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Employee Perception Project Report - 152617288
Employee Perception Project Report - 152617288
TABLE OF CONTENT
I. INTRODUCTION 1
II 7
REVIEW OF LITERATURE
III 16
OBJECTIVES
VI 17
RESEARCH METHODOLOGY
V 21
DATA ANALYSIS AND INTERPRETATION
VIII 50
LIMITATIONS OF THE STUDY &
SCOPE FOR FURTHER STUDY
ANNEXURE
QUESTIONNAIRE
BIBLIOGRAPHY
2
LIST OF TABLES
5.1.8 29
VALUED AS AN EMPLOYEE
LIST OF CHARTS
4
CHAPTER I
INTRODUCTION
Guided by M/s Appasamy Associates, which has been servicing in the ophthalmic
field for the last 25 years, M/s Appasamy Ocular Devices (P) Ltd manufactures a wide range of
products. It has an excellent network for marketing and after sale services.
1.1.5 Strength
Committed to their customers and draw strength from their faith in their ability to help
them better than others. Train their sales and service persons to help their customers in
best possible ways and means.
Regularly introduce new products and always in search of people who can develop new
products.
Offer products at a reasonable price, at an acceptable quality, with effective after sales
service support. The employees are given opportunity to prove themselves. Selected
persons are sent abroad for sales, service and training.
6
1.1.6 Milestone
They also manufacture and sell electrical vitrectomy units with peristaltic pump for
aspiration with linear suction.
On December 31, 1997 completed ISO 9002 audit for Intra Ocular Lenses. AI Optics
Limited, their INTRA OCULAR LENS manufacturing unit became an ISO
9002(Quality Systems and Requirements fulfilled) facility and certified by TUV,
Germany on 17.03.1998.
7
1994 - Introduced India's first ophthalmic Nd-YAG Laser equipment. It is only one of
its kind manufactured in India till today. Also started manufacturing and selling Streak
retinoscope.
1.1.7Awards
One of the Best 5 Women Entrepreneurs of the year 1994, instituted by National
Alliance of Young Entrepreneurs.
Engineering Export Promotion Council (EEPC) of India award for the best
performance under the category Small Scale Industries - Certificate of merit for 1993-
1994 among Southern Region of EEPC of India.
A) Microsurgical instruments
- Titanium instruments
- Stainless Steel instruments
- Disposable instruments
B) Ophthalmic implants
Convex Lenses
Disposable Lenses
Foldable Intraocular Lenses
Hydrophilic Lenses
Ophthalmic lens
Phaco Lenses
Spectacle Lenses
Sulcus Fixation
C) Ophthalmic equipment
- Testing equipment
- Diagnosing equipment
- Surgery equipment
D) Pharmaceuticals
- Small volume parenterals
- Ophthalmic solutions
E) Customers
- Ophthalmologists
- Eye Hospitals/Nursing Homes
- Government & Non-Governmental Agencies
- Distributing Agencies
- Group companies
- Patients (Indirect)
Chairman
P.S.N.Appasamy
Vice Chairman
R.N.Kasthuri
Managing Director
P.Radhakrishnan
Production
Human Resource Liaison works Purchase Computer QA & MR Maintenance
Units
Assistant Assistant
Calibration Assistant
Assistant Clerical
Electricians
ProductionS.Adal
Production Production Production arasu
Assiatant FP-Stores
FP-Stores FP-Stores Box Packing
Storekeeper
Assiatant,
Despatch
10
Implementing an employee perception survey can be used to gauge the current levels of
satisfaction and identify opportunities for improvement as perceived by the employees in M/s
Appasamy Ocular Devices (P) Ltd.
Employees who arent satisfied with their jobs are very likely to leave. If they dont leave
they can become a source of bad morale and do a great deal of harm to the organization. In many
cases employers without proper data will assume the wrong reasons for employee dissatisfaction.
Many bosses will automatically think that money is the top reason for leaving a job. Surveying
employees on a regular basis is important to stay in touch with the pulse of the business and to
have real data and react accordingly. The actions of the employees like absenteeism and turnover
are based on how they perceive things.
The main objective of this study was to study the level of employees perception about the
various factors like working conditions, management, interpersonal relationships, pay and
organizational culture. Employee opinion surveys deliver a successful means of measuring and
acting upon, employees' current beliefs on many job-related subjects. Through this the managers
could understand what the employees feel about the organization .Necessary remedial measures
could be adopted by the organization in the negative areas. Through this the company would
achieve better results in terms of profit and quality.
11
CHAPTER II
REVIEW OF LITERATURE
Savvy companies know that they need to stay in tune with the satisfaction rate of their
employees. Managers understand that finding and training new employees is a very expensive
process. Surveying employees on a regular basis is a great way to stay in touch with the pulse of
the business. Hence it is very much essential to know what the employees perceive about the
organization.
Implementing an employee perception survey can be used to gauge the current levels of
satisfaction and identify opportunities for improvement as perceived by the employees in M/s
Appasamy Ocular Devices (P) Ltd.
Employees who arent satisfied with their jobs are very likely to leave. If they dont leave
they can become a source of bad morale and do a great deal of harm to the organization. In many
cases employers without proper data will assume the wrong reasons for employee dissatisfaction.
Many bosses will automatically think that money is the top reason for leaving a job. Surveying
employees on a regular basis is important to stay in touch with the pulse of the business and to
have real data and react accordingly.
2.2 Meaning
When an individual looks at a target and attempts to interpret what he or she sees that
interpretation is heavily influenced by the personal characteristics of the individual perceiver.
Personal characteristics that affect perception include a persons attitudes, personality, motives,
interests, past experience and expectations.
12
Characteristics of the target being observed can affect what is perceived. The context in
which we see objects or events is also important. Perception is a process by which individuals
organize and interpret their sensory impressions in order to give meaning to their
environment. However, what one perceives can be substantially different from objective
reality.
Motives
Attitudes
Interests
Experience
expectations
Time
Perception
Work setting
Social setting
Novelty
Motion sounds size
Background
Proximity
Similarity
13
Attribution theory:
This theory has been proposed to develop explanations of the ways in which we judge
people differently, depending on what meaning we attribute to a given behavior.
Determinants:
1. Halo effect
2. Contrast effects
3. Selective perception
4. Projection
5. Stereotyping
Employment Interview
Performance Expectations
Performance Evaluations
Employee Effort
Employee Loyalty
Whistle-Blowers
The author has found from his research that, whenever there is a contradiction between
what employees are told or led to expect and what they actually see occurring, the result is
usually a negative perception. In the employee-manager relationship, a greater presence of
negative perceptions lowers the credibility of the management and increases the difficulty in
securing employee cooperation and commitment. The task of minimizing employees' negative
perceptions falls largely on the first-line supervisor, although the door is always open higher
managers can make this more difficult.
The purpose of this study was to determine employees' perception of the dimension of
culture toward organizational learning readiness. The study also seeks to compare employees'
work experience (longevity), work shifts and their perception towards the dimension of culture in
enhancing organizational learning readiness. ANOVA was used to investigate the relationship
between longevity, work shift, and perception towards the dimension of culture in enhancing
organizational learning.
The independent variables longevity and work shift were statistically significant, while
the interaction effect was nonsignificant. Omega-squared test statistic revealed longevity and
work shift each accounted for 9 percent and 7 percent, respectively, of the variance in the
dependent variable employee perception toward the dimension of culture in enhancing
organizational learning. Moderate effect sizes for independent variables longevity and work shift
were also established.
16
The authors have found that employee perceptions of the benefits provided to them by
their organization can influence employee attitudes. Three factors that appear to influence the
perception of benefits by employees are benefit satisfaction, benefit importance, and the
perceived motive of the organization in providing the benefit to employees. However, it was
inferred that some benefits are perceived as rights that are owed to employees by the
organization. The study proposed and tested a model of benefit perception that incorporates all of
these factors. Results suggested that benefit satisfaction and the perceived motive of the
organization in providing a benefit both have a direct relationship with employee attitudes. The
perceived right status of a benefit appeared to moderate this relationship.
This paper proposed to provide a conceptual model about how internal and external
communications influence employees perception of organizational images, in turn influencing
employees organizational identification and behaviors. In particular, it was argued that when
there is discrepancy between perceived external images and internally perceived images that are
held by employees, it can result in significant consequences in terms of employees behaviors.
Furthermore, it was discussed how perceptions about organizational images were related to
internal and external communication and the need for an integrative perspective of
communication management in the organization.
17
Barbara B. Brown
The author says that relations-oriented leadership behaviors explained more of the
variance in affective commitment than the variance in normative commitment. The variance that
task oriented leadership behaviors explained in the two types of organizational commitment was
the same, only weaker. Neither relations-oriented nor task-oriented leadership behaviors
explained any variance in continuance commitment.
The relations-oriented leadership behaviors were positively related with affective and
Normative commitment, although not very strongly. This means that leadership behaviors which
involve engendering trust, inspiring a shared vision, generating enthusiasm, encouraging
creativity, providing coaching, and recognizing accomplishments do explain some of the
variation in how employees feel about wanting to or feeling obligated to stay with the city of
Charlottesville.
The more they display these behaviors, the more employees may want to or feel obliged
to stay. Task-oriented leadership behaviors had a negative relationship with normative
commitment and explained even less of the variance than relations-oriented leadership behaviors.
This means that leadership behaviors which involve ignoring problems or waiting for problems to
become chronic before taking action explain very little of the variation in how employees feel
about wanting to or feeling obligated to stay with the city of Charlottesville. Supervisors may be
able to improve their task-oriented leadership behaviors by giving negative feedback in a timely
manner and using language that is both clarifying and encouraging.
This research investigates the relationship between the extent of employees' social
interaction and their perceptions of job characteristics. Employees' perceptions were compared
with the perceptions of task characteristics made by an outside observer, whose perceptions were
not subject to the same social influence processes. The results indicated that the perceptions of
18
Supervisors perceive and rate Information employee work attitudes differently than the
Information employees perceive and rate their work attitudes by themselves. Non-information
employees perceive their work attitudes differently than their supervisors do. Information and
Non-information employees do not perceive their work attitudes similarly. Information
employees had higher means for Dependability and Ambition and Non-information employees
had higher means for Teamwork and Self-Control.
There were differences in the strength of disagreement of responses across the groups. The
strongest disagreement between employees (both Information and Non-information) and
supervisors on the perceptions of employee (both Information and Non-information) work
attitudes was obtained for the work attitudes dimension Dependability. The second disagreement
between employees (both Information and Non-information) and supervisors on the perceptions
of employee (both Information and Non-information) work attitudes was obtained for the work
attitudes dimension Ambition. The third disagreement between employees (both information and
non-information) and supervisors on the perceptions of employee (both Information and Non-
information) work attitudes was obtained for the work attitudes dimension Teamwork.
19
However, none of the differences were statistically significant. Rust, Stewart, Miller, and
Pielack (1996) examined job satisfaction of frontline workers. Topics addressed included work
design, work conditions, benefits, and supervision. They found that a persons overall satisfaction
is driven by their satisfaction with the organizations managerial process.
20
CHAPTER III
CHAPTER IV
RESEARCH METHODOLOGY
This study was designed to perform a descriptive analysis of the employee perception in
M/s Appasamy Ocular Devices (P) Ltd.This study was conducted over a period of one month
from August 2007 to September 2007.
Primary Data
The primary data was collected from the questionnaire .It had questions of both multiple
choice and closed ended type.
Secondary Data
Secondary data was collected from the internet, books, journals, and company records.
The population can be finite or infinite. The population is said to be finite if the elements
can be counted and infinite if the population size cannot be calculated.
A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some sampling
units from which inferences about the population is drawn. Sampling design is determined before
any data are collected.
Simple random sampling technique was adopted. In this method the researcher selects those
units of the population in the sample, which appear convenient to him or to the management of
the organization where he is conducting the research.
Percentage analysis.
Chi-square test
Correlation
Regression
23
In this project Percentage analysis test was used. The percentage method is used to know
the accurate percentages of the data we took.. The following formula was used
From the above formula, we can get percentages of the data given by the respondents.
In this project chi-square test was used. This is an analysis of technique which analyzed
the stated data in the project. It analyses the assumed data and calculated data in the study. The
Chi-square test is an important test amongst the several tests of significance.. Chi-square,
symbolically written as x2 (Pronounce as Ki-Square), is a statistical measure used in the context
of sampling analysis for comparing a variance to a theoretical variance.
The formula for computing chi-square is as follows.
Chi-square = {(O-E)2 / E}
O = Observed frequency
E = Expected frequency
The calculated value of chi-square is compared with the table of chi-square for the given
degrees of freedom at the specified level of significance. If the calculated value is greater than the
tabulated value then the difference between the observed frequency and the expected frequency
are significant. The degrees of freedom is (n-2) where n is number of observed frequencies and
in case of contingency table the degrees of freedom is (C-1) (R-1) where C is number of
columns and R is number of rows.
It is used to find the relation between communication in work place and work satisfaction.
It is used to find the relation between welfare satisfaction and work satisfaction it is used to find
the relation between experience of respondents and work satisfaction.
24
4.9.3 CORRELATION
The correlation analysis deals with association between two or more variables. The
correlation does not necessary imply causation or functional relationship though the existence of
causation always implies correlation. By itself it establishes only co- variance. It is used to find
the degree of relationship between motivation and work satisfaction.
Cov(x, y) = 1/n x y x y
x = 1/n x2 x 2
y = 1/n y2 y 2
Cov(x, y)
r= x X y
Here,
r = co-efficient of correlation
4.9.4 Regression
The Regression analysis deals with the nature of association between two or more
variables. In regression analysis we are concerned with the estimation of one variable for a given
value of another variable on the basis of an average mathematical relationship between the two
variables.
Y= a + bX
25
CHAPTER V
The data collected from the responses to the questionnaire was tabulated and appropriate
statistical methods were applied to it. Frequency distribution of various responses for each
question was analyzed using a bar chart.
TABLE 5.1.1
Inference:
The above table shows that 16% of the employees did not know the organizations goals and
objectives and 38% of the employees were clear about the goals and objectives.
CHART 5.1.1
40
35
P
30
E
25
R
20
C
15
E
N 10
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
27
TABLE 5.1.2
Inference:
The above table shows that 12% of the employees did not know about the reporting structure.
32% of the employees were somewhat clear about the reporting structure.
28% of the employees were clear about the reporting structure.
CHART 5.1.2
35
30
P
E 25
R 20
C 15
E
10
N
5
T
A 0
al t ly
G
gly at
utr ha ng
E tro
n wh e ew t ro
D.
s me N om A.s
so A.s
D.
LEVEL OF ATTITUDE
28
TABLE 5.1.3
Inference:
The above table shows that 12% of the employees felt that they could not develop their skills.
14% of the employees felt that they could develop their skills to some extent and 44% of the
employees felt strongly that they could develop their skills.
CHART 5.1.3
50
45
P 40
E 35
R 30
25
C
20
E 15
N 10
T 5
A 0
al t ly
G
gly h at
utr wh
a g
E ron ew Ne e t ron
D .st o m o m A.s
D.
s A.s
LEVEL OF ATTITUDE
29
TABLE 5.1.4
Inference:
The above table shows that 6% of the employees did not gain satisfaction from their job.
18% of the employees gained satisfaction from their job to an extent.
38% of the employees strongly felt that they gained satisfaction from their job
CHART 5.1.4
40
35
P
30
E
25
R
20
C
15
E
N 10
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
30
TABLE 5.1.5
MY JOB IS CHALLENGING
Inference:
The above table shows that 10% of the employees felt that their job was not challenging.
26% of the employees felt that their job was challenging to a certain extent.
38% of the employees felt strongly that their job was challenging.
CHART 5.1.5
MY JOB IS CHALLENGING
40
35
P
30
E
25
R
20
C
15
E
N 10
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
31
TABLE 5.1.6
Inference:
The above table shows that 14% of the employees felt that support from each other was not there.
28% of the employees felt that support from each other was there to a certain extent
18% of the employees felt strongly that support from each other was there.
CHART 5.1.6
30
P 25
E 20
R
15
C
E 10
N
5
T
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
32
TABLE 5.1.7
Inference:
The above table shows that 14% of the employees felt that personal contribution was not
recognized. 28% of the employees felt that personal contribution was recognized to some extent.
28% of the employees felt strongly that personal contribution was recognized .
CHART 5.1.7
30
P 25
E 20
R
15
C
E 10
N
5
T
A 0
G
ly
y
t
l
t
ha
tra
ha
gl
g
on
E
n
ew
eu
ew
tro
tr
N
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
33
TABLE 5.1.8
IM VALUED AS AN EMPLOYEE
Inference:
The above table shows that 80% of the employees felt that they were valued as an employee.
20% of the employees felt that they were not valued as an employee.
CHART 5.1.8
IM VALUED AS AN EMPLOYEE
P
40
E
R
30
C
E 20
N
T 10
A
G 0
E Yes No
VALUED AS AN EMPLOYEE
34
TABLE 5.1.9
Inference:
The above table shows that 32% of the employees felt that quality was given importance. 18% of
the employees felt that quality was not given importance.
CHART 5.1.9
35
30
P
E 25
R 20
C 15
E
10
N
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
35
TABLE 5.1.10
Inference:
22% of the employees felt that individual initiative was not encouraged; 24% of the employees
felt that individual initiative was encouraged to a certain extent; 22% of the employees felt that
individual initiative was encouraged
CHART 5.1.10
30
25
P
E 20
R
15
C
E 10
N
5
T
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
36
TABLE 5.1.11
Inference:
20% of the employees felt that management did not set high standards.
16% of the employees felt that management set high standards to a certain extent.
30% of the employees felt that management set high standards.
CHART 5.1.11
35
30
P
E 25
R 20
C 15
E
10
N
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
om
.s
.s
A
D
.s
.s
A
D
LEVEL OF ATTITUDE
37
TABLE 5.1.12
Inference:
14% of the employees felt that the management did not treat them fairly
10% of the employees agreed to a certain extent that the management treated them fairly
26% of the employees felt that the management treated them fairly
CHART 5.1.12
30
25
P
E 20
R
15
C
E 10
N
5
T
A 0
G
ly
ly
t
l
t
ha
tra
ha
g
ng
E
on
ew
eu
ew
tro
tr
N
m
om
.s
.s
A
D
.s
.s
A
D
LEVEL OF ATTITUDE
38
TABLE 5.1.13
Inference:
6% of the employees felt strongly that the management did not recognize their work
28% of the employees felt that the management recognized their work to some extent.
26% of the employees felt that the management recognized their work.
CHART 5.1.13
30
25
P
E 20
R
15
C
E 10
N
5
T
A 0
G
ly
y
t
l
t
ha
tra
ha
gl
E
on
n
ew
eu
ew
tro
tr
N
m
om
.s
.s
A
D
.s
.s
A
D
LEVEL OF ATTITUDE
39
TABLE 5.1.14
Inference:
12% of the employees felt that working conditions were not good
24% of the employees felt that working conditions were good to some extent
40% of the employees felt that working conditions were good
CHART 5.1.14
45
40
P 35
E 30
R 25
C 20
E 15
N 10
T 5
A 0
G t
gly at al a ng
ly
E
tro
n wh eutr wh t ro
D.s o me N o me A .s
D.s A.s
LEVEL OF ATTITUDE
40
TABLE 5.1.15
WORKLOAD IS REASONABLE
Inference:
CHART 5.1.15
WORKLOAD IS REASONABLE
30
25
P
E 20
R
15
C
E 10
N
5
T
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
41
TABLE 5.1.16
Inference:
14% of the employees felt that dead lines were not realistic.
36% of the employees felt that dead lines were realistic to certain extent
12% of the employees felt strongly that dead lines were realistic
CHART 5.1.16
40
35
P 30
E
25
R
20
C
E 15
N 10
T 5
A 0
G t
ly at al a g ly
E
ro
ng wh utr wh ron
.st me Ne om
e s t
D so s A.
D. A.
LEVEL OF ATTITUDE
42
TABLE 5.1.17
Inference:
14% of the employees felt that there was no balance between work and personal life.
34% of the employees felt that there was balance between work and personal life to certain
extent.
26% of the employees feel strongly that there was balance between work and personal life
CHART 5.1.17
40
35
P 30
E
25
R
20
C
E 15
N 10
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
43
TABLE 5.1.18
SALARY IS ADEQUATE
Inference:
CHART 5.1.18.
SALARY IS ADEQUATE
35
30
P
E 25
R 20
C 15
E
10
N
T 5
A 0
G
ly
ly
t
l
t
ha
tra
ha
ng
ng
E
ew
eu
ew
ro
tro
t
m
m
.s
.s
A
o
D
.s
.s
A
D
LEVEL OF ATTITUDE
44
TABLE 5.1.19
MARITAL STATUS
Inference:
CHART 5.1.19
MARITAL STATUS
P 80
E
R 60
C
40
E
N
20
T
A
0
G Single Married
E
45
There is no significant difference between gender and the employees perception about being
valued as an employee.
TABLE 5.2.1
OBSERVED COUNT
gender
1 male 16 8 25
2 female 15 11 25
Total 31 19 50
46
EXPECTED COUNT
TABLE 5.2.2
gender
1 Yes 15.5 9.5 25.0
TABLE 5.2.3
O E [O-E]2 [O-E]2/E
25 28 9 .321
25 22 9 .409
31 28 9 .321
19 22 9 .409
Inference:
Chi-Square test showed that there was no significant difference regarding gender and how
employees feel valued in the organization. Thus gender did not influence the perception of being
valued as an employee.
47
TABLE 5.3.1
X Y X2 Y2 XY
4 3 16 9 12
5 2 25 4 10
7 7 49 49 49
x = 1/N [X2-x2]
= 10.81
y = 1/N [Y2-y2]
= 12.15
R=.903
Inference:
From the above table it is seen that responsibility taken by individuals and group operating
effectively variables are positively correlated.
48
TABLE 5.3.2
X X2 Y Y2 XY
3 9 2 4 6
1 1 5 25 5
11 121 8 64 88
8 64 13 169 104
x = 1/N [X2-x2]
=12.83
y = 1/N [Y2-y2]
=11.36
R=.95
Inference:
From the above table it is seen that satisfaction from work and challenging nature of the job
operating effectively variables are highly positively correlated.
49
TABLE 5.3.3
X X2 Y Y2 XY
5 25 6 36 30
7 49 3 9 21
14 196 11 121 154
6 36 15 225 90
18 324 15 225 270
x = 1/N [X2-x2]
=10.24
y = 1/N [Y2-y2]
=10.15
R=.88
Inference:
From the above table it is seen that management treatment and job security variables are
positively correlated.
TABLE 5.4
S.no
(X-X)
X Y X-X X-X2 Y-Y Y-Y2 (Y-Y)
1 5 3 -5 25 -7 49 35
2 7 6 -3 9 -4 16 12
3 14 6 4 16 -4 16 16
4 6 8 -4 16 -2 4 8
5 18 27 8 64 17 289 136
Formula
bxy = ( x-x )( y-y )
( x-x )2
= .467
Regression Equation
X = .46Y + 5.4
Inference:
Excluding the constant, from the above equation it could be inferred that effect of management
treatment on employees feeling about job security was found to be 2:1
CHAPTER VI
51
From the study, it was found that the employees had a clear understanding about whom
they should report to about their targets in their daily course of work. They also felt that
their direct supervisor listened to their ideas and concern.
Some of the employees felt that the workload was reasonable and the deadlines set to
achieve targets were reasonable.
From the study it was found that the employees were satisfied with the working
conditions. Being employed in a manufacturing company employees felt that they were
able to carry out their work without much strain.
Gender did not play a role in the way employees perceived their value in the organization.
Their perception about being valued as an employee was based on their individual
character and not on their gender.
Majority of the employees felt that they were underpaid. They felt that they were paid less
when compared to the responsibility they take.
Some employees felt that there was no balance between their work and personal lives.
By analyzing the data it was found that there was a strong positive correlation between
individual responsibility and effective group performance. It was also observed that the
level of job satisfaction correlated with the challenging nature of the job.
Majority of the employees were not satisfied with their present salary .The company can
take this into account while revising the pay for the employees. The company could try to provide
some monetary benefits to the best performer.
Employees felt that their new ideas related to work were not encouraged. The company
could encourage the employees to give their ideas related to work. This way both the company
and the employees are benefited. The company could get some novel ideas and the employees
would be more participative.
The employees felt that the company did not respond to their grievances immediately. Hence the
company can adopted some grievance handling procedure that is best suited for the company.
Some employees felt that there was no balance between their work and personal lives. The
company could look into this aspect and train the employees on better time management.
53
CHAPTER VII
7. CONCLUSION
From this study it was found that employees at Appasamy Ocular Devices (P) Ltd.,
functioning such as working conditions of the employees, reporting structure, work process,
deadlines set and gender equality. However there were areas about which the employees had a
negative perception like salary benefits, scope for individual initiative and balance between work
CHAPTER VIII
The survey was done for a period of one month. Hence limited time was spent for doing
the survey.
Some of the employees were not able to express their ideas freely. Some answers given
by the employees might not be correct.
`
55
The study would act as a reference for further in depth research on employee perception.
The results of this survey can be submitted to the company .The management can look into the
negative aspects in the perception of employees and initiate remedial measures to address the
same. Improving the employee perception would go a long way in promoting the quality of
production.
Further focused research on the identified negative areas such as salary package can help
the management formulate better and employee friendly pay structures.
56
ANNEXURE-1
F. Work Processes
57
26 My workload is reasonable
The followings are for analytic purpose only & it will not be used to identify any individual.
Personal details
a. Age : Years
b. Sex : o Male o Female
c. Marital status : o Married o Single
d. Department :
e. Year of service in this company: o Less than 2 yrs o 2-5 yrs o More than 5 yrs
58
ANNEXURE-2
BIBILIOGRAPHY
BOOKS
WEBSITES
www.citehr.com
http://www.mangamentorg.com/
www.perception.org/perception/about.html
www.answers/topic/perception.com
www.allacademic.com/meta/p91956_index
www.springerlink.com/index
59
In a strong culture, employees feel valued. They enjoy at least some control over their
jobs, instead of feeling powerless. Whether its by working from home, choosing their
projects or trying out a new role, employees that feel valued and can make decisions
achieve a higher level of performance.
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However, a positive company culture can ensure that employees remain satisfied with
their jobs and loyal to the organization. This can be extremely beneficial in a
competitive hiring environment. People are much more interested in signing on (and
staying) with a company culture that promotes flexibility, supports employee
development and offers work-life balance.
Improving employee satisfaction through a strong and supportive company culture can
reduce recruiting, hiring and training expenses, while improving morale and increasing
profits.
Communication: In companies with good communication practices, employees know their opinions
and ideas are welcomed. When employees feel heard, they dont carry the resentment that can lead
60
to absenteeism, negative morale and termination. A communicative company culture also leads to
Safety: Organizations that value employees emphasize safety. A culture of safety becomes
ingrained, and employees are more mindful and engaged when performing their duties.
Collaboration: Rather than an us vs. them approach, collaborative companies promote autonomy,
decision-making and teamwork. Employees are given opportunities to contribute, placed in roles in
which they can succeed, and offered opportunities to build meaningful relationships with managers
and co-workers.
Growth: Cultures that foster employee development and growth give workers something to work
toward and look forward to. Such cultures prevent boredom and job stagnation, while keeping things
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Once employees are hired, trained and oriented to the workplace, they either feel
supported and energized, or undervalued and frustrated. When employees feel valued,
they are more involved, enthusiastic and engaged.
Unsure where to begin? We highly recommend checking out the free Good.Co
company culture app on iOS or Android. On a personal level, the app helps you
discover your work style and provides customized tips to help you become a better
manager or leader. The app can also be used to identify and decode your companys
culture or even team culture.