1

ABSTRACT
To be competitive in todays increasingly complex and rapidly changing environment, organizations must retain personnel and promote the well-being of employees. The aim of projecting the job clarity is to find out the necessity of the job requirement. Unless the employee knows required level of tasks or functions and responsibilities of their position to perform the job, they may not in a position to carry out the tasks effectively. Here, the role of job clarity takes importance. Therefore it requires the study of job description and job profile of an employee helps to know the person in depth role of functions of the job and other aspects in the job. After making thorough study of the job clarity, one can understand the position of their roles and responsibilities in their area and that helps them to perform their job efficiently and thereby improve the overall growth of the particular concern. The organization has to lose heavily if the employees have not understood the job clarity and it may lead to waste of effort, time, money because people are not sufficiently clear about their responsibilities begin or end, or because they are ill equipped to carry out the responsibilities they have been given. How much frustration is caused when people are blamed for mistakes which occurred, not because of lack of application, but because of lack of clarity? Clarity is disambiguation. Clarity can refer to ones ability to clearly visualize an object or concept. Job clarity was assessed for measuring the clarity of employees job responsibilities. A well defined organization structure with clear definition of job requirements will: Help ensure that roles are redesigned and compensated appropriately; Contribute to building an appropriate talent pool to fill job vacancies; and Provide for carrier progression and advancementimportant factors in talent recruitment and retention.

LIST OF TABLES
TABLE NO 1 2 3 4 5 6 7 8 PARTICULARS DISTRIBUTION OF REPONDENTS BY THEIR AGE DISTRIBUTION OF REPONDENTS BY THEIR SEX DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR PROVIDING ROLES AND RESPONSIBILITY DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF JOB ENTRUSTED DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB CLARITY DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING 9 10 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB DISTRIBUTION OF RESPONDENTS BASED ON LEVEL OF THE AWARE OF ROLES IN THE ACTIVE PARTICIPATION IN THE 11 12 13 14 15 ORGANISATION DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE QUALIFICATION DISTRIBUTION OF RESPONDENTS BASED ON THE EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB DISTRIBUTION OF RESPONDENTS BASED ON THE DELEGATION OF POWERS ENTRUSTED TO EXECUTE THE JOB DISTRIBUTION OF RESPONDENTS BASED ON THE AVAILIBILITY OF TRAINING INPUTS DISTRIBUTION OF RESPONDENTS BASED ON THE WAY OF JOB CLARITY IS EFFECTIVELY MADE OUT 41 36 37 38 PAGE NO 31 32 33 34 35

39 40

42 43 44

16 17 18

DISTRIBUTION OF RESPONDENTS BASED ON EXTEND THE JOB CLARITY IS USEFUL IN WORK PLACE DISTRIBUTION OF RESPONDENTS BASED ON RANKING OF BENEFITS IN THE JOB CLARITY DISTRIBUTION OF RESPONDENTS BASED ON THE ANALYSIS USING CORRELATION 47 48 46 45

LIST OF CHARTS
TABLE NO 1 2 3 4 5 6 7 8 PARTICULARS DISTRIBUTION OF REPONDENTS BY THEIR AGE DISTRIBUTION OF REPONDENTS BY THEIR SEX DISTRIBUTION OF REPONDENTS BY THEIR CATEGORY DISTRIBUTION OF RESPONDENTS ON THEIR PAGE NO 31 WORK WORK MEANS THE 32 33 34 35 36 37 38

EXPERIENCE DISTRIBUTION OF RESPONDENTS BASED ON THE FOR PROVIDING ROLES AND RESPONSIBILITY DISTRIBUTION OF RESPONDENTS BASED AWARENESS OF JOB ENTRUSTED

ON

DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB CLARITY DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB DISTRIBUTION OF RESPONDENTS BASED ON LEVEL OF THE AWARE OF ROLES IN THE ACTIVE PARTICIPATION IN THE ORGANISATION DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE QUALIFICATION DISTRIBUTION OF RESPONDENTS BASED ON THE

10

39

11 12 13

40 41 42

EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB DISTRIBUTION OF RESPONDENTS BASED ON THE DELEGATION OF POWERS ENTRUSTED TO EXECUTE THE JOB DISTRIBUTION

14

OF

RESPONDENTS

BASED

ON

THE

43

AVAILIBILITY OF TRAINING INPUTS

15 16 17 18

DISTRIBUTION OF RESPONDENTS BASED ON THE WAY OF JOB CLARITY IS EFFECTIVELY MADE OUT DISTRIBUTION OF RESPONDENTS BASED ON EXTEND THE JOB CLARITY IS USEFUL IN WORK PLACE DISTRIBUTION OF RESPONDENTS BASED ON ANALYSIS USING WEIGHTED AVERAGE METHOD DISTRIBUTION OF RESPONDENTS BASED ON ANALYSIS USING CORRELATION 47 48 46 45 44

CHAPTER I INTRODUCTION

1.1 PROFILE OF ORGANISATION Whirlpool Corporation is the worlds leading manufacturer and marketer of major home appliances. The company manufactures in 13 countries on 4 continents namely :-Canada, United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France, Italy, South Africa, China and India and markets products in more than 170 countries under major Brands (26 including Affiliates) names such as Whirlpool, Kitchen Aid, Roper, Estate, Bauknects, Ignis, Laden, Inglis, Braotemp, Crolls, Acros and Consul. Whirlpool is also the principal supplier to Searo, Roebuck and company of many major home appliances marketed under the Kenmore brand names. Head quartered at Benton Harbour, Michigan, U.S.A, Whirlpool Corporation is the worlds leading manufacturer and marketer of major home appliances. Washing Machines, Dryer, Dish-washers, Refrigerators, Freezers, Cookers, Micro-wave Ovens, Room air-conditioners, Small Kitchen Appliances, etc., Whirlpool of India Limited, a fully owned by Whirlpool Inc, US, ($12 billion), a leading global consumer durable player. Whirlpool of India limited manufactures and markets refrigerators and washing machines. The company has diversified its product range into Air Conditioners and Microwave Ovens. The growth in the consumer durable industry has slowed down due to lack of demand. The year 2000 has been a bad year for the industry as the overall growth was flat. The refrigerators registered a flat growth; washing machines saw a negative growth while the air conditioner segment performed well exhibiting a growth rate of 20%. Whirlpool Corporation has a management system called WES (Worldwide Excellence System) and a value to aged performance system called HPC (High Performance Culture), which drives, are the actions and initiatives of unit. HISTORICAL OVERVIEW OF WHIRLPOOL CORPORATION

Whirlpool Corporation was founded by Louise Upton in 1911. The company was known as upto n Machine Company in its initial years. It produced wringer washers and sold its first order of washers to Sears Roebuck & Co. in 1916. In 1920s, the Upton machine company had become the exclusive supplier for sears electric & gasoline powered washing machines. While the past 8 decades have seen many sweeping and irreversible changes have obviously altered the very direction and scope of the company Sears remain Whirlpools largest customer even today. In 1936, Upton machine company inching its way into the global market place and entered into Europe and Asia through the relationship of American Steel Exports Company. In 1950, the company was renamed and officially known as the Whirlpool Corporation. The company added Automatic Dryers, Refrigerator, Ranges and Air Conditioners to its product line. Innovation always a Whirlpool Corporation hallmark was especially evident in 1956 with the Whirlpool Miracle Kitchen and expanded its manufacturing locations nationwide during the period. In 1957, the company established the Appliance Buyers Credit Corporation (Later to be known as Whirlpool Finance Corporation) to extend credit to thousands of families who are seeking for latest Appliances. In 1958, the company made its first investment outside its home. Its investment in Brasmotor, South America for an equity stake in the Brazilian Appliance market, which later defined its successful global expansion and growth. Today, Whirlpool dominates the whole Latin America. In 1962, Whirlpool Corporation won the contract to develop the feeding and waste management systems for NASAs Gemini project, which made Whirlpool brand name, was strong and well established in the North America market. In 1969, the company was the first to introduce a residential trash compactor, the first new to market Appliances. During the same year the company further consolidated its position by entering the Canadian market with equity interest in Ingles Limited. In 1970, the company established Cool Line, the first toll-free Consumer service support line. In 1980, Whirlpool Corporation began its globalization initiatives to expand

its business into rapidly growing markets throughout North America, South America, Europe and Later Asia. At this juncture, the company was firmly in a position to lead and shape the home Appliances industry worldwide. The company current vision was created in 1986 and changed only once since its creation In 1987, Whirlpool Corporation and Sundaram Clayton of India formed TVS Whirlpool limited to make compact washers for the Indian market (Whirlpool Corporation would acquire majority ownership in 1994). Later, the company builds a manufacturing plant (Washer Unit) in Puducherry, India. The company remained active in North America as well, expanding its brand base by purchasing the Kitchen Aid division of the Hobart Corporation in 1986 and acquiring the Roper Brand name in 1989.In 1989, the Whirlpool Corporation and N.V.Philips of the Netherlands formed a joint venture company and having the way for Whirlpool entry in European market. The three-tiered brand structure now gave customers a clear choice of high-end (Kitchen Aid), Popular (Whirlpool) and Value-Oriented (Roper) home Appliances. The Whirlpool Overseas Corporation was formed in 1990 to pursue global opportunities outside Europe and the United States. During 1990s, the company created two new subsidiaries to sell and service appliances in Hungary (Whirlpool Hungarian Trading Limited) and Slovakia (Whirlpool Tatramat). Later, Whirlpool Europe opened sales subsidiaries in Poland, the Czech Republic, Romania, Bulgaria and Russia. In mid 1990s, Whirlpool Asia established a corporate headquarters and product development or technology center in Singapore and opened regional offices in Hong Kong, New Delhi, Singapore and Tokyo. Later, the company purchased majority interests in five joint ventures across India and China to expand the Asian manufacturing base. In 1991, Inglis-Brand based in Canada became part of the Whirlpool family and the corporate technology organization was formed in the same year. Whirlpool Corporation won the Star of Energy Efficiency award from the Alliance to save energy, was named Appliance Partner of the Year by U.S.Department of Energy and took home the climate protection and stratospheric Ozone Protection Awards from the Environmental Protection Agency (EPA).

In 1995, the T.V.S.Whirlpool Limited acquired Kelvinator of India. During the year, the company was renamed as Whirlpool Washing Machines Limited. In 1996, Whirlpool of India was formed after attaining the majority of ownership. In 1998, Whirlpool Corporation unveiled its Resource Saver Wash System, a highefficiency, top-loading washing machine with a spray rinse system and water temperature sensor that helped reduce energy consumption and water usage. Throughout Western Europe, Whirlpool Corporation became a stand-alone brand, and the company became the exclusive supplier of major home appliances to IKEA.

WHIRLPOOL CORPORATION TODAY BUILDING CUSTOMER LOYALTY WORLDWIDE Whirlpool Corporation arrived in the new century and millennium as the worlds leading manufacturer and marketer of major home appliances. Today, Whirlpools global platform provides our operations with resources and capabilities no other manufacturer can match and with brands that consumers trust. To sustain the productivity savings that is being achieved by our operations, they have embedded their Operational Excellence Process - based on Six-Sigma and lean manufacturing skills and capabilities - within each of their worldwide manufacturing facilities. The companys global information technology organization provides Internet tools that cut the complexity and costs of doing business for Whirlpool and its trade partners. Whirlpools unique global platform allows the company to transfer key innovations and processes across regions and brands. Based on the continuing success of he companys global innovation process, which began in 1999, Whirlpool has introduced unique product innovations to consumers worldwide. Inspired by their bold innovations and designs, increasing numbers of customers around the globe are trusting Whirlpool to make their lives easier. More than ever before, Whirlpool Corporation employees and brands are connecting with customers in ways that will last a lifetime.

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IMPROVING FUNCTION AND PERFORMANCE At Whirlpool Corporation, they take pride in the quality of appliances to market and manufacture. They are committed to building products that consumers around the world can depend on to meet their daily needs. Their commitment to quality begins in the concept stages and continues throughout the lifetime of the appliance. They are constantly seeking out new and unique ways to improve the function, performance and sustainability of our products. They want our brands to be the brands customers trust in every home everywhere. CORPORATE VISION AND STRATEGY WHIRLPOOL VISION Every Home..Everywhere. With Pride, Passion, Performance The goal of the corporate is that their product should be in every home, everywhere. They will be achieving this by creating: Pride --- --- in our work and each other Passion --- --- for creating unmatched customer loyalty for our brands Performance --- --- results that excite and reward global investors with superior returns. Whirlpool in its chosen lines of business will grow with new opportunities and be the leader in the global market. They will be driving their commitment towards the continuous quality improvement by satisfying the customer and their expectations. They gain their advantage through their effort and marketing strategy. The success of the corporate make whirlpool, a company of worldwide that customer, employees and other stakeholders can depend on. Employees live by the values- based strategy that has made whirlpool the international leader that they are today. Their values represent who they are to their

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customers, to their investors and other stakeholders. The way they represent the company demonstrates how they do business in the right atmosphere. WHIRLPOOL MISSION The mission of the corporate is that the demand of their selves so as to care their customers and they will serve with pride in every home and bring prosperity to their investors and customers. They are prepared to change the standards of their industry and be the Envy of their competitors. They will be leaders in home appliances which all others start to emulate. COMPANY OBJECTIVE To carry on all or any of the business of engineering machinist, tool makers, wire drawers, radio tube manufacturers, electric lamp and bulb manufacturers of all kinds, shapes, voltage wattage, in their various applications, designs, inexistence today or to be invented hereafter and manufacturers of all types of electronic devices in vogue today or to be invented hereafter, electroplates and enamels, etc., To carry on business as manufacturers and makers of and dealers in metals, plastics, wood enamel aluminum alloys and any other products, substances, articles and things of every description and kind and to carry on and conduct workshops and foundries of iron, brass and other metals, wood and any other substances and to buy, sell, export, import, manipulated and deal both wholesale and retail in products, commodities, goods articles and things of all kinds whatsoever. To carry on other business, whether manufacturing or otherwise, which may seem to the company capable of being conveniently carried on in connection with the above or calculated directly or indirectly to enhance the value of our render profitable, any of the companys property or rights? To purchase or otherwise acquire or undertake the whole or any part of the business, property a liability of any person, corporation or company, carry on any business which this company is authorized to carry on or possessed of property suitable for the purpose of the company. To make, build, construct, provide, maintain, any carry

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on, use and work in Indian or elsewhere, roads, railways, tramways, telegraph lines, telephones, electric lights, heat and power work, canals, reservoirs, water-works, wells, aqueducts, water-courses, furnaces, gasworks, piers, wharves, docks, quartz, saw and other mills, hydraulic works, factories, warehouses and other works and buildings which may be deemed expedient for the purpose of the company and to contribute to the cost of making, constructing, providing , carrying on, using and working the same. To acquire by purchase or otherwise for the business of the company in India or elsewhere, any lands, manufactories, buildings, plants, engines, machinery or other things and to erect and maintain or reconstruct and adapt buildings, mills, plant engines, machinery and other plant and things found necessary or convenient for the purpose of the company. MANUFACTURING FACILITIES IN INDIA Whirlpool has invested heavily in its manufacturing facilities in India. While the factories in Faridabad and Puducherry have been upgraded to meet the exacting world class standard of Whirlpool, the one under the construction at Ranjangaon, Pune will set the standards as one of the worlds front runners in environmental sensitive and eco friendly manufacturing units.

FARIDABAD The refrigerator facilitated at Faridabad in Haryana manufactures direct cool. Refrigerators ranging from 165 liters to 310 liters. Infusion of technology and up gradation of machinery along with streamlining of processed has enhanced the plant capacity from 7, 00,000 units to 8, 50,000 units annually. Whirlpools focus at this plan on manufacturing refrigerators that are made to suit Indian conditions and requirements, while matching Whirlpool global quality standard.

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RANJANGAON A state of art gallery for the manufacturers of the Global No Frost refrigerator at Ranjangaon near Pune, this Rs.300 crore plant built to exacting world-class standards, underlines Whirlpools commitments to India. It has been designed in accordance with the ecological and environmental criteria that have become such a concern in todays scenario the world over.

PUDUCHERRY The washers facility at Puducherry on the East coast manufacturers semi automatic and automatic washers. Constant feedback from consumers has resulted in improved product quality and styling, leading to an improved market share. This unit was awarded the coveted ISO 9002 certification in 1996.

WHIRLPOOL BRANDS North American brands

United States Canada Mexico

: : :

Whirlpool, Kitchen Aid, Roper, Estate, Gladiator Whirlpool, Inglis, Kitchen Aid Whirlpool, Acros, Supermatic, Scrolls

Principal Products Air Purifiers, Automatic Dryers, Automatic Washers, Built-in Ovens, Dehumidifiers, Dishwashers, freezers, Hot Water Heaters, HVAC, Microwave Ovens, Ranges (Gas and Electric, Freezers, Side-by-Side), Room Air Conditioners, Trash Compactors, washers.

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Kitchen Aid Products Blenders, Food Processors, Hand Mixers, Hot-water Dispensers, Stand Mixers, Toasters, Coffee Makers, Juicers Primary Markets Served United States, Canada and Mexico Principal products Built-in Ovens, Cookers (Gas and Electric, Freestanding, Built-in and Surface Units), Dishwashers, Dryers, Freezers (Upright and Chest), Microwave Ovens, Refrigerators (Built-in, Combis and Side-by-Side), Washers (Front and Top Loading) Primary Markets Served Europe, Middle East, Africa, Asia Pacific Principal Products Freezers, Gas and Electric Ranges, Micro Ovens, Refrigerators, Room Air Conditioners, Washers, Compressors

WHIRLPOOL OF INDIA LIMITED PUDUCHERRY UNIT PROFILE Whirlpool of India Limited is a fully owned company by Whirlpool Corporation, USA Head quarters at Benton Harbor, Michigan USA. Whirlpool Corporation is the worlds leading manufacturers and marketer of home appliances. Washing Machines, Dryers, Dish Washers, Refrigerators, Freezers, Cookers, Microwave Ovens, Room Air Conditioners, Small kitchen Appliances, etc. Whirlpool of India limited, washer unit, Puducherry was the first manufacturing venture of the Whirlpool Corporation, USA, the worlds largest manufacturer of home

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appliances. In 1987, this unit was formed as a joint venture with M/s Sundaram Clayton limited, a TVS group companies and was named as TVS Whirlpool Limited. This unit is located on a 100 acre sprawling area manufacturing automatic and semi automatic washing machine. This unit is certified ISO 9001 facility by UL. It has also been cleared for S mark certification from Japanese Quality standards for Exports to Japan after our facility approval. In WOIL, washer unit has a total of 11 departments comprising of 220 employees on the whole. Out of which 67 is management executives and rest 153 are production operators. The various departments in the company are Administration Department Finance Department Human Resource Department Materials Department Production Department Medical Department Stores Department Plant Maintenance Department (PMD) Regional Technology Center (RTC) Process Engineering Development (PED) Quality Assurance Department (QAD)

HUMAN RESOURCE MANAGEMENT AT WHIRLPOOL The comprehensive Leadership to Dominance business strategy was communicated to all employees across the company in a structured manner that has succeeded in internalizing this strategic intent. In order to create resources to implement

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this key activity were divested or outsourced. The six-sigma initiatives, which were launched in 1995, were perused with further intensity wherein 26 employees were trained as Black Belts. These employees are working on approximately so projects, which should yield substantial financial and quality benefits to the organization in year 2002. Company continued its focus on the philosophy that the consumer is at the center of our business and consistently delivered best in class product quality and consumer service. The on going operations excellence programme with special focus on six-sigma initiatives to improve manufacturing quality has ensured that exacting standard of quality is maintained at all our factories and our product quality is benchmarked with the best in the Whirlpool world. The absence of growth and low demand pricing pressure but companys unwavering focus on cost productivity ensured that business margins were maintained. The cost productivity initiatives at the factories achieved a highest ever. In line with Whirlpool worldwide initiatives Innovation workshops were conducted for employees throughout the country. These resulted in discovery of some potential business opportunities for the company in future, some of that have already started yielding results. A Human Resource functions as a primary key to production improvement in the factory. The company has a policy to show their uniformity in workplace by wearing the same type of uniform dress code form top to bottom line of management. It motivates the employees for their and firms better future. Has a part of motivation company displays: two corners namely Excellence Corner and Birthday Corner. Firm takes interest in employees self growth. It extends flexibility to workers during business hours. Firm provides free food and transportation to all workers. Many functions are conducted as a part of employee involvement in other activities. Star Awards are given away to the best performers during the last fiscal year. Quality Month is celebrated in month of June every year. During this month consumers were greeted to the factory to check the quality of production. The customers difficulties and problems in the machine were analyzed. Free service campaign is set during this month for the consumer.

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HR ORGANISATION CHART

A H B NARAYANA REDDY DIRECTOR

M.V.MURALI MANAGER

K PRAKASH DEPUTY MANAGER

RAGUBADY EXECUTIVE

ORGANISATIONAL STRUCTURE
MANAGING DIRECTOR

Our Mission
VICE PRESIDENT GENERAL MANAGER

Plant Operations

SENIOR MANAGER

PURCHASE MANAGER

PRODUCTION QUALITY MANGER MANGER

FINANCE MANGER

HUMAN RESOURCE MANGER

PROCESS ENGINEERING DEVEOLOPMENT MANGER

S1

S2

S3

S4

S5

S6

MEDICAL MANGER

REGIONAL TECH. CENTER MANGER

18

S7

S8

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1.2 INTRODUCTION TO THE STUDY

1. For success and development of an organization, clarity of employees job responsibilities plays a vital role. 2. It helps to know the person in depth role of functions of the job. 3. It helps to improve the overall growth of the particular concern and as well as individual career growth in the particular concern.

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CHAPTER II REVIEW OF RELATED LITERATURE

2.1 JOB ANALYSIS Job analysis involves developing a detailed description of the tasks involved in a job, determining the relationship of a given job to other jobs, and ascertaining the knowledge, skills, and abilities necessary for an employee to successfully perform the

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job. Information gathered by using one or more of the job analysis methods results in the organization being able to create a job description and job specification. The job description and specification have historically been important documents for guiding the selection process. The job description can be used to describe the job to potential candidates. The job specification keeps the attention of those doing the selection on the list of qualifications necessary for an incumbent to perform a job and assists in determining whether candidates are qualified. Manpower inventory is concerned with telling what employees can do, job analysis assesses what employees are doing. From job analysis, specific details of what is being done and the skills utilized in the job, is obtained. Job analysis enables managers to understand jobs and job structures to improve to work flow or develop techniques to improve productivity. It also involves job design or redesign, coordinating demands on available time, individual psychological needs, technical procedures, and desired performances. JOB A job may be defined as a collection or aggregation of tasks, duties and responsibilities which as a whole, are regarded as a regular assignment to individual employees, and which is different from other assignments. In other words, when the total work to be done is divided and grouped into packages, we call it a job. Each job has a definite title based upon standardized trade specifications within a job; two or more grades may be identified, where the work assignments may be graded according to skill, he difficulty of doing them, or the quality of workmanship. Further, a job may include many positions, for a position is a job performed by, related to, a particular employee. POSITION OR JOB DESCRIPTION (JD) Job description is an important document which is basically descriptive in nature and contains a statement of job analysis. It provides both organizational information (location in structure, authority, etc.) and functional information (what the

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work is). It defines the scope of job activities, major responsibilities, and positioning of the job in the organization. It provides the worker, analyst, and supervisor with a clear idea of what the worker must do to meet the demands of the job. Job description describes jobs, not job holders. The movement of employees due to promotion, quits, etc. would create instability to job descriptions if people rather than jobs are described.

COMPONENTS OR CONTENT OF JOB DESCRIPTION A job description contains the following data, 1. Job identification or Organizational position which includes the job title, alternative title, department, division, and plant and code number of the job. Job title may be determined by a project or bid proposal; otherwise, there are many sources of job titles which will provide a handle for recruitment and employment purposes. 2. Job summary may also be called the job objective or Purpose statement; a short paragraph of no more than three to four sentences which concisely informs the reader of the nature, level, and objective of the position. 3. Job duties and responsibilities give a comprehensive listing of the duties together with some indication of the frequency of occurrence or percentage of time devoted to each major duty. It tells us what needs to be done? How it should be done? And why it should be done? It also describes the responsibilities related to the custody of money, the supervision of workers and the training of subordinates. 4. Relation to other jobs: This helps to locate the jobs in the organization by indicating the job immediately below or above it in the job hierarchy. It also gives an idea of the vertical relationships of work flow and procedures. 5. Supervision: Under it is given the number of persons to be supervised along with their job titles, and the extent of supervision involved general, intermediate or close supervision.

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6. Working conditions usually give us information about the environment in which a job holder must work. These include cold, heat, dust, etc. obtaining inside the organization. NECESSITY OF JOB DESCRIPTION Lack of clarity in job description can lead to workplace chaos. A job description outlines the responsibilities and functions that are assigned to a particular position or role. In effect, it provides clarity about what an employee is supposed to do. Job descriptions provide an opportunity to clearly communicate a companys direction and the position of an employee in the scheme of things. A good job description dovetails into deliverablesperformance management and career development opportunities. Employees have a clear idea of the organizational expectations, their key result areas and the parameters against which their performance would be measured. Ambiguous job descriptions can add to workplace confusion, hurt communication and make people muse over what is expected of them. Job descriptions are critical during performance appraisals where if the profile has been well defined to employees, they cannot claim being unaware of their duties. In an industry, which constantly evolving and where workforce requirements change often, it is imperative that job profiles are clearly drafted and communicated for the betterment of the individual and the organization. Stiff competition, recruitment targets in large volumes and quick turnaround times make it all the more crucial that organizations get it right the first time and leave no room for doubt. The description should be built in a way that allows for growth in the organization and individual competencies. Continuous improvement then becomes a part of the organizational culture. Job description plays a vital role and this is leveraged by most of the core human resource systems. It is used for recruitment and selection, career mapping or pathing, training and development, organization design, compensation and benefits and manpower planning. The fact that it provides an overview of scope and responsibility of the job and maps the skills or competencies makes it a handy tool.

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Job profile is an integral part of the recruitment process. It can be used to obtain employee ownership and support for the position and to trace the parameters of the skills and abilities sought for the position. Clearly defined job descriptions can help companies make wise hiring decisions. Hiring the best can be facilitated through job description since it is a tool to assess the best fit. Wrong fit will impact the organization adversely and the fallout is that it hits key metrics around productivity and retention. Right job description gets the right talent. Employees are able to clearly understand and deliver, thus impacting overall productivity levels. Job profiles must be flexible so that employees are comfortable cross training, helping another team member accomplish a task, and confident enough of making appropriate decisions to serve their customers. They should be comfortable taking reasonable chances and in the process stretching their limits. They should not be encouraged to think, thats not my job. Job description helps top executives, especially when they jointly discuss one anothers responsibilities. Overlapping or confusion can then be pointed out; questions can be raised about the major thrust of each position, and problems of structure can be identified. A job description becomes a vehicle for organizational change and improvement. The use of job descriptions in the management of organizations and human resources is progressively changing to the writing and use of role statements. This is because the manner in which a job is described in a typical job description is essentially in the form of enlisting the tasks and duties to be performed. Consequently, it fails to articulate the dynamism and evolving expectations that one has in the execution of the responsibilities of that position. Unclear job descriptions lead to problems like lack of clarity in defining deliverables and mismatch in expectations between the management and the employees. Such descriptions hinder performance management and career development. If employees are clueless about their responsibilities and functions, their productivity is affected and hence the business suffers. This can affect the team performance as well, as a result of under-utilized resources. The ambiguity can impact the relationship between a manager and his

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subordinate. Managers may not utilize the tasks that the employee can do very well or push the employees to do the tasks he or she may not be skilled at. Either way, discontent develops or you either have a hostile work culture or face attrition, cautions Coelho of cranes software.

LIMITATIONS OF JOB DESCRIPTION In any use of job descriptions, it should be remembered that these descriptions are not perfect reflections of the job. The object of a job description is to differentiate it from other jobs and set its outer limits. Further, executives tend to carry work patterns with them into new jobs, thus modifying the job drastically. To avoid such problems, care must be exercised in writing a job description to make it as accurate as possible, and at the managerial or professional level, it should be reviewed and discussed after the job. Jobs tend to be dynamic, not static and a job description can quickly go out of date. Therefore, jobs should be constantly revised and kept up-to-date, and the personnel and the other departmental heads should be apprised of changes. Both supervisors and subordinates should understand the uses to which a job description would be put so that appropriate information is recorded by them. The relevant parties should agree that a job description fairly reflects the job; otherwise job evaluation and job performance review would seem to be unfair. JOB CLARITY Clarity is disambiguation. It is the property of being clear or transparent. Clarity can refer to ones ability to clear visualize an object or concept. Clarity refers to sharpness and image resolution. Job clarity was assessed for measuring the clarity of employees job responsibilities. BENEFITS OF JOB CLARITY

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Clarity of responsibilities and expectations Much clearer and more rigorous appraisal process Better definition of training needs. More selective recruitment process.

2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES Organization functions are increasingly complex and challenging. Globalization, competition, advancement in information technology increased work demand, decreasing the utilization of resources, changing environment in work place and work force and other challenges are the important factors to be studied. This factor has to be studied in depth and changes occurring on these fields may be more important for the effective management of the organization. The changes on the above factors may also be addressed in respect of development of human resources management. Employees influence the success of the organization because the performance and productivity depend on the knowledge, skill, behaviors, attitudes and well being of personal. If there is any lack of any such criteria as said above the success of the organization may be in question. So, it is imperative that individual responsible for personal decisions know how to increase the performance of the employees by improving their criteria as stated above. Therefore the organization has to keep the employees to be more vibrant and increase their job involvement by adopting various techniques. So, a well defined organization should have the clear idea about the job requirement and the employees involved in such job are given the clear vision up clarity on the job. If the employees understand the clarity on the job the required output on the job can be successfully carried out by the organization. So these are all requires a standard method to improve the performance of the personal and promote the well being of the personal. The organization has to lose heavily if the employees have not understood the job clarity and it may lead to waste of effort, time, money because people are not sufficiently

27

clear about their responsibilities begin or end, or because they are ill equipped to carry out the responsibilities they have been given. How much frustration is caused when people are blamed for mistakes which occurred, not because of lack of application, but because of lack of clarity? Clarity is disambiguation. Clarity can refer to ones ability to clearly visualize an object or concept. Job clarity was assessed for measuring the clarity of employees job responsibilities. A well defined organization structure with clear definition of job requirements will: Help ensure that roles are redesigned and compensated appropriately; Contribute to building an appropriate talent pool to fill job vacancies; and Provide for carrier progression and advancement important factors in talent recruitment and retention. Wagner and Harter, Gallups who has summarized the book called The Element of Great Managing, stated about job clarity as Knowing whats expected. Gallups data show that groups which more strongly agrees with the statement that, I know what expected of me at work turning higher productivity, profitability and safety performance than groups which do not strongly agree. Here they are not stating about their understanding of the job, but knowing how it fit into the roles of others and how the job contributes to the whole. The author offers two analogies: The flight deck of an aircraft carrier and symphony orchestra. In both the cases each person must not only know his or her own role extremely well, but also how to fit seamlessly into the entire effort. Another key distinction is that it is not clarity about process that matters. What really makes a difference to employee engagement and results is clarity about outcomes. Not, Heres what we need to do, so much as, Heres what we need to achieve. JOB DESCRIPTION A job description outlines the responsibilities and functions that are assigned to a particular position or role. In effect, it provides clarity about what an employee is

28

supposed to do. "For employers, job descriptions establish wage, salary ranges and grades and promote a process-driven culture. For employees, job descriptions are useful to gain equity in compensation and a way to be reassured that there are no discriminatory pay policies in the company," says Jude Coelho, Executive Vice-president, Human Resources, and Cranes Software International. A good job description not only defines the roles but responsibilities as well. Anshuman Ray, HR Country Manager, Synopsis India adds , "It's also an interface of the job with internal and external customers, reporting relationship and challenges that the job offers. It provides a sense of how much impact the job can make by providing 'a degree of accountability' as much as it attempts to align the job with the overall business group charter." An organization's goals are defined through job descriptions and it involves both the management and the Human Resource. Suman Kumar Seal, HR Manager, Cisco Systems India states, "A job description becomes the factor to look at if people are not doing what the organization wants them to do. In the IT industry, an employee would have multiple roles and therefore it becomes imperative for the HR to facilitate the process, thereby deriving a proper job description with the help of management and line management. Faisal Nadeem Saiyed, Manager, HR, CSC India states, We align individual development objectives with the organizational growth plan. To achieve these, well-laid out job descriptions at all levels are critical, as they are the granular representation of the organizational structure. Job descriptions give a clear road map to our employees for individual growth that ultimately accumulates into organizational growth. Job description also ensures that an organization does not dilute its standards or competency levels, which is important for protecting the spirit of meritocracy, points out Ray of Synopsys. Caroll L. Shartle, otis and lenhert have provided the following suggestions for making the job analysts task simple:

29

1. Introduce yourself so that the worker knows who you are and why you are there; 2. show a sincere interest in the interest in the worker and the job that is analyzed; 3. do not try to tell the employees how to do his job; 4. try to talk to the employees and supervisors in their own language; 5. do not confuse the work with the workers; 6. do a complete job study within the objectives of the programmes; and 7. Verify the job information obtained.

CHAPTER III OBJECTIVES OF THE STUDY

a) To study the on- going job activity. b) To identify the potentials by the way of job description and job profile. c) To define the job description and the role of the employees on the job entrusted.

30

d) To reduce the redundancy of job. e) To provide an insight of the career growth and career progression, plan. f) To study the imbalance in the departmental function through job description and job profile.

CHAPTER IV RESEARCH METHODOLOGY

It is purely and simply the framework or a plans for the study that guides the collection and analysis of data. Research is the scientific way to solve the problem and its increasingly used to improve market potential. This involves exploring the possible methods, one by one, and arriving at the best solution, considering the resources at the disposal of research.

31

4.1 RESEARCH STEPS a) Study about Organization First, the organization was completely studied through discussions with the company officials, company broachers. b) Setting of objectives As per companys requisition, the researcher prepared the main objective and specific objectives. c) Instrument-Design (Questionnaire) A structured questionnaire was prepared in order to collect the needed information from the workers whirlpool of India Ltd Puducherry. d) Main Study The main study was conducted for 50 employees. The researcher personally met them and interviewed them with the help of Questionnaire. e) Tabulation and cross tabulation After, the resea rcher collected the data, grouped them and then tabulated based on certain classification to set the hypothesis. f) Analysis and Interpretation The collected data was analyzed through various statistical tools g) Findings From the interviews, the researcher found out the solution for the research problem. h) Conclusion The researcher concluded from the findings of the study. i) Suggestion and Recommendation From the analysis and findings the researcher gave suggestions and recommendations for the company for its better performance.

32

4.2 RESEARCH DESIGN According to Kerlinger, Research Design is the plan, structure and strategy of investigation conceived so as to obtain answers to research questions and to control variance. A research design is the specification of methods and procedures for acquiring the information needed. It is the over all operational patterns or framework of the project that stipulates what information is to be collected from which source by what procedures. KEY ISSUE Research Design Data Research method Research instrument questionnaire OPTIONS Descriptive Study Primary Data and Secondary Data Survey Method

There are four types in Research Design: a.Exploratory of Formulative study b. d. Diagnostic Study Descriptive Study. c.Experimental Study

4.3 DESCRIPTIVE STUDY

33

A study, which wants to portray the characteristics of a group of individuals or situations, is known as descriptive study. The main objective of descriptive study is to know the job clarity among the employees. To be of maximum value, a descriptive study must collect data for a define purpose. 4.4 UNIVERSE OF STUDY The first step in developing any sample design is to clearly define the set of objects technically called the universe to be studied. In this case the universe included all employees of whirlpool of India Ltd Puducherry. 4.5 DATA COLLECTION The required data for the project has collected from both Primary Source Secondary Source and internal data. Both primary as well as secondary sources of data were utilized in the project.

4.5.1 PRIMARY DATA Primary data are measurement that are observed & recorded on a part of an original study. When the data required for a particular study can be found neither in the internal records of the enterprise not in published sources it may become necessary to collect primary data. 4.5.2 SECONDARY DATA The data which was already collected and used for some other persons/purpose & it is useful to the present problem it will be called as secondary data for also include available in accounting, finance, production, personnel, quality control, etc. 4.6 SAMPLING PROGRESS 4.6.1 Sampling Unit

34

All white Collar Employees of whirlpool of India Ltd , Puducherry. 4.6.2 Duration One month duration 4.7 TYPES OF SAMPLING Type of sampling used in this survey was convenience sampling. In this method, the sampling units chosen for total workers of equal to all grades and equal to major departments. 4.8 SAMPLE SIZE DETERMINATION Sample size restricted as the set of the sample is one organization. This sample size was determined as 50. 4.9 SAMPLING TECHNIQUE 4.9.1 Universe of study The first step in developing any sample design is to clearly define the set of objects technically called the universe to be studied. In this case the universe included all employees of whirlpool of India Ltd Puducherry. 4.9.2Questionnaire construction In constructing questionnaire, care was taken to investigate the difficulties that the respondent may face while answering them. It was prepared keeping in view the objective of the study. During the constructing care was taken to avoid questions, which may lead to misinterpretation. The question thus constructed was a structured one so as to collect al the relevant information. The questions were arranged in a logical order/sensible sequence. The questionnaire consists of a variety of questions presented to the employees for their response. Dichotomous questions and multiple choice questions were used in constructing the questionnaire. 4.10 STATISTICAL TOOLS 4.10.1 Tool for Data Collection

35

Questionnaire was used as a tool for data collection as it provided the advantages of allowing the respondents to answer at their convenience and faster data collection. The questionnaire explicitly stated the purpose of study as academic and assured confidentiality of information solicited from the respondent. 4.10.2Percentage method This method is used in making comparison between two are more series of data. Percentages are used to describe relationship. Percentages can also be used to compare the relative terms, the distribution of two or more series of data. The data collected through questionnaire response method was analyzed in the following manner: Raw data was coded and tabulated The tabulated data was converted into percentages, to show the percentage of opinion among respondents. Percentage analysis thus involves the simple interpretation / analysis of the various items taken up in the questionnaire on a percentage basis from the data collected. Interpretations of the graphs also include mean scores obtained by the organization on every aspect / item as calculated. Number of respondent Percentage of Respondents = ___________________________________ * 100 Total number of people questioned 4.10.3 Weighted average method Weighted average method is defined as an average whose component items are multiplied by certain value (weights) and the aggregate of the products are divided by the total of weights In the Weighted Average Method, the weighted average can be calculated by the following formula

36

K XW = WX/ X Here XW represents the weighted average X1, X 2, X3.Xn represents the value for variable values W1, W2, W3 Wn represents the weight age given to the variable. Steps: Multiply the weights(W) by the variables(X) to obtain WX Add all WX to obtain WX Divide WX by sum of the weights (X) to get weighted average.

4.10.4 Correlation: Correlation is the techniques of determining the degree of correlation between two variables in case of ordinal data where ranks are given to the different values of the variables. Spearmans coefficient of correlation (or) 1 r = 6 di
_____________

n (n - 1)

CHAPTER V
DATA ANALYSIS AND INTERPRETATION TABLE 5.1 DISTRIBUTION OF REPONDENTS BY THEIR AGE AGE NUMBER OF RESPONDENTS PERCENTAGE (%)

Lesser than 30 years 30 40 years

23 24

46 48

37

40 and above years Total INFERENCE

3 50

6 100

From the above table it can be inferred that, the respondents falling under the age group of 30 40 years record 48% and the remaining 46% of respondents fall under the age group of Lesser than 30. CHART 5.1
AGE OFTABLE THE RESPONDENTS 5.2

DISTRIBUTION OF REPONDENTS BY THEIR SEX

LESSER THAN 30 30-40 40 AND ABOVE

SEX Male Female Total

NUMBER OF RESPONDENTS 47 3 50

PERCENTAGE (%) 94 6 100

INFERENCE: From this above table it can be inferred that, 94 % of respondents were male and only 6 % were the female respondents. CHART 5.2 DISTRIBUTION OF REPONDENTS BY THEIR SEX

38

GENDER OF THE RESPONDENTS

MALE FEMALE

TABLE 5.3 DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY CATEGORY NUMBER OF RESPONDENTS PERCENTAGE (%)

Technical Non Technical Total INFERENCE

39 11 50

78 22 100

From this above table it can be inferred that, the percentage of respondents from the technical category were 78% and the remaining 22% were from the Non technical. CHART 5.3

39

DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY

WORK CATEGORY

80

60

40
Percent

20

0 TECHNICAL NON-TECHNICAL

WORK CATEGORY

TABLE 5.4 DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE WORK EXPERIENCE NUMBER OF RESPONDENTS PERCENTAGE (%) 32 48 20 100

Below 5 years Above 5 to 10 years Above 10 years Total INFERENCE:

16 24 10 50

From the above table it can be inferred that, the respondents falling under above 5 to 10 years of experience record 48 % and 32 % of respondents fall under below 5 years and remaining respondents of 20% fall under above 10years.

40

CHART 5.4 DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE

WORK EXPERIENCES

BELOW 5 YEARS ABOVE 5 TO 10 YEARS ABOVE 10 YEARS

TABLE 5.5 DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR PROVIDING ROLES AND RESPONSIBILITY MEANS FOR PROVIDING Interview Written orders Co-employees Manager in charge INFERENCE: NUMBER OF RESPONDENTS PERCENTAGE (%)

3 0 9 38

6 0 18 76

41

From this above table it can be inferred that, to 24 % of respondents their roles and responsibilities are communicated through interview and co-employees and the remaining were communicated through manager in charge. CHART 5.5 DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR PROVIDING ROLES AND RESPONSIBILITY
ROLES AND RESPONSIBILITIES
INTERVIEW CO-EMPLOYEES Manager INCHARGE

TABLE 5.6 DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF JOB ENTRUSTED AWARE OF JOB ENTRUSTED Yes No Total INFERENCE From the above table it can be inferred that, 94 % of the respondents were aware of the job entrusted and remaining 6% of the respondents were unaware of NUMBER OF RESPONDENTS PERCENTAGE (%) 94 6 100

47 3 50

42

the job entrusted. CHART 5.6 DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF THE JOB ENTRUSTED
JO B

S ES N E AR AW
100

F O

E TH

80

60

Percent

40

20

0 YES NO

AWARENESS OF THE JOB

TABLE 5.7 DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB CLARITY WORK LOAD BASED NUMBER OF PERCENTAGE ON JOB CLARITY RESPONDENTS (%) Yes No Total INFERENCE 45 5 50 90 10 100

43

From the above table it can be inferred that, 90% of the respondents agree to the work load based on job clarity and remaining 10% of the respondents says job clarity does not exit on work load. CHART 5.7 DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB CLARITY

WORK LOAD BASED ON JOB

100

80

60

Percent

40

20

0 YES

WORK LOAD BASED ON JOB

NO

TABLE 5.8 DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING

44

AWARENESS OF JOB CLARITY AT THE TIME OF JOINING

NUMBER OF RESPONDENTS

PERCENTAGE (%)

0 25 % 25 50 % 50 75 % Above 75 % INFERENCE:

9 25 16 0

18 50 32 0

From the above table it can be inferred that, the respondents falling under the awareness level of 25 50 % record 50 %, 32 % of respondents fall under the level of 50-75 % and the remaining 18 % of the respondent falling under the awareness level of 0-25 %. CHART 5.8 DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING
LEVEL OF JOB CLARITY AT THE TIME OF JOINING
50

40

30

Percent

20

10

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

LEVEL OF JOB CLARITY AT THE TIME OF JOINING

TABLE 5.9 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

45

LEVEL OF JOB CLARITY AFTER INVOLVEMENT OF THE JOB 0 25 % 25 50 % 50 75 % Above 75 % INFERENCE:

NUMBER OF RESPONDENTS

PERCENTAGE (%) 2 36 44 18

1 18 22 9

From the above table it can be inferred that, the respondents falling under the level of job clarity after the involvement of 50-75 % record 44%,36 % of respondents fall under the level of 25 50 % and 18% of the respondent falling under the level of above 75 % and the remaining 2% of the respondent falling under the level of 0 25 %. CHART 5.9 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

50

40

30
Percent

20

10 0 0 - 25 % 25 - 50 % 50 - 75 % ABOVE 75 %

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

TABLE 5.10

46

DISTRIBUTION OF RESPONDENT BASED ON LEVEL OF THE AWARE OF ROLES IN THE ACTIVE PARTCIPATION IN THE ORGANISATION
AWARENESS OF ROLES IN THE ACTIVE PARTICIPATION NUMBER OF RESPONDENTS PERCENTAGE (%)

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

0 15 22 13

0 30 44 26

INFERENCE: From the above table it can be inferred that, the respondents falling under the awareness level of 50 - 75 % record 44 %, 30 % of respondents fall under the level of 25 50 % and the remaining 26 % of the respondent falling under the awareness level of above 75 %. CHART 5.10 DISTRIBUTION OF RESPONDENT BASED ON LEVEL OF THE AWARE OF ROLES IN THE ACTIVE PARTCIPATION IN THE ORGANISATION
AWARE OF ROLES IN ACTIVE PARTICIPATION
50

40
Pert

30

20

10

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

AWARE OF ROLES IN ACTIVE PARTICIPATION

TABLE 5.11

47

DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE QUALIFICATION PROVIDED JOB BASED ON QUALIFICATION Yes No Total INFERENCE From the above table it can be inferred that, 100% of the respondents agree with the job provided to them is based on qualification. CHART 5.11 DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE QUALIFICATION
QUALIFICATION CONSIDERED FOR SUITABLE JOB

NUMBER OF RESPONDENTS 50 0 50

PERCENTAGE (%) 100 0 100

100

80

60

Percent

40

20

0 YES NO

QUALIFICATION CONSIDERED FOR SUITABLE JOB

TABLE 5.12

48

DISTRIBUTION OF RESPONDENT BASED ON THE EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB Yes No Total INFERENCE From the above table it can be inferred that, 96% of the respondents agree that job was counted based on their experience and remaining 4% of the respondents reported that it is not counted for them. CHART 5.12 DISTRIBUTION OF RESPONDENT BASED ON THE EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB
EXPERIENCE COUNTED FOR ASSIGNED JOB
100 80 60
Percent

NUMBER OF RESPONDENTS

PERCENTAGE (%)

48 2 50

96 4 100

40 20 0 YES EXPERIENCE COUNTED FOR ASSIGNED JOB

NO

TABLE 5.13

49

DISTRIBUTION OF RESPONDENT BASED ON THE DELEGATION OF POWERS ENTRUSTED TO EXECUTE THE JOB DELEGATION OF POWERS ENTRUSTED Yes No INFERENCE From the above table it can be inferred that, 88% of the respondents agree that delegation of powers was entrusted to execute the job and remaining 12% of the respondents reported that the powers were not delegated to them. CHART 5.13 DISTRIBUTION OF RESPONDENT BASED ON THE DELEGATION OF POWERS ENTRUSTED TO EXECUTE THE JOB
DELEGATION OF POWERS

NUMBER OF RESPONDENTS 44 6

PERCENTAGE (%) 88 12

YES NO

TABLE 5.14

50

DISTRIBUTION OF RESPONDENT BASEED ON THE AVAILIBILITY OF TRAINING INPUTS AVAILABILITY OF TRAINING INPUTS Yes No Total INFERENCE From the above table it can be inferred that, 96% of the respondents agree that training inputs are available in the organization and remaining 4% of the respondents reported that there is no enough training inputs are available in the organization. CHART 5.14 DISTRIBUTION OF RESPONDENT BASEED ON THE AVAILIBILITY OF TRAINING INPUTS
TRAINING INPUTS AVAILABLE

NUMBER OF RESPONDENTS 48 2 50

PERCENTAGE (%) 96 4 100

100

80

60
Percent

40

20

0
YES NO

TRAINING INPUTS AVAILABLE

TABLE 5.15

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DISTRIBUTION OF RESPONDENT BASED ON THE WAY OF JOB CLARITY IS EFFECTIVELY MADE OUT JOB CLARITY NUMBER OF RESPONDENTS 5 36 6 3 PERCENTAGE (%)

Interactive session Meeting Training Supply of brochures INFERENCE

10 72 12 6

From this above table it can be inferred that, 72% of respondents were known their job clarity effectively through meeting, 12% of the respondent through training, 10% of the respondent through interactive session and the remaining through supply of brochures. CHART 5.15 DISTRIBUTION OF RESPONDENT BASED ON THE WAY OF JOB CLARITY IS EFFECTIVELY MADE OUT
JOB CLARITY EFFECTIVELY MADE

80

67

40
Percent

20 0

INTERACTIVE SESSION

MEETING

TRAINING

BROCHURES

SUPPLY OF

JOB CLARITY EFFECTIVELY MADE

TABLE 5.16

52

DISTRIBUTION OF RESPONDENT BASED ON EXTEND THE JOB CLARITY IS USEFUL IN WORK PLACE BENEFITS OF JOB CLARITY IN WORK PLACE High Little Very little None INFERENCE From this above table it can be inferred that, 72 % of benefits of job clarity is high, 24 % of job clarity is little and 4 % of job clarity is very little in the work place. CHART 5.16 DISTRIBUTION OF RESPONDENT BASED ON EXTEND THE JOB CLARITY IS USEFUL IN WORK
JOB CLARITY USEFUL IN WORK PLACE

NUMBER OF RESPONDENTS 36 12 2 0

PERCENTAGE (%) 72 24 4 0

80

60

40
Percent

20

0 HIGH LITTLE JOB CLARITY USEFUL IN WORK PLACE VERY LITTLE

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ANALYSIS USING WEIGHTED AVERAGE METHOD TO KNOW WHETHER THE RANKING OF BENEFITS IN THE JOB CLARITY IS BASED ON THE FOLLOWING FACTORS TABLE 5.17
JOB RANK WEIGHT EFFICIENCY
MANAGEMENT INVOLVEMENT

IMPROVED TEAM WORK

REDUCE THE I MBALANCE X WX

REDUCE DOWN TIME X WX

CONFLICT RESOLUTION

EFFECTIVE RECRUITMEN T

BENEFITS OF TRAINING

X1

WX1

X2

WX2

X3

WX3

WX

WX

WX

45

90

50

100 49 98

47

94

46

92

47

94

44

88

48

96

Total

50

95

50

100 50 99

50

97

50

96

50

97

50

94

50

98

C.W

1.9

1.98

1.94

1.92

1.9 4

1.88

1 .96

Rank

INFERENCE From the Table it is inferred that management involvement regarding the ranking of benefits in the job clarity is most preferred in the organization than the other aspects.

ANALYSIS USING CORRELATION

54

TO KNOW WHETHER THERE IS CORRELATION BETWEEN AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING AND AFTER THE INVOLVEMENT OF THE JOB TABLE 5.18 AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING Awareness Level No. of respondents 0 25% 25 50% 50 75% Above 75%

25

16

LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB Level of job clarity improved 0 25% 25 50% 50 75% Above 75%

No. of respondents

18

22

RANK CORRELATION METHOD Rank(X) X1 X2 X3 X4 Awareness Level (xi) 3 1 2 4 Improved Level(Yi ) 4 2 1 3 Di 1 1 1 1 4

1 -

6 di

55

_____________

n (n - 1) r = 0.6

INFERENCE From the above table it is inferred that the rank correlation between the awareness level of job clarity at the time of joining and the level of job clarity improved after the involvement of the job is positively correlated.

56

CHAPTER VI
6.1 FINDINGS OF THE STUDY An array findings and conclusions have emerged from the analysis. It is listed as follows: Most of the respondents of 48% are falling under the age group of 30 40 years and 46% are falling under the age category of lesser than 30. Most of the respondent of 94% were male and only 6% were the female respondent. Most of the respondent from the technical category were 78% and the remaining 22% were from the non technical. Most of the employees fall under above 5 to 10 years of experience record 48% and 32% of respondents fall under below 5 years and few respondents fall under above 10 years. Most of the respondents of 76%, their roles and responsibilities are communicated through manager in charge and few through interview and co-employees. Most of the respondents of 94% were aware of the job entrusted to them and a few of them were unaware of the job entrusted. Most of the employees of 90% agree to the work load based on job clarity and remaining 10% of the respondents say job clarity does not exit on work load. Most of the respondents of 50% are falling under the awareness level of 25 50% of job clarity at the time of joining and few under the awareness level of 0 25%. Most of the respondents of 44% are falling under the level of job clarity after the involvement of 50 75% and few of them are under the level of 0 25%. Most of the respondents of 44% are falling under the awareness level of 50 75% of their roles in the active participation in the organization. Most of the respondents agree with the job provided to them is based on qualification and their work experience.

57

Most of the respondents of 88% agree that delegation of powers was entrusted to execute the job and few respondents reported that the powers were not delegated to them.

Most of the employees of 96% agree that training inputs are available in the organization. Most of the respondents were known their job clarity effectively through meeting and few through supply of brochures. Most of the respondents of 72% were reveals that benefits of job clarity are high and few respondents of 2% reported that job clarity is very little in the work place. Most of the employees ranked their benefits of job clarity by giving first preference to management involvement than other aspects. From the rank correlation it is known that the awareness level of job clarity at the time of joining and the level of job clarity improved after the involvement of the job is positively correlated.

58

SUGGESTIONS AND RECOMMENDATIONS Employees may be given proper guidance about their duties and responsibilities on the job entrusted to them. Regular coordination and supervision helps to obtain the better result and as well as helps to improve the overall growth of an organization. The organization can plan to conduct regular reviews with their employees in order to find out the status of their job performance and to plan necessary improvements. To improve the performance of the employees, it requires concentrating more on training. The training program for the employees has to be conducted once in 6 months or in a year for the contribution towards job clarity. A separate forum or team can also be set up to keep an update on the performance of the employees after training. Discussion on job specification can be conducted at various level meeting may improve the performance of the employees in the organization. Job description form and periodic job analysis can be improved.

59

CHAPTER VII

CONCLUSION The present study reveals that the awareness level of job clarity among employees was around 50 75%. In order to improve that the performance of the employees it require more concentration on training, discussion on job specification conducting various level meeting may improve the performance of the employees in the organization. Thereby cent percent of job clarity can be achieved.

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CHAPTER VIII

8.1 LIMITATION OF THE STUDY

The focus of the study was to evaluate the employees job clarity at whirlpool of India limited. Some of the limitations were Due to the heavy workload, the promptness of response by the senior employees was low. Some of the employees were hesitant in giving their whole-hearted opinions due to the fear of the management. Evaluation was conducted on the employees reaction only through questionnaires, other experimental tests of evaluation was not prepared.

61

8.2 SCOPE FOR THE STUDY The present study of the project covers only a sample survey of 50 out 220 employees. For the further study they can cover the full sample survey of employees in order to get more information regarding other areas in an organization and that helps in improving the performance in better more ways.

62

APPENDICES ANNEXURES - I
QUESTIONAIRE A STUDY ON EMPLOYEES JOB CLARITY IN WHIRLPOOL OF INDIA LIMITED PUDUCHERRY

PERSONAL DETAILS: 1. Name (optional) 2. Age Lesser than 30 3. Department & Designation : 4. Gender 5. Work Category technical 6. Work Experience Below 5 years 7. Educational Qualification a. technical bachelor degree master degree diploma above 5 to 10 years above 10 years ministerial ( non technical) : male female 30 40 40 and above :

63

b. non - technical -

bachelor degree

master degree

8. Indicate the means for providing roles and responsibilities? Interview written orders co - employees manager incharge

9. Are you aware of the job entrusted? Yes No

10. Whether work load based on job clarity Yes No

11. Your awareness level of job clarity at the time of joining 0 25 % 25 50 % 50 75% above 75 %

12. To what extend the level of job clarity improved after the involvement of the job? 0 25 % 25 50 % 50 75% above 75 %

13. To what extend you are aware of your roles in the active participation in the organization 0 25 % 25 50 % 50- 75 % above 75 %

14. Whether the qualification has been considered and provided suitable job? Yes No

15. Whether the experience counted for assigning the specified job? Yes No

16. Whether regular interaction by colleagues is carried out at the performance level? Yes No

64

17. To what extend the manager help you in the execution of job? 0- 25 % Yes 25 50 % No 50 75 % above 75 % 18. Whether delegations of powers are entrusted to execute the job?

19. Whether training inputs are available in the organization? Yes No

20. In what way the job clarity is effectively made out? Interactive session meeting training supply of brochures

21. To what extend the job clarity is useful in work place? High little very little none

22. Do you think any improvement needed for the job clarity in whirlpool of India limited Yes 23. If yes to what extend? High little very little none no

24. Whether all the information is provided by the organization to improve the work efficiency? Yes no

25. What type of incentives scheme is available for the improvement of the career growth and progression? Special pay commission bonus increment other benefits

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

65

satisfactory

not satisfactory

b. Management involvement satisfactory c. Improved team work Satisfactory not satisfactory not satisfactory

d. Reduce the imbalance in the departmental function Satisfactory e. Reduce the down time Satisfactory f. Conflict Resolution Satisfactory g. Effective recruitment Satisfactory h. the benefits of training Satisfactory not satisfactory not satisfactory not satisfactory not satisfactory not satisfactory

26. Your views and ideas to improve job clarity in the organization ________________________________________________ ________________________________________________ ________________________________________________ 27. Whether objective of the job description and job profile is achieved or not

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Yes

No

ANNEXURES - II WHIRLPOOL OF INDIA LIMITED

PUDUCHERRY JOB CLARITY FORM

NAME: DEPARTMENT: REPORTING TO: JOB PROFILE:

JOB TITLE: TOTAL EXPERIENCE: QUALIFICATION:

JOB DESCRIPTION:

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ANNEXURE III BIBILIOGRAPHY

Books Aswathappa .k, Human Resource and Personnel Management, Tata McGraw Hill Publishing Co. Ltd. New Delhi. Kothari C.R., Research Methodology Methods & Techniques, New Age International (p) Ltd ., New Delhi, C.B.Mamoria and S.V.Gankar, Personnel Management, Himalaya Publishing house Gary Dessler, Human Resource Management, New Delhi, Prentice Hall of India Pvt Ltd 2002 Biswajeet pattanayak Human resource management (2nd edition) Published by asoke k. ghosh. Dr C.B. Guptha Business Management Published by Sultan Chand & Sons Websites www.managementhelp.org www.personnelmanagement.com www.whirlpoolindia.com www.yahoo.com www.google.com

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