Employee Retention@Diesel Loco Shed
Transcript of Employee Retention@Diesel Loco Shed
1.1 INTRODUCTION
During the past decade, employee turnover has become a very serious problem
for organizations. Managing retention & keeping the turnover rate below target &
including norms is one of the most challenging issues facing business. All indications
point toward the issue compounding in the future and even as economic time change,
turnover will continue to be an important issue for most job groups. The causes of
turnover are not adequately identified & solutions are often not matched with the
causes, so the fail. Preventive measures are either not in place or do not target the
issue properly, and therefore have little or no effect, and a method for measuring
progress & identifying a monetary value (ROI) on retention does not exists in most
organizations. Managing employee retention is a practical guide for manager to retain
their talented employees. It shows how to manage & monitor turnover and how to
develop the ROI of keeping your talent using innovative retention program.
Employee are the most important and valuable asset of an organization.
Organizations today are doing their best to hold on to their employees. Retaining them
is as important as hiring them in the first place. Retention is the next challenge after
hiring the employees. Retention is important because to make good people stick in the
organization.
Employees today are different. They are not the ones who don’t have good
opportunities in hand. As soon as they feel dissatisfied with the current employer or
the job, they switch over to the next job. It is the responsibility of the employer to
retain their best employees.
Definition
“Employee retention is a process in which the employees are encouraged to
remain with the organization for the maximum period of time or until the completion
of the project. Employee retention is beneficial for the organization as well as the
employee”.
“Employee retention refers to policies and practices companies use to prevent
valuable employees from leaving their jobs”
FACTORS THAT AFFECTS RETENTION:
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Shifting markets
Demands for specific skills
Business conditions
Demographics
Lifestyle changes
Technology issues
Trends in work life decision as employees needs change
WHAT MAKES EMPLOYEE LEAVES?
Employees do not leave an organization without any significant reason. There are
certain circumstances that lead to their leaving the organization. The most common
reasons can be:
Job is not what the employee expected to be: Sometimes the job responsibilities
don’t come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.
No growth opportunities: No or less learning and growth opportunities in the
current job will make candidate’s job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the
employee feels de-motivated and loses interest in job.
Lack of trust and support in coworkers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job Non-supportive
coworkers, seniors and management can make office environment unfriendly and
difficult to work in.
Stress from overwork and work life imbalances: Job stress can lead to work life
imbalances which ultimately many times lead to employee leaving the organization.
Compensation: Better compensation packages being offered by other companies
may attract employees towards themselves.
New job offer: As attractive job offer which an employee thinks is good for him
with respect to job responsibility, compensation, growth and learning etc., can lead an
employee to leave the organization.
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IMPORTANCE OF EMPLOYEE RETENTION
Now that so much is being done by organizations to retain its employees why
is retention so important? Is it just to reduce the turnover costs? Well, the answer is a
definite no. it’s not only the cost incurred by aSouth Central Railway that emphasizes
the need of retaining employees but also the need to retain talented employees from
getting poached.The process of retention will benefit an organization in the following
ways:
1. The Cost of Turnover: The cost of employee turnover adds hundreds
of thousands of money to aSouth Central Railway ’s expenses. While it is
difficult to fully calculate the cost of turnover , industry experts often quote
25% of the average employee salary as a conservative estimate.
2. Loss ofSouth Central Railway Knowledge: When an
employee leaves, he takes with him valuable knowledge about theSouth
Central Railway , customers, current projects and past history. Often much
time and money has been spent on the employee is expectation of a future
return.
3. Interruption of Customer Service: Customers and clients do
business with aSouth Central Railway in part because of the people.
Relationships are developed that encourage continued sponsorship of the
business. When an employee leaves, the relationships that employee built for
theSouth Central Railway are severed, which could lead to potential customer
loss.
4. Turnover leads to more turnovers: When an employee
terminates, the effect is felt throughout the organizations. Co-workers are
often required to pick up the slack. The unspoken negativity often intensifies
for the remaining staff.
5. Goodwill of theSouth Central Railway : The goodwill of aSouth
Central Railway is maintained when the attrition rates are low. Higher
retention rates motivate potential employees to join the organization.
6. Regaining efficiency: If an employee resigns, then good amount of
time is lost in hiring a new employee and then training him/her and this goes
to the loss of theSouth Central Railway directly which many a times goes
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unnoticed and even after this you cannot assure us of the same efficiency from
the new employee.
HOW TO INCREASE EMPLOYEE RETENTION?
Companies have now realized the importance of retaining their quality
workforce. Retaining quality performance contributes to productivity of the
organization and increase morale among employees.
Four basic factors that play an important role in increasing employee retention
include salary and remuneration, providing recognition, benefits and opportunities for
individual growth. But are they really positively contributing to the retention rates of
aSouth Central Railway ? Basic salary, these days, hardly reduces turnover. Today,
employees look beyond the money factor.
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EMPLOYEE RETENTION CAN BE INCREASES BY
UNCALCULATING THE FOLLOWING PRACTICES:
1. Open Communication: A culture of open communication enforces
loyalty among employees. Open communication tends to keep employees
informed on key issues. Most importantly, they need to know that their
opinions matter and that management is100% interested in their input.
2. Employee Reward Program: A positive recognition for work boosts
the motivational levels of employees. Recognition can be made explicit by
providing awards like best employee of the month or punctually award.
Project based re recognition also has great significance. The award can be in
terms of gifts or money.
3. Career Development Program: Every individual is worried about
his/her career. He is always keen to know his career path in theSouth Central
Railway organizations can offer various technical certification courses which
will help employee in enhancing his knowledge.
4. Performance Based Bonus: A provision of performance linked
bonus can be made wherein an employee is bale to relate his performance with
theSouth Central Railway profits and hence will work hard. This bonus
should strictly be productivity based.
5. Recreation facilities: Recreation facilities help in keeping employees
away from recreational programs should be arranged. They may include
taking employees to trips annually or bi-annually, celebrating anniversaries,
sports activities, etc.,
6. Gifts at Some Occasions: giving out some gifts at the time of one or
Two festivals to the employees making them feel good.
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EMPLOYEE RETENTIONS STRATEGIES
The basic practices which should be kept in mind in the employee retention strategies are:
Creating a Motivating Environment: Team leaders who create
motivating environments are likely to keep their members together for a longer period
of time. Motivation does not necessarily have to come through fun events such as
parties, celebrations, team outings etc. they can also come through serious events e.g.
arranging a talk by the VP of Quality on career opportunities in the field of quality.
Employees who look forward to these events and are likely to remain more engaged.
Standing up for the Team: Team leaders are closest to their team
members. While they need to ensure smooth functioning of their team by
implementing management decisions, they also need to educate their managers about
the realities on the ground. When agents see the team leader standing up for them,
they will have one more reason to stay in the team.
Providing coaching: Everyone wants to be successful in his or her
current job. However, not everyone knows how. Therefore, one of the key
responsibilities will be providing coaching that is intended to improve the
performance of employees. Managers often tend to escape this role by just coaching
their employees. However, coaching is followed by monitoring performance and
providing feedback on the same.
Delegation: Many team leaders and managers feel that they are the only
people who can do a particular task or job. Therefore, they do not delegate their jobs
as much as they should. Delegation is a great way to develop competencies.
Extra Responsibility: giving extra responsibility to employees is
another way to get them engaged with theSouth Central Railway . However, just
giving the extra responsibility does not help. The manager must spend good time
teaching the employees of how to manage responsibilities given to them so that they
don’t feel over burdened.
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Focus on Future career: Employees are always concerned about their
future career. A manager should focus on showing employees his career leader. If an
employee sees that is current job offers a path towards their future career likely to stay
longer in theSouth Central Railway . Therefore, managers should play the role of
career counselors as well.
MANAGER ROLE IN RETENTION
When asked about why employees leave, low salary comes out to be a
common excuse. However, research has shown that people join companies, but leave
because of what their manager’s do or don’t do. It is seen that managers who respect
and value employees’ competency, pay attention to their aspirations, assure
challenging work, value the quality of work life and when asked about why
employees leave, low salary comes out to be a common excuse. However, researcher
when asked about why employees leave, low salary comes out to be a common
excuse. However, research has shown that people join companies, but leave because
of what their manager’s do or don’t do. It is seen that managers who respect and value
employees’ competency, pay attention to their aspirations, assure challenging work,
value the quality of work life and provided chances fro learning have loyal and
engaged employees. Therefore, managers and team leader play an active and vital role
in employee retention.
Managers and team leaders can reduce the attrition levels considerably by
creating a motivating team culture and improving the relationships with team
members. This can be done in a following way:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the
organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work an have fun.
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These practices can be categorized in 3 levels: Low, medium ad high level.
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TIPS FOR EMPLOYEE RETENTION
The ability of the employee to speak his or her mind freely within the
organization is another key factor in employee retention.
Involve employees in decisions that affect their jobs and the overall direction
of theSouth Central Railway .
Recognize excellent performance, and especially link pay to performance.
Provide the opportunities within theSouth Central Railway for cross training
and career progression.
Provide opportunity for career and personal growth through training and
educations challenging assignments.
The quality of the supervisor an employee receives is critical to employee
retention
The ability of the employee to speak his or her mind freely within the
organization.
Talent & skill utilization is a key factor to seek employees in workplace.
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Select right people
Offer an attractive, Competitive, Benefits package
Provide opportunities for people to share their knowledge via training
sessions, present actions, mentioning others & flexible house Retention tips
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INDIAN RAILWAYS AT A GLANCE
There are people today in who have never traveled on railway but thanks to the expansion of television network in the country that would have seen the railway and a locomotive; The Indian railways with more than 18 lakhs employees are the largest employees in the country.
Established in 1853 when the first train was flagged from Bombay to thane, a distance of 34km, it has now grown to dizzy heights and is covering more than 62,484km. Across the country if the larges network in the world. The Indian railway have a felt of 8682 steam locomotives, 1702 diesel locomotives and 729 electric locomotives.
Richard Travithick was first man to produce rail locomotives. The first was completed in 1802, nothing of it is known now expect its existence. The first steam locomotive to run on a public railway was manufactured in 1802. The very like of this locomotive is preserved at a Darlington station, England. The era of steam locomotive began in India on December 22, 1851 when a small steam locomotive named “Thomson” started to haul some wagons containing earth during the construction of solani aqueduct near Roorkee (U.R).
On Saturday April 16, 1853 the first Indian train (popularly called as Aag Gadi) steamed off Bori Bunder to Thane a distance of 34km. The train drawn by three engines covered the 34km. Distance in 70 minutes from Bombay to Thaana. It had 400 passengers are than 18 lakhs employees, are the largest employers in the country. Indian railway is the largest in Asia, fourth in the world.
The most widely used engine on Indian Railways before independence was extensively used on Rajputna Malwa Railways which become he meter gauge section of the Bombay and central Indian Railway. The first of these engines was built by dubs andSouth Central Railway Glasgown in 1875. From these engines were also manufactured in India at the Ajmar railway works.
In the post-independence period, the first steam locomotive manufacturing unit was set up at chittaranjanin 1950. Between 1950 and 1972 this unit manufactured 2351 steam locomotives. During this period the seam locomotive were being replaced the world over by diesel and electric locos. In India too, manufacture of diesel and electric locomotives had started. The stamp depicts 2-8-2 class WG.
WDM2 Diesel – The most widely used diesel locomotive in India. It hauls freight trains of 2250 tons and mail trains with 18 coaches. These engines haul nearly 56 percent of the total freight traffic on the Indian Railway and important mail and express trains. The Diesel locomotive works at Varanasi has a capacity to manufacture 120 such locomotives per year.
SOUTH CENTRAL RAILWAYS
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The youngest of the nine zonal Railways in India, South central Railway was born on 1966. In its fourty – three year is committed service and path breaking progress, South Central Railway has built a modern system of the mass transport, fulfilled the aspiration of the passengers and made a mark for itself in Indian Railway. Strategically positioned extending from he east coast to west coast in the southern at Secunderabad, serves six major states – Andhra Pradesh, Karnataka, Maharashtra, Goa, Madhya Pradesh and Tamilnadu.
From the day of steam hauled locomotives and wooden plank seats. South Central Railway has come a long way into the era of high powered Diesel and Electric locomotives, ultra modern micro processor based signaling and train control system, Global passengers reservation. Network, micro processor based interactive voice Response system (IVRS) for inquiries, aesthetically designed passenger coaches incorporating latest features and super fast Trains.
Today SCR is playing a vital role as a catalyst for agricultural and industrial development in the southern peninsula by providing a customer friendly transport network, even while performing greatly as a commercial enterprise. South Central Railway (SCR) was formed in October 1966 raving out the divisions of Hubli and Vijayawada from the southern Railway and the divisions of Sholapur and Secunderabad from Central Railway Jurisdictional adjustments were October 1977, merging Guntacal of the Southern Railway with South Central Railway and transferring Sholapur division back to central Railway. Secunderabad division was bifurcated in February 1978 into two divisions – Secunderabad & Hyderabad, to facilitate effective operational & administrative control.
In just 38 years SCR has laid 322 route kms of now track & 1,220 route kms of parallel track, converted 2439 route kms of track from meter gauge, and electrified 1557 route kms introduced 46 new empress trains including Rajadhani & Shatabdhi trains.
Emerged as the third largest one of Indian Railways in terms of originating freight traffic. Achieved three fold increase in passenger traffic from 50 million in 1966 to 495 million in 2003. Jump in freight movement from 9 million tons to 106 million tons & stupendous improvement in earnings from Rs.58.00 crore to Rs.21, 380 crore.
Developed the five major stations Hyderabad, Tirupathi, Vijayawada, Bellary & Nanded as model stations.
Pioneered the concept of 24 coach express trains with a view to meet the increase in demands of passenger traffic.
Undertook special drives to preserve the environment by adoption the “clean & green” program of the government of A.P.
PROFILE OF ELECTRIC LOCO SHED KAZIPET
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1) INTRODUCTION
Electrical Loco Shed, ELS KZJ is homing the “working horse”(WAG-7) of Indian Railways in Secunderabad Division of South Central Railway is located in the town of Kazipet which is 12 km north to Warangal Railway station. The Shed was constructed in 2002 and was inaugurated on November.2004 to cater to the needs of traffic requirement.
At present, Electric Loco Shed, Kazipet has a homing capacity of 111 electric locos. Shed is carrying out all the Inspection Schedules, unusual attentions and AOH for all the 111 locomotives. Secondary Maintenance is carried out for two MEMU rakes in the shed during night time. Apart from this Shed staffs are attending online break downs in the section KI-BPQ, KZJ-BN.
2) GAZZETTED ORGANISATION:
3) ORGANIZATION STRUCTURE :
3) IMPORTANT EVENTS:
1. Inspection Bays Inaugurated By GM/SC on 14/10/20042. IA,IB Schedules Started on 14/10/20043. Member Electrical Inspected the Shed on 25/11/20044. IC Schedule Started on 09/03/20055. AOH Started on 01/04/20076. IOH started on 28/07/2009
SR.DEE(Anand Chekkilla)
ADEE(K.Bharath Kumar)
AMM(Sk. Mathan)
SSE
SE
JE
TECH
KH
SE
JE
TECH
KH
SE
JE
TECH
KH
SE
JE
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4) WAG7 LOCO HOLDING
8287
99
111109
0
20
40
60
80
100
120
01.01.06 01.07.06 01.06.07 10.12.08 25.12.09
Date 01.01.06 01.07.06 01.06.07 10.12.08 25.12.09Loco Holding
82 87 99 109 111
5) PRESENT SHED ACTIVITY:
Sl.No. Type of Schedule Periodicity Time taken for schedule1 IA 45 days 4 hours2 IB 90 days 4 hours3 IC-1 135 days 12 hours4 IC-2 270 days 16 hours5 AOH 18 months 10 days6 IOH 54 months 14 days7 MEMU attentions Daily 8 hours8 On line / Yard attentions Daily9 Break down Maintenance As and when required
HUMAN RESOURCE SYSTEM IN ELECTRIC LOCO SHED
KAZIPET.:
Human Resource policy is managed at corporate level and unit levels. Major
policy and strategies in certain areas are formulated at Corporate HR. APCW
formulates the local level strategies and policies in line with the Corporate HR. HR
SET at ELECTRIC LOCO SHED KAZIPET, APCW, implements both local level
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and corporate level HR polices and strategies. Unit Head, Operations Head,
Functional Heads and Unit Personnel Manager are involved in formulating APCW
polices and strategies.
The Corporate HR regularly conducts HR conclaves in order to bring about
greater cohesion of OD level HR polices, so as to align these systems with individual
units requirements and also keeping in view overall business goals. Unit’s head and
HR heads attend these meets.
Man power:
Based on requirement of individual departments, Head of that department is
asked to give information to man power planning department regarding the number of
persons required. The departmental heads assess their requirements based on the
available departmental job description to ensure role clarity and to avoid role
ambiguity. The Central Personnel Dept. carries out the recruitment process.
The total employees in APCW are 444 covering all departments as on
26.06.2007, out of which 225 are in Officers and Supervisor Cadre, 44 are Monthly
rated employees and 175 are Daily rated employees. There are nearly 500 contract
labors working every day on casual basis.
People Management at ELECTRIC LOCO SHED KAZIPET .:
"Employee Delight is the key to Customer Delight" is the conviction of
ELECTRIC LOCO SHED KAZIPET..
ELECTRIC LOCO SHED KAZIPET residential management development
center offers employees the opportunities for Knowledge enhancement and learning
through self-study and introspection. The faculty is drawn from India's premier
management institutes. ELECTRIC LOCO SHED KAZIPET. has also found a place
for itself as the only "Asian member of benchmarking forum for American Society for
Training & Development (ASTD). Self-learning facility comprising of programs on
CD-ROMS enables employees to work at their own place.
Recruitment & Selection:
Recruitment sources include, advertisements given in newspapers and data
banks, depending upon the manpower requirements as stated by departmental heads,
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depending upon the number of applications received, the qualification may be
generalized (in case of very few applications). Then, the persons with required
qualification are interviewed. The interviewing panel comprises of personnel officials
in the department. If the applications are in large number they will be short-listed
according to the norms of the organization.
The wage board employees are assessed on factors like:
Technical Aptitude
English and
Critical Reasoning
All employees are kept under probation for a period of 6 months after joining and
before their services are confirmed on rolls.
The O&S cadre employees will be assessed on factors like:
Management Aptitude
Leadership Behavior
The recruitment of Diploma Engineering Trainees (DET) and Graduate
Engineering Trainees (GET) are done at Central Personnel Department once in a year
through Campus Selections / advertisements in famous newspapers. The recruited
candidates are kept under probation for a period of 2 years and then are absorbed to
suitable cadre in the organization. During the probation period the absorbed
candidates are sent to each department to get acquainted with the departmental
activities and then they are sent to the other units of ELECTRIC LOCO SHED
KAZIPET. for proper orientation in the respective fields.
Performance Appraisal System:
ELECTRIC LOCO SHED KAZIPET. probably is the first organization in
India to introduce an integrated HRD system in the year 1975 with the introduction of
"Performance Appraisal Feedback & Counseling System".
PA includes sub-systems like:
٭ Potential appraisal
٭ Training & Development
٭ Employee counseling and
٭ Career Planning and Development.
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In order to provide avenues of growth, among the Wage Board cadre, Merit
Rating procedure is in place. The performance of the employee evaluated through a
two – stage process by immediate superior and Facilitator/Champion of AET/SET.
Further, in order to encourage more career opportunities to wage board
employees,South Central Railway has a detailed Non – Supervisor to Supervisor
Scheme in place.
The new initiatives in Performance Appraisal System in APCW are ‘Online
Performance Appraisal’ linked with POORNATA module. It is implemented by
Group’s Corporate Office at Mumbai. It was started in last year. This form of
Performance Appraisal is mainly for Officers and Supervisors only.
Innovative Working Methodologies:
A. Survey – A Feedback Mechanism:
ELECTRIC LOCO SHED KAZIPET, APCW believes that feedback is a
major tool and an opportunity to improve the organizational effectiveness. The annual
feedback from surveys conducted by B – School students helps us to get to know the
employees’ feelings and perceptions on various issues concerning the organization.
Based on the analysis, HR SET will submit a report to Unit Head for further review
and necessary actions, Issues, which require Corporate HR attention, will be given as
a input for reviewing policies and strategies.
B. Participatory Mechanisms:
ELECTRIC LOCO SHED KAZIPET strongly supports participatory work
culture. Employee participatory mechanisms such as Suggestion Scheme, Seva
Committee, AETs, are in place. These forums are an opportunity to the employees to
discuss and arrive at a decision resulting in efficiency, productivity, cost saving,
safety cleanliness, orderliness etc. This aspect was reflected positively in OCS – 04.
C. Change Management Initiatives:
In APCW Endeavor to achieve excellence and become world – class
organization, Project Parivarthan was launched. This initiative has facilitated total
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employee involvement. Benchmarking, Six Sigma are the other initiatives launched
with the objective of excelling further and to help the organization produce services
better faster and cheaper. This initiative has facilitated total employee involvement.
D. Cross Functional Perspective:
ELECTRIC LOCO SHED KAZIPET, APCW primarily focuses on imparting
cross – functional knowledge on the basis of PBO. For e.g., A PACT leader is owner
of a particular PACT zone irrespective of core competency.
E. Harmonious Work Culture:
One of the success stories of ELECTRIC LOCO SHED KAZIPET APCW is
the existence of harmonious work culture. Though the plant is situated in a volatile
region, yet, not a single day is lost due to industrial disturbances. The unit has
witnessed continuously low rate of absenteeism over the years. This was attained
through sustained intervention such as continuous training with wage board and
contract workmen.
Training Setup:
In line with the organization vision of continuous and vibrant learning,
ELECTRIC LOCO SHED KAZIPET. has in the right earnest has adopted the
organizational virtues of continuous learning through a set of initiatives. ELECTRIC
LOCO SHED KAZIPET firmly believes that learned employees are an invaluable
asset to the organization.
Employment Avenue:
The employment potential of theSouth Central Railway is about 3000 (both
direct and indirect). There were about 300 quarters in the township for employees and
the population was about 2000 including employees, contractors and others.
IR Scenario:
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One of the success stories of APCW is the existence of harmonious work
culture and a sense of camaraderie, though the plant is situated in a politically
vulnerable region, not a single day is lost due to industrial relation problem. Pro –
active approach, participatory culture, continuous interaction by HR personnel,
handling grievances promptly, sound disciplinary management coupled with
continuous dose of behavioral programmes were some of the IR initiatives. The result
is that theSouth Central Railway totally functions in a non – unionized environment.
Corporate Social Responsibility:
TheSouth Central Railway is rendering significant social services to the
surrounding villages of the factory limits. After theSouth Central Railway is
established there is tremendous progress in the surrounding villages economically and
socially. TheSouth Central Railway is rendering various welfare measures and
community development activities in the surrounding villages of the factory under
various government schemes.
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RESEARCH METHODOLOGY
2.1 TITLE
“A STUDY ON EMPLOYEE RETENTION “
2.2 INTRODUCTION
This methodology includes need of the study, objectives of the study, research
design, collection of data and the limitations of the study.
2.3 OBJECTIVES OF THE STUDY
The objectives of the study are
To study the present retention strategies adopted by theSouth Central
Railway .
To assess the satisfaction level of employee with existing retention strategies.
2.4 STATEMENT OF THE PROBLEM
Employees are the most important and valuable asset of an organization.
Employees are the foundation of an organization. Retaining them is an important as
hiring them in the first place. Hence it is necessary to know the strategies used to
retain the employees in the organization.
2.5 NEED FOR THE STUDY
The present study is focus on the existing retention strategies in ELECTRIC
LOCO SHED KAZIPET and findout the satisfaction level of an employere regarding
the strategies.
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2.6 RESEARCH DESIGN
Descriptive research procedure is used for describing the resent situations in
the organization and analytical research to analyze the results by using research tools.
Descriptive Research:
This research includes surveys and facts finding enquires of different kinds.
The major purpose of descriptive research is that the research can only describe the
state of affairs existing at present in the organization. The main feature of this method
is that the researcher has no control over the extraneous variables called the
respondents as they are going to interview the employees of the organization in order
to perform study.They can only report what happened or what is happening. In social
science and business research, we quiet often use the terms “ex-post facto research”
for descriptive research studies, the researcher can discover and describe the causes
for various situations but they cannot control the situations.
2.7 RESEARC TOOLS
Data Source : Primary & Secondary Data
Research Approach : Survey method
Research Instrument: Questionnaire
Sampling scheme : Simple random sampling
Contact method : Personal / Direct
Sample size : 114
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2.8 DATA SOURCES AND COLLECTION METHODS
There are tow type for collecting data
1. Primary data
2. Secondary data
PRIMARY DATA
Primary data are those which are colleted a fresh and for the first time
& thus happen to be original in character.Primary data is obtained by the study
specially designed to fulfill the data needs to problem hand. Such data are original
in characters generated by the way of conducting survey.
SECONDARY DATA
Secondary data are those which have already been collected by someone
else and which have already been passed through the statistical process.The
Secondary data consist of reality available compendices already complied statistical
statements. Secondary data consists of not only published records and reports but also
unpublished records.
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3 ANALYSIS AND INTERPRETATION
3.1 Employees are familiar with their Duties and Responsibilities assigned by the South Central Railway .
Introduction:
This question is incorporated in the questionnaire for the purpose of identifying the
duties and responsibilities of employees in ELECTRIC LOCO SHED KAZIPET ..
Table 3.1
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 59 52
Agree 46 40Disagree 5 4
Strongly disagree 1 1Neither agree nor disagree 3 3
TOTAL 114 100.0
Graph 3.1
DUTIES AND RESPONSIBILITIES
52
40
41 3
0
10
20
30
40
50
60
Strongly agree Agree Disagree Stronglydisagree
Neither agreenor disagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 92% of the respondents
(51.8%strongly agreed, 40.4%agreed) have accepted that they know about their duties
and responsibilities and 5% of respondents are not aware of their duties and
responsibilities.
3.2South Central Railway provides proper Authority, Responsibility, and
Accountability to employees.
Introduction:
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Every employee is assigned a job with Authority, Responsibility and Accountability.
In this question it is to identify whether these activities are performing well or not.
Table3.2
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35
Agree 52 46Disagree 15 13
Strongly disagree 4 3Neither agree nor disagree 4 3
TOTAL 114 100
Graph 3.2
AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY
35
46
13
3 3
0
10
20
30
40
50
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 81% of the respondents have
accepted that they are assigned the job with authority responsibilities and
accountability to perform well. Around 16% of the respondents have not accepted the
statement.
3.3 Identified for new assignments organized by theSouth Central Railway .
Introduction:
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Employees are given new assignments based on their consultation and by training and
in this question it is to identify whether the employees are identified for new jobs or
not.
Table 3.3
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 30 26
Agree 50 44Disagree 15 13
Strongly disagree 11 10Neither agree nor disagree 8 7
TOTAL 114 100.0
Graph 3.3
IDENTIFIED FOR NEW ASSIGNMENTS
26
44
1310
7
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.F R
ES
PO
ND
EN
TS
PERCENTAGE
Inference:
From the above graph, it is observed that 70% of respondents
strongly have accepted that they are identified for new assignments especially after
providing training to them. Around 23% of respondents have not accepted the
statement
3.4 Stress on employees converts into positive manner.
Introduction:
25
Employees face some sort of stress while performing assignments and in this question
it is to identify how stress is converted into a positive manner to complete the
assignments.
Table 3.4
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 30 26
Agree 50 44Disagree 12 11
Strongly disagree 10 9Neither agree nor disagree 12 10
TOTAL 114 100.0
Graph 3.4
CONVERT STRESS IN POSITIVE MANNER
26
44
11 9 10
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph it is observed that 70% of respondents have
accepted that they convert stress into positive manner and 20% of the respondents
have not accepted the same.
3.5 Job rotation leads to the individual improvement.
Introduction:
Job rotation refers employee moving from one job to another job and in this it is to
26
identify whether job rotation leads to the individual improvement and to
organizational benefit or not.
Table 3.5
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 35 31
Agree 40 35Disagree 17 15
Strongly disagree 12 10Neither agree nor disagree 3 9
TOTAL 114 100.0
Graph 3.5
JOB IS ROTATED
3135
15
10 9
0
510
1520
25
3035
40
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 66% of the respondents have
accepted that their job is rotated and led to both individual improvements and
organizational benefits around 25% of respondents have not accepted the
statement.
3.6. Superior identifies employee’s skills and potentials
Introduction:
27
Skills and potentials are required to perform a job effectively. This question is to
identify whether the superior identifies their skills are not and how the training is
impacted.
Table 3.6
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 30 26
Agree 50 44Disagree 23 20
Strongly disagree 5 5Neither agree nor disagree 6 5
TOTAL 114 100.0
Graph 3.6
HOD IDENTIFIES MY PRESENT SKILLSE
26
44
20
5 5
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 70% of the respondents
have accepted that the concerned in charge identifies their present skills and
potentials in performing the job and training is imparted to them accordingly.
Around 25% of respondents have not accepted the statement.
3.7.South Central Railway provides new opportunities apart from
regular assignments
28
Introduction:
New opportunities are identified based on the performance so training is required to
improve the performance and this question is to identify whether the new
opportunities are provided after training or not.
Table3.7
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 33 29
Agree 50 44Disagree 22 19
Strongly disagree 7 6Neither agree nor disagree 2 2
TOTAL 114 100.0
Graph 3.7
PROVIDING NEW OPPORTUNITIES
29
44
19
62
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 73% of the respondents
have accepted that the concerned in charge identifies their present skills and
potentials in performing the job and training is imparted to them accordingly.
Around 25% of respondents have not accepted the statement.
3.8 Superior guides to their subordinates as and when required.
Introduction:
29
Decision making is critical and essential to every employee and this question is to
identify whether the employees are allowed to take decisions or not and superior
provide guidance to them or not.
Table 3.8
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 35 31
Agree 50 44Disagree 14 12
Strongly disagree 7 6Neither agree nor disagree 8 7
TOTAL 114 100.0
Graph 3.8
SUPERIOR GUIDES ME AS AND WHEN REQUIRED
31
44
126 7
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 75% of the
respondents have accepted that they are asked to take decisions in job and their
superior guides them as and when required. Around 18% of respondents have not
accepted the statement.
3.9 HOD addresses grievances
Introduction:
30
A grievance can be defined as any discontent or dissatisfaction with any aspect of
the organization. This question is to know the grievance procedure existed in the
organization.
Table 3.9
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 30 26
Agree 45 39Disagree 12 11
Strongly disagree 11 10Neither agree nor disagree 16 14
TOTAL 114 100.0
Graph 3.9
HOD ADDRESS GRIEVANCE
26
39
11 1014
05
1015202530354045
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 65% of the respondents
have accepted that their immediate in charge or HOD addresses their grievances
and gives them feedback on the same. Around 21% of respondents have not
accepted the statement.
3.10 Organization utilizes employee services effectively and
efficiently.
Introduction:
31
This question is to identify whether the organization utilizes their services
effectively and efficiently.
Table3.10
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 30 26
Agree 40 35Disagree 19 17
Strongly disagree 14 12Neither agree nor disagree 11 10
TOTAL 114 100.0
Graph 3.10
ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY
26
35
1712
10
0
510
1520
25
3035
40
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 61% of the
respondents have accepted that the organization utilizes their services effectively
and efficiently. Around 29% of respondents have not accepted the statement.
3.11. Present job leads satisfaction to the employees.
Introduction:
32
Job satisfaction is required to perform a job efficiently without a job satisfaction
the employee cannot perform a job efficiently.This question is to identify whether
the employees are satisfied with their job or not.
Table 3.11
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 37 33
Agree 53 46Disagree 13 11
Strongly disagree 7 6Neither agree nor disagree 4 4
TOTAL 114 100.0
Graph 3.11
SATISFACTION IN PERFORMING JOB
33
46
116 4
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 79% of the respondents have
accepted that they derive satisfaction in performing the job. Around 17% of
respondents have not accepted the statement.
3.12. Seniors, colleagues and subordinates are very cooperative in the
organization
Introduction:
33
Co-operation of the seniors, colleagues and subordinates is required to complete the
assignments in time. This question is to identify whether they are co-operative or not.
Table 3.12
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35
Agree 52 46Disagree 16 14
Strongly disagree 3 3Neither agree nor disagree 3 2
TOTAL 114 100.0
Graph 3.12
SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE
35
46
14
3 2
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 81% of the respondents
have accepted that their seniors, colleagues and subordinates are very cooperative
and they work as a team. Around 17% of respondents have not accepted the
statement.
3.13. Employees are recognized and rewarded suitably by the
organization.
Introduction:
34
The employee recognition and rewarding plays an important role in motivating the
employees. So proper recognition should be given to the employees according to their
performance. This question is to identify whether they are recognized or not.
Table3.13
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 26 23
Agree 40 35Disagree 22 19
Strongly disagree 12 11Neither agree nor disagree 14 12
TOTAL 114 100.0
Graph 3.13
RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION
23
35
19
11 12
0
510
1520
25
3035
40
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
,OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 58% of the
respondents have accepted that they have been recognized and rewarded suitably
by the organization for their performance as per the policy. Around 30% of
respondents have not accepted the statement.
3.14. Organization provides compensation based on qualification,
experience.
Introduction:
35
Compensation refers to giving an additional pay to the employees if any loss occurs.
This question is to identifying whether compensation commensurate with
qualification.
Table 3.14DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 27 24
Agree 64 56Disagree 17 15
Strongly disagree 3 3Neither agree nor disagree 3 2
TOTAL 114 100.0
Graph 3.14
COMPENSATION COMMENSURATE WITH QUALIFICATION
24
56
15
3 2
0
10
20
30
40
50
60
Strongly agree Agree Disagree Stronglydisagree
Neither agreenor disagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 80% of the
respondents have accepted that they know that the compensation commensurate
with the qualification, experience exposure and especially with their job
performance during the period in delivering results in time. Around 18% of
respondents have not accepted the statement.
3.15. Organization provides job security to the employees.
Introduction:
36
Job security and social belongingness is important to any organization. Job
security refers to the protection of the job from different consequences. This
question is to identify whether they feel job security or not.
Table3.15
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35
Agree 55 48Disagree 9 8
Strongly disagree 6 5Neither agree nor disagree 4 4
TOTAL 114 100.0
Graph 3.15
SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS
35
48
85 4
0
10
20
30
40
50
60
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 83% of the respondents
strongly have accepted that they feel a sense of job security and sense of social
belongings in the organization. Around 13% of respondents have not accepted the
statement.
3.16. Proud of working with ABG Group
Introduction:
37
ABG group is one of the major cement industries. It occupied third place in all
cement industries and this question is to identify how they feel working with ABG
group.
Table 3.16
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 60 53
Agree 34 30Disagree 5 4
Strongly disagree 10 9Neither agree nor disagree 5 4
TOTAL 114 100.0
Graph 3.16
PROUD OF WORKING WITH ABG GROUP
53
30
49
4
0
10
20
30
40
50
60
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference
From the above graph, it is observed that 83% of the respondents have
accepted that they have feel proud of working with ABG group. Around 13% of
respondents have not accepted the statement.
3. 17 ABG group provides career opportunities
Introduction:
38
Career is essential to every employee. They more concentrate on their career
growth. This question is to identify whether ABG group provides career
opportunities and how many employees agree with this statement.
Table 3.17
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35
Agree 30 26Disagree 15 13
Strongly disagree 10 9Neither agree nor disagree 19 17
TOTAL 114 100.0
Graph 3.17
ABG GROUP PROVIDES CAREER OPPORTUNITIES
35
26
139
17
0
510
1520
25
3035
40
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference
From the above graph, it is observed that 71% of the
respondents have accepted that the ABG group provides carrier opportunities to
the employees. Around 22% of respondents have not accepted the statement.
3.18 Organization provides health, accident and insurance policy to the
employees
Introduction:
39
The life is not guaranteed to anyone. So every employee needs the Insurance policies.
This question is to identify whether the employees are provided with health, accident
and insurance policy.
Table 3.18
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 50 44
Agree 40 35Disagree 9 8
Strongly disagree 4 3Neither agree nor disagree 11 10
TOTAL 114 100.0
Graph 3.18
HEALTH, ACCIDENTS AND INSURENCE POLICY
44
35
83
10
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 79% of the respondents have
accepted that they have been covered under the health and accident insurance policy
by the organization or by other insuranceSouth Central Railway . Around 11% of
respondents have not accepted the statement.
3.19 Organization is concerned about the health of the employees
Introduction:
40
Employee safety and health influence the productivity of the organization. Some
welfare facilities should provide to the employees. This question is to identify
whether the organization is concerned about the health of the employees or not.
Table 3.19
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 45 39
Agree 40 35Disagree 12 11
Strongly disagree 11 10Neither agree nor disagree 6 5
TOTAL 114 100.0
Graph 3.19
ORGANIZATION IS CONCERNED ABOUT THE HEALTH OF THE EMPLOYEES
3935
11 105
05
1015202530354045
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 74% of the respondents have
accepted that the organization is concerned about the health of the employees
and their dependents in providing good health awareness programmers like
Pulse Polio heart checkups and eye checkups etc at regular intervals. Around
21% of respondents have not accepted the statement.
3.20. Organization extended transportation facilities to the township.
Introduction:
41
Transportation refers to getting the employees from one place to another .This
question is to identify that whether the transportation facilities provided to
township residents are at specified time or not.
Table 3.20
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 45 39
Agree 40 35Disagree 10 9
Strongly disagree 11 10Neither agree nor disagree 8 7
TOTAL 114 100.0
Graph 3.20
TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP
3935
9 107
05
1015202530354045
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 74% of the respondents have
accepted that they feel that the transportation facilities are extended to the
township residents in at specified timings by the organization and the transport
cell is arranging need based vehicles to the employees. Around 19% of the
respondents have not accepted the statement.
3.21. Organization provides accommodation facility to the employees
based on availability of the quarter.
Introduction:
42
Accommodation refers to giving quarters and other facilities to employees. This
question is to identify that whether the accommodation facilities provide to
employees are based on the availability of quarters or not.
Table 3.21
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 50 44
Agree 40 35Disagree 8 7
Strongly disagree 8 7Neither agree nor disagree 8 7
TOTAL114 100.0
Graph 3.21
ACCOMMODATION FACILITY
44
35
7 7 7
05
101520253035404550
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph,it is observed that 79% of the respondents have
accepted that they accommodation facility is provided to the employees based
on the availability of the quarter as per the policy. Around 14% of respondents
have not accepted the statement.
3.22. Organization provides good education and the amenities to the
students.
Introduction:
43
Providing good education to children makes them to achieve the success in their
lives. This question is to identify whether the school provides good education and
amenities or not.
Table 3.22
DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35
Agree 40 35Disagree 15 13
Strongly disagree 10 9Neither agree nor disagree 9 8
TOTAL 114 100.0
Graph 3.22
SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES
35 35
139 8
0
510
1520
25
3035
40
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMENSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph, it is observed that 70% of the respondents
have accepted that school provides good education and the amenities like library, labs
to the students the township by the organization. Around 22% of respondents have not
accepted the statement.
3.23. Employees are familiar and satisfied about the recreation activities
facilitated by the organization.
Introduction:
44
Employees require some recreation activities to feel free and to reduce stress from
work. This question is to identify that whether the employees are satisfied with
recreation facilities provided by the organization.
Table 3.23DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35
Agree 40 35Disagree 13 12
Strongly disagree 5 4Neither agree nor disagree 16 14
TOTAL 114 100.0
Graph 3.23
RECREATION ACTIVITIES
35 35
12
4
14
0
510
1520
25
3035
40
Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree
DIMSNSIONS
NO
.OF
RE
SP
ON
DE
NT
S
PERCENTAGE
Inference:
From the above graph it is observed that 70% of the respondents
that are familiar and satisfied about the recreation activities like Gym, Tennis,
Court shuttle course, library, TV room etc in both the recreation club and O&S
club by the organization. Around 16% of the respondents have not accepted the
statements.
FINDINGS
(1) It is observed that 92% of the respondents are aware of their duties and
responsibilities and only 5% of the respondents are not aware of their duties and
responsibilities.
45
(2) 81% of the respondents are assigned their job with Authority, Responsibility and
Accountability and only 16% of the employees have not accepted the same.
(3) 70% of the respondents are identified for new assignments and 23% of the
employees have not accepted the same.
(4) It is observed that 70% of the respondents converted their stress into a positive
manner while performing a task but 20% of the employees are unable to convert their
stress into a positive manner.
(5) 66 % of the respondents are satisfied about their job rotation and 25% of the
respondents are not satisfied about their job rotation.
(6) 70% of the respondents are accepted that their HOD identified their present skills
and potentials in performing the job and 25% of the respondents have not specified
this.
(7) It is observed that 73% of the respondents are provided new opportunities and
25% of the respondents are not provided new opportunities.
(8) 75% of the respondents are specified that they are asked to take decisions and their
superior guides the when required but 18% of the respondents have not specified this.
(9) It is observed that 65% of the respondents are accepted that superior addresses
their grievances and 21 % of the respondents have not accepted the same.
(10) 61% of the respondents have accepted that the organization utilizes their services
effectively and efficiently and 29% of the respondents have not accepted the same.
(11) It is found that 79% of the respondents are satisfied with their job and 17% of the
respondents are not satisfied with their job.
(12) 81% of respondents agreed that their seniors colleagues and subordinates are
very cooperative but 17% have not agreed the same.
(13) It is observed that 58% of respondents have been recognized and rewarded
suitably but 30% of the respondents have not recognized suitably.
(14) 80% of the respondents are known that the compensation commensurate with
their qualification but 18% of the respondents are not aware of this.
(15) It is found that 83% of the respondents feel a sense of job security and social
belongingness and 13% did not feel a sense of job security and social belongingness.
(16) It is found that 83% felt proud of working with ABG group and 13% have not
accepted the same.
(17) 71% have accepted ABG group provides career opportunities but 22% of the
respondents have not accepted the same.
46
(18) It is found that 79% of the respondents are covered under health and accident
insurance policy and 11% of the respondents are not covered under health and
accident insurance policy.
(19) 74% of the respondents specified that the organization is concerned about the
health of employees and their dependents but 21% have not specified this.
(20)It is observed that 74% of the respondents are satisfied about the transportation
facilities and 19% are not satisfied about the transportation facilities.
(21) 79% felt that accommodation facility is provided based on the availability at the
quarter and 14% have not accepted the same.
(22) It is observed that 70% of the respondents have accepted that school provides
good education and the amenities and 22% of the respondents have not accepted the
same.
(23) It is observed that 70% of the respondents are satisfied about the recreation
activities and 16% of the respondents have not satisfied with the recreation activities.
SUGGESTIONS
(1) 30% of the respondents are not identified for new assignments so extend their
assignments by providing proper training to the employees.
47
(2) 30% of the respondents are dissatisfied due to lack of recognition and rewards. A
positive recognition for work boosts the motivational level of employees. Recognition
can be made explicit by providing awards like best employee of the month.
(3) Provide opportunities for career personal growth through training and education,
challenging assignments and more.
(4 Identify the key performance areas of the individuals and conduct training
programmes to develop their skills and knowledge.
(5) Immediate resolution of the grievance is necessary otherwise it will effects the
productivity of the organization so immediate actions should be taken to resolve the
grievance of the employees.
48
BIBLIOGRAPHY
SITES :
WWW.HR.COM
WWW.GOOGLE.COM
WWW.QUESTIONNARIE.COM
BOOKS :
1. Human Resource Management and Personnel Management
---- By Ashwathappa ---
2. Human Resource Management and Industrial Relations
--- By P. Subba Rao ---
49