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INTRODUCTION
1.2 ABOUT THE STUDY
Motivation is a chief factor playing important and unique role in
behavior of the people it is deciding the behavior and action of human
being toward their work. The motivation has been developed in the mind
of the people by creating comfortable working environment and
encouraging, supporting leadership. Also the motivation may influence by
social factor, work factor and leadership factor. Based on the motivation
the person attitude or performances are varying to the task. It is difficult to
describe the motivation of the group of workers in general.
Even it is difficult for a researcher to the find the individuals
motivation of the workers. The leader has to identify and analyze the
motivational factor of the people to offer and incentives, rewards and
recognitionEtc. The motivating attitude about the organization and
managers help the leaders to change and adopt the strategy to fit with the
workers and to improve the performance in a better and effective way.
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Today the organizations are competing to each other so they stress
the employees to increase the productivity and the organizations are not
considered the job satisfaction and motivation of employees. Hence, it is
considered as a need to undertake the study.
Various analyses have to be undertaken to know the
interrelationship of motivation. Workers has to work with the satisfied and
motivated working environment The main factor, which helps to undertake
this project, is how the work factor motivates the workers. It helps to
increase the job satisfaction and also enhance the productivity with the
quality of work.
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1.2 ABOUT THE INDUSTRY
India is the worlds second largest producer of textiles and
garments after China. It is the worlds third largest producer of cotton
after China and the USAand the second largest cotton consumer after
China. The textile and garment industry in India is one of the oldest
manufacturing sectors in the country and is currently its largest. The
textile and garment industry fulfils a pivotal role in the Indian economy. It is
a major foreign exchange earner and, after agriculture, it is the largest
employer with a total workforce of 35 mn. In 2005 textiles and garments
accounted for about 14% of industrial production and 16% of export
earnings. The industry covers a wide range of activities. These include the
production of natural raw materials such as cotton, jute, silk and wool, as
well as synthetic filament and spun yarn. In addition an extensive range of
finished products are made. The Indian textile industry accounts for about
23% of the worlds spindle capacity, making it the second highest after
China, and around 6% of global rotor capacity. Also, it has the highest
loom capacityincluding hand loomswith a 61% share. India accounts
for about 12% of the worlds production of textile fibres and yarns. This
includes jute, of which it is the largest producer. The country is the second
largest producer of silk and cellulose fiber and yarn, and the fifth largest
producer of synthetic fiber and yarn.
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The garments industry in India is one of the best in the world. An
extremely well organized sector, garment manufacturers, exporters,
suppliers, stockiest and wholesalers are the gateway to an extremely
enterprising clothing and apparel industry in India. There are numerous
garments exporters, garments manufacturers; readymade garments
exporters etc. both in the small scale as well as large scale.
During April-December 1999-2000, textile exports were recorded as
US $ 9735.2 million (Rs.440179.4 million), of which ready made garments
comprised nearly 40%. Interestingly, almost of Indias total exports goes
Indian readymade garments and textiles are extremely popular the world
over. In fact, exports of readymade garments registered a 6.4% increase
in dollar terms and an 11.6% increase in rupee terms during the period
April-December 1999-2000, despite a sluggish growth in income both at
home and abroad. Indian Garment export growth during April-June 1998
for woolen ready made garments was a phenomenal 150%, for ready
made garments made of silk it was 58%, and for other ready made
garments.
Today, garments exports from India have made inroads into the
international market for their durability, quality and beauty. One of the
reasons for the economical pricing of Indias ready made garments and
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apparels is the availability of highly skilled, cheap labor in the country. The
superiority of Indias Garment Industry has been acknowledged in the
National Textile Policy (NTP) of India 2000. Having realized the
tremendous growth potential of this sector there is a proposal in the NTP
for taking the Indian Garment Industry out of the SSI reservation list.
The textile and garment industry fulfils a pivotal role in the Indian
economy. It is a major foreign exchange earner and, after agriculture, it is
the largest employer with a total workforce of 35 mn. In 2005 textiles and
garments accounted for about 14% of industrial production and 16% of
export earnings.
The Indian textile industry accounts for about 23% of the worlds spindle
capacity, making it the second highest after China, and around 6% of
global rotor capacity. Also, it has the highest loom capacityincluding
hand loomswith a 61% share.
India accounts for about 12% of the worlds production of textile fibres and
yarns. This includes jute, of which it is the largest producer. The country is
the second largest producer of silk and cellulose fibre and yarn, and the
fifth largest producer of synthetic fibre and yarn.
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1.3 Company Profile
The ROYAL CLASSIC GROUPS, a 400 crore company, 100%
vertically integrated textile major has been at the forefront of quality and
innovation. since its inception four decades ago. It has its customers
across the world with a current supply of a quarter of a million pieces per
month.
RCG is one of the few completely backward integrated entities in the
garment industry with its own cotton cultivation to ginning, spinning and
knitting/weaving to dyeing, finishing and garmenting infrastructure. This
infrastructure aids RCG in maintaining quality control process and self
reliance within the vertical providing them with ample scope for further
expansions.
As performance bars got raised to new heights and requirements started
becoming more demanding in nature, RCG realized that operational
efficiencies was the key to acquire the all important competitive edge. The
group then methodically spread its roots to all the areas which it believed
was critical for growth, and once this was done they made sure that the
roots work as a single unit with the singular objective of helping the
organization achieve its goals.
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jointly has covered about 5000 acres of wet land on Contract Farming. By
providing the best seeds and timely manuring, RCG is getting an average
productivity of 10 Quintals/hectare, which is much higher from
conventional Cotton Farming.
RCG is assuring the minimum guaranteed price for the farmers and
hence apart from the finest quality produce harvested, RCG enjoys a
corporate social responsibility by enlightening about 2000 families
involved in Cotton Farming. Constant workshops and seminars are
conducted at fields to educate the farmers for a contamination free
plucking and safe transportation methods. The present area is planned to
go up to 70,000 acres in next 3 years.
Hand Picked cotton is used for production
Modern Ginning & Pressing
From Kappas Cotton, this unit segregates the Cotton seeds and
good quality cotton (Lint) and this operation is done with the least number
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of workers and totally under a pneumatic drive system ensuring least
human contacts. Ginning capacity is currently 200 bales/day with an
average weight of 170 Kgs/bale and as the cultivation improves can reach
up to 400 bales/day.
Spinning
The ginned cotton is converted into spun yarn in this unit with the following
state-of-the-art latest machineries.
Yarn
The company deals in 100% cotton yarn, 100% polyester yarn, all
types of blended yarn, 100% gassed mercerised yarn, twisted yarn,
various melange yarn etc. Our spacious stock yard stores every type of
yarn for supply to the regional factories, apart from our own knitwear
factories.
Advanced yarn testing facility is an added advantage. Yarn can be
tested both at the source point of the spinning mill and locally, which
ensures best quality of yarn.
Knitting
Our knitting department has an array of latest, computer controlled
knitting machines from reputed international brands. The in-house facility,
which includes a Knitting Design Studio, is one of the best in the knitwear
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industry. There are 46 circular knitting machines that can knit jacquards,
interlocks, ribs and jerseys in any pattern or structure as needed. The
capacity is 10 tonnes per day. There are 9 flat knitting machines that can
knit jacquards, plain, stripes and self-designs with a capacity of 8500
pieces per day. Our circular machinery includes: (All brand new MAYER &
CIE Machines)
Dyeing & Finishing
Our modern soft flow dyeing plant with Effluent Treatment Plant
(ETP) has a processing capacity of 10 tonnes per day. The soft flow
dyeing plant has 7 vessels imported from Taiwan. Supported by
computerized color prediction, measurement and matching systems from
Data Color International, USA (Spectra Flash SF600) the plant can deliver
evenly colored fabrics, streaks free.
Garmenting
The completely integrated facilities is topped by our garmenting
division with skilled pattern masters, cutting masters, tailors and
supporting workmen who are well trained in the specialized activity of
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making Briefs, Vests, T-shirts and Polo shirts. The product specialization
gives an excellent finish to the garments we make.
The entire production wing is housed under one roof with scientific work
systems and quality control systems.
Captive Power Plant
Presently we have installed 4 Windmills of total 3.0 MW capacity
which is currently taking care of the entire power requirements of the
group. The company is planning to add couple of more machines to take
care of the future needs.
Solar Pannel
The New Solar Heating Plant has been deployed at our Dyeing
division as the replacement of exiting Fire Wood with the Capcity of 10000
Ltrs / Day at 90D & 20000 Ltrs/ Day at 80 D It has replace the usage of
10 tons of Firewood / Day. In-turn we are saving almost 1000 Trees a Day
Deployment of STP (Sewage Treatment plant)
With the help of this, RCG is purifying 1 Lac Liters of Sewage water
every day and that is used for Agriculture Purposes
Group Companies
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Classic Knits Classic Fashions DivisionClassic Apparels Division Royal Classic FabricsUrban Retail Division Classic Knit ProcessesClassic Clothing Company Royal Classic Mills
Classic Polo
Core Product offering Casual mens
wear Price Positioning Mid-premium brand
Fashion Quotient Innovative, Trendy EBOs
India 63 outlets, Singapore 1 outlet. Large format stores Central,
Shoppers Stop, Globus, Spencers, mega mart, Pratheek lifestyle
(Coupons), Reliance trends, Aditya Birla Retail ltd (More) and brand
factory MBOs 3500
The Royal Classic Groups (RCG) began in 1991 as an exporter and
gradually grew into a Rs 400 crore textile giant with two brands under it
wings through its 100% vertical integration state-of-the-art in-house
production. In February 2001, the company launched its maiden T-shirt
brand Classic Polo, making its foray into the domestic market. Classic
Polo became the most preferred brand for Tees in a short while in the
southern and western markets posing a tough competition to the leaders
in north and west. Within a short time, this brand figured among the top
five casual brands in India. RCG acquired Smash, another T-shirt brand,
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in September 2004 and launched its exclusive premium mens intimate
wear under the brand name Smash in April 2005.
Mission
Classic Polo aims to be and remain the leading retailer of world-
class mens wear in India and become a compulsory part of mens
wardrobe solution by 2010.
USP
Widest range 200 designs per season and 2-3 new styles per
day. Consistent quality 0.01% defective percentage, Almost nil! 120 hours
from design conceptualization to finished product. Classic Polo has the
manufacturing capacity (Per day) T-shirts 15000, Shirts 4000 and
trousers 4000. Classic Polo symbolizes as an innovative, trendy and
youthful premium casual brand providing consumers with comfort and
confidence fortified. Through a wide product portfolio, the brand caters to
the broad segment of its customers. Classic Polo is among the few
companies in the world to offer in-house fibre to fashion. A 100 percent
vertically integrated company offers brands of international quality
standards. Product rationalization and price segmentation form the crux of
the brands strategy. Swiss club shirts catering to the premium segment
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male are manufactured using Italian fabric to restore sheen and feel even
after multiple washes.
Smash
brand - smash (IG/UG), for xclusively male positioning - affordable
quality IG/UG TG's - those who are brand
conscious/ particular about quality branded
products SEC - B & B+ target group - students
and executives who are brand conscious and
look for affordable styles target attitude - smart male with the urge to grow
up the career graph
Beyond Business
Social Commitment
After abiding all the statuary laws of country, Still RCG strives hard to
deliver its best capable solution for the needy General Public. Few of them
are:
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1. Plantation of 5000 trees in the year 2002
2. Construction of school class rooms for Village panchayat school in
year 2003
3. Establishment of factory in most backward / deprived village
whereby creating job opportunity of about 500 women folks
4. Plantation of 10000 trees in year 2005 & maintaining it for next 3
years
5. Construction of School Class rooms for the Iduvamplayam Village
Panchayat school in the year 2008
6. Installation of Solar Panel for the Dyeing Plant
7. Flying on the Wings of Fire Documentary Film Released about our
Former President Dr. A.P.J Abdul Kalam
RCG has combined with Minvelli Media Works and released
the documentary film about our Former President
Dr. A.P.J. Abdul Kalam
Organization Chart
Security officerManaging Director
AGM Admin DGM-HRD
ProductionManagerOfficer - HRD
VP AccountGM
Accounts
officer
Quality
Assurance
ManagerSecurityOfficer
AAO
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2.1 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES:
Quality
ControllersProduction
Supervisors
Asst - AdminSecurity
Guards
Asst - HRD
Accounts
Assistant
Employees
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To analyze the effectiveness of motivation and to suggest best
motivation method for organization.
SECONDARY OBJECTIVES
To know the satisfaction level of employees
To identify the behavioral change in employees after the Motivation
programmed had been taken by them.
To analyze the benefit of the motivation program provided to them
To analyze motivation need of the employees.
2.2 SCOPE OF THE STUDY
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This study has its scope regarding to the employees motivation to
work factors and leadership factors are undertaken in this project.
Motivation is a tool which helps to enhance the performance of the
workers, and it increases the output of the organization.
This study involves great significance because it analyses the
employees motivational level, which gave a great way to the job
involvement, job commitment.
Some constraints which are faced by the workers are analyzed and
the determinants which are consider as essential that makes to
increase the quality of work.
2.2 LIMITATIONS OF THE STUDY:
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Time is considered as one of limiting factor for collecting the
information from specific category of workers.
Respondents are refused first while approaching them, but after
giving explanation they came forward to give response.
The primary data is collected from the employee during their very
limited leisure hour
The respondents are hesitating to answer sensitive questions
The respondents felt that they dont have any favor by answering
the questions
The respondents may not provide correct data due to negligence.
Bias on the part of the researcher could have occurred.
2.3 RESEARCH METHODOLOGY
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Methodology is a plan of action for a research project and explains
in details how data are collected, analyzed and presented so that they will
provide meaningful information. This section gives enough background of
the employee's motivation at work, which are collected from the specific
category of workers.
2.3.1 Research design
The research design adopted for the study is convenience sampling.
The researches have to describe the present situation in order to know
about the factors affecting motivation of the employees in Royal Classic
Mills (P) LTD. Hence descriptive study is adopted.
2.3.2 Sampling method
From the total population of 500 employees, I selected 135
respondents stratified random sampling for this study.
2.3.3 Data collection method
The collection of data is considered to be one of the important
aspects in the research methodology. I collected data through primary as
well as secondary.
2.3.4 PRIMARY DATA:
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Primary data has been collected by means of questionnaire method
from employees of Royal classic mills.
2.3.5 SECONDARY DATA:
The secondary data about the company profile and other details
were collected from the company website, previous records, websites and
journals.
2.3.6 SAMPLE SIZE:
Sample size refers to the number of items to be selected from the
population to constitute sample, an optimum sample size is one fulfils the
requirements of efficiency representatives, reliability and flexibility.
Keeping all these factors in mind the sample size was taken to be 135.
2.3.7 Analytical tools used
The data was tabulated using statistical methods like percentage
analysis, chi-square test. Bar chart has been used for the graphical
representation of collected data.
2.4 REVIEW OF LITERATURE
Motivation is derived from the word motive.
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According to BARON (1991) states that motivation is the internal
processes that activate, guide and maintain behavior (especially goal
directed behavior).
ROBERTSON AND SMITH (1985) agree, declaring that motivation
is a psychological concept related to the strength and direction of human
behavior. A motive is an inner state that energizes activities or moves
and directs or channels behavior towards goals.
Motivated employees put higher performance as compared to other
employees. The higher performance is must for an organization being
successful and this performance comes by a motivation. Motivated
employees stay in the organization and their absenteeism is low.
High turnover and absenteeism creates many problems in the
organization. Motivational factors are essential for improve reputation of
the organization favorably.
It is important for changes in technology, value system etc., it
properly motivated they accept, introduce and implemented these
changes keeping organization on the right track of the progress.
2.4.1 MOTIVATING WORKING ENVIRONMENT
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According to Dr.Edwards deming a motivating environment is one
that gives workers a Sense of pride * in what they do. To show
supervisors and managers how to build a more Productive work
environment.
1. Work factors 2. Leadership factors
2.4.2 WORK FACTORS:
1. Reward and recognition 2. Job security 3. Salary / pay
4. Bonus 5. Promotion 6. Working
environment7. Personal loyalty 8. Training 9. Team work
10. Participation in target
setting
11. Enough
resources
12. Subsidies
REWARDS AND RECOGNITION:
Reward and recognition focused on catching people doing things is
one of the best ways to positively motivating work environment.
JOB SECURITY:
Where someones basic needs are threatened he will not be
responsive to moves directed at another part of the hierarchy. You must
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find out whether the poor performer has trouble satisfying his more basic
needs before investigating the higher needs. Worry about living
accommodation, job security.
SALARY / PAY:
Salary and allowances are effective when workers are from lower
sections of society, or the production is possible, or when productivity is
easily measurable.
NON-FINANCIAL REWARDS:
These are rewards intrinsic to work, for example, job satisfaction,
delegation, empowerment, etc. studies have indicated that these rewards
are much more effective than rewards in motivating people.
PROMOTION:
It is a good idea to consider career development and where people
are in their careers when thinking about rewards and recognition.
WORKING CONDITION:
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It including relaxing the dress code where appropriate, developing
areas for socializing, creative thinking, reading and giving employees
quality to work in (larger desks, quiet, natural lighting etc.
PERSONAL LOYALTY:
It is essential for a manager to give each employee a sense of
playing a dynamic role in something much larger. Indeed, engendering
loyalty is a key element of motivating workers and thereby increasing the
overall productivity of operations.
TRAINING:
For a fresher it helps to increase their skills or abilities on their
present job. It is mostly applicable to the low level employee and the
production sector.
2.4.3 LEADERSHIP FACTORS:
The leadership factors are listed below, they are
Leadership style
Guidelines
Work assignment
LEADERSHIP STYLE:
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Leadership style influence level of motivation. However, throughout
a lifetime, changing ambitions and/or leadership style he works under or
socializes with influences mans motivation. Command-and-control
leadership drains off ambition while worker responsibility increases
ambition.
GUIDELINES:
Leaders must have coaching skills, not control skills. Motivated
people have goals and seek ways to achieve them. Efficiency is the result
of motivated employees.
WORK ASSIGNMENT:
An overly controlling style de-motivates and results in poor delivery,
although intended to boost performance, this style is perceived as lacking
trust. Eventually individuals lose their motivation to make decisions or act,
which leaders see as proof of poor performance and so the cycle is
reinforced. Alternatively, leaders can treat individuals as good performers
and use a more motivational style allowing greater discretion. Parsing
output, asking opinions and giving interesting assignments.
3 ANALYSIS & INTERPRETATION
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TABLE 3.1
Table showing the gender of the respondents
Source: Primary Data
INFERENCE:
From the above table it is inferred that 55% of respondents belong
to the male Category and the remaining 45% of respondents belong to the
female category of the total sample survey.
CHART 3.1
Chart showing the gender of the respondents
Options No. of Respondents Percentage
Male 73 55
Female 62 45
Total 135 100
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Male
Female Male
Female
TABLE 3.2
Table showing the age group of the respondents
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Source: Primary Data
INFERENCE:
From the above table it is inferred that 9% of the respondents
belong to the age group below 20 yrs, 53% of respondents belong to the
age group 21 35 years, and 26% of the respondents are in the age
group of 36 - 45 years and 12% of them belonging to the age group of
above 46 years.
CHART 3.2
Chart showing the age group of the respondents
Options No. of Respondents Percentage
Below 20 12 9
21-35 72 5336-45 35 26
Above 46 16 12
Total 135 100
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Below 20 , 9
21-35, 53
36-45, 26
Above 46, 12
TABLE 3.3
Table showing the experience of the employee
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Source: Primary Data
INFERENCE:
From the above table it is inferred that 39% of respondents are
having 1 to 2 Yrs experience, 18% of respondents have less than 5 Yrs of
experience, and 32% of respondents have less than 1 Year remaining
11% of respondent have 6 & above years of experience in the
organization.
CHART 3.3
Chart showing the experience of the employee
Options No. of Respondents PercentageLess than one year 43 32
1-2yrs 52 39
Less then 5yrs 25 18
6 & above 15 11
Total 135 100
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32
39
18
11
0
5
10
15
20
25
30
35
40
Percentage
Less than
one year
1-2y rs Les s then
5yrs
6 & above
Yea
TABLE 3.4
Table showing the satisfaction of the respondents based
on wages
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Source: Primary Data
Inference
From the above table 32% of the respondents were Neutral, 26% of
the respondents told that they are satisfied with their salary drawn from
the Management, 22% of the respondents told that they are highly
satisfied, 13% of the respondents were dissatisfied.
CHART 3.4
Chart showing the satisfaction of the respondents based
on wages
Options No. of Respondents Percentage
Highly Satisfied 30 22
Satisfied 35 26Neutral 43 32
Dissatisfied 17 13
Highly Dissatisfied 10 7
Total 135 100
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22
26
32
13
7
0
5
10
15
20
25
30
35
Percentage
High ly
Sat is f ied
S a t i s fi ed N eu t r a l D i s s a t i s f ied H igh ly
D issa t is f iedO p t i o n
TABLE 3.5
Table showing employees attitude on job security.
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Source: Primary Data
Inference
From the above table it is inferred that 26% of the respondents are
Neutral, 29% of the respondents agree that they have job security, 28% of
the respondents strongly agree that their jobs are secured.
CHART 3.5
Chart showing employees attitude on job security.
Options No. of Respondents Percentage
Strongly agree 37 28
Agree 40 29Neutral 35 26
Disagree 13 10
Strongly disagree 10 7
Total 135 100
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Strongly agre
28%
Agree
29%
Neutra
26%
Disagre
1 0%
Strongl
disagre
7%
TABLE 3.6
Table showing the respondents recognition from
Department
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Source: Primary Data
Inference
From the above table, 19 % of the respondents feel that they are
highly recognized by the department in every aspect. 36% of the
respondents are average in this opinion.
CHART 3.6
Chart showing the respondents recognition from
Department
Options No. of Respondents Percentage
Excellent 26 19
good 33 24average 48 36
Below average 18 13
poor 10 8
Total 135 100
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19
2 4
36
1 3
8
0
5
10
15
20
25
30
3540
Percentage
E xc e l len t good average B e low
average
poo r
r e c o g n i ti o n f ro m D e p a
TABLE 3.7
Table showing the style of leadership followed by the
respondents.
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Source: Primary Data
Inference
From the above table it is inferred that 28% of the respondents
follow Autocratic style, 39 % of the respondents follow democratic style,
33 % of the respondents follow free reign style,
CHART 3.7
Chart showing the style of leadership followed by the
respondents.
Options No. of Respondents Percentage
Autocratic style 37 28
Democratic style 53 39Free reign style 45 33
Total 135 100
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TABLE 3.8
Table showing the opinion of the respondents about their
superior guidelines
Autocratic style
, 28
democratic
style, 39
free reign style
, 33
Autocratic style
democratic style
free reign style
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Source: Primary Data
Inference
From the above table it is inferred that 36% of the respondents are
satisfied by the guidelines given by the superior officers of the
organization. 24% of the respondents are highly satisfied by the guidelines
given by them.
CHART 3.8
Chart showing the opinion of the respondents about their
superior guidelines
.
Options No. of Respondents Percentage
Highly Satisfied 33 24
Satisfied 49 36Neutral 39 29
Dissatisfied 9 7
Highly Dissatisfied 5 4
Total 135 100
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24
36
29
7
4
0
5
10
15
20
25
3035
40
Percentage
Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
guidel ines of superior
TABLE 3.9
Table showing the opinion of the respondents about their
superior encouragements
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Source: Primary Data
Inference
From the above table it is inferred that 33% of the respondents are
satisfied with the encouragement given by the superiors. 25% of the
respondents are neutral in this opinion.
CHART 3.9
Chart showing the opinion of the respondents about their
superior encouragements.
Options No. of Respondents Percentage
Highly Satisfied 32 24
Satisfied 44 33Neutral 34 25
Dissatisfied 14 10
Highly Dissatisfied 11 8
Total 135 100
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24
33
25
108
0
5
10
15
20
25
30
35
Percentage
Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
employees boosted by superiors
TABLE 3.10
Table showing satisfaction level of the respondents about
the benefits provided by the Management.
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Source: Primary Data
Inference
From the above table it is inferred that 39% of the respondents are
satisfied with the salary provided by the organization. 24% of the
respondents are satisfied with the rewards provided by the organization.
CHART 3.10
Chart showing satisfaction level of the respondents about
the benefits provided by the Management.
Options No. of Respondents Percentage
Training 20 15
salary 52 39rewards 33 24
promotion 18 13
Others 12 9
Total 135 100
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15
39
24
13
9
0
5
10
15
20
25
30
35
40
Percentage
Training salary rewards promotion Others
benefits expecting
TABLE 3.11
Table showing the satisfaction level of respondents about
the various promotional opportunities
Source: Primary DataOptions No. of Respondents Percentage
Highly Satisfied 21 16
Satisfied 38 28
Neutral 32 24
Dissatisfied 24 18
Highly Dissatisfied 20 14
Total 135 100
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Inference
From the above table it is inferred that 28% of the respondents are
satisfied with the benefits and opportunity given by the organization for
promotion. Remaining 24% of the respondents are neutral to this opinion.
CHART 3.11
Chart showing the satisfaction level of respondents about
the various promotional opportunities.
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1 6
2 8
2 4
1 8
14
0
5
1 0
1 5
2 0
2 5
3 0
H ig h ly S a t is fie dS a tis fie d N e ut ra l D is s a tis fie d H ig h lyD issa t i s f i ed
oppor tun i t i es fo r p ro
Percentage
TABLE 3.12
Table showing satisfaction level of respondents about the
reward system
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Source: Primary Data
Inference
From the above table it is inferred that 22% of the
respondents are satisfied with the rewards provided by the organisation.
18% of the respondents are not satisfied.
CHART 3.12
Chart showing satisfaction level of respondents about the
reward system
Options No. of Respondents Percentage
Highly Satisfied 26 19
Satisfied 30 22Neutral 37 28
Dissatisfied 24 18
Highly Dissatisfied 18 13
Total 135 100
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19
22
28
18
13Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
TABLE 3.13
Table showing satisfaction level of respondents about the
job security.
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Source: Primary Data
Inference
From the above table it is inferred that 32% of the respondents
does the job with full involvement and interest.
CHART 3.13
Chart showing satisfaction level of respondents about the
job security.
Options No. of Respondents Percentage
Highly Satisfied 23 17
Satisfied 43 32Neutral 42 31
Dissatisfied 22 16
Highly Dissatisfied 5 4
Total 135 100
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17
32 31
16
4
0
5
10
15
20
2530
35
Percentage
Highly
Satisfied
Neutral Highly
Dissatisfied
employees involvement in their job
TABLE 3.14
Table showing satisfaction of the respondents regarding
working condition
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Source: Primary Data
Inference
From the above table it is inferred that 69% of the respondents are
satisfied with the working conditions and 31% of the respondents are not
satisfied with the working conditions.
CHART 3.14
Chart showing satisfaction of the respondents regarding
working condition
Response No. of Respondents Percentage
Satisfied 93 69
Dissatisfied 42 31
Total 135 100
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Satisfied, 69
Dissatisfied, 31
Satisfied
Dissatisfied
TABLE 3 .15
Table showing attitude of the respondents about their up
gradation
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Source: Primary Data
Inference
From the above table it is inferred that 39% of the
respondents have the intention to learn new things happening in the
organization.
CHART 3 .15
Chart showing attitude of the respondents about their up
gradation
Options No. of Respondents Percentage
Strongly agree 43 32
Agree 52 39
Disagree 25 18
Strongly disagree 15 11
Total 135 100
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Strongly agree
, 32
Agree, 39
Disagree, 18
Strongly
disagree, 11
Strongly agree
Agree
Disagree
Strongly disagree
TABLE 3.16
Table showing employees attitude towards food facilities
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Source: Primary Data
Inference
From the above table it is inferred that 31% of the
respondents feel good regarding subsidized food and store provided by
the organization.
CHART 3.16
Chart showing employees attitude towards food facilities
Options No. of Respondents Percentage
Excellent 31 23
good 42 31average 33 24
Below average 21 16
Poor 8 6
Total 135 100
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23
31
24
16
6
0
5
10
15
20
25
30
35
Percentage
Excellent good average below
average
poor
Table3 .17
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Table showing the leave facilities provided by the
organization.
Source: Primary Data
Inference
From the above table it is inferred that 34% of respondents strongly
agree that leave facilities are provided to higher extend by the
organization.
CHART 3.17
Chart showing the leave facilities provided by the
organization.
Options No. of Respondents Percentage
Strongly agree 46 34
Agree 62 46
Disagree 15 11
Strongly disagree 12 9
Total 135 100
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Strongly agree
, 34
Agree, 46
Disagree, 11
Strongly
disagree, 9
Strongly agree
Agree
Disagree
Strongly disagree
Table3.18
Table showing opinion of the respondents regarding leave
sanctioning by the company.
Options No. of Respondents Percentage
Satisfied 92 68
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Satisfied, 6
Dissatisfied, 3
Satisfied
Dissatisfie
Table 3.19
Table showing satisfaction of the respondents regarding
accommodation and rest room
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Source: Primary Data
Inference
From the above table it is inferred that 34% of the respondents are
highly satisfied with the accommodation and rest room facilities provided
by the company.
CHART 3.19
Chart showing satisfaction of the respondents regarding
accommodation and rest room
Options No. of Respondents Percentage
Highly Satisfied 46 34
Satisfied 32 24Neutral 31 23
Dissatisfied 20 15
Highly Dissatisfied 06 4
Total 135 100
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34
24 23
15
4
0
5
10
15
20
25
30
35
Percentage
Highly
Satisf ied
S a ti s fie d N eu tra l D is s a tis fie d H ig hly
Dissatisf ied
Table3 .20
Table showing employee attitude towards the counseling
of the organization.
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Source: Primary Data
Inference
From the above table it is inferred that 46% of the respondents
personal problems are shared and solved by the organization through
counseling techniques.
CHART 3 .20
Chart showing employee attitude towards the counseling
of the organization.
Options No. of Respondents Percentage
Strongly agree 52 38
Agree 61 46Disagree 12 9
Strongly disagree 10 7
Total 135 100
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38
46
97
0
5
10
15
20
25
30
35
40
45
50
Percentage
Strongly
agree
Agree Disagree Strongly
disagree
Options
Table3 .21
Table showing attitude of the respondents related to
company rules, regulations, procedures, and policies.
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Source: Primary Data
Inference
From the above table it is inferred that 39% of the respondents
agree and deny to the rules, regulations, procedures and policies of the
company.
CHART 3 .21
Chart showing attitude of the respondents related to
company rules, regulations, procedures, and policies.
Options No. of Respondents Percentage
Strongly agree 48 36
Agree 53 39Disagree 15 11
Strongly disagree 19 14
Total 135 100
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3639
1114
0
5
10
15
20
25
30
3540
Percentage
Strongly
agree
Agree Disagree Strongly
disagree
CHI-SQUARE TEST
To test whether there is a significant difference between the annual
income and the consequences of job stress among the employees.
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1. Null hypothesis H0 :- There is no significant difference between
the annual income and the consequences of job stress among the
employees.
2. Alternative hypothesis H1 : - There is a significant difference
between the annual income and the of consequences of job stress among
the employees.
Care taken
by
company
Employees involvement in their job
Highly
satisfied
Satisfied Neutral Dis-
satisfied
Highly
dissatisfied
Total
Strongly
agree
10 17 15 8 2 52
Agree10 20 19 12 0 61
Disagree1 3 5 1 2 12
Strongly
disagree
2 3 3 1 1 10
Total23 43 42 22 5 135
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The expected frequencies are given below:
Care
taken by
company
Employees involvement in their job
HS S NEU D HD Total
Strongly
agree
10 8.8 17 16.6 15 16.2 8 8.5 2 1.92 52
Agree10 10.4 20 19.4 19 19 12 9.9 0 2.25 61
Disagree1 2.04 3 3.82 5 3.7 1 1.95 2 0.4 12
Strongly
disagree
2 1.7 3 3.2 3 3.1 1 1.62 1 0.37 10
Total23 43 42 22 5 135
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CALCULATION OF TEST STATISTIC: - TABLE FOR 2
Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)
2/Ei
10 9 1 1 0.110 10 0 0 01 2 -1 1 0.52 2 0 0 017 17 0 0 020 19 1 1 0.053 4 -1 1 0.253 3 0 0 015 16 -1 1 0.0619 19 0 0 05 4 1 1 0.25
3 3 0 0 08 8 0 0 012 10 2 4 0.41 2 -1 1 0.51 2 -1 1 0.52 2 0 0 00 2 -2 4 22 1 1 1 11 0 1 1 0
2cal =
5.61
Level of significance = 0.05
Critical value
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2tab = 2
0.05, (n-1)
= 20.05, (20-1)
= 20.05, 19
= 30.144
Interpretation
Since the calculated chi-square value (5.61) is less than the
tabulated chi-square value (30.144), the Null hypothesis H0 is accepted
and the alternative hypothesis H1 is rejected. Hence there is no significant
difference between employee involvement in the job and care taken by the
company towards employees personal problem.
4.1 FINDINGS
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Most of the respondents (55%) are male.
Majority of the respondents (72%) are 21 35 age groups
Most of the respondents (52%) are coming under the experience
group 1 to 2 years only.
Most of the Respondents (32%) are satisfied with the reward
system.
32% of the respondents are Neutral with their salary drawn from the
Management. but also few expecting more
29% of the employees agree that they have job security
19% of the employees are excellent in the recognition of the
department.
36% of the respondents are satisfied with the guidelines given by
the superiors.
33% of the respondents are satisfied with the encouragement given
by the superiors.
Most (39%) of the employees expectation is salaries from the
management.
28% of the employees are satisfied with the opportunities for
promotion.
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28% of the respondents are neutrally agreed with the reward
system.
32% of the respondents have full involvement and interest in doing
their job.
69% of the respondents are satisfied with the working condition of
the organization.
39% of the respondents have the intention to learn new things
inside the organization.
Most (39%) of the employees agree that the organization follow
democratic leadership.
34% of respondents strongly agree that leave facilities are provided
to a higher extend.
34% of the employees are highly satisfied with the organization
facilities like accommodation and restroom.
46% of the employees personal problems are shared and solved
by the organization through counseling techniques.
Rules, regulations, procedures and policies of the company are
agreed by the employees to the most (39%)
Promotions to the talented employees can be implemented.
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4.2 SUGGESTION
Nearly one third of the workers are not satisfied with the benefits
provided by the organization. They are expecting monetary
rewards and salary hikes. So company has to consider the
experienced workers performance and provide rewards for the
satisfaction for employees.
Employees are not satisfied with up gradation of their knowledge
through training so company has to provide such a facility to them.
The organization has to concentrate on retaining the employees in
order to control the attrition rate. It will control the unwanted
expenditure for recruitment and training.
Most of the workers are unaware about the companys redressal
grievance committees function. So company, they have to give
awareness program to the employees about the functions and
benefits of the grievance redressal committee.
Increase in allowance for night shift may motivate the employee to
improve their job involvement.
Company try to improve the their participative leadership style with
the help of the employees
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