Improving Advisor Morale and Performance

CHAPTER-1

1.1 INTRODUCTION

There are many resources in an organization; human resource is one such
resource, which is highly essential. It is a matter of common knowledge that every
business organization depends for its effective functioning not so much on its material or
financial resources as on its pool of able and willing human resources.

Management of every organization should try to improve the morale of its
advisors, which forms a pre-requisite to productivity and operations of the organization.
It is very difficult for an organization to achieve its objective of high productivity and
more profit without the input of best performance of its human resource. An advisor can
give his best performance when he is committed towards his work for the organization.

If the advisors are satisfied with their job and if they have high morale only then
they can be enthusiastic and motivated to attain the goals and long-term objectives of the
organization. An organization can improve the morale of its advisor by formulating
sound HR functions, which stimulate the performance and maintain the commitment of
the advisors towards the organization.

It is also important for an organization to ensure the satisfaction and the morale of
the advisors in frequent intervals so that the advisors are more satisfied with their
organization and are willing to put their best performance on their job. It will result in
high efficiency in their work with effectiveness, high quality of the work, low cost and
less time consumption such that the organization can achieve any of their goals and their
long-term objectives.

1

1.2 PURPOSE OF THE STUDY

 The project has been assigned to allow the management of the company stronger
insights into the positive and negative effects that their H.R. functions have on
advisors.

 This project also provides the basis to improve the strategies in order to enhance
advisor’s performance.

 This project is a part of my MBA curriculum.

2

1.3 SCOPE OF THE STUDY

 Scope of the study deals with the effects of the current H.R. procedures on the
performance of the advisors.

 This project helps the management by giving clear information about the
satisfaction and the morale level of the advisors.

 It helps the Organization to know the factors, which can help in improving the
morale and satisfaction level of the advisors. Thus by knowing the various factors
effective strategies can be developed which can help in improving the
performance and the productivity of the advisors by fulfilling their needs.

3

1.4 COMPANY PROFILE

1.4.1 RELIANCE LIFE INSURANCE

Reliance Life Insurance Company Limited is a part of Reliance Capital Ltd. of the
Reliance - Anil Dhirubhai Ambani Group. The company acquired 100 per cent
shareholding in AMP Sanmar Life Insurance Company in August 2005. Taking over
AMP Sanmar Life provided Reliance Life Insurance a readymade infrastructure and a
portfolio.

AMP Sanmar Life Insurance was a joint venture between AMP, Australia and the
Sanmar Group. Headquartered in Chennai, AMP Sanmar had over 90 offices across the
country, 9,000 agents, and more than 900 advisors.

Reliance Capital is one of India’s leading private sector financial services
companies, and ranks among the top 3 private sector financial services and banking
companies, in terms of net worth. Reliance Capital has interests in asset management and
mutual funds, stock broking, life and general insurance, proprietary investments, private
equity and other activities in financial services.

Reliance Capital Limited (RCL) is a Non-Banking Financial Company (NBFC)
registered with the Reserve Bank of India under section 45-IA of the Reserve Bank of
India Act, 1934.

Reliance Capital sees immense potential in the rapidly growing financial services
sector in India and aims to become a dominant player in this industry and offer fully
integrated financial services.

Reliance Life Insurance is another step forward for Reliance Capital Limited to
offer need based Life Insurance solutions to individuals and Corporate.

4

1.4.2 ABOUT SH. DHIRUBHAI AMBANI

Few men in history have made as dramatic a contribution to their country’s
economic fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still
have left behind a legacy that is more enduring and timeless.

As with all great pioneers, there is more than one unique way of describing the
true genius of Dhirubhai: The corporate visionary, the unmatched strategist, the proud
patriot, the leader of men, the architect of India’s capital markets, the champion of
shareholder interest.

But the role Dhirubhai cherished most was perhaps that of India’s greatest wealth
creator. In one lifetime, he built, starting from the proverbial scratch, India’s largest
private sector enterprise.

When Dhirubhai embarked on his first business venture, he had a seed capital of
barely US$ 300 (around Rs 14,000). Over the next three and a half decades, he converted
this fledgling enterprise into a Rs 60,000 crore colossus—an achievement which earned
Reliance a place on the global Fortune 500 list, the first ever Indian private company to
do so.

Dhirubhai is widely regarded as the father of India’s capital markets. In 1977,
when Reliance Textile Industries Limited first went public, the Indian stock market was a
place patronised by a small club of elite investors which dabbled in a handful of stocks.

Undaunted, Dhirubhai managed to convince a large number of first-time retail
investors to participate in the unfolding Reliance story and put their hard-earned money
in the Reliance Textile IPO, promising them, in exchange for their trust, substantial return
on their investments. It was to be the start of one of great stories of mutual respect and
reciprocal gain in the Indian markets.

5

Under Dhirubhai’s extraordinary vision and leadership, Reliance scripted one of
the greatest growth stories in corporate history anywhere in the world, and went on to
become India’s largest private sector enterprise.

Through out this amazing journey, Dhirubhai always kept the interests of the
ordinary shareholder uppermost in mind, in the process making millionaires out of many
of the initial investors in the Reliance stock, and creating one of the world’s largest
shareholder families

1.4.3 CHIEF EXECUTIVE OFFICER

Mr. P Nandagopal joined Reliance Life Insurance Company Limited as CEO on
October 4th, 2005 - the day the share holding of AMP Sanmar was transferred to
Reliance Capital Group.

Prior to this, he was with Birla Sun Life Insurance as one of its founding
members. Working as Senior Vice-President, he was responsible for driving the Alternate
Channels, Group Insurance and Pensions’ businesses.

Mr. Nandagopal has over two decades of experience in the financial services
industry. Starting from Andhra Bank, he moved on to GIC and its subsidiaries - New
India Assurance and GIC Asset Management - managing various assignments in finance,
underwriting, claims and mutual fund marketing.

Later he shifted to DSP Merrill Lynch as Head of its Retail Sales Channels and
then to Birla Sun Life in 1999.

In 1995, he was given the ‘Young Manager of the Year’ award by Hyderabad
Management Association in recognition of his all-round excellence in performance and
leadership skills and contribution to the performance and growth of his organization.

6

He is an MBA with Finance and Marketing majors, an Associate Company
Secretary and a Fellow of the Insurance Institute of India. He has written several articles
for newspapers and journals and has also authored his first book titled Investor’s
Handbook. It is the prescribed reference book for AMFI exams.

His hobbies and interests include event management, interior decoration,
freelance journalism, poetry, script writing and art direction.

7

CHAPTER-2
REVIEW OF LITERATURE

2.1 INTRODUCTION:
Human resource management involves people, acquiring their services,
developing their skills, motivating them to high levels of performance and ensuring that
they continue to maintain their commitment to their organisation, which is essential to
achieve their organization objectives.

HRM is required in all types of organization – government, business, health,
recreation or social action. Getting and keeping good people is critical to the success of
every organization whether profit or non-profit, public or private. Manager of every
organization tries to improve the morale of its advisors, which forms a pre requisite to
productivity, and operations of the organization.

The productivity of an organization depends on the performance of the advisors
.the performance of the advisors depend on their morale and job satisfaction and morale
of the advisor depends on the HR functions of the organization. Thus to have high
productivity the organization should have sound HR functions. In order to improve the
productivity of the advisors it is very organization to boost up their morale and to
increase their job satisfaction.

2.2 DEFINITIONS OF JOB SATISFACTION:
“Job satisfaction is the favorableness or unfavorable ness with which employees
view their work”.
Keith Davis & Werther

“Is the degree to which a individual feels positively or negatively about the
various facts of the job tasks the work setting and relationship with co-workers”.
John. R. Schermerhorn & j.r. James

8

2.3 MORALE:
Morale is a very widely used term. It refers to a feeling of enthusiasm, zeal,
confidence in individuals or groups that they will be able to cope with the tasks assigned
to them.
A person’s enthusiasm for his job reflects his attitude of mind to work,
environment and to his employer, and his feelings to strive for the goals set for him by
the organization in which he is employed.

Morale is a synthesis of an advisor’s diverse reactions to and feelings for his job,
his working, his superiors, his organization, his fellow workers, his pay, and so on.
Feelings, emotions, sentiments, attributes and motives- all these combine and lead to a
particular type of behavior on the part of an individual or his group; and that is what is
referred to as advisor morale.

Morale is a feeling, somewhat related to enthusiasm or zeal. For a group of
workers, morale, according to a popular usage of the word, refers to over all tone; climate
or atmosphere of work, perhaps vaguely sensed the members.

If workers appear to feel enthusiastic and optimistic about group activities, if they
have a sense of mission about their job, if they are friendly with each other, they are
described as having a good or high morale. If they seem to be dissatisfied, cranky,
critical, restless and pessimistic they are described as having a poor or low morale.

Advisor’s enthusiasm, voluntary conformance with regulations and orders, and a
willingness to co-operate with others in the accomplishments of organization objectives
evidence good morale. Poor morale is evidenced by surliness, insubordination, a feeling
of discouragement and dislike of the job, company and the associates.

9

2.3.1 CRITERIA WHICH ARE IMPORTANT FOR THE DETERMINATION OF
THE LEVEL OF ADVISOR’S MORALE:
(a) The organization:
The organization influences a workers attitude to his job. Example organizational
goals would seem to be distant and unreal when he has little opportunity for establishing
organizational objectives.
The public reputation of an organization may build up, for better or worse, his
attitude towards it.

(b) Nature of work:
Many jobs are routine or of a specialized nature may cause the boredom of the
advisor, for obsessive thinking and alienation.

(c) Level of satisfaction:
If the job factor and the satisfaction they bring is perceived to be favourable to the
worker, morale tends to be higher.

(d) Supervision received:
The actions of the management exercise a tremendous influence on the morale of
the advisors. High rates of turn over for example indicate that the leadership is
ineffective.

(e) Concept of self:
How advisors perceive themselves influences their attitudes to the organizational
environment. For example the morale of advisors who lack self-confidence or who suffer
from a poor physical or mental health is generally low.

(f) Advisor’s age:
Today’s belief is that age and morale is directly related. Older advisors seem to
have higher morale because perhaps younger workers are more dissatisfied “New breed
with higher expectation with the elders”.

10

(g) Advisor educational level:

Higher the educational level of an advisor, the lower his job satisfaction because
he compares his own attainments with those of others. The higher he thinks he should be
the more dissatisfied he is.

(i) Morale and Performance

There are some who assert that high satisfaction leads to high performance.
Others say that satisfaction results from high performance because most people
experience by accomplishing some job.

(j) Job Satisfaction

Job satisfaction is a function of, or is positively related to the degree to which the
characteristics of the job meet with approval and the desires of the group to which the
individual looks for guidance in evaluating the world and defining social reality or job
satisfaction is a function of, or is positively related to the degree to which one’s personal
needs are fulfilled in the job situation.

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2.4 SOURCES OF JOB SATISFACTION:

WORKING WAGES WORK
CONDITION

JOB
SATISFACTION

WORK
GROUP SUPERVISION PROMOTION

2.4.1 Wages:
It plays a significant role in influencing job satisfaction. Employees want a pay system
which is simple, fair and in line with their expectations, when it is so satisfaction is likely
to result.

2.4.2 Nature of work:
Jobs that have too little challenges create boredom, but too much challenge creates
frustration.

2.4.3 Promotion:
Promotional opportunities affect job satisfaction considerably.

2.4.4 Supervision:
There is a positive relationship between the quality of supervision and job
satisfaction.

12

2.4.5 Work group:
It does serve as a source of satisfaction to individual employees.

2.4.6 Working condition:
Working condition that are compatible with an employee’s physical comfort & that
facilitate doing a good job contribute to job satisfaction.

2.5 STUDIES ON JOB SATISFACTION:
Understanding what motivated advisors and how they were motivated was the
focus of many researchers following the publication of the Hawthorne Study results
(Terpstra, 1979).

Five major approaches that have led to our understanding of motivation are:

 Maslow's need-hierarchy theory,
 Herzberg's two- factor theory,
 Vroom's expectancy theory,
 Adams' equity theory, and
 Skinner's reinforcement theory

2.5.1 Maslow’s theory states that advisors have five levels of needs (Maslow’s, 1943):
physiological, safety, social, ego, and self- actualizing. Maslow’s argued that lower level
needs had to be satisfied before the next higher level need would motivate advisors.

2.5.2 Hertzberg’s theory categorized motivation into two factors: motivators and
hygienes (Hertzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such
as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors,
such as pay and job security, produce job dissatisfaction.

13

2.5.3 Vroom’s theory is based on the belief that advisor effort will lead to performance
and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or
negative. The more positive the reward the more likely the advisor will be highly
motivated. Conversely, the more negative the reward the less likely the advisor will be
motivated.

2.5.4 Adams' theory states that advisors strive for equity between themselves and other
workers. Equity is achieved when the ratio of advisor outcomes over inputs is equal to
other advisor outcomes over inputs (Adams, 1965).

2.5.5 Skinner’s theory simply states those advisors' behaviors that lead to positive
outcomes will be repeated and behaviors that lead to negative outcomes will not be
repeated (Skinner, 1953). Managers should positively reinforce advisor behaviors that
lead to positive outcomes. Managers should negatively reinforce advisor behavior that
leads to negative outcomes.

2.6 CORRELATES OF JOB SATISFACTION
Job satisfaction is related to two types of variables:
 Organizational
 Personal

2.6.1 ORGANISATIONAL VARIABLES

(a) Occupational level:
The higher the level of the job, the greater the satisfaction of the individual. This is
because higher-level job carry greater prestige and self control.

(b) Job content:
Greater the variation in job content and the less the repetitiveness with which the
task must be performed, the greater the satisfaction of the individuals involved.

14

(c) Considerate leadership:
People like to be treated with consideration. Hence considerate leadership results in
higher job satisfaction than inconsiderate leadership.

(d) Pay and Promotional opportunities:
All other things being equal these two variables are positively related to job
satisfaction.

(e) Interaction in the work group:
Good interaction among the colleagues results in being accepted by others and it even
facilitates the achievement of goals and thus helps them to achieve satisfaction in their
job.

2.6.2 PERSONAL VARIABLES

(a) Age:
Studies indicate that there is generally a positive relationship between the two
variables up to the pre retirement years and then there is a sharp decrease in satisfaction.
A individual aspires for jobs in later years of his life. Findings his channels blocked, his
satisfaction declines.

(b) Educational Level:
With occupational level held constant there is negative relationship between the
educational level and job satisfaction. The higher the education, the higher the reference
group which the individual looks to for guidance to evaluate his job rewards.

(c) Gender:
There is as yet no evidence as to whether women are more satisfied with their
jobs than men, holding such factors as job and occupational level constant.
(d) Relationship between Job Satisfaction and Productivity

15

Earlier it was believed that Job Satisfaction leads to increased productivity.
But many later studies have now established that the above belief is not correct. Job
satisfaction rather than causing performance is caused by it. Good performance leads to
various kinds of rewards, which in turn lead to satisfaction.

2.7 CONCEPT OF JOB SATISFACTION

Job satisfaction is a derived from the Latin words ‘satisfaction’ meaning,
“enough and to do respectively”, job satisfaction denotes “a process of gaming desired
things at desired amount at the job just as an imbalance in the organism causes
restlessness, dissatisfaction may have detrimental effect upon the time of an employee at
the place of work”.

Since work is a vital part of once life a work related factors contribute to
the individual’s happiness and pleasure. Job satisfaction the results various attitude of the
employee hold towards. The job towards job related butch and towards life in general. It
is a general attitude. An attitude which is the result of many specific attitudes in three
major ways. Such as situational factor or specific job factor individual characteristic at
group and social relationship outside the job.

Job satisfaction is the ultimate function of so many individual attitude
together. Many thinkers consider job satisfaction as a collection force and not a unitary
phenomenon. A number of material and non-material factors contribute to job
satisfaction. Some of these variables play important role while others play secondary role
in giving satisfaction in job. It is quite difficult to determine the relative importance
varies with time and person.

Historically speaking, the term ‘Job Satisfaction’ came into vogue in1935.
When Hppock published his classic work job satisfaction. He defined job satisfaction as
“any combination of physiological, psychological and environmental circumstances that
causes a person truthfully to say, “I am satisfied with my job”.

16

CHAPTER-3

3.1 RESEARCH METHODOLOGY
17Research is a process of systematic and in depth study of any particular topic or
subject backed by collection, compilation, presentation and interpretation of relevant
data.
A research design is the specification of the methods and procedures for acquiring
the information needed to structure what information is to be collected from which
sources and by what procedures. Research design is needed because it facilitates the
smooth sailing of various research operations, there by making as efficient as possible. In
simple words it refers to the process of research.

3.2 RESEARCH DESIGN:
Descriptive research design is used in this study. A descriptive research design is
undertaken in order to ascertain and be able to describe the characteristic of the variables
of interest in this study.

3.3 POPULATION:
It is the advisors of Reliance Life Insurance who are in executive level.

3.4 SAMPLING:
It is the process of collecting the data from the population

3.5 SAMPLING TECHNIQUE:
Simple random sampling technique is adopted in this study for collecting the
sample, which is a probabilistic sampling method.

3.6 SAMPLING SIZE:
The sampling size of the study is 200

17

3.7 PILOT STUDY:

In researches where questionnaire is used as a tool for data collection, it is always

advisable to conduct a pilot study in order to increase the response rate of the

respondents. Here, the researcher has taken 20 samples to do the pilot study.

3.8 DATA SOURCES:
Data is collected from both primary and secondary sources.

3.8.1 PRIMARY DATA
Primary data is collected through face to face conversation, Interviews, Informal
talks and Questionnaires

3.8.2 SECONDARY DATA
Secondary data is collected through textbooks, journals, brochures, office records
and internet.

3.9 DATA COLLECTION TOOLS:
Structured questionnaire is used here as the instrument to collect the data. Both
open ended and closed ended questions are included in this.

3.10 OBJECTIVE OF THE STUDY

3.10.1 Primary objective:
To ascertain the morale and job satisfaction level of the advisors with respect to
the various HR functions implemented in the company.

18

3.10.2 Secondary objective:
 To find out the factors which has impact on the individual’s morale and
satisfaction in their job?

 To identify the key areas and the strategies to improve advisor morale and
satisfaction.

 To suggest the immediate measures which can be used based on positively
imparting H.R. procedures.

3.11 LIMITATIONS OF THE STUDY

 The findings of the study are restricted to the advisors of Reliance Life Insurance
Company (P) Ltd.

 This study is based on the assumption that the respondents are giving honest
views.

 The views are based on the individual’s understanding of his job profile and his
own perception.

 The findings of the study are based on the information provided by the
respondents.

 The study is restricted to the executive level advisors only.

19

CHAPTER- 4
Table: 4.1
Classification of the respondents based on their age group:

AGE GROUP (in years) NO. OF RESPONDENTS PERCENTAGE
Between 20-25 60 30
Between 25-30 70 35
Between 31-40 60 30
40 and above 10 05
Total 200 100

CHART 4.1

Chart showing the age group of the
respondents
35 30
40 30
percentage 30
5
20
10
0
between between between 40 and
20-25 25-30 31-40 above

AGE

INFERENCE:

From the above table it is inferred that, out of 200 respondents, 35% fall between

the age group of 25-30 years, 30% fall between the age group of 20-25years, 30% fall

between the age group of 31-40 and 5% fall under the age group of 40 years and above.

20

Table: 4.2

Classification of the respondents based on their gender:

GENDER NO. OF RESPONDENTS PERCENTAGE
Male 150 75
Female 50 25
Total 200 100

CHART 4.2

chart showing the gender in the
organization

100 75

Percentage 50 25

0
Male Female
Gender

INFERENCE:

From the above table it is inferred that, out of 200 respondents, 75% of them are

male and 25% of them are female.

21

Table: 4.3

Classification of the respondents based on their educational
qualification:

QUALIFICATION NO. OF RESPONDENTS PERCENTAGE
U.G 40 20
P.G 160 80
Total 200 100

CHART 4.3

Chart showing the educational
Qualification of the respondents
80
80
60
Percentage 40
20
20
0
U.G P.G
Qualification

INFERENCE:


U.G and 20% of them are P.G.

22

Table: 4.4

Classification of the respondents based on their marital status:

MARITAL STATUS NO. OF RESPONDENTS PERCENTAGE
Married 60 30
Unmarried 140 70
Total 200 100

CHART 4.4

Chart showing the marital status of
The respondents

70
80
60 30
Percetage 40
20
0
Married Unmarried
Marital status

INFERENCE:


unmarried and 30% of them are married.

23

Table: 4.5

Classification of the respondents based on their experience:

EXPERIENCE NO. OF RESPONDENTS PERCENTAGE
Less than 2 years 90 45
2-5 years 60 30
5-8 years 50 25
More than 8 years 00 00
Total 200 100

CHART 4.5

Chart showing the experience of the respondents
45
50 35
40 25
30
Percentage
20 0
10
0
less than 2 2-5 years 5-8 years more than 8
years years
Experience

INFERENCE:

From the above table it is inferred that out of 200 respondents, 45% of the

respondents have an experience of less than 2 years, 30% have an experience of 2-5 years

and 25% of the respondents have an experience of 5-8 years.

24

Table: 4.6.1
Classification of the respondents based on their relationship with co-
workers:

SATISFACTION NO. OF PERCENTAGE
LEVEL RESPONDENTS
Highly satisfied 40 20
Satisfied 110 55
Neutral 10 05
Dissatisfied 40 20
Highly dissatisfied 00 00
Total 200 100
CHART 4.6.1

Chart showing the relationship with co-
Workers among respondents

60 55
40
Percentage
20 20
20 5 0
0
N
HS S DS HDS
Satisfaction level

INFERENCE:


respondents are satisfied , 20% of the respondents are highly satisfied , 20% of the

respondents are dissatisfied and 05% of the respondents are neither satisfied nor

dissatisfied.

25

Table: 4.6.2
Classification of the respondents based on their relationship with sub-
ordinates:

SATISFACTION NO. OF RESPONDENTS
LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.6.2

Chart showing the relationship with sub-ordinates
Among respondents

80
65
60
Percentage 40
20 15 5 15 0
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

Table: 4.6.3

26

Classification of the respondents based on their organizational climate:

LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.6.3

Chart showing the organizational climate

80
65
60

Percentage 40
20 15 5 15
0
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

27

Table: 4.6.4
Classification of the respondents based on their organizational culture:

LEVEL RESPONDENTS
Satisfied 110 55
Neutral 10 05
Dissatisfied 40 20
Total 200 100

CHART 4.6.4

Chart showing the organizational culture

55
60
40 20 20
Percentage 5 0
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

28

Table: 4.7.1
Classification of the respondents based on their safety measures:
SATISFACTION NO. OF % OF
LEVEL RESPONDENTS RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.7.1

Chart showing the safety measures of the
Organization

60
50 55
40
Percentage 30 25
15
20 5
10 0
0
highly satisfied neutral dissatisfied highly
satisfied dissatisfied

Satisfaction level

INFERENCE:




dissatisfied.

29

Table: 4.7.2
Classification of the respondents based on their welfare measures:

LEVEL RESPONDENTS
Satisfied 120 60
Neutral 10 05
Dissatisfied 30 15
Total 200 100
CHART 4.7.2

Chart showing the welfare measures of the
Organization

80
Percentage

60
60
40 20 5 15 0
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

Table: 4.7.3

30

Classification of the respondents based on their health measures:

LEVEL RESPONDENTS
Satisfied 120 60
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.7.3

Chart showing the health measures of
The organization

60
60

40
Percentage
20
20 5 15
0
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

31

Table: 4.8.1
Classification of the respondents based on their timing factor for job
schedule:

LEVEL RESPONDENTS
Satisfied 120 60
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.8.1

Chart showing the timing factor for job schedule

60 60
50
40
Percentage
30 20 15
20 5 0
10
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

32

Table: 4.8.2
Classification of the respondents based on their interval factor for job
schedule:
LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.8.2

Chart showing the interval factor for job
Schedule

80 65
60
Percentage 40 5 15 0
15
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

33

Table:4.9.1
Classification of the respondents based on their induction and
orientation program:

SATISFACTION NO.OF PERCENTAGE
LEVEL RESPONDENTS
Satisfied 120 60
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.9.1
chart showing the induction and
orientation program
60
60
40
percentage 20
20 15
5 0
0
HS S N DS HDS
satisfaction level

INFERENCE:




dissatisfied.

34

Table: 4.9.2
Classification of the respondents based on their training program:
LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.9.2

Chart showing the training program
In the organization

80 65
60
percentage 40 5 15
20 15 0
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

35

Table: 4.10.1
Classification of the respondents based on their salary plan:
LEVEL RESPONDENTS
Satisfied 120 60
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.10.1

Chart showing the salary plan of the
Organization

60
40
Percentage 60 5 15
20 0
20
0
S N
HS DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

36

Table: 4.10.2
Classification of the respondents based on their incentive plan:
LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.10.2

Chart showing the incentive plan of the
Organization

80 65
60
Percentage 40
15 5 15 0
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:


respondents are satisfied ,15% of the respondents are highly satisfied , 15% of the


dissatisfied.

37

Table: 4.11
Classification of the respondents based on their payment period:

LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100
CHART 4..11

Chart showing the payment period in the
Organization

80 65
60
Percentage 40 15 5 15 0
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

38

Table: 4.12.1
Classification of the respondents based on their stress:

OPINION NO. OF RESPONDENTS PERCENTAGE
Yes 170 85
No 30 15
Total 200 100

CHART 4.12.1

Chart showing the stress in the
Organization

100
80
85
60
Percentage 15
40
20
0
Yes no
Opinion

INFERENCE:


respondents are comes under the category of ‘YES’ and 15% of the respondents are

comes under the category of ‘NO’.

39

Table: 4.12.2
Classification of the respondents based on their types of stress:
Mental stress 140 70
Physical stress 60 30
Total 200 100

CHART 4.12.2

Chart showing the types of stress in the

Organization

100 70
Percentage
50 30
0
Mental stress Physical stress

Opinion

INFERENCE:


respondents are comes under the category of mental stress and 30% of the respondents

are comes under the category of physical stress.

40

Table: 4.13
Classification of the respondents based on their stress management
activity:

Yes 00 00
No 200 100
Total 200 100

CHART 4.13

Chart showing the stress management
Activity in the organization
100
100
Percentage 50 0
0
Yes No
Opinion

INFERENCE:


respondents are comes under the category of ‘NO’.

41

Table: 4.14.1
Classification of the respondents based on their rules and regulations:

SATISFACION NO. OF PERCENTAGE
LEVEL RESPONDENTS
Satisfied 110 55
Neutral 10 05
Dissatisfied 40 20
Total 200 100

CHART 4.14.1

Chart showing the rules end regulations
Of the organization

55
60
40 20 20
Percentage
5 0
20
0
S N
HS DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

42

Table: 4.14.2
Classification of the respondents based on their policies and procedures:

LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.14.2

Chart showing the policies and procedures in
The organization

80 65
60
15
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

43

Table: 4.14.3
Classification of the respondents based on their communication
procedure:
LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.14.3

Chart showing the communication
Procedure in the organization

80 65
60
Percentage 40
15 15
5 0
20
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

44

Table: 4.14.4
Classification of the respondents based on their grievance redressal
system:

LEVEL RESPONDENTS
Satisfied 110 55
Neutral 10 05
Dissatisfied 40 20
Total 200 100

CHART 4.14.4

Chart showing the grievance redressal
System in the organization

60 55
50
40
Percentage 30
20 20
20
10 5 0
0
S N
HS DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

45

Table: 4.15
Classification of the respondents based on their leave facility:
LEVEL RESPONDENTS
Extremely satisfied 30 15
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Extremely dissatisfied 00 00
Total 200 100

CHART 4.15

Chart showing the leave facility in the
Organization

80 65
60
Percentage 40
20 15 5 15 0
0
N
HS S DS HDS
Satisfaction level

INFERENCE:




dissatisfied.

46

Table: 4.16

Classification of the respondents based on their performance
appraisal:
SATISFACTION NO.OF RESPONDENTS PERCENTAGE
LEVEL
Satisfied 130 65
Neutral 10 05
Dissatisfied 30 15
Total 200 100

CHART 4.16

Chart showing the performance appraisal
In the organization

60
40
Percentage 60
20
20 5 15 0
0
S N
HS DS HDS
Satisfaction level

INFERENCE:


respondents are satisfied ,15% of the respondents are extremely satisfied , 15% of the


dissatisfied.

47

Table: 4.17
Classification of the respondents based on their job performance:
LEVEL RESPONDENTS
Satisfactory 110 55
Excellent 20 10
Competent 40 20
Poor 30 15
Total 200 100

CHART 4.17

chart showing the job performance in the
organization

60
40
Percentage 55
20 20
10 15
0
S E C P

Satisfaction level

INFERENCE:


respondents are comes under the category of satisfactory level, 10% of the respondents

are comes under the category of excellent level, 20% of the respondents are comes under

the category of competent level and 15% of the respondents are comes under the category

of poor level.

Table: 4.18

48

Classification of the respondents based on their job security:

LEVEL RESPONDENTS
Extremely good 40 20
Good 120 60
Neutral 10 05
Poor 30 15
Extremely poor 00 00
Total 200 100

CHART 4.18

Chart showing the job security in the
Organization

80 60
60
Percentage 40
20 20 5 15 0
0
M P
EG G EP
Satisfaction level

INFERENCE:


respondents are comes under satisfaction level of good, 20% of the respondents are

comes under the satisfaction level of extremely good, 15% of the respondents are comes

under the satisfaction level of poor and 05% of the respondents are comes under the

satisfaction level of neither satisfied nor dissatisfied.

Table: 4.19

49

Classification of the respondents based on their over all job
satisfaction:
LEVEL RESPONDENTS
Satisfied 130 65
Neutral 10 05
Dissatisfied 20 10
Total 200 100

CHART 4.19

Chart showing the overall job
Satisfaction in the organization

80 65
60
20
0 0
S N
ES DS EDS
Satisfaction level

INFERENCE:


respondents are satisfied, 20% of the respondents are extremely satisfied, 10% of the


dissatisfied.

STATISTICAL TOOLS USED

50

To analyze and interpret the collected data, the following statistical tools are used.

 Chi square method

 Percentage method

 ANOVA method

 KARL PEARSON’S coefficient of correlation

CHI-SQUARE METHOD:

The chi square test is one of the simplest and most widely used non-

parametric tests in statistical work. As a non-parametric test it can be used to determine if

categorical data shows dependency or the two classifications are independent. It can also

be used to make comparisons between theoretical population and actual data when

categories are used.

n
Chi square, χ²= ∑ (O-E) ² / E
i =1
Where, O= observed frequency

E= expected frequency

PERCENTAGE METHOD:

Percentage refers to a special kind of ratio. It is used to make comparison between
two or more series of data. They can be used to compare the relative items, the
distribution of two or more series of data, since the percentages reduces every thing to a
common base and there by allow meaningful comparisons to be made.

NO OF RESPONDENTS
PERCENTAGE = ------------------------------------- x 100
TOTAL RESPONDENTS

ANOVA METHOD:

51

The ANOVA technique is important in the context of all situations where

we want to compare more than two populations such as in comparing the yield of crop

from several varsities of seeds. The basic principle of ANOVA is to test the difference

among the means of the population by examining the amount of variations within the

samples.

Estimate of population variance based on between sample variance
F=
Estimate of population variance based on within sample variance

One way ANOVA:
Under the one way ANOVA, we consider only one factor and then observe that

the reason for said factor to be important is that several possible types of samples can

occur within that factor. We then determine if there are differences within that factor.

KARL PEARSON’S CO-EFFICIENT OF CORRELATION:

This method is to be applied only where deviations of items are taken from actual

mean and not from the assumed mean. The Pearson’s correlation method is denoted by, r.

r = ∑(x*y) / √ (∑x²*∑ y²)

Where, x = (X – X) , y = (Y – Y)

TEST NO -1

52

The table shows that classification based on working environment of the
respondents:

EXTREMELY SATISFIED NEUTRAL DIS- HIGHLY TOTAL
SATISFIED SATISFIED DIS-
SATISFIED

X1 X2 X3 X4 X5
40 110 10 40 00 200
30 130 10 30 00 200
30 130 10 30 00 200
40 110 10 40 00 200
∑X1=140 ∑X2=480 ∑X3=40 ∑X4=140 ∑X5=00 800

FORMULATION OF HYPOTHESIS:

NULL HYPOTHESIS: H0
There is no significant level of difference in the working environment by the
respondents.

ALTERNATE HYPOTHESIS: H1
There is a significant level of difference in the working environment by
the respondents.

Calculation table:

X1² X2² X3² X4² X5²
1600 12100 100 40 00

53

900 16900 100 30 00
900 16900 100 30 00
1600 12100 100 40 00

∑X1²=5000 ∑X2²=5800 ∑X3²=400 ∑X4²=500 ∑X5²= 00
0 0

Correction factor=T²/n
= 800²/20
CF = 32000

Total sum of squares SST = ∑X1²+∑X2²+∑X3²+∑X4² + ∑X5² - T²/n

= (5000 + 58000 + 400 + 5000) – 32000
SST = 36400

Sum of squares between samples SSB = (∑X1)²/n1 + (∑X2)²/n2 + (∑X3)²/n3 +

(∑X4²)/n4 + ∑X5²/n5 - T²/n

= 140²/4 + 480²/4 + 40²/4 + 140²/4 – 32000
SSB = 35800

Sum of squares within samples = SST – SSB
= 36400−35800
SSW = 600

One way ANOVA Table:

SOURCE OF SUM OF DEGREE OF MEAN SQUARE
VARIATION SQUARES FREEDOM

54

BETWEEN
SAMPLES SSB=35800 C-1=4 MMB=8950

WITHIN
SAMPLES SSW=600 (C-1)(R-1)=12 MMW=50

Fcal = 8950 / 50

Fcal = 179

At 5% level of significance, for degree of freedom (4, 12), the Ftab value

Ftab (4, 12) = 3.25

Since Fcal > Ftab reject null hypothesis and accept alternate hypothesis.

INFERENCE:
There is a significant level of difference in the working environment by the
respondents.

TEST NO -2
The table shows that classification based on health and safety of the
respondents:

55

SATISFIED

X1 X2 X3 X4 X5
50 110 10 30 00 200
40 120 10 30 00 200
40 120 10 30 00 200
∑X1=130 ∑X2=350 ∑X3=30 ∑X4=90 ∑X5= 00 600


NULL HYPOTHESIS: H0
There is no significant level of difference in the respondent’s view on the health
and safety.

There is a significant level of difference in the respondent’s view on the health
and safety.

Calculation table:
X1² X2² X3² X4² X5²
2500 12100 100 900 00
1600 14400 100 900 00
1600 14400 100 900 00

∑X1²=5700 ∑X2²=4090 ∑X3²=300 ∑X4²=270 ∑X5² = 00
0 0

= 600²/15
CF = 24000


56

= (5700+ 40900 + 300 + 2700) – 24000
SST = 25600

(∑X4²)/n4 + ∑X5²/n5 - T²/n

= (130²/3 + 350²/3 + 30²/3 + 90²/3) – 24000
SSB = 25466.66

= 25600 – 25466.66
SSW = 133.33

One way ANOVA table:

BETWEEN
SAMPLES SSB=25466.66 C-1=4 MMB=6366.66

WITHIN
SAMPLES SSW=133.33 (C-1)(R-1)=8 MMW=16.66

Fcal = 6366.66 / 16.66
Fcal = 8.00


Ftab ( 4,8 ) = 3.83

57

Since Fcal >Ftab, reject null hypothesis and accept alternate hypothesis.

INFERENCE:
There is a significant level of difference in the respondent’s view on the health
and safety.

TEST NO -3
The table shows that classification based on induction and training of
the respondents

58

SATISFIED

X1 X2 X3 X4 X5
40 120 10 30 00 200
30 130 10 30 00 200
∑X1=70 ∑X2=250 ∑X3=20 ∑X4=60 ∑X5= 00 400


NULL HYPOTHESIS: H0
There is no significant level of difference in the satisfaction level of the
respondents’ view with respect to induction and training.

There is a significant level of difference in the satisfaction level of the

Calculation table:

X1² X2² X3² X4² X5²
1600 14400 100 900 00
900 16900 100 900 00

∑X1²=2500 ∑X2²=3130 ∑X3²=200 ∑X4²=180 ∑X5² = 00
0 0

59

= 400²/10
CF =16000

= (2500+ 31300 +200+1800) – 16000
SST = 22466.67


(∑X4²)/n4 + ∑X5²/n5 - T²/n

SSB = 22366.67

= 22466.67 – 22366.67
SSW = 100

One way ANOVA table:
BETWEEN
SAMPLES 22366.67 (C-1)=4 5591.66

WITHIN
SAMPLES 100 (C-1)( R-1)=4 25

60

Fcal = 5591.66 / 25

Fcal = 223.66


Ftab ( 4,4 ) = 6.38

Since Fcal > Ftab, reject null hypothesis and accept alternate hypothesis

INFERENCE:
There is a significant level of difference in the satisfaction level of the

.

61

TEST NO -4
The table shows that classification based on age group and stress of the
respondents

USER CATEGORY 20-25 25-30 31-40 40&ABOVE TOTAL
YES 50 50 60 10 ∑R1= 170
NO 10 20 00 00 ∑R2= 30
TOTAL ∑C1=60 ∑C2=70 ∑C3=60 ∑C4=10 200


NULL HYPOTHESIS (H0):
There is no significant level of difference between the age group and the stress of
the respondents.

ALTERNATE HYPOTHESIS (Ha):
There is a significant level of difference between the age group and the stress of
the respondents.

CALCULATION:
EXPECTED FREQUENCY, E1= ∑R1*∑C1/T

= 170*60/200

= 51

E2 = ∑R1*∑C2/T

= 170*70/200

= 59.5

E3 = ∑R1*∑C3/T

= 170*60/200

= 51

62

E4 = ∑R1*∑C4/T

= 170*10/200

= 8.5

E5 =∑R2*∑C1/T

= 30*60/200

=9

E6 = ∑R2*∑C2/T

= 30*70/200

= 10.50

E7 = ∑R2*∑C3/T

= 30*60/200

=9

E8 =∑R2*∑C4/T

=30*10/200

= 1.50

CHI SQUARE TABLE:

OBSERVED EXPECTED (O-E)² χ² =(O-E)² /E
FREQUENCY,O FREQUENCY,E
50 51 1.0 0.019
50 59.5 90.25 1.516
60 51 81.0 1.588
10 8.5 2.25 0264
10 9 1.0 0.111
20 10.5 90.25 8.595
00 9 81.0 9.000
00 1.5 2.25 1.500
TOTAL χ²∑=22.593

63

DEGREE OF FREEDOM, γ = (C-1) (R-1)

= (4-1) *(2-1)

=3

FOR γ =3, χ² TABLE VALUE =7.81

F cal = 22.593

F tab = 7.81

Therefore F cal> F tab, hence accept alternate hypothesis and reject null hypothesis.

INFERENCE:

There is a significant level of difference between the age group and the stress of
the respondents.

Degree of association test:

YES 50 50 60 10 ∑R1= 170
NO 10 20 00 00 ∑R2= 30
TOTAL ∑C1=60 ∑C2=70 ∑C3=60 ∑C4=10 200

Since null hypothesis is rejected, the degree of association is used:

Degree of association = χ²cal / χ²cal + sample size

= 22.593/22.593 + 200

= 0.1014

Degree of association = 0.1014

64

TEST NO-5
The table shows that classification based on age group and the types of
YES 00 30 40 70 ∑R1= 140
NO 30 30 00 00 ∑R2= 60
TOTAL ∑C1=30 ∑C2=60 ∑C3=40 ∑C4=70 200
stress they affected


NULL HYPOTHESIS (H0):
There is no significant level of difference between the age group and the types of
stress of the respondents.

ALTERNATE HYPOTHESIS (Ha):
There is significant level of difference between the age group and the types of

CALCULATION:
EXPECTED FREQUENCY, E1= ∑R1*∑C1/T

= 140*30/200

= 21

E2 = ∑R1*∑C2/T

= 140*60/200

= 42

E3 = ∑R1*∑C3/T

65

= 140*40/200

= 28
E4 = ∑R1*∑C4/T

= 140*70/200

= 49

E5 =∑R2*∑C1/T

= 60*30/200

=9

E6 = ∑R2*∑C2/T

= 60*60/200

= 18

E7 = ∑R2*∑C3/T

= 60*40/200

= 12

E8 =∑R2*∑C4/T

=60*70/200

= 21

CHI SQUARE TABLE:

OBSERVED EXPECTED (O-E)² χ² =(O-E)² /E
FREQUENCY,O FREQUENCY,E
00 21 441 21
30 42 144 3.42
40 28 144 5.14
70 49 441 9.0
30 09 441 49
30 18 144 08
00 12 144 12
00 21 441 21
TOTAL χ²∑=128.56

66

DEGREE OF FREEDOM, γ = (C-1) (R-1)

= (4-1) *(2-1)

=3

FOR γ =3, χ² TABLE VALUE =7.81

F cal = 128.56

F tab = 7.81

Therefore F cal> F tab, hence accept alternate hypothesis and reject null hypothesis.

INFERENCE:

There is a significant level of difference between the age group and the types of
YES 00 30 40 70 ∑R1= 140
NO 30 30 00 00 ∑R2= 60
TOTAL ∑C1=30 ∑C2=60 ∑C3=40 ∑C4=70 200

Degree of association:

Since null hypothesis rejected, the degree of association is used:

Degree of association = χ²cal / χ²cal + sample size

67

= 128.56/128.56 + 200

= 0.3912

Degree of association = 0.3912

TEST NO -6
The table shows that classification based on the job schedule

Factors Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
Timing 40 120 10 30 00
Interval 30 130 10 30 00


POSITIVE CORRELATION: HO
When r = +1, there is a perfect positive correlation between timing and interval
variables.

NEGATIVE CORRELATION: H1

When r = -1, there is a perfect negative correlation between timing and interval
variables.

CORRELATION TABLE:

X x=(X-40) x² Y y=(Y-40) y² (x*y)
40 0 0 30 -10 100 0
120 80 6400 130 90 8100 7200
10 -30 900 10 -30 900 900
30 -10 100 30 -10 100 100
00 -40 1600 00 -40 1600 1600
∑X=200 ∑x=00 ∑x²=9000 ∑Y=200 ∑y=00 ∑ y²=10700 ∑(x*y)=9800

68

CALCULATION:

x = (X – X) , y = (Y – Y)

X =∑X/N

= 200/5

= 40

Y = ∑Y/N

= 200/5

= 40

r = ∑(x*y) / √ (∑x²*∑ y²)

= 9800/√ (9000*10700)

= 9800/9813.25

r = 0.9986

Here r = 0.9986, so accept positive correlation and reject negative correlation

INFERENCE:

There is a perfect positive correlation between timing and interval variables.

69

CHAPTER-5

FINDINGS OF THE STUDY

1. It is found that out of 200 respondents, 35% fall between the age group of

25-30 years, 30% fall between the age group of 20-25years and between the age

group of 31-40 years and 5% fall under the age group of 40 years and above.

2. It is found that out of 200 respondents, majority of them are male is 75% and

remaining of them are female is 25%.

3. It is found that out of 200 respondents, major 80% of them are under graduate and

remaining 20% of them are post graduate like M.B.A, M.C.A etc.

4. It is found that out of 200 respondents, 70% of them are unmarried and 30% of

them are married.

5. It is found that out of 200 respondents, 45% of the respondents have an

experience of less than 2 years, 30% have an experience of 2-5 years and 25% of

the respondents have an experience of 5-8 years.

6. It is found that out of 200 respondents, 55% of the respondents are satisfied, 20%

of the respondents are highly satisfied, 20% of the respondents are dissatisfied

and remaining 05% of the respondents are neither satisfied nor dissatisfied.

70



and 05% of the respondents are neither satisfied nor dissatisfied.







10. It is found that out of 200 respondents, major 65% of the respondents are

satisfied, 15% of the respondents are highly satisfied, 15% of the respondents are

dissatisfied and only 05% of the respondents are neither satisfied nor dissatisfied.

11. It is found that out of 200 respondents, majority of the respondents are satisfied is

60%, 20% of the respondents are highly satisfied, 15% of the respondents are

dissatisfied and 05% of the respondents are neither satisfied nor dissatisfied.

12. It is found that out of 200 respondents, majority of the respondents are satisfied


dissatisfied and remaining 05% of the respondents are neither satisfied nor

dissatisfied.

71

13. It is found that out of 200 respondents, majority of the respondents are satisfied is


dissatisfied and only 05% of the respondents are neither satisfied nor dissatisfied.



















72

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