIS OF GENDER

Male

60%

40%

Female
0

20

40
Percentage

34

60

80

Table No. 3
CLASSIFICATION OF EMPLOYEES BASED ON
DESIGNATION
S.No.

DESIGNATION

NO. OF
RESPONDENTS

PERCENTAGE
of respondents (%)

Clerk/Assistant
[Junior & Senior]

102

85%

Superintendent

18

15%

Total

120

100

Inference :
Around 85% of the employees belong to the Clerk/Assistant [Junior. &
Senior] and about 15% of the employees belong to the Superintendent.
Chart No. 3

Classfication of Employees Based on

Designation

Percentage

100%

85%

80%
60%
40%
15%

20%
0%
1

Designation

35

Table No. 4
EMPLOYEESS YEARS OF EXPERIENCE
S.No.

EXPERIENCE

NO. OF
RESPONDENTS

Below 10 yrs

36

PERCENTAGE
of respondents
(%)
30%

11-15 yrs

54

45%

16-20 yrs

18

15%

Above 20

12

10%

120

100

Total

Inference :
30% of the employees have experience of about below 10 years. 45%
of the employees have experience of about 11 to 15 years. 15% of the
employees have an experience of about 16 to 20 years and about 10% of the
employees have an experience of above 20 years.
CHART NO. 4

EMPLOYEES'S YEARS OF EXPERIENCE

10%
30%

15%

45%
Below 10 Yrs

11-15 Yrs

36

16-20 Yrs

Above 20

Table No. 5
RESOURCES AVAILABILITY OF MANAGER
S.No.

PARTICULARS

NO. OF
RESPONDENTS
30

PERCENTAGE
of respondents (%)
25%

Strongly Agree

Agree

78

65%

Neither Agree nor

Disagree

12

10%

Disagree

0%

Strongly Disagree

0%

120

100

Total
Inference :

Almost 90% of the employees experienced the availability of manager

in times of help and also whenever needed. And the remaining 10% of the
employees feel that managers are available only at times.
CHART NO.5

Percentage

RESOURCES AVAILABILITY OF MANAGER

70
60
50
40
30
20
10 25%
0
Strongly
Agree

65%

10%

0%
0%
Neither Disagree Strongly
Agree
Disagree
nor

Agree

DISAGREE

37

Table No. 6
AVAILABILITY OF INFORMATION
S.No.
1
2
3
4
5

Particulars
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
78
18

PERCENTAGE
of respondents %
10%
65%
15%

6
6
120

5%
5%
100

Inference :
Almost 75% of the employees feel that information is readily available
to them and they are given rights Access it 15% of them fail to give opinion in
this case. The remaining 10% of the employees is disagree with regard to the
availability of information.
CHART NO.6
AVAILABILITY OF INFORMATION

5%5% 10%
15%

Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree

65%

38

Strongly Disagree

Table No. 7
ORIENTATION EMPLOYEES
CONCERN TOWARDS FOLLOWING RULES
S.No.

PARTICULARS

1
2
3

Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

4
5

NO. OF
RESPONDENTS
12
66
24

PERCENTAGE
of respondents %
10%
55%
20%

12
6
120

10%
5%
100

Inference :
Most of the employees (about 65%) follow the rules and regulations of
the company. The remaining 35% of the people refrain to go according to
rules and regulations.
CHART NO.7
EMPLOYEES CONCERN TOWARDS FOLLOWING RULES

PERCENTAGE

60

55%

50
40
30
20

20%

10 10%
0

Strongly
Agree

10%
Agree

Neither
Agree nor
Disagree

Disagree

PARTICULARS

39

5%
Strongly
Disagree

Table No. 8
PRECEPTION TOWARDS GOAL ACHIEVEMENT
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
18
72
24

PERCENTAGE
of respondents %
15%
60%
20%

6
0
120

5%
0%
100

Inference :
Nearly 75% of the employees feel that achievement of goals is the
main concern for them. 20% of the employees fail to express any opinion in
this regard. A small group disagrees with the statement.
CHART NO. 8
PERCEPTION TOWARDS GOAL ACHIEVEMENT
60

60%

PERCENTAGE

50
40
30
20
10
0

20%

15%

5%
Strongly
Agree

Agree

Neither
Agree nor
Disagree

Disagree

PARTICULARS

40

0%
Strongly
Disagree

Table No. 9
TRAINING EFFECTIVENESS
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
24
54
30

PERCENTAGE
of respondent %
20%
45%
25%

12
0
120

10%
0%
100

Inference :
Around 65% of the employees agree that the training is given at the
appropriate time. Around 25% of the employees respond neutrally with
respect to the training given and 10% of the employees feel that the
organization does not give importance to training.
CHART NO. 9

PERCENTAGE

TRAINING EFFECTIVENESS
45
40
35
30
25
20 20%
15
10
5
0

Strongly
Agree

45%

25%
10%
0%
Agree

Neither
Disagree
Agree nor
Disagree

PARTICULARS
CRITERIA

41

Strongly
Disagree

Table No. 10
TRAINING PERCEPTION TOWARDS CAREER MOVES
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
84
18

PERCENTAGE
of respondent %
10%
70%
15%

0
6
120

0%
5%
100

Inference :
About 80% of the employees perceive that the career moves are
handled fairly in the organization. About 15% of the employees neither agree
nor disagree with the statement. 5% of the employees feel that the career
moves are not handled fairly.
CHART NO. 10

PERCENTAGE

TRAINING PERCEPTION TOWARDS CAREER MOVES

70
60
50
40
30
20
10 10%
0

Strongly
Agree

70%

15%
Agree

0%

5%

Neither Disagree Strongly

Agree nor
Disagree
Disagree

Particulars

42

Table No. 11
SCOPE OF GROWTH
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
78
24

PERCENTAGE
of respondent %
10%
65%
20%

6
0
120

5%
0%
100

Inference :
About 75% of the employees of this organization believe that there is a
scope for their career growth. 20% of the employees fail to give their opinion.
5% of them feel that there is no scope for their growth in career.
CHART NO. 11
SCOPE OF GROWTH

65%

P
E
R
C
E
N
T
A
G
E

70
60
50
40
30
20
10 10%
0

Strongly
Agree

20%
5%
Agree

0%

Neither Disagree Strongly

Agree nor
Disagree
Disagree

Particulars

43

Table No. 12
AWARENESS ABOUT THE GROWTH POSSIBILITIES
S.No.

PARTICULARS

NO. OF
RESPONDENTS
42

PERCENTAGE
of respondent %
35%

Strongly Agree

Agree

48

40%

Neither Agree nor

Disagree

24

20%

Disagree

5%

Strongly Disagree

0%

120

100

Total
Inference :

Almost 75% of the employees are aware of their career growth in the
organization. About 20% of the employees neither agree nor disagree with the
awareness in their career growth. Only 5% of the employees are unaware of
their growth possibilities.
CHART NO. 12

PERCENTAGE

AWARENESS ABOUT THE GROWTH POSSIBILITIES

40
35 35%
30
25
20
15
10
5
0

Strongly
Agree

40%

20%
5%
Agree

0%

Neither Disagree Strongly

Agree nor
Disagree
Disagree

PARTICULARS

44

Table No. 13
PERCEPTION TOWARDS INFORMAL COMMUNICATION
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
36
66
18

PERCENTAGE
of respondent %
30%
55%
15%

0
0
120

0%
0%
100

Inference :
Around 85% of the employees agree that friendly communication
prevails in the organization. The remaining 15% of them decline to express
their opinion.
CHART NO. 13
COMMUNICATION PERCEPTION TOWARDS INFORMAL
COMMUNICATION

Strongly
Disagree

0% 0%
Disagree

Neither Agree
nor Disagree

Agree

Strongly
Agree

60
50
40
30
55%
20
30%
10
15%
0

CRITERIA

45

Table No. 14
TEAMWORK
S.No.

PARTICULARS

NO. OF
RESPONDENTS
24

PERCENTAGE
of respondent %
20%

Strongly Agree

Agree

66

55%

Neither Agree nor

Disagree

24

20%

Disagree

5%

Strongly Disagree

0%

120

100

Total
Inference :

About 75% of the employees agree with the participation in teamwork

and 20% of the employees do not express any opinion about the participation
in teamwork. Majority of the employees feel that teamwork pays and hence
they show interest in it.
CHART NO.14
TEAMWORK

PERCENTAGE

60

55%

50
40
30
20 20%

20%

10
0

5%
Strongly
Agree

Agree

46

Neither
Agree nor
Disagree

Disagree

0%
Strongly
Disagree

Table No. 15
INTERPERSONAL RELATIONSHIP
SUPERVISORS SUGGESTIONS
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
84
18

PERCENTAGE
of respondent %
10%
70%
15%

6
0
120

5%
0%
100

Inference :
Around 80% of the employees believe that there is strong association
with their supervisors. 15% of the employees do not have any opinion about
the association with supervisors. About 5% of them do not believe the
association with their supervisors.
CHART NO. 15
INTERPERSONAL RELATIONSHIP SUPERVISORS
SUGGESTIONS
80
70
PERCENTAGE

60
50
40
30

70%

20
10
10%
0
Strongly Agree

15%
Agree

Neither Agree
nor Disagree

PARTICULARS

47

5%
Disagree

0%
Strongly
Disagree

Table No. 16
CONCERN TOWARDS OTHERS
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
18
78
24

PERCENTAGE
of respondent %
15%
65%
20%

0
0
120

0%
0%
100

Inference :
Around 80% of the employees show interest towards helping others in
times of need and the remaining 20% fail to give any opinion in this case.
CHART NO. 16
CONCERN TOWARDS OTHERS
0%

20%

15%

65%
Strongly Agree

Agree

Neither agree nor Disagree

48

Disagree

Strongly Disagree

Table No. 17
RELATIONSHIP WITH MANAGEMENT
S.No.

CRITERIA

NO. OF
RESPONDENTS
12

PERCENTAGE

Strongly Agree

Agree

66

55%

Neither Agree nor

Disagree

36

30%

Disagree

5%

Strongly Disagree

0%

120

100

Total

10%

Inference :
The graph shows that 65% of the employees agree that there is a strong
relationship between the employees and the management. 30% of the
employees neither agree nor disagree with the statement.
CHART NO. 17
SATISFACTION EMPLOYEES RELATIONSHIP WITH
MANAGEMENT

60
50

PERCENTAGE

40
30

55%

20
10
10%
0

Strongly Agree

30%
5%
Agree

Neither Agree
nor Disagree
PARTICULARS

49

Disagree

0%

Strongly
Disagree

Table No. 18
SENSE OF ACCOMPLISHMENT
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
0
66
42

PERCENTAGE
of respondent %
0%
55%
35%

12
0
120

10%
0%
100

Inference :
About 55% of the employees have a sense of accomplishment in their
job. 35% of the employees do not have any opinions about their
accomplishment. The remaining 10% of the employees do not have a feeling
of job accomplishment.
CHART NO. 18
SENSE OF ACCOMPLISHMENT
60

55%

PERCENTAGE

50
40

35%

30
20
10%

10
0 0%

Strongly
Agree

0%
Agree

Neither Disagree
agree nor
disagree
CRITERIA

50

Strongly
Disagree

Table No. 19
SATISFACTION TOWARDS JOB
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
0
72
36

PERCENTAGE
of respondent %
0%
60%
30%

6
6
120

5%
5%
100

Inference :
About 60% of the employees are satisfied with their job in the
organization. 30% of the employees fail to give any opinion about their
satisfaction in the job. The remaining 10% of the employees are not satisfied
with their job.
CHART NO. 19
SATISFACTION TOWARDS JOB
60

PERCENTAGE

50
40
60%

30
20

30%

10
0

0%

Strongly
Agree

5%
Agree

Neither Disagree Strongly

agree nor
Disagree
disagree

CRITERIA

51

5%

Table No. 20
MOTIVATION FACTOR
S.No.

PARTICULARS

1
2
3
4
5

Compensation
Appreciation
Job challenge
Growth opportunities
Others
Total

NO. OF
RESPONDENTS
12
24
42
42
0
120

PERCENTAGE
of respondent %
10%
20%
35%
35%
0%
100

Inference :
Majority of the employees (about 70%) feel that job challenges and the
growth opportunities are the motivating factors. 20% of the employees
perceive appreciation as a motivator and 10% of them perceive compensation
as a motivating factor.
CHART NO. 20
MOTIVATION FACTOR

35
30
PERCENTAGE

25
20
15

35%
20%

10
5
0

35%

10%
0%
Compensation

Appreciation

Job Challenge

Growth
opportunities

CRITERIA
PARTICULARS

52

Others

Table No. 21
MANAGEMENT OF CONFLICTS
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
84
18

PERCENTAGE
of respondent %
10%
70%
15%

6
0
120

5%
0%
100

Inference :
Majority of the employees (about 80%) feel that conflicts are handled
smoothly in the organization. 15% of the employees fail to give opinion about
the handling of conflicts and 5% of the employees feel that conflicts are not
handled smoothly.

CHART NO.21

Percentage

Management of Conflicts
80%
70%
60%
50%
40%
30%
20%
10%
0%

70%

15%

10%

5%
2

3
Particulars

53

0%
5

Table No. 22
IMPORTANCE TO INDIVIDUALS SUGGESTIONS
S.No.

PARTICULARS

NO. OF
RESPONDENTS
0

PERCENTAGE
of respondent %
0%

Strongly Agree

Agree

60

50%

Neither Agree nor

Disagree

48

40%

Disagree

12

10%

Strongly Disagree

0%

120

100

Total
Inference :

Nearly half of the employees i.e., 50% feel that their opinion is given
importance in decision making. About 40% of the employees do not give any
opinion. Around 10% of the employees feel that their opinion is not given
much importance.
CHART NO.22
RECOGNITION IMPORTANCE TO INDIVIDUALS
SUGGESTIONS

PERCENTAGE

50
40
30

50%

20
10
0

40%
10%

0%

Strongly
Agree

Agree

CRITERIA
PARTICULARS

54

0%

Neither Disagree Strongly

agree nor
Disagree
disagree

Table No. 23
UTILIZATION OF SKILLS
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
60
36

PERCENTAGE
of respondent %
10%
50%
30%

12
0
120

10%
0%
100

Inference :
Around 60% of the employees feel that their skills are utilized
effectively in this organization. About 30% of the employees neither agree nor
disagree with the effective utilization of skills. About 10% of the employees
feel that their skills are not effectively utilized.
CHART NO. 23
UTILIZATION OF SKILLS

10%

0%

10%

Strongly Agree
Agree
30%

Neither agree nor disagree

50%

55

Disagree
Strongly Disagree

Table No. 24
INDIVIDUALS IMPORTANCE IN ORGANIZATION
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
60
36

PERCENTAGE
of respondent %
10%
50%
30%

12
0
120

10%
0%
100

Inference :
Around 60% of the employees feel that they are given individual
importance. About 30% of the employees do not have any opinion with regard
to individual importance and the remaining 10% feel that individual
importance is lacking in this organization.
CHART NO.24
INDIVIDUALS ISMPORTANCE IN ORGANIZATION
60

50%

PERCENTAGE

50
40

30%

30
20
10

10%

10%
0%

0
Strongly
Agree

Agree

Neither Disagree Strongly

agree nor
Disagree
disagree

PARTICULARS

56

Table No. 25
IMPROVEMENT IN PERFORMANCE
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
18
84
12

PERCENTAGE
of respondent %
15%
70%
10%

6
0
120

5%
0%
100

Inference :
85% of the employees feel that mistakes committed are given
importance and are analyzed which acts as a learning experience to them. 10%
of the employees decline from expressing their opinions and the remaining
disagree with the statement.
CHART NO.25
MANAGEMENT OF MISTAKES IMPROVEMENT IN
PERFORMANCE
5% 0%

10%

15%

70%
Strongly Agree
Neither agree nor disagree
Strongly Disagree

Agree
Disagree

57

Table No. 26
HELP FROM OTHERS
S.No.

PARTICULARS

NO. OF
RESPONDENTS
12

PERCENTAGE
of respondent %
10%

Strongly Agree

Agree

78

65%

24

20%

Neither Agree nor

Disagree
Disagree

5%

Strongly Disagree

0%

Total

120

100

Inference :
Around 75% of the employees feel that they receive help from others
to analyze their mistakes while 5% of them do not feel in that manner. About
20% of the employees neither agree nor disagree with the statement.
CHART NO.26
HELP FROM OTHERS

Strongly Disagree 0%
Disagree

5%
20%

PA
RT
IC
UL
A
RS

Neither agree nor disagree

65%

Agree

10%

Strongly Agree

10

20

30

40

PERCENTAGE

58

50

60

70

Table No. 27
DELEGATION OF AUTHORITY
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
12
72
30

PERCENTAGE
of respondent %
10%
60%
25%

6
0
120

5%
0%
100

Inference :
About 70% of the employees feel that they have the authority to make
decisions. 25% of the employees do not give any opinion in this regard and
about 5% of the employees feel that they are not given enough authority to
make their own decisions.
CHART NO.27
EMPOWERMENT DELEGATION OF AUTHORITY

Delegation of Authority
70%

60%

Percentage

60%
50%
40%

25%

30%
20%
10%

10%

5%

0%
1

3
Particulars

59

0%
5

Table No. 28
ENCOURAGEMENT TOWARDS INNOVATION
S.No.

PARTICULARS

1
2
3

Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

4
5

NO. OF
RESPONDENTS
18
72
24

PERCENTAGE
of respondent %
15%
60%
20%

6
0
120

5%
0%
100

Inference :
Majority of the employees 9 (about 75%) feel that they are encouraged
to do innovative things whereas 5% of them feel that they are not encouraged
by their superiors. About 20% of them neither agree nor disagree with the
statement.
CHART NO.28

PERCENTAGE

ENCOURAGEMENT TOWARDS INNOVATION

70
60
50
40
30
20
10
0

60%
20%

15%
Strongly
Agree

Agree

Neither
agree nor
disagree

5%

0%

Disagree

Strongly
Disagree

CRITERIA

PARTICULARS

60

Table No. 29
RISK TAKING
S.No.

PARTICULARS

NO. OF
RESPONDENTS
6

PERCENTAGE
of respondent %
5%

Strongly Agree

Agree

78

65%

24

20%

Neither Agree nor

Disagree
Disagree

12

10%

Strongly Disagree

0%

120

100

Total

Inference :
The graph depicts that 70% of the employees are willing to take risk
readily. 20% of the employees neither agree nor disagree with the statement.
10% of the employees are boot willing to take risks.
CHART NO.29
RISK TAKING

0% 5%

10%
20%

65%
Strongly Agree
Neither agree nor disagree
Strongly Disagree

61

Agree
Disagree

Table No. 30
FAIR WORK COMPENSATION
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
0
48
60

PERCENTAGE
of respondent %
0%
40%
50%

6
6
120

5%
5%
100

Inference :
Only 40% of the employees feel that they are compensated fairly for
their work. Nearly half the employees fail to express any opinion with regard
to the compensation. 10% of the employees feel that compensation is not been
awarded fairly.
CHART NO. 30
COMPENSATION & BENEFITS FAIR WORK
5% 5% 0%
COMPENSATION
40%

50%

Strongly Agree
Neither agree nor disagree
Strongly Disagree

62

Agree
Disagree

Table No. 31
REWARDS FOR ACHIEVEMENTS
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
0
42
54

PERCENTAGE
of respondent %
0%
35%
45%

12
12
120

10%
10%
100

Inference :
35% of the employees agree that they are rewarded for their
achievements. 45% of the employees do not give any opinion. The remaining
20% of them are dissatisfied with the rewards given.
CHART NO.31
REWARDS FOR ACHIEVEMENTS

10%

10%

0%
35%

45%

Strongly Agree
Neither agree nor disagree
Strongly Disagree

63

Agree
Disagree

Table No. 32
SATISFACTION WITH REGARD TO INCENTIVES
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
0
18
60

PERCENTAGE
of respondent %
0%
15%
50%

24
18
120

20%
15%
100

Inference :
15% of the employees are satisfied with the incentives. 50% of the
employees neither agree nor disagree with the statement. The remaining 35%
of the employees are not much satisfied with the incentives given.
CHART NO.32
SATISFACTION WITH REGARD TO INCENTIVES

15%

0%

15%

20%
50%

Strongly Agree
Neither agree nor disagree
Strongly Disagree

64

Agree
Disagree

Table No. 33
PERCEPTION TOWARDS ORGANIZATIONS IMAGE
S.No.
1
2
3
4
5

PARTICULARS
Strongly Agree
Agree
Neither Agree nor
Disagree
Disagree
Strongly Disagree
Total

NO. OF
RESPONDENTS
24
78
12

PERCENTAGE
of respondent %
20%
65%
10%

6
0
120

5%
0%
100

Inference :
Majority of the employees, about 85% of them feel that their
organization has a very high image. But the remaining employees, i.e., 15%
perceive that the organization does not have any image and also fail to express
their opinion.
CHART NO.33
PERCEPTION TOWARDS ORGANIZATIONS IMAGE

70

65%

PERCENTAGE

60
50
40
30
20
10
0

20%
10%
Strongly
Agree

Agree

5%

0%

Neither Disagree Strongly

agree nor
Disagree
disagree

PARTICULARS
CRITERIA

65

Statistical Tool
Chi Square
Table : I
Relationship between experience and perception on organizations image
Experience / Strongly Agree
Perception
Agree

Neither
Disagree Strongly Total
Agree nor
disagree
Disagree

Below 10 yrs

22

36

11 15 yrs

10

40

54

16 20 yrs

10

18

Above 20 yrs

12

Total

24

78

12

120

Null hypothesis (Ho) :- There is no relationship between experience and

perception on organisations image.
Alternate hypothesis (H1) :- There is no relationship between experience and
perception on organisations image.

66

S.No

Oi

Ei

Oi Ei

(Oi- Ei)2

(Oi-Ei)2 /Ei

1
2
3
4
5
6
7
8
9
10
11
12

6
22
6
2
0
10
40
2
2
0
4
10

7.2
23.4
3.6
1.8
0
10.8
35.4
5.4
2.7
0
3.6
11.7

1.2
1.4
2.4
0.2
0
0.8
4.9
- 3.4
- 0.7
0
0.4
- 1.7

1.44
1.96
5.76
0.04
0
0.64
24.01
11.56
0.49
0
0.16
2.89

0.2
0.08
1.6
0.02
0
0.05
0.68
2.14
0.18
0
0.04
0.24

13
14
15
16
17
18
19
20

2
2
0
4
6
2
0
0

1.8
0.9
0
2.4
7.8
1.2
0.6
0
Total

0.2
1.1
0
1.6
- 1.8
0.8
- 0.6
0

0.04
1.21
0
2.56
3.24
0.64
0.36
0

0.02
1.34
0
1.06
0.41
0.53
0.6
0
9.19

Formula:-

Number of degrees of freedom

=

(R-1) x (C-1)

(4-1) x (5-1)

3x4

12

67

Table value of X2 for 12 df at 5% level = 21.026

Calculated value = 9.19
Calculated value < Tabulated value
Ho is accepted
Inference:There is no relationship between the experience and perception on
organizations image.
Calculation:E1

24 x 36/120

7.2

E2

78 x 36/120

23.4

E3

12 x 36/120

3.6

E4

6 x 36/120

1.8

E5

0 x 36/120

E6

24 x 54/120

10.8

E7

78 x 54/120

35.1

E8

12 x 54/120

5.4

E9

6 x 54/120

2.7

E10

0 x 54/120

E11

24 x 18/120

3.6

E12

78 x 18/120

11.7

E13

12 x 18/120

1.8

E14

6 x 18/120

0.9

E15

0 x 18/120

E16

24 x 12/120

2.4

E17

78 x 12/120

7.8

E18

12 x 12/120

1.2

E19

6 x 12/120

0.6

E20

0 x 12/120

68

Table : 2
Chi Square
Relationship between experience and perception on organizations image
Age
/ Strongly Agree
Perception
Agree

Neither
Disagree Strongly Total
Agree nor
disagree
Disagree

21-40

18

54

84

Above 40

24

36

Total

24

78

12

120

Null hypothesis (Ho) :- There is no relationship between experience and

perception on organisations image.
Alternate hypothesis (H1) :- There is no relationship between experience and
perception on organisations image.

S.No

Oi

OE

1
2
3
4
5
6
7
8
9
10

18
54
8
4
0
6
24
4
2
0

16.8
54.6
8.4
4.2
0
7.2
23.4
3.6
1.8
0

1.2
- 0.6
- 0.4
- 0.2
0
- 1.2
0.6
0.4
0.2
0

69

(O - E)2
1.44
0.36
0.16
0.04
0
1.44
0.36
0.16
0.04
0
Total

(O-E)2/E
0.08
6.5
0.01
9.5
0
0.02
0.01
0.04
0.02
0
16.18

Formula:-

Number of degrees of freedom

=

(R-1) x (C-1)

(2-1) x (5-1)

1x4

Table value of X2 for 12 df at 5% level = 9.488

Calculated value > Tabulated value
H1 is accepted
Inference:There is relationship between the experience and perception on organizations
image.
Calculation:E1

24 x 84/120

16.8

E2

78 x 84/120

54.6

E3

12 x 84/120

8.4

E4

6 x 84/120

4.2

E5

0 x 84/120

E6

24 x 36/120

7.2

E7

78 x 36/120

23.4

E8

12 x 36/120

3.6

E9

6 x 36/120

1.8

E10

0 x 36/120

70

Table : 3
Chi Square
Relationship between experience and achievement of specific goals.
Experience / Strongly Agree
Perception
Agree

Neither
Disagree Strongly Total
Agree nor
disagree
Disagree

Below 10-yrs

22

36

11 15 yrs

34

12

54

16 20 yrs

10

18

Above 20 yrs

10

12

Total

18

72

24

120

Null hypothesis (Ho) :- There is no relationship between experience and

achievement of specific goals.
Alternate hypothesis (H1) :- There is relationship between experience and
achievement of specific goals.

71

S.No

OE

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

4
22
8
2
0
6
34
12
2
0
4
10
2
2
0
4
6
2
0
0

5.4
21.6
7.2
1.8
0
8.1
32.4
10.8
2.7
0
1.7
10.8
3.6
2.9
0
1.8
7.2
2.4
0.6
0

- 1.4
0.4
0.8
0.2
0
- 2.1
1.6
1.2
- 0.7
0
2.3
- 0.8
- 1.6
- 0.9
0
2.2
- 1.2
- 0.4
- 0.6
0

Formula:-

Number of degrees of freedom

=

(R-1) x (C-1)

(4-1) x (5-1)

3x4

12

72

(O - E)2
1.96
0.16
0.64
0.04
0
4.41
2.56
1.44
0.49
0
5.29
0.64
2.56
0.81
0
4.84
1.44
0.16
0.36
0
Total

(O-E)2/E
0.36
0.1
0.08
0.02
0
0.54
0.07
0.13
0.18
0
3.11
0.05
0.71
0.27
0
2.68
0.2
0.06
0.6
0
9.16

Table value of X2 for 12 df at 5% level = 21.026

Calculated value = 9.16
Calculated value < Tabulated value
Ho is accepted
Inference:There is no relationship between the experience and perception on
organizations image.
Calculation:E1

18 x 36/120

5.4

E2

72 x 36/120

21.6

E3

24 x 36/120

7.2

E4

6 x 36/120

1.8

E5

0 x 36/120

E6

18 x 54/120

8.1

E7

72 x 54/120

32.4

E8

24 x 54/120

10.8

E9

6 x 54/120

2.7

E10

0 x 54/120

E11

18 x 18/120

1.7

E12

72 x 18/120

10.8

E13

24 x 18/120

3.6

E14

6 x 18/120

2.9

E15

0 x 18/120

E16

18 x 12/120

1.8

E17

72 x 12/120

7.2

E18

24 x 12/120

2.4

E19

6 x 12/120

0.6

E20

0 x 12/120

73

FINDINGS

Almost 65% of the respondents feel that the organization is

consistently reviewing their performance and giving training at the
right time whenever needed and is not based upon the age or
designation.
Almost 80% of the respondents perceive that the organization is taking
case of their career growth and they are handled fairly. Also the
employees have a very good knowledge about their career growth and
feel that they are not discriminated on the management.
Almost 85% of the respondents feel that friendly communication
prevails in the organization and this makes a strong interpersonal
relationship between the employee and the management.
Almost 75% of respondents feel that teamwork plays a major part for
the success of the organization and it also leads to better coordination
of the people. Thus, employees as a whole irrespective of the age,
gender and designation grow as a team, coordinate between each other,
take decisions collectively, and put effort together so as to get a
synergized output.
Almost 80% of them feel that the conflicts that prevail in the
organization are handled smoothly and optimum solution is given for
that and thereby it does not create any difference of opinion between
the employees.

74

 Almost 50% of the respondents feel that they have been treated fairly
and as apart of the organization and its development. The remaining
50% decline from expressing their opinions.
Almost 70% of them perceive that the power and authority to make
decisions is not centralized and it has been delegated to the employees
according to their needs.
Almost 75% of the respondents feel that the management encourage
them to give innovative suggestions.
Nearly 50% of the respondents declined from expressing their opinion
with regard to the compensation given. Only 35% of them are satisfied
with their incentive packages. 15% of them feel that the organization is
not rewarding well for their achievement.
Almost 85% of respondents have a proud feeling for working in this
organization and for its image. Only 5% are not much satisfied with
the organizations image.
Managers give support to the employees whenever the employees are
in need irrespective of their gender, which means almost 90% of both
the male and the female employees are given equal importance.
Almost 70% of the respondents of both the designation feel that the
quality of information is given according to their needs.
The management is giving responsibilities to the right people and this
leads to higher job satisfaction.

75

 Almost 73% of the respondents of both the gender feel that the
organization encourages the quality innovative ideas to be generated
from them and they make use of it for the betterment of organizations
performance. It does not focus on who gives the innovative
suggestions.
Better understanding prevails in the organization in between all the
employees as friends communication is maintained here.
The brand awareness or the image of the organization is publicized
well in the market and the image is competing with the top companies
in the industry. Thus 80% of the employees feel proud to work in the
organization and they are satisfied with the image, and experience
level does not have much significance or influence on the sense of
satisfaction with respect to organization image.
Disciplinary level is high in the organization because all the employees
irrespective of their cadre adhere to the rules, procedures and framed
policies of the organization.
People are helpful to one another whenever there is a need. People give
support to others without any discrimination like gender or cadre level.
All the employees in the organization are given the opportunity to
solve any problems if occurred thus. They can learn form trouble
shooting.
Age, gender and experience do not influence the employees interest or
commitment towards risk taking. All employees are ready to take up or

76

to work in a risky situation when need arises. And thus it is clear that
the organization is providing a conductive environment to the
employees for supporting them in that sort of situation.

77

SUGGESTIONS

Almost 25% of the respondents feel that they are not able to access the
information readily or it is not available to them. So to make the
information available for these employees, the superiors or the
management may find out whether the flow of communication is good
and if any barrier is present, they may take necessary steps to change
the modes of communication, the communication channel and the
communication network so as to eradicate it.

Management may find out whether any difficulty is present in

following the rules and procedures by the employees. And if the
difficulties are justifiable the policies may be modified and tested with
the employees and ensure that no difficulty prevails by following the
modified policies. If the result is positive the modified policies should
be brought each and every employee.

Management may clearly explain the employees about the importance

of achieving their assigned goals and in what way it will be helpful for
their career growth.

Rather than apprising the employees performance and giving training

according to that, management can ask the employees themselves in
what areas they need training and train them accordingly.

Management can explain the future expansion of business or future

ventures of the organization to the employees frequently. This will
create the awareness of the scope of growth between the employees

78

and with this they can understand what are all the competencies should
they develop t enhance their skills and abilities.

Communication barriers should be removed. Once in a month, formal

meetings should be arranged in between the functional departments
and once in two months and informal get together had to be arranged
so that employees can share their opinions with one another. This will
build strong interpersonal relationship in between the employees and
between the management and the employee.

Those who feel that their superiors are not moving well, job rotation
has to be provided, that means they must be shifted to work under
other superiors. But this shifting needs to be productive to both the
employee and the organization. Or both the superior and the employee
have to be made to discuss openly in the presence of top level
management and thus difference of opinion will be solved.

Job dissatisfaction may also lead due to non availability of resources,

no support from superiors and fair compensation, non-autonomy of
power, monotonous job, etc, So, these factors should be found out and
it has to be corrected or made right so as to give job satisfaction.

It is must to emphasize the success of team work by presenting the past

achievements of team work to the employees also personally what
employee get benefited through which they can develop their
personality.

79

About 60% of the respondents are not much satisfied with the
compensation and the benefits they get. So the management has to
focus on this and find out what can be done to increase the satisfaction
level with respect to this. Though compensation comes in the last rank
of motivation factor which is according to employee perception, in
future year this lower compensation will become the major aspect for
job dissatisfaction and in turn the productivity will decrease and thus
the growth of the company.

Almost 50% of the respondents are biased when they given opinion
about the importance given by the management for their suggestions.
This is because the management did not implement their suggestions.
So, it is must for the management, to give feedback as to why they
have not implemented certain suggestions, i.e. it may not be feasible in
terms of cost to time though it is suggestions and at the same time they
should reward it by analyzing their name and the efficiency of their
suggestion in the board meeting or by selecting it as the suggestion of
the month, etc., through this, employees get engagement and come
forward to give innovative ideas and suggestions.

To improve the organizations image, the organization should

undertake some corporate social responsibility in the society through
which the employees will be identified in the market easily which
gives satisfaction to them.

80

CONCLUSION
Work life balance Maintaining Work life balance plays a vital role in
determining the need for changes in the organization. The top management
should be aware of the employees attitude and how they perceive the
organization climate. This would help the management in managing change in
the organization.
A satisfied employee is more likely to do remain with the organization,
come to work regularly contribute to high performance, contribution to
organizational goals and effectives, work as positive force with in the
organization, help to build a strong culture, have more commitment to
organization, keep his personal interest to employee ethics and so on.
The study reveals that employees perceive the Work life balance as
conducive environment, organization which provides them the required
training and resources the necessary autonomy, and finally a better place for
their career growth.

81

BIBLIOGRAPHY

1.

P.Subba Rao

Human Resource Management

2.

J.Jayasankar

Human Resource Management

3.

Vishajeeth Patnayak

Work life balance

4.

C.B.Gupta

Human Resource Management

5.

WWW.humanresourcemanagement.com

82

QUESTIONNAIRE
PART I
__________________________________________________________
:

Male

Female

1.

Gender

2.

Years of Service :
Below 10 yrs 11 to 15 yrs 16 to 20 yrs
21 yrs and above

3.

Educational Qualification :
Graduation Post Graduation Profession Degree
Others

4.

Age :
Below 20 yrs 21 to 30 yrs
Above 41 yrs

5.

Designation :
Clerk
Assistant (Junior & Senior Assistants)
Superintendent (Assistant, Office, Section Superintendent)

31 to 40 yrs

PART II
1. My manager is available to me when I have questions or need help.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
2. I can get the information I need to do my job.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
3. People here are mainly considered with following established rules and
procedures.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
4. Achieving or surpassing specific goals seems to be the main concern for
people here.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
5. In general, career moves are handled fairly at this organization.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

83

6. I believe there are adequate ways for me to develop my career at this

organization.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
7. If I do a good job I have a better chance of getting ahead.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
8. I believe informal and friendly communication arises from and contributes
to warm relations.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
9. Relevant information is made available to all at all times.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
10. In may work group, we participate in deciding how the work gets done.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
11. I get the training at the appropriate time.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
12.People here have strong associations mostly with the supervisors and look
to them for suggestions and guidelines.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
13.People here have a high concern for one another and tend to help one
another spontaneously when such help is needed.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
14. The relationship between management and employees is good.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
15. This is the type of job in which I can feel a sense of accomplishment.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
16. I am totally satisfied with my job at this organization.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

84

17. Conflicts are usually avoided or smoothed over to maintain a friendly

atmosphere.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
18.Rank the factors how you perceive as motivations.
a. compensation
b. appreciation
c. Job challenge
d. Growth opportunities
e. Others specify.
19. Mistakes are not rejected and they are treated as learning experience that
can prevent failure and improve performance in the future.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
20.People here are able to acknowledge and analyze their mistakes as they can
expect to receive help and support from others.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
21.In this organization my opinion counts.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
22. My skills and abilities are utilized effectively by the company.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

23. I am made to feel that I am an important part of this organization.

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
24. I have the support and authority to make the decisions necessary for
accompanying assigned task.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
25. I receive encouragement to come up with new and better ways of doing
things.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

85

26. I am compensated fairly for the work I do,

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
27.I am paid at an appropriate level for my achievements.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
28.I am satisfied with the incentive package the organization provides.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
29.I am willing to take risk readily when situation arises
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
30. My organizations images is that of a high quality company.
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
31. Suggest the various ways from which the working environment can be
improved.
-----------------------------------------------------------------------------------

86