Employee Job Clarity

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ABSTRACT

To be competitive in todays increasingly complex and rapidly changing

environment, organizations must retain personnel and promote the well-being of

employees. The aim of projecting the job clarity is to find out the necessity of the job

requirement. Unless the employee knows required level of tasks or functions and

responsibilities of their position to perform the job, they may not in a position to carry out

the tasks effectively. Here, the role of job clarity takes importance. Therefore it requires

the study of job description and job profile of an employee helps to know the person in

depth role of functions of the job and other aspects in the job. After making thorough

study of the job clarity, one can understand the position of their roles and responsibilities

in their area and that helps them to perform their job efficiently and thereby improve the

overall growth of the particular concern.

The organization has to lose heavily if the employees have not understood the job

clarity and it may lead to waste of effort, time, money because people are not sufficiently

clear about their responsibilities begin or end, or because they are ill equipped to carry

out the responsibilities they have been given. How much frustration is caused when

people are blamed for mistakes which occurred, not because of lack of application, but

because of lack of clarity? Clarity is disambiguation. Clarity can refer to ones ability to

clearly visualize an object or concept.

Job clarity was assessed for measuring the clarity of employees job

responsibilities. A well defined organization structure with clear definition of job

requirements will:

Help ensure that roles are redesigned and compensated appropriately;

Contribute to building an appropriate talent pool to fill job vacancies; and

Provide for carrier progression and advancementimportant factors in talent

recruitment and retention.

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LIST OF TABLES

TABLE

NO

PARTICULARS PAGE

NO

1 DISTRIBUTION OF REPONDENTS BY THEIR AGE 31

32

33

34

35

36

37

38

39

40

41

42

4344

2 DISTRIBUTION OF REPONDENTS BY THEIR SEX

3 DISTRIBUTION OF REPONDENTS BY THEIR WORK

CATEGORY

4 DISTRIBUTION OF RESPONDENTS ON THEIR WORK

EXPERIENCE

5 DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR

PROVIDING ROLES AND RESPONSIBILITY

6 DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS

OF JOB ENTRUSTED

7 DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON

JOB CLARITY

8 DISTRIBUTION OF RESPONDENTS BASED ON THE

AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING

9 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB

CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

10 DISTRIBUTION OF RESPONDENTS BASED ON LEVEL OF THE

AWARE OF ROLES IN THE ACTIVE PARTICIPATION IN THE

ORGANISATION

11 DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE

QUALIFICATION12 DISTRIBUTION OF RESPONDENTS BASED ON THE EXPERIENCE

COUNTED FOR ASSIGNING THE SPECIFIED JOB

13 DISTRIBUTION OF RESPONDENTS BASED ON THE DELEGATION

OF POWERS ENTRUSTED TO EXECUTE THE JOB

14 DISTRIBUTION OF RESPONDENTS BASED ON THE AVAILIBILITY

OF TRAINING INPUTS15 DISTRIBUTION OF RESPONDENTS BASED ON THE WAY OF JOB

CLARITY IS EFFECTIVELY MADE OUT

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45

46

47

48

16 DISTRIBUTION OF RESPONDENTS BASED ON EXTEND THE JOB

CLARITY IS USEFUL IN WORK PLACE

17

18

DISTRIBUTION OF RESPONDENTS BASED ON RANKING OF

BENEFITS IN THE JOB CLARITY

DISTRIBUTION OF RESPONDENTS BASED ON THE ANALYSIS

USING CORRELATION

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LIST OF CHARTS

TABLENO

PARTICULARS PAGENO

1 DISTRIBUTION OF REPONDENTS BY THEIR AGE 31

32

33

34

35

36

37

38

39

40

41

42

43

2 DISTRIBUTION OF REPONDENTS BY THEIR SEX

3 DISTRIBUTION OF REPONDENTS BY THEIR WORK

CATEGORY

4 DISTRIBUTION OF RESPONDENTS ON THEIR WORK

EXPERIENCE

5 DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS

FOR PROVIDING ROLES AND RESPONSIBILITY6 DISTRIBUTION OF RESPONDENTS BASED ON THE

AWARENESS OF JOB ENTRUSTED

7 DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD

ON JOB CLARITY


AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF

JOINING

9 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF

THE JOB

10 DISTRIBUTION OF RESPONDENTS BASED ON LEVEL OF THE

AWARE OF ROLES IN THE ACTIVE PARTICIPATION IN THE

ORGANISATION

11 DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON

THE QUALIFICATION


EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB13 DISTRIBUTION OF RESPONDENTS BASED ON THE

DELEGATION OF POWERS ENTRUSTED TO EXECUTE THE

JOB14 DISTRIBUTION OF RESPONDENTS BASED ON THE

AVAILIBILITY OF TRAINING INPUTS

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44

45

46

47

48

15 DISTRIBUTION OF RESPONDENTS BASED ON THE WAY OF

JOB CLARITY IS EFFECTIVELY MADE OUT16

17

18

DISTRIBUTION OF RESPONDENTS BASED ON EXTEND THE

JOB CLARITY IS USEFUL IN WORK PLACE

DISTRIBUTION OF RESPONDENTS BASED ON ANALYSIS

USING WEIGHTED AVERAGE METHOD

DISTRIBUTION OF RESPONDENTS BASED ON ANALYSIS

USING CORRELATION

CHAPTER I

INTRODUCTION

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1.1 PROFILE OF ORGANISATION

Whirlpool Corporation is the worlds leading manufacturer and marketer of major

home appliances. The company manufactures in 13 countries on 4 continents namely :--

Canada, United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France,

Italy, South Africa, China and India and markets products in more than 170 countries

under major Brands (26 including Affiliates) names such as Whirlpool, Kitchen Aid,

Roper, Estate, Bauknects, Ignis, Laden, Inglis, Braotemp, Crolls, Acros and Consul.

Whirlpool is also the principal supplier to Searo, Roebuck and company of many major

home appliances marketed under the Kenmore brand names. Head quartered at Benton

Harbour, Michigan, U.S.A, Whirlpool Corporation is the worlds leading manufacturer

and marketer of major home appliances. Washing Machines, Dryer, Dish-washers,

Refrigerators, Freezers, Cookers, Micro-wave Ovens, Room air-conditioners, Small

Kitchen Appliances, etc.,

Whirlpool of India Limited, a fully owned by Whirlpool Inc, US, ($12 billion), a

leading global consumer durable player. Whirlpool of India limited manufactures and

markets refrigerators and washing machines. The company has diversified its product

range into Air Conditioners and Microwave Ovens. The growth in the consumer durable

industry has slowed down due to lack of demand. The year 2000 has been a bad year for

the industry as the overall growth was flat. The refrigerators registered a flat growth;

washing machines saw a negative growth while the air conditioner segment performed

well exhibiting a growth rate of 20%. Whirlpool Corporation has a management system

called WES (Worldwide Excellence System) and a value to aged performance system

called HPC (High Performance Culture), whichdrives, are the actions and initiatives of

unit.

HISTORICAL OVERVIEW OF WHIRLPOOL CORPORATIONHISTORICAL OVERVIEW OF WHIRLPOOL CORPORATION

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Whirlpool Corporation was founded by Louise Upton in 1911. The company was

known as upto n Machine Company in its initial years. It produced wringer washers and

sold its first order of washers to Sears Roebuck & Co. in 1916.

In 1920s, the Upton machine company had become the exclusive supplier for

sears electric & gasoline powered washing machines. While the past 8 decades have seen

many sweeping and irreversible changes have obviously altered the very direction and

scope of the company Sears remain Whirlpools largest customer even today.

In 1936, Upton machine company inching its way into the global market place

and entered into Europe and Asia through the relationship of American Steel Exports

Company.

In 1950, the company was renamed and officially known as the Whirlpool

Corporation. The company added Automatic Dryers, Refrigerator, Ranges and Air

Conditioners to its product line. Innovation always a Whirlpool Corporation hallmark

was especially evident in 1956 with the Whirlpool Miracle Kitchen and expanded its

manufacturing locations nationwide during the period.

In 1957, the company established the Appliance Buyers Credit Corporation (Later

to be known as Whirlpool Finance Corporation) to extend credit to thousands of families

who are seeking for latest Appliances.In 1958, the company made its first investment outside its home. Its investment in

Brasmotor, South America for an equity stake in the Brazilian Appliance market, which

later defined its successful global expansion and growth. Today, Whirlpool dominates the

whole Latin America.

In 1962, Whirlpool Corporation won the contract to develop the feeding and

waste management systems for NASAs Gemini project, which made Whirlpool brand

name, was strong and well established in the North America market.

In 1969, the company was the first to introduce a residential trash compactor, the

first new to market Appliances. During the same year the company further consolidated

its position by entering the Canadian market with equity interest in Ingles Limited.

In 1970, the company established Cool Line, the first toll-free Consumer service

support line. In 1980, Whirlpool Corporation began its globalization initiatives to expand

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its business into rapidly growing markets throughout North America, South America,

Europe and Later Asia. At this juncture, the company was firmly in a position to lead and

shape the home Appliances industry worldwide.

The company current vision was created in 1986 and changed only once since its

creation

In 1987, Whirlpool Corporation and Sundaram Clayton of India formed TVS

Whirlpool limited to make compact washers for the Indian market (Whirlpool

Corporation would acquire majority ownership in 1994). Later, the company builds a

manufacturing plant (Washer Unit) in Puducherry, India. The company remained active

in North America as well, expanding its brand base by purchasing the Kitchen Aid

division of the Hobart Corporation in 1986 and acquiring the Roper Brand name in

1989.In 1989, the Whirlpool Corporation and N.V.Philips of the Netherlands formed a

joint venture company and having the way for Whirlpool entry in European market. The

three-tiered brand structure now gave customers a clear choice of high-end (Kitchen

Aid), Popular (Whirlpool) and Value-Oriented (Roper) home Appliances.

The Whirlpool Overseas Corporation was formed in 1990 to pursue global

opportunities outside Europe and the United States. During 1990s, the company created

two new subsidiaries to sell and service appliances in Hungary (Whirlpool HungarianTrading Limited) and Slovakia (Whirlpool Tatramat). Later, Whirlpool Europe opened

sales subsidiaries in Poland, the Czech Republic, Romania, Bulgaria and Russia. In mid

1990s, Whirlpool Asia established a corporate headquarters and product development or

technology center in Singapore and opened regional offices in Hong Kong, New Delhi,

Singapore and Tokyo. Later, the company purchased majority interests in five joint

ventures across India and China to expand the Asian manufacturing base.

In 1991, Inglis-Brand based in Canada became part of the Whirlpool family and

the corporate technology organization was formed in the same year.

Whirlpool Corporation won the Star of Energy Efficiency award from the

Alliance to save energy, was named Appliance Partner of the Year by U.S.Department

of Energy and took home the climate protection and stratospheric Ozone Protection

Awards from the Environmental Protection Agency (EPA).

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In 1995, the T.V.S.Whirlpool Limited acquired Kelvinator of India. During the

year, the company was renamed as Whirlpool Washing Machines Limited.

In 1996, Whirlpool of India was formed after attaining the majority of ownership.

In 1998, Whirlpool Corporation unveiled its Resource Saver Wash System, a high-

efficiency, top-loading washing machine with a spray rinse system and water temperature

sensor that helped reduce energy consumption and water usage.

Throughout Western Europe, Whirlpool Corporation became a stand-alone brand,

and the company became the exclusive supplier of major home appliances to IKEA.

WHIRLPOOL CORPORATION TODAYWHIRLPOOL CORPORATION TODAY

BUILDING CUSTOMER LOYALTY WORLDWIDE

Whirlpool Corporation arrived in the new century and millennium as the worlds

leading manufacturer and marketer of major home appliances. Today, Whirlpools global

platform provides our operations with resources and capabilities no other manufacturer

can match and with brands that consumers trust.

To sustain the productivity savings that is being achieved by our operations, they

have embedded their Operational Excellence Process - based on Six-Sigma and leanmanufacturing skills and capabilities - within each of their worldwide manufacturing

facilities. The companys global information technology organization provides Internet

tools that cut the complexity and costs of doing business for Whirlpool and its trade

partners. Whirlpools unique global platform allows the company to transfer key

innovations and processes across regions and brands. Based on the continuing success of

he companys global innovation process, which began in 1999, Whirlpool has introduced

unique product innovations to consumers worldwide.

Inspired by their bold innovations and designs, increasing numbers of customers

around the globe are trusting Whirlpool to make their lives easier. More than ever before,

Whirlpool Corporation employees and brands are connecting with customers in ways that

will last a lifetime.

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IMPROVING FUNCTION AND PERFORMANCEIMPROVING FUNCTION AND PERFORMANCE

At Whirlpool Corporation, they take pride in the quality of appliances to market

and manufacture. They are committed to building products that consumers around theworld candepend onto meet their daily needs. Their commitment to quality begins in the

concept stages and continues throughout the lifetime of the appliance. They are

constantly seeking out new and unique ways to improve the function, performance and

sustainability of our products. They want our brands to be the brands customers trust in

every home everywhere.

CORPORATE VISION AND STRATEGY

WHIRLPOOL VISION

Every Home..Everywhere. With Pride, Passion, Performance

The goal of the corporate is that their product should be in every home,

everywhere.

They will be achieving this by creating:

Pride --- --- in our work and each other

Passion --- --- for creating unmatched customer loyalty for our brands

Performance --- --- results that excite and reward global investors with

superior returns.

Whirlpool in its chosen lines of business will grow with new opportunities and be

the leader in the global market. They will be driving their commitment towards the

continuous quality improvement by satisfying the customer and their expectations. They

gain their advantage through their effort and marketing strategy. The success of the

corporate make whirlpool, a company of worldwide that customer, employees and other

stakeholders can depend on.

Employees live by the values- based strategy that has made whirlpool the

international leader that they are today. Their values represent who they are to their

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customers, to their investors and other stakeholders. The way they represent the company

demonstrates how they do business in the right atmosphere.

WHIRLPOOL MISSION

The mission of the corporate is that the demand of their selves so as to care

their customers and they will serve with pride in every home and bring

prosperity to their investors and customers. They are prepared to change the

standards of their industry and be the Envy of their competitors. They will

be leaders in home appliances which all others start to emulate.

COMPANY OBJECTIVECOMPANY OBJECTIVE

To carry on all or any of the business of engineering machinist, tool makers, wire

drawers, radio tube manufacturers, electric lamp and bulb manufacturers of all kinds,

shapes, voltage wattage,in theirvarious applications, designs, inexistence today or to be

invented hereafter and manufacturers of all types of electronic devices in vogue today or

to be invented hereafter, electroplates and enamels, etc.,

To carry on business as manufacturers and makers of and dealers in metals,

plastics, wood enamel aluminum alloys and any other products, substances, articles and

things of every description and kind and to carry on and conduct workshops and

foundries of iron, brass and other metals, wood and any other substances and to buy, sell,

export, import, manipulated and deal both wholesale and retail in products, commodities,

goods articles and things of all kinds whatsoever. To carry on other business, whether

manufacturing or otherwise, which may seem to the company capable of being

conveniently carried on in connection with the above or calculated directly or indirectly

to enhance the value of our render profitable, any of the companys property or rights?

To purchase or otherwise acquire or undertake the whole or any part of the

business, property a liability of any person, corporation or company, carry on any

business which this company is authorized to carry on or possessed of property suitable

for the purpose of the company. To make, build, construct, provide, maintain, any carry

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on, use and work in Indian or elsewhere, roads, railways, tramways, telegraph lines,

telephones, electric lights, heat and power work, canals, reservoirs, water-works, wells,

aqueducts, water-courses, furnaces, gasworks, piers, wharves, docks, quartz, saw and

other mills, hydraulic works, factories, warehouses and other works and buildings which

may be deemed expedient for the purpose of the company and to contribute to the cost of

making, constructing, providing , carrying on, using and working the same. To acquire

by purchase or otherwise for the business of the company in India or elsewhere, any

lands, manufactories, buildings, plants, engines, machinery or other things and to erect

and maintain or reconstruct and adapt buildings, mills, plant engines, machinery and

other plant and things found necessary or convenient for the purpose of the company.

MANUFACTURING FACILITIES IN INDIAMANUFACTURING FACILITIES IN INDIA

Whirlpool has invested heavily in its manufacturing facilities in India. While the

factories in Faridabad and Puducherry have been upgraded to meet the exacting world

class standard of Whirlpool, the one under the construction at Ranjangaon, Pune will set

the standards as one of the worlds front runners in environmental sensitive and eco

friendly manufacturing units.

FARIDABAD

The refrigerator facilitated at Faridabad in Haryana manufactures direct cool.

Refrigerators ranging from 165 liters to 310 liters. Infusion of technology and up

gradation of machinery along with streamlining of processed has enhanced the plant

capacity from 7, 00,000 units to 8, 50,000 units annually. Whirlpools focus at this plan

on manufacturing refrigerators that are made to suit Indian conditions and requirements,

while matching Whirlpool global quality standard.

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RANJANGAON

A state of art gallery for the manufacturers of the Global No Frost refrigerator at

Ranjangaon near Pune, this Rs.300 crore plant built to exacting world-class standards,underlines Whirlpools commitments to India. It has been designed in accordance with

the ecological and environmental criteria that have become such a concern in todays

scenario the world over.

PUDUCHERRY

The washers facility at Puducherry on the East coast manufacturers semi

automatic and automatic washers. Constant feedback from consumers has resulted in

improved product quality and styling, leading to an improved market share. This unit was

awarded the coveted ISO 9002 certification in 1996.

WHIRLPOOL BRANDS

North American brandsNorth American brands

United States : Whirlpool, Kitchen Aid, Roper, Estate, Gladiator

Canada : Whirlpool, Inglis, Kitchen Aid

Mexico : Whirlpool, Acros, Supermatic, Scrolls

Principal Products

Air Purifiers, Automatic Dryers, Automatic Washers, Built-in Ovens,

Dehumidifiers, Dishwashers, freezers, Hot Water Heaters, HVAC, Microwave

Ovens, Ranges (Gas and Electric, Freezers, Side-by-Side), Room Air

Conditioners, Trash Compactors, washers.

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Kitchen Aid Products

Blenders, Food Processors, Hand Mixers, Hot-water Dispensers, Stand Mixers,

Toasters, Coffee Makers, Juicers

Primary Markets Served

United States, Canada and Mexico

Principal products

Built-in Ovens, Cookers (Gas and Electric, Freestanding, Built-in and Surface

Units), Dishwashers, Dryers, Freezers (Upright and Chest), Microwave Ovens,

Refrigerators (Built-in, Combis and Side-by-Side), Washers (Front and Top

Loading)

Primary Markets Served

Europe, Middle East, Africa, Asia Pacific

Principal Products

Freezers, Gas and Electric Ranges, Micro Ovens, Refrigerators, Room Air

Conditioners, Washers, Compressors

WHIRLPOOL OF INDIA LIMITED PUDUCHERRY

UNIT PROFILEUNIT PROFILE

Whirlpool of India Limited is a fully owned company by Whirlpool Corporation,

USA Head quarters at Benton Harbor, Michigan USA. Whirlpool Corporation is the

worlds leading manufacturers and marketer of home appliances. Washing Machines,Dryers, Dish Washers, Refrigerators, Freezers, Cookers, Microwave Ovens, Room Air

Conditioners, Small kitchen Appliances, etc.

Whirlpool of India limited, washer unit, Puducherry was the first manufacturing

venture of the Whirlpool Corporation, USA, the worlds largest manufacturer of home

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appliances. In 1987, this unit was formed as a joint venture with M/s Sundaram Clayton

limited, a TVS group companies and was named as TVS Whirlpool Limited. This unit is

located on a 100 acre sprawling area manufacturing automatic and semi automatic

washing machine. This unit is certified ISO 9001 facility by UL. It has also been cleared

for S mark certification from Japanese Quality standards for Exports to Japan after our

facility approval. In WOIL, washer unit has a total of 11 departments comprising of 220

employees on the whole. Out of which 67 is management executives and rest 153 are

production operators.

The various departments in the company are

Administration Department

Finance Department

Human Resource Department

Materials Department

Production Department

Medical Department

Stores Department

Plant Maintenance Department (PMD)

Regional Technology Center (RTC)

Process Engineering Development (PED)

Quality Assurance Department (QAD)

HUMAN RESOURCE MANAGEMENT AT WHIRLPOOL

The comprehensive Leadership to Dominance business strategy was

communicated to all employees across the company in a structured manner that has

succeeded in internalizing this strategic intent. In order to create resources to implement

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this key activity were divested or outsourced. The six-sigma initiatives, which were

launched in 1995, were perused with further intensity wherein 26 employees were trained

as Black Belts. These employees are working on approximately so projects, which should

yield substantial financial and quality benefits to the organization in year 2002.

Company continued its focus on the philosophy that the consumer is at the

center of our business and consistently delivered best in class product quality and

consumer service. The on going operations excellence programme with special focus on

six-sigma initiatives to improve manufacturing quality has ensured that exacting standard

of quality is maintained at all our factories and our product quality is benchmarked with

the best in the Whirlpool world. The absence of growth and low demand pricing pressure

but companys unwavering focus on cost productivity ensured that business margins were

maintained. The cost productivity initiatives at the factories achieved a highest ever.

In line with Whirlpool worldwide initiatives Innovation workshops were

conducted for employees throughout the country. These resulted in discovery of some

potential business opportunities for the company in future, some of that have already

started yielding results.

A Human Resource functions as a primary key to production improvement in the

factory. The company has a policy to show their uniformity in workplace by wearing the

same type of uniform dress code form top to bottom line of management .

It motivates the employees for their and firms better future. Has a part of

motivation company displays: two corners namely Excellence Corner and Birthday

Corner. Firm takes interest in employees self growth. It extends flexibility to workers

during business hours. Firm provides free food and transportation to all workers. Many

functions are conducted as a part of employee involvement in other activities. Star

Awards are given away to the best performers during the last fiscal year. Quality

Month is celebrated in month of June every year. During this month consumers were

greeted to the factory to check the quality of production. The customers difficulties and

problems in the machine were analyzed. Free service campaign is set during this month

for the consumer.

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HR ORGANISATION CHART

A H B NARAYANA REDDY

DIRECTOR

M.V.MURALI

MANAGER

K PRAKASH

DEPUTY MANAGER

RAGUBADY

EXECUTIVE

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18

Our Mission

PUR

CHASE

MA

NAGER

S1

PROCESS

ENGINEERING

DEVEOLO

PMENTMANGER

S6

S5M

ANAGINGDIRECTOR

VICEPRESIDENT

GENERALMANAGER

PlantOperations

SENIORMANAGER

PRODUCTION

MANGER

QUALITY

MANGER

FINANCE

MANGER

HUMANRESOU

RCE

MANGER

MEDICAL

MANGER

REGIONALTECH.

CENTERMANGER

S2

S3

S4

S7

S8

ORGANISATIONAL

STRUCTURE


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1.2 INTRODUCTION TO THE STUDY

1. For success and development of an organization, clarity of employees job

responsibilities plays a vital role.

2. It helps to know the person in depth role of functions of the job.

3. It helps to improve the overall growth of the particular concern and as well

as individual career growth in the particular concern.

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job. Information gathered by using one or more of the job analysis methods results in the

organization being able to create a job description and job specification.

The job description and specification have historically been important documents for

guiding the selection process. The job description can be used to describe the job to

potential candidates. The job specification keeps the attention of those doing the selection

on the list of qualifications necessary for an incumbent to perform a job and assists in

determining whether candidates are qualified.

Manpower inventory is concerned with telling what employees can do, job

analysis assesses what employees are doing. From job analysis, specific details of what

is being done and the skills utilized in the job, is obtained. Job analysis enables managers

to understand jobs and job structures to improve to work flow or develop techniques to

improve productivity. It also involves job design or redesign, coordinating demands on

available time, individual psychological needs, technical procedures, and desired

performances.

JOB

A job may be defined as a collection or aggregation of tasks, duties and

responsibilities which as a whole, are regarded as a regular assignment to individual

employees, and which is different from other assignments. In other words, when the

total work to be done is divided and grouped into packages, we call it a job. Each job

has a definite title based upon standardized trade specifications within a job; two or more

grades may be identified, where the work assignments may be graded according to skill,

he difficulty of doing them, or the quality of workmanship. Further, a job may include

many positions, for a position is a job performed by, related to, a particular employee.

POSITION OR JOB DESCRIPTION (JD)

Job description is an important document which is basically descriptive in

nature and contains a statement of job analysis. It provides both organizational

information (location in structure, authority, etc.) and functional information (what the

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work is). It defines the scope of job activities, major responsibilities, and positioning of

the job in the organization. It provides the worker, analyst, and supervisor with a clear

idea of what the worker must do to meet the demands of the job.

Job description describes jobs, not job holders. The movement of employees

due to promotion, quits, etc. would create instability to job descriptions if people rather

than jobs are described.

COMPONENTS OR CONTENT OF JOB DESCRIPTION

A job description contains the following data,

1. Job identification or Organizational position which includes the job title,

alternative title, department, division, and plant and code number of the job. Job

title may be determined by a project or bid proposal; otherwise, there are many

sources of job titles which will provide a handle for recruitment and employment

purposes.

2. Job summary may also be called the job objective or Purpose statement; a short

paragraph of no more than three to four sentences which concisely informs the

reader of the nature, level, and objective of the position.

3. Job duties and responsibilities give a comprehensive listing of the duties together

with some indication of the frequency of occurrence or percentage of time

devoted to each major duty. It tells us what needs to be done? How it should be

done? And why it should be done? It also describes the responsibilities related to

the custody of money, the supervision of workers and the training of subordinates.

4. Relation to other jobs: This helps to locate the jobs in the organization by

indicating the job immediately below or above it in the job hierarchy. It also gives

an idea of the vertical relationships of work flow and procedures.

5. Supervision: Under it is given the number of persons to be supervised along with

their job titles, and the extent of supervision involved general, intermediate or

close supervision.

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6. Working conditions usually give us information about the environment in which a

job holder must work. These include cold, heat, dust, etc. obtaining inside the

organization.

NECESSITY OF JOB DESCRIPTION

Lack of clarity in job description can lead to workplace chaos. A job description

outlines the responsibilities and functions that are assigned to a particular position or role.

In effect, it provides clarity about what an employee is supposed to do. Job descriptions

provide an opportunity to clearly communicate a companys direction and the position of

an employee in the scheme of things. A good job description dovetails into deliverables-performance management and career development opportunities. Employees have a clear

idea of the organizational expectations, their key result areas and the parameters against

which their performance would be measured.

Ambiguous job descriptions can add to workplace confusion, hurt communication

and make people muse over what is expected of them. Job descriptions are critical during

performance appraisals where if the profile has been well defined to employees, they

cannot claim being unaware of their duties. In an industry, which constantly evolving and

where workforce requirements change often, it is imperative that job profiles are clearly

drafted and communicated for the betterment of the individual and the organization. Stiff

competition, recruitment targets in large volumes and quick turnaround times make it all

the more crucial that organizations get it right the first time and leave no room for doubt.

The description should be built in a way that allows for growth in the organization

and individual competencies. Continuous improvement then becomes a part of the

organizational culture. Job description plays a vital role and this is leveraged by most of

the core human resource systems. It is used for recruitment and selection, career mapping

or pathing, training and development, organization design, compensation and benefits

and manpower planning. The fact that it provides an overview of scope and responsibility

of the job and maps the skills or competencies makes it a handy tool.

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Job profile is an integral part of the recruitment process. It can be used to obtain

employee ownership and support for the position and to trace the parameters of the skills

and abilities sought for the position. Clearly defined job descriptions can help companies

make wise hiring decisions. Hiring the best can be facilitated through job description

since it is a tool to assess the best fit. Wrong fit will impact the organization adversely

and the fallout is that it hits key metrics around productivity and retention. Right job

description gets the right talent. Employees are able to clearly understand and deliver,

thus impacting overall productivity levels.

Job profiles must be flexible so that employees are comfortable cross training,

helping another team member accomplish a task, and confident enough of making

appropriate decisions to serve their customers. They should be comfortable taking

reasonable chances and in the process stretching their limits. They should not be

encouraged to think, thats not my job.

Job description helps top executives, especially when they jointly discuss one

anothers responsibilities. Overlapping or confusion can then be pointed out; questions

can be raised about the major thrust of each position, and problems of structure can be

identified. A job description becomes a vehicle for organizational change and

improvement.The use of job descriptions in the management of organizations and human

resources is progressively changing to the writing and use of role statements. This is

because the manner in which a job is described in a typical job description is essentially

in the form of enlisting the tasks and duties to be performed. Consequently, it fails to

articulate the dynamism and evolving expectations that one has in the execution of the

responsibilities of that position. Unclear job descriptions lead to problems like lack of

clarity in defining deliverables and mismatch in expectations between the management

and the employees. Such descriptions hinder performance management and career

development. If employees are clueless about their responsibilities and functions, their

productivity is affected and hence the business suffers.

This can affect the team performance as well, as a result of under-utilized

resources. The ambiguity can impact the relationship between a manager and his

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subordinate. Managers may not utilize the tasks that the employee can do very well or

push the employees to do the tasks he or she may not be skilled at. Either way, discontent

develops or you either have a hostile work culture or face attrition, cautions Coelho of

cranes software.

LIMITATIONS OF JOB DESCRIPTION

In any use of job descriptions, it should be remembered that these descriptions are

not perfect reflections of the job. The object of a job description is to differentiate it

from other jobs and set its outer limits. Further, executives tend to carry work patterns

with them into new jobs, thus modifying the job drastically.

To avoid such problems, care must be exercised in writing a job description to

make it as accurate as possible, and at the managerial or professional level, it should be

reviewed and discussed after the job. Jobs tend to be dynamic, not static and a job

description can quickly go out of date. Therefore, jobs should be constantly revised and

kept up-to-date, and the personnel and the other departmental heads should be apprised of

changes.

Both supervisors and subordinates should understand the uses to which a job

description would be put so that appropriate information is recorded by them. The

relevant parties should agree that a job description fairly reflects the job; otherwise job

evaluation and job performance review would seem to be unfair.

JOB CLARITY

Clarity is disambiguation. It is the property of being clear or transparent. Clarity

can refer to ones ability to clear visualize an object or concept. Clarity refers to

sharpness and image resolution. Job clarity was assessed for measuring the clarity of

employees job responsibilities.

BENEFITS OF JOB CLARITY

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Clarity of responsibilities and expectations

Much clearer and more rigorous appraisal process

Better definition of training needs.

More selective recruitment process.

2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES

Organization functions are increasingly complex and challenging. Globalization,

competition, advancement in information technology increased work demand, decreasing

the utilization of resources, changing environment in work place and work force and

other challenges are the important factors to be studied. This factor has to be studied in

depth and changes occurring on these fields may be more important for the effective

management of the organization. The changes on the above factors may also be addressed

in respect of development of human resources management.

Employees influence the success of the organization because the performance and

productivity depend on the knowledge, skill, behaviors, attitudes and well being of

personal. If there is any lack of any such criteria as said above the success of the

organization may be in question. So, it is imperative that individual responsible for

personal decisions know how to increase the performance of the employees by improving

their criteria as stated above. Therefore the organization has to keep the employees to be

more vibrant and increase their job involvement by adopting various techniques.

So, a well defined organization should have the clear idea about the job

requirement and the employees involved in such job are given the clear vision up clarity

on the job. If the employees understand the clarity on the job the required output on the

job can be successfully carried out by the organization. So these are all requires a

standard method to improve the performance of the personal and promote the well being

of the personal.

The organization has to lose heavily if the employees have not understood the job

clarity and it may lead to waste of effort, time, money because people are not sufficiently

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clear about their responsibilities begin or end, or because they are ill equipped to carry

out the responsibilities they have been given. How much frustration is caused when

people are blamed for mistakes which occurred, not because of lack of application, but

because of lack of clarity? Clarity is disambiguation. Clarity can refer to ones ability to

clearly visualize an object or concept.

Job clarity was assessed for measuring the clarity of employees job

responsibilities. A well defined organization structure with clear definition of job

requirements will:

Help ensure that roles are redesigned and compensated appropriately;

Contribute to building an appropriate talent pool to fill job vacancies; and

Provide for carrier progression and advancement important factors in talent

recruitment and retention.

Wagner and Harter, Gallups who has summarized the book called The

Element ofGreat Managing, stated about job clarity as Knowing whats expected.

Gallups data show that groups which more strongly agrees with the statement that, I

know what expected of me at work turning higher productivity, profitability and safety

performance than groups which do not strongly agree. Here they are not stating about

their understanding of the job, but knowing how it fit into the roles of others and how the

job contributes to the whole. The author offers two analogies: The flight deck of an

aircraft carrier and symphony orchestra. In both the cases each person must not only

know his or her own role extremely well, but also how to fit seamlessly into the entire

effort. Another key distinction is that it is not clarity about process that matters. What

really makes a difference to employee engagement and results is clarity about outcomes.

Not, Heres what we need to do, so much as, Heres what we need to achieve.

JOB DESCRIPTION

A job description outlines the responsibilities and functions that are assigned to a

particular position or role. In effect, it provides clarity about what an employee is

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supposed to do. "For employers, job descriptions establish wage, salary ranges and grades

and promote a process-driven culture. For employees, job descriptions are useful to gain

equity in compensation and a way to be reassured that there are no discriminatory pay

policies in the company," says Jude Coelho, Executive Vice-president, Human

Resources, and Cranes Software International.

A good job description not only defines the roles but responsibilities as well.

Anshuman Ray, HR Country Manager, Synopsis India adds, "It's also an interface of

the job with internal and external customers, reporting relationship and challenges that

the job offers.

It provides a sense of how much impact the job can make by providing 'a degree

of accountability' as much as it attempts to align the job with the overall business group

charter."

An organization's goals are defined through job descriptions and it involves both

the management and the Human Resource. Suman Kumar Seal, HR Manager, Cisco

Systems India states, "A job description becomes the factor to look at if people are not

doing what the organization wants them to do. In the IT industry, an employee would

have multiple roles and therefore it becomes imperative for the HR to facilitate the

process, thereby deriving a proper job description with the help of management and linemanagement.

Faisal Nadeem Saiyed, Manager, HR, CSC India states, We align individual

development objectives with the organizational growth plan. To achieve these, well-laid

out job descriptions at all levels are critical, as they are the granular representation of the

organizational structure. Job descriptions give a clear road map to our employees for

individual growth that ultimately accumulates into organizational growth.

Job description also ensures that an organization does not dilute its standards or

competency levels, which is important for protecting the spirit of meritocracy, points

out Ray of Synopsys.

Caroll L. Shartle, otis and lenhert have provided the following suggestions for

making the job analysts task simple:

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1. Introduce yourself so that the worker knows who you are and why you are

there;

2. show a sincere interest in the interest in the worker and the job that is

analyzed;

3. do not try to tell the employees how to do his job;

4. try to talk to the employees and supervisors in their own language;

5. do not confuse the work with the workers;

6. do a complete job study within the objectives of the programmes; and

7. Verify the job information obtained.

CHAPTER III

OBJECTIVES OF THE STUDY

a) To study the on- going job activity.

b) To identify the potentials by the way of job description and job profile.

c) To define the job description and the role of the employees on the job entrusted.

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d) To reduce the redundancy of job.

e) To provide an insight of the career growth and career progression, plan.

f) To study the imbalance in the departmental function through job description and

job profile.

CHAPTER IV

RESEARCH METHODOLOGY

It is purely and simply the framework or a plans for the study that guides the

collection and analysis of data. Research is the scientific way to solve the problem andits increasingly used to improve market potential. This involves exploring the possible

methods, one by one, and arriving at the best solution, considering the resources at the

disposal of research.

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4.1 RESEARCH STEPS

a) Study about Organization

First, the organization was completely studied through discussions with thecompany officials, company broachers.

b) Setting of objectives

As per companys requisition, the researcher prepared the main objective and

specific objectives.

c) Instrument-Design (Questionnaire)

A structured questionnaire was prepared in order to collect the needed

information from the workers whirlpool of India Ltd Puducherry.

d) Main Study

The main study was conducted for 50 employees. The researcher personally met

them and interviewed them with the help of Questionnaire.

e) Tabulation and cross tabulation

After, the resea

rcher collected the data, grouped them and then tabulated based on certain

classification to set the hypothesis.

f) Analysis and Interpretation

The collected data was analyzed through various statistical tools

g) Findings

From the interviews, the researcher found out the solution for the research

problem.

h) Conclusion

The researcher concluded from the findings of the study.

i) Suggestion and Recommendation

From the analysis and findings the researcher gave suggestions and

recommendations for the company for its better performance.

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4.2 RESEARCH DESIGN

According to Kerlinger, Research Design is the plan, structure and strategy ofinvestigation conceived so as to obtain answers to research questions and to control

variance.

A research design is the specification of methods and procedures for acquiring the

information needed. It is the over all operational patterns or framework of the

project that stipulates what information is to be collected from which source by what

procedures.

KEY ISSUE OPTIONS

Research Design Descriptive Study

DataPrimary Data and Secondary Data

Research

method

Survey Method

Research instrument questionnaire

There are four types in Research Design:

a.Exploratory of Formulative study

b. Diagnostic Study

c.Experimental Studyd. Descriptive Study.

4.3 DESCRIPTIVE STUDY

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A study, which wants to portray the characteristics of a group of individuals or

situations, is known as descriptive study.

The main objective of descriptive study is to know the job clarity among the

employees. To be of maximum value, a descriptive study must collect data for a define

purpose.

4.4 UNIVERSE OF STUDY

The first step in developing any sample design is to clearly define the set of

objects technically called the universe to be studied. In this case the universe included all

employees of whirlpool of India Ltd Puducherry.

4.5 DATA COLLECTION

The required data for the project has collected from both Primary Source

Secondary Source and internal data.

Both primary as well as secondary sources of data were utilized in the project.

4.5.1 PRIMARY DATA

Primary data are measurement that are observed & recorded on a part of an

original study. When the data required for a particular study can be found neither in the

internal records of the enterprise not in published sources it may become necessary to

collect primary data.

4.5.2 SECONDARY DATA

The data which was already collected and used for some other persons/purpose &

it is useful to the present problem it will be called as secondary data for also include

available in accounting, finance, production, personnel, quality control, etc.

4.6 SAMPLING PROGRESS

4.6.1 Sampling Unit

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All white Collar Employees of whirlpool of India Ltd , Puducherry.

4.6.2 Duration

One month duration

4.7 TYPESOF SAMPLING

Type of sampling used in this survey was convenience sampling. In this method,

the sampling units chosen for total workers of equal to all grades and equal to major

departments.

4.8 SAMPLE SIZE DETERMINATION

Sample size restricted as the set of the sample is one organization. This samplesize was determined as 50.

4.9 SAMPLING TECHNIQUE

4.9.1Universe of study

The first step in developing any sample design is to clearly define the set of objects

technically called the universe to be studied. In this case the universe included all

employees of whirlpool of India Ltd Puducherry.

4.9.2Questionnaire construction

In constructing questionnaire, care was taken to investigate the difficulties that the

respondent may face while answering them. It was prepared keeping in view the objective

of the study. During the constructing care was taken to avoid questions, which may lead to

misinterpretation. The question thus constructed was a structured one so as to collect al the

relevant information. The questions were arranged in a logical order/sensible sequence.

The questionnaire consists of a variety of questions presented to the employees for their

response. Dichotomous questions and multiple choice questions were used in constructing

the questionnaire.

4.10 STATISTICAL TOOLS

4.10.1 Tool for Data Collection

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Questionnaire was used as a tool for data collection as it provided the advantages

of allowing the respondents to answer at their convenience and faster data collection. The

questionnaire explicitly stated the purpose of study as academic and assured

confidentiality of information solicited from the respondent.

4.10.2Percentage method

This method is used in making comparison between two are more series of data.

Percentages are used to describe relationship. Percentages can also be used to compare

the relative terms, the distribution of two or more series of data.

The data collected through questionnaire response method was analyzed in the

following manner:

Raw data was coded and tabulated

The tabulated data was converted into percentages, to show the percentage of opinion

among respondents.

Percentage analysis thus involves the simple interpretation / analysis of the various

items taken up in the questionnaire on a percentage basis from the data collected.

Interpretations of the graphs also include mean scores obtained by the organization on

every aspect / item as calculated.

Number of respondent

Percentage of Respondents = ___________________________________ * 100

Total number of people questioned

4.10.3 Weighted average method

Weighted average method is defined as an average whose component items are

multiplied by certain value (weights) and the aggregate of the products are divided by

the total of weights

In the Weighted Average Method, the weighted average can be calculated by the

following formula

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K XW = WX/ X

Here

XW represents the weighted average

X1, X 2, X3.Xn represents the value for variable values

W1, W2, W3 Wn represents the weight age given to the variable.

Steps:-

Multiply the weights(W) by the variables(X) to obtain WX

Add all WX to obtain WX

Divide WX by sum of the weights (X) to get weighted average.

4.10.4 Correlation:

Correlation is the techniques of determining the degree of correlation between

two variables in case of ordinal data where ranks are given to the different values of the

variables.

Spearmans coefficient of correlation (or)

1 - 6 di

r = _____________

n (n - 1)

CHAPTER V

DATA ANALYSIS AND INTERPRETATION

TABLE 5.1

DISTRIBUTION OF REPONDENTS BY THEIR AGE

AGE NUMBER OF RESPONDENTS PERCENTAGE (%)

Lesser than 30 years 23 46

30 40 years 24 48

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40 and above years 3 6

Total 50 100

INFERENCE

From the above table it can be inferred that, the respondents falling under the age

group of 30 40 years record 48% and the remaining 46% of respondents fall under

the age group of Lesser than 30.

CHART 5.1

TABLE 5.2

DISTRIBUTION OF REPONDENTS BY THEIR SEX

SEX NUMBER OF RESPONDENTS PERCENTAGE (%)

Male 47 94

Female 3 6

Total 50 100

INFERENCE:

From this above table it can be inferred that, 94 % of respondents

were male and only 6 % were the female respondents.

CHART 5.2

DISTRIBUTION OF REPONDENTS BY THEIR SEX

37

LESSER THAN 30

30-40

40 AND ABOVE

AGE OF THE RESPONDENTS


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TABLE 5.3

DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY

CATEGORY NUMBER OF RESPONDENTS PERCENTAGE (%)

Technical 39 78

Non Technical 11 22

Total 50 100

INFERENCE

From this above table it can be inferred that, the percentage of respondents from

the technical category were 78% and the remaining 22% were from the Non

technical.

CHART 5.3

MALEFEMALE

GENDER OF THE RESPONDENTS

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DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY

TABLE 5.4

DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE

WORK EXPERIENCE NUMBER OF RESPONDENTS PERCENTAGE(%)

Below 5 years 16 32

Above 5 to 10 years 24 48

Above 10 years 10 20

Total 50 100

INFERENCE:

From the above table it can be inferred that, the respondents falling under above

5 to 10 years of experience record 48 % and 32 % of respondents fall under below 5

years and remaining respondents of 20% fall under above 10years.

TECHNICAL NON-TECHNICAL

WORK CATEGORY

0

20

40

60

80

Percent

WORKCATEGORY

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CHART 5.4

DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE

TABLE 5.5

DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR


MEANS FOR

PROVIDING

NUMBER OF RESPONDENTS PERCENTAGE (%)

Interview 3 6

Written orders 0 0

Co-employees 9 18

Manager in charge 38 76

INFERENCE:

BELOW 5 YEARS

ABOVE 5 TO 10YEARS

ABOVE 10 YEARS

WORK EXPERIENCES

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From this above table it can be inferred that, to 24 % of respondents their

roles and responsibilities are communicated through interview and co-employees

and the remaining were communicated through manager in charge.

CHART 5.5

DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR


TABLE 5.6

DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF

JOB ENTRUSTED

AWARE OF JOB

ENTRUSTED

NUMBER OF RESPONDENTS PERCENTAGE

(%)

Yes 47 94

No 3 6

Total 50 100

INFERENCE

From the above table it can be inferred that, 94 % of the respondents were

aware of the job entrusted and remaining 6% of the respondents were unaware of

INTERVIEW

CO-EMPLOYEES

Manager

INCHARGE

ROLES AND RESPONSIBILITIES

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the job entrusted.

CHART 5.6

DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF THE

JOB ENTRUSTED

TABLE 5.7

DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB

CLARITY

WORK LOAD BASED

ON JOB CLARITY

NUMBER OF

RESPONDENTS

PERCENTAGE

(%)

Yes 45 90

No 5 10

Total 50 100

INFERENCE

YES NO

AWARENESS OF THE JOB

0

20

40

60

80

100

Percent

AWAR

ENESSOF

THEJOB

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From the above table it can be inferred that, 90% of the respondents agree to the

work load based on job clarity and remaining 10% of the respondents says job clarity

does not exit on work load.

CHART 5.7

DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB

CLARITY

TABLE 5.8

DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL

OF JOB CLARITY AT THE TIME OF JOINING

YES NOWORK LOAD BASED ON JOB

0

20

40

60

80

100

Percent

WORK LOAD BASED ON JOB

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AWARENESS OF JOB

CLARITY AT THE TIME OF

JOINING


(%)

0 25 % 9 18

25 50 % 25 50

50 75 % 16 32

Above 75 % 0 0

INFERENCE:

From the above table it can be inferred that, the respondents falling under the

awareness level of 25 50 % record 50 %, 32 % of respondents fall under the level of

50-75 % and the remaining 18 % of the respondent falling under the awareness level of

0-25 %.

CHART 5.8

DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL

OF JOB CLARITY AT THE TIME OF JOINING

TABLE 5.9

DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB


0 - 25 % 25 - 50 % 50 - 75 %

LEVEL OF JOB CLARITY AT THE TIME OF JOINING

0

10

20

30

40

50

Percent

LEVEL OF JOB CLARITY AT THE TIME OF JOINING

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LEVEL OF JOB CLARITY

AFTER INVOLVEMENT

OF THE JOB


(%)

0 25 % 1 2

25 50 % 18 36

50 75 % 22 44

Above 75 % 9 18

INFERENCE:


level of job clarity after the involvement of 50-75 % record 44%,36 % of respondents fall

under the level of 25 50 % and 18% of the respondent falling under the level of above

75 % and the remaining 2% of the respondent falling under the level of 0 25 %.

CHART 5.9

DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB


TABLE 5.10

0 - 25 % 25 - 50 %

50 - 75 %

ABOVE 75 %

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

0

10

20

30

40

50

Percent

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

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DISTRIBUTION OF RESPONDENT BASED ON LEVEL OF THE AWARE OF

ROLES IN THE ACTIVE PARTCIPATION IN THE ORGANISATION

AWARENESS OF ROLESIN THE ACTIVE

PARTICIPATION

NUMBER OF RESPONDENTS PERCENTAGE(%)

0 25 % 0 0

25 50 % 15 30

50 75 % 22 44

Above 75 % 13 26

INFERENCE:


awareness level of 50 - 75 % record 44 %, 30 % of respondents fall under the level of

25 50 % and the remaining 26 % of the respondent falling under the awareness level of

above 75 %.

CHART 5.10

DISTRIBUTION OF RESPONDENT BASED ON LEVEL OF THE AWARE OF

ROLES IN THE ACTIVE PARTCIPATION IN THE ORGANISATION

TABLE 5.11

25 - 50 % 50 - 75 % ABOVE 75 %

AWARE OF ROLES IN ACTIVE PARTICIPATION

0

10

20

30

40

50

Pert

AWARE OF ROLES IN ACTIVE PARTICIPATION

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DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE

QUALIFICATION

PROVIDED JOB BASEDON QUALIFICATION

NUMBER OFRESPONDENTS

PERCENTAGE(%)

Yes 50 100

No 0 0

Total 50 100

INFERENCE

From the above table it can be inferred that, 100% of the respondents agree with

the job provided to them is based on qualification.

CHART 5.11

DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE

QUALIFICATION

TABLE 5.12

YES NO

QUALIFICATION CONSIDERED FOR SUITABLE JOB

0

20

40

60

80

100

Percent

QUALIFICATION CONSIDERED FOR SUITABLE JOB

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DISTRIBUTION OF RESPONDENT BASED ON THE EXPERIENCE COUNTED

FOR ASSIGNING THE SPECIFIED JOB

EXPERIENCE COUNTED

FOR ASSIGNING THE

SPECIFIED JOB

NUMBER OF

RESPONDENTS

PERCENTAGE

(%)

Yes 48 96

No 2 4

Total 50 100

INFERENCE

From the above table it can be inferred that, 96% of the respondents agree that job

was counted based on their experience and remaining 4% of the respondents reported that

it is not counted for them.

CHART 5.12

DISTRIBUTION OF RESPONDENT BASED ON THE EXPERIENCE COUNTEDFOR ASSIGNING THE SPECIFIED JOB

TABLE 5.13

YESNO

0

20

40

60

80

100

Percent

EXPERIENCE COUNTED FOR ASSIGNED JOB

48

EXPERIENCE COUNTED FOR ASSIGNED JOB


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DISTRIBUTION OF RESPONDENT BASED ON THE DELEGATION OF

POWERS ENTRUSTED TO EXECUTE THE JOB

DELEGATION OFPOWERS ENTRUSTED

NUMBER OFRESPONDENTS

PERCENTAGE(%)

Yes 44 88

No 6 12

INFERENCE

From the above table it can be inferred that, 88% of the respondents agree that

delegation of powers was entrusted to execute the job and remaining 12% of the

respondents reported that the powers were not delegated to them.

CHART 5.13

DISTRIBUTION OF RESPONDENT BASED ON THE DELEGATION OF

POWERS ENTRUSTED TO EXECUTE THE JOB

YES

NO

DELEGATION OF POWERS

TABLE 5.14

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DISTRIBUTION OF RESPONDENT BASEED ON THE AVAILIBILITY OF

TRAINING INPUTS

AVAILABILITY OF

TRAINING INPUTS

NUMBER OF

RESPONDENTS

PERCENTAGE

(%)

Yes 48 96

No 2 4

Total 50 100

INFERENCE

From the above table it can be inferred that, 96% of the respondents agree that

training inputs are available in the organization and remaining 4% of the respondents

reported that there is no enough training inputs are available in the organization.

CHART 5.14

DISTRIBUTION OF RESPONDENT BASEED ON THE AVAILIBILITY OF

TRAINING INPUTS

TABLE 5.15

YES NO

TRAINING INPUTS AVAILABLE

0

20

40

60

80

100

Percent

TRAINING INPUTS AVAILABLE

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DISTRIBUTION OF RESPONDENT BASED ON THE WAY OF JOB CLARITY

IS EFFECTIVELY MADE OUT

JOB CLARITY NUMBER OFRESPONDENTS

PERCENTAGE (%)

Interactive session 5 10

Meeting 36 72

Training 6 12

Supply of brochures 3 6

INFERENCE

From this above table it can be inferred that, 72% of respondents were known

their job clarity effectively through meeting, 12% of the respondent through training,

10% of the respondent through interactive session and the remaining through supply of

brochures.

CHART 5.15

DISTRIBUTION OF RESPONDENT BASED ON THE WAY OF JOB CLARITY

IS EFFECTIVELY MADE OUT

TABLE 5.16

INTERACTIVE

SESSION

MEETING TRAINING SUPPLY OFBROCHURES

JOB CLARITY EFFECTIVELY MADE

0

20

40

67

80

Percent

JOB CLARITY EFFECTIVELY MADE

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DISTRIBUTION OF RESPONDENT BASED ON EXTEND THE JOB CLARITY

IS USEFUL IN WORK PLACE

BENEFITS OF JOB CLARITY

IN WORK PLACE

NUMBER OF

RESPONDENTS

PERCENTAGE (%)

High 36 72

Little 12 24

Very little 2 4

None 0 0

INFERENCE

From this above table it can be inferred that, 72 % of benefits of job clarity is

high, 24 % of job clarity is little and 4 % of job clarity is very little in the work place.

CHART 5.16

DISTRIBUTION OF RESPONDENT BASED ON EXTEND THE JOB

CLARITY IS USEFUL IN WORK

HIGH LITTLE VERY LITTLE

JOB CLARITY USEFUL IN WORK PLACE

0

20

40

60

80

Percent

JOB CLARITY USEFUL IN WORK PLACE

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TO KNOW WHETHER THERE IS CORRELATION BETWEEN AWARENESS

LEVEL OF JOB CLARITY AT THE TIME OF JOINING AND AFTER THE

INVOLVEMENT OF THE JOB

TABLE 5.18

AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING

Awareness

Level

0 25% 25 50% 50 75% Above 75%

No. of respondents 9 25 16 0

LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF

THE JOB

Level of job clarity

improved

0 25% 25 50% 50 75% Above 75%

No. of respondents 1 18 22 9

RANK CORRELATION METHOD

Rank(X) Awareness

Level (xi)

Improved Level(Yi ) Di

X1 3 4 1

X2 1 2 1

X3 2 1 1

X4 4 3 1

4

1 - 6 di

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r = _____________

n (n - 1)

r = 0.6

INFERENCE

From the above table it is inferred that the rank correlation between the

awareness level of job clarity at the time of joining and the level of job clarity improved

after the involvement of the job is positively correlated.

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CHAPTER VI

6.1 FINDINGS OF THE STUDY

An array findings and conclusions have emerged from the analysis. It is listed as

follows:

Most of the respondents of 48% are falling under the age group of 30 40 years

and 46% are falling under the age category of lesser than 30.

Most of the respondent of 94% were male and only 6% were the female

respondent.

Most of the respondent from the technical category were 78% and the remaining

22% were from the non technical.

Most of the employees fall under above 5 to 10 years of experience record 48%

and 32% of respondents fall under below 5 years and few respondents fall under

above 10 years.

Most of the respondents of 76%, their roles and responsibilities are communicated

through manager in charge and few through interview and co-employees.

Most of the respondents of 94% were aware of the job entrusted to them and afew of them were unaware of the job entrusted.

Most of the employees of 90% agree to the work load based on job clarity and

remaining 10% of the respondents say job clarity does not exit on work load.

Most of the respondents of 50% are falling under the awareness level of 25 50%

of job clarity at the time of joining and few under the awareness level of 0 25%.

Most of the respondents of 44% are falling under the level of job clarity after the

involvement of 50 75% and few of them are under the level of 0 25%. Most of the respondents of 44% are falling under the awareness level of 50 75%

of their roles in the active participation in the organization.

Most of the respondents agree with the job provided to them is based on

qualification and their work experience.

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Most of the respondents of 88% agree that delegation of powers was entrusted to

execute the job and few respondents reported that the powers were not delegated

to them.

Most of the employees of 96% agree that training inputs are available in the

organization.

Most of the respondents were known their job clarity effectively through meeting

and few through supply of brochures.

Most of the respondents of 72% were reveals that benefits of job clarity are high

and few respondents of 2% reported that job clarity is very little in the work place.

Most of the employees ranked their benefits of job clarity by giving first

preference to management involvement than other aspects.

From the rank correlation it is known that the awareness level of job clarity at the

time of joining and the level of job clarity improved after the involvement of the

job is positively correlated.

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SUGGESTIONS AND RECOMMENDATIONS

Employees may be given proper guidance about their duties and responsibilities

on the job entrusted to them.

Regular coordination and supervision helps to obtain the better result and as well

as helps to improve the overall growth of an organization.

The organization can plan to conduct regular reviews with their employees in

order to find out the status of their job performance and to plan necessary

improvements.

To improve the performance of the employees, it requires concentrating more on

training.

The training program for the employees has to be conducted once in 6 months or

in a year for the contribution towards job clarity.

A separate forum or team can also be set up to keep an update on the performance

of the employees after training.

Discussion on job specification can be conducted at various level meeting may

improve the performance of the employees in the organization.

Job description form and periodic job analysis can be improved.

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CHAPTER VII

CONCLUSION

The present study reveals that the awareness level of job clarity among

employees was around 50 75%. In order to improve that the performance of the

employees it require more concentration on training, discussion on job specification

conducting various level meeting may improve the performance of the employees in the

organization. Thereby cent percent of job clarity can be achieved.

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CHAPTER VIII

8.1 LIMITATION OF THE STUDY

The focus of the study was to evaluate the employees job clarity at whirlpool of

India limited.

Some of the limitations were-

Due to the heavy workload, the promptness of response by the senior employees

was low.

Some of the employees were hesitant in giving their whole-hearted opinions due

to the fear of the management.

Evaluation was conducted on the employees reaction only through questionnaires,

other experimental tests of evaluation was not prepared.

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8.2 SCOPE FOR THE STUDY

The present study of the project covers only a sample survey of 50 out 220

employees. For the further study they can cover the full sample survey of employees

in order to get more information regarding other areas in an organization and that

helps in improving the performance in better more ways.

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APPENDICES

ANNEXURES - I

QUESTIONAIRE

A STUDY ON EMPLOYEES JOB CLARITY IN WHIRLPOOL OF INDIA

LIMITED PUDUCHERRY

PERSONAL DETAILS:

1. Name :

(optional)

2. Age

Lesser than 30 30 40 40 and above

3. Department & Designation :

4. Gender : male female

5. Work Category

technical ministerial ( non technical)

6. Work Experience

Below 5 years above 5 to 10 years above 10 years

7. Educational Qualification

a. technical - bachelor degree master degree diploma

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b. non - technical - bachelor degree master degree

8. Indicate the means for providing roles and responsibilities?

Interview written orders co - employees manager incharge

9. Are you aware of the job entrusted?

Yes No

10. Whether work load based on job clarity

Yes No

11. Your awareness level of job clarity at the time of joining

0 25 % 25 50 % 50 75% above 75 %

12. To what extend the level of job clarity improved after the involvement of the job?

0 25 % 25 50 % 50 75% above 75 %

13. To what extend you are aware of your roles in the active participation in theorganization

0 25 % 25 50 % 50- 75 % above 75 %

14. Whether the qualification has been considered and provided suitable job?

Yes No

15. Whether the experience counted for assigning the specified job?

Yes No

16. Whether regular interaction by colleagues is carried out at the performance level?

Yes No

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17. To what extend the manager help you in the execution of job?

0- 25 % 25 50 % 50 75 % above 75 %

18. Whether delegations of powers are entrusted to execute the job?

Yes No

19. Whether training inputs are available in the organization?

Yes No

20. In what way the job clarity is effectively made out?

Interactive session meeting training supply of brochures

21. To what extend the job clarity is useful in work place?

High little very little none

22. Do you think any improvement needed for the job clarity in whirlpool of India limited

Yes no

23. If yes to what extend?High little very little none

24. Whether all the information is provided by the organization to improve the work

efficiency?

Yes no

25. What type of incentives scheme is available for the improvement of the career

growth and progression?

Special pay commission bonus increment other benefits

26. Describe ranking of benefits in the job clarity as given below

a. Job Efficiency

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satisfactory not satisfactory

b. Management involvement

satisfactory not satisfactory

c. Improved team work

Satisfactory not satisfactory

d. Reduce the imbalance in the departmental function


e. Reduce the down time


f. Conflict Resolution


g. Effective recruitment


h. the benefits of training


26. Your views and ideas to improve job clarity in the organization

________________________________________________

________________________________________________

________________________________________________

27. Whether objective of the job description and job profile is achieved or not

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Yes No

ANNEXURES - II

WHIRLPOOL OF INDIA LIMITED

PUDUCHERRY

JOB CLARITY FORM

NAME: JOB TITLE:

DEPARTMENT: TOTAL EXPERIENCE:

REPORTING TO: QUALIFICATION:

JOB PROFILE:

JOB DESCRIPTION:

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ANNEXURE III

BIBILIOGRAPHY

Books

Aswathappa .k, Human Resource and Personnel Management, Tata McGraw Hill

Publishing Co. Ltd. New Delhi.Kothari C.R., Research Methodology Methods & Techniques, New Age

International (p) Ltd ., New Delhi,

C.B.Mamoria and S.V.Gankar, Personnel Management, Himalaya Publishing house

Gary Dessler, Human Resource Management, New Delhi, Prentice Hall of India PvtLtd 2002

Biswajeet pattanayak Human resource management (2nd edition) Published by asoke

k. ghosh.

Dr C.B. Guptha Business Management Published by Sultan Chand & Sons

Websites

www.managementhelp.org

www.personnelmanagement.com

www.whirlpoolindia.com

www.yahoo.com

www.google.com

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http://www.personnelmanagement.com/http://www.whirlpoolindia.com/http://www.yahoo.com/http://www.personnelmanagement.com/http://www.whirlpoolindia.com/http://www.yahoo.com/


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