BASELIOS POULOSE II CATHOLICOS COLLEGE

BASELIOUS MOUNT, PIRAVOM-686664

(Affiliated to Mahatma Gandhi University, Kottayam, Kerala)

“A STUDY ON EMPLOYEE COMMITMENT OF EMPLOYEES AT LEELA

ELECTRIC”
DISSERTATION SUBMITTED TO THE MAHATMA GANDHI UNIVERSITY IN PARTIAL

FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF

“BACHELOR OF BUSINESS ADMINISTRATION”

(2020-2023)

BY

HARIPRASAD C.V

UNDER THE SUPERVISON OF

PROF. EBY N ELIAS

DEPARTMENT OF BUSINESS ADMINISTRATION

BASELIOS POULOSE II CATHOLICOS COLLEGE

BASELIOS MOUNT, PIRAVOM-686664
Department of Business Administration
 Certificate

This is to certify that management project entitled "A study on Employee

commitment of employees at leela electric relationship with special

reference to Kerala Electrical and Allied Engineering Company Limited

(KEL)” submitted by HARIPRASAD C.V Reg no: 200021086254 is a bona

fide record of the year 2022-2023 in partial fulfilment of requirement for

the award of degree of Bachelor of Business Administration of the Mahatma

Gandhi University Kottayam, Kerala.

Internal Guide External Guide

 DECLARATION

I HARIPRASAD C.V here by declare that the project titled, "A STUDY ON
EMPLOYEE COMMITMENT OF EMPLOYEES AT LEELA ELECTRIC" towards “".
Submitted by me as part of partial fulfillment for the award of the Bachelors of
Business Administration, at BASELIOS POULOSE II CATHOLICOS COLLEGE,
PIRAVOM is a record of bona-fide work done by me. I also declare that this
report has to my knowledge is my own and is neither submitted to any other
university nor published any time before.

Place: Piravom

Date:

HARIPRASAD
 AKNOWLEDGMENT

We would like to extend our foremost gratitude to the ALMIGHT GOD for
giving as strength wisdom for making the project a grand success.

Being the students of the department of BBA at BPC College Piravom we

wish to express our sincere gratitude to Dr. Tiji Zachariah, the principal
who have been the source of inspiration for the project.

We are extremely grateful to our faculty guide PROF. EBY N ELIAS, for his
assistance and valuable suggestion during the preparation of this project.

We are grateful to all our teachers for the encouragement and inspiration
throughout the various phases of the project work.

We thank each and every one who contributed towards the successful

complication of the project. Place: Piravom

Date:

HARIPRASAD C.V

TABLES OF CONTENTS
NO CHAPTERS PAGE

NO

I INTRODUCTION 17

1.1 Introduction 18

1.2 Problem Definition. 19

1.3 Objectives of the study. 20

1.4 Scope of the study. 21

1.5 Limitations of the study. 22

II LITERATURE REVIEW 23

III INDUSTRY PROFILE 24

IV COMPANY PROFILE 28

V RESEARCH METHODOLOGY. 34

V DATA INTREPRETATION & ANALYSIS

VI FINDINGS

SUGGESTIONS

CONCLUSION

ANNEXURE

ANNEXURE 1 -Questionnaire

ANNEXURE 2-Bilbliography
 CHAPTER 1
INTRODUCTION

The success of any organization's future business strategy depends a great deal on its

employee commitment levels. Its for the organizational leadership to attract, motivate

and retain committed people for future business objectives. Organizational leadership

needs to create the understanding that it is only an employee's total commitment that

gets translated into greater productivity and a very high level of quality service, which

ultimately affects in the bottom line.

According to foreign American survey, it was revealed that trust and skills occupy top

slots in the survey. This clearly demonstrates that Trust in leadership occupies the slot

and lays the strong foundation for other factors. The leadership must first demonstrate

their level of commitment to employees and win their trust if it wants first commitment,

dedication and hard work in turn. What the leadership gives to its employees, it receives

in turn. To achieve something a person must have the requisite skills and knowledge,

but more important than that is the willingness and positive attitude to accomplish the

assigned job. Employees feel encouraged and motivated when they perceive that their

contributions are valued and the organization cares about their material, emotional and

intellectual needs. In such a positive work atmosphere people willingly volunteer

themselves to hard work.

There would phases when a number of employees will feel low and it will impact their

productivity, but that is natural. They will also commit silly mistakes, but the leadership

has to be considerate towards them if they are honest in knowledge acknowledgement

and willing to mend. Even machines do not perform, with 100 percent efficiency all the

time. The kind of vulnerability has to be accounted for in an organization. Employees

need a caring leadership and work atmosphere to perform their best. High achievers are

always groomed through a congenial work atmosphere and motivated leadership. The

only way to create sincere commitment in employees are through ideal leadership

process, which is dependable, reliable, predictable, empathetic, and courageous.

Committed employees are more productive and work with a focus on quality to increase

customer satisfaction and the profitability of their organization. Employees will show

more commitment to their work if the organizational leadership creates more trust in

the working climate. Trust is beneficial to employees at all levels and empowers them to
do extraordinary things. The employee's feeling have a direct bare on the sustainability

and profitability of the business firm. Employers often feel realize that some effective

things they can do to develop and sustain motivated and committed employees cost

very little or nothing at all.

Statement of the problem

Employee commitment with particular reference to the Leela Electric, Pampakuda.

Objectives of study

1.To find out the factors affecting employment commitment.

2. Toanalyse the commitment shown by the employees.

3.To check the effect of employee commitment in organizational development.

4. To measure the influence of employers in building employee commitment.

5.To study methods for improving employee commitment.

SCOPE OF THE STUDY

Employee commitment is very important since employees are life blood of an

organization. If they are not committed to work, the functioning of the whole

organization will be affected as well. The productivity of the organization is directly

proportional to the commitment shown by the employees. Commitment refers to the

keen interest shown by the employees to perform their part for the attainment of

organizational objectives. The commitment of employees can be improved only if the

employers are doing their part best. First of all, the employers should understand the

role of employment commitment in the organizational development. This study was

conducted to point out the importance of employment commitment.

LIMITATION OF THE STUDY

The study is limited by the knowledge and experience of the researcher on the project.

Time is a limiting factor for deep study and analysis.

The study is conducted only in some departments and so the results are not universally

applicable.
 CHAPTER –II
LITERATURE REVIEW

REVIEW OF LITERATIURE

The changing customer needs and market situation dramatically demands for the

highest quality product and services. To remain competitive in the scenario employee

commitment is crucial. This reality is applicable to all organizations but is for particular

importance to small and medium sized organization.

Organizations are faced with ever increasing competitions and as they prepare for new

challenges, one of the key components of survival is

Maintaining and upgrading the organizations ability to human resources effectively and

efficiently. According to Katz employee behavior is essential for organizational

effectiveness includes employees entering and remaining the organization, carrying out

specific role requirements and engaging in innovative and spontaneous activity that

goes beyond role prescription. The appointment of good workers is thus critical, but of

even greater significance is the organizations ability to create a committed work force.

Hence the need of managers to understand the concept of commitment - what it is, how

it operates, and the most importantly, which behaviors were displayed by employees

committed to the organization.

DEFINING COMMITMENT

Over the years, Commitment has been defined and measured in many different ways.

Indeed this lack of consensus in the definition of the term has contributed greatly to its

treatment as a multidimensional construct. Even if multiple dimensions or forms of

commitment exist, there has to be a core essence that characterizes it. To establish what

that core essence is, one has to look for.. commonality among the existing

conceptualizations. As indicated by Meyer and Herscovith all of these definitions refers

to a force that directs a person's behavior. There appears to be consensus that the force

is experienced as a mind set.

DEFINITIONS OF COMMITMENT

A stabilizing force that acts to maintain behavioral direction when expectancy

conditions are not met and do not function, a force that stabilizes individual behavior

under circumstances where the individual would otherwise be tempted to change the

behavior
An obliging force which requires that the person honor the commitment, even in the

face of fluctuating attitudes and whims. The relative strength of an individual's

identification with and involvement in a particular organization.

The two keys to success in today's environment of increasing competition and rapid

change are an absolute passion for and direction to excellence in customer service and

the effective and enlightened management of our workforce. The latter breeds

commitment which in turn leads to achieving the desired standards in customer service.

Without employee commitment, there can be no improvement in any area of business

activity. In the absence of good management employees will simply treat their work as a

job a 9-5 routine without any desire to accomplish any more than is necessary to remain

employed.

In many organizations there is a growing commitment gap - a widening split between

the expectation of employees and what workers are prepared to do. There are number

of reasons this erosion of employee commitment, the most common one being a failure

of management in some way or another. To succeed in the face of increasing

competition, a business needs improved productivity at all levels. This requires the

enthusiastic commitment of all employees which can only be achieved through better

management practices. To be effective, the skills of good people should be installed by

the management in an organization so they become a part of its culture. In this way,

there will be consistency and equity with respect to how peoples are managed from the

top-low the most junior employees.

Business needs good people to succeed. Failure on the part of owners to ensure that

their managers and supervisors are trained and function effectively can lead to the loss
of employees because the best employees are attracted to the employers who place a

premium on good people management.

The second key to success, namely customer service, cannot be achieved without

dedicated and committed employees. It is the older clerks, customer service

representative, receptionists, and the drivers who interact most with the customers.

They relate to them in a manner consistent with how they themselves are managed.

Hence the direct link between effective management of employees, their level of

commitment to the organization and the standard of customer service should be

maintained.

Properly managed employees can be motivated to achieve excellence in any area of a

business. They will contribute willingly, and will do more than expect if they are

managed well. Extraordinary result can be achieved by ordinary peoples if management

does its job properly.

Managing a business today is difficult without lack of attention on its most valuable

assets.

It is therefore instructed that all organizations should give a high priority to its people,

management practices if they hope to success and prosper in the face of global

competition and consumer demand for the highest quality of product and service.

In the study of organizational behavior, organizational commitment in a general sense,

the employees psychological attachment to the organization. It can be contrasted with

other work related attitudes, such a job satisfaction and job identification degree to

which an employee experiences a sense of oneness with their organization.

Organizational scientists have developed many definitions for organizational

commitment, and numerous scales to measure it. Exemplary of this work is Meyer's and

Allen's three component model of commitment, prior research indicated that there are

three mind sets which can characterize an employee's commitment to the organization.

Various researches on this subject have shown that a number of

factors can influence an employee's feelings:

Personal factors

A great deal of research has sought to determine whether certain types of employees are

more likely to be committed to their employer. According to the results, some

employees may simply be more predisposed to engage in citizenship behaviors than

others. In particular, employers who are highly conscientious, outgoing and generally

have a positive outlook of life are often more committed. Employees who are team

oriented and tent to place the goals and concerns of the group above their own, typically

also engage in more citizenship behaviors, Likewise, employees who are empathetic and

value helping others may also be more inclined to display citizenship behaviors at work.

Finally, certain employees tent to define their jobs more broadly than others. Thus for

these employees engaging in citizenship behaviors is simply seen as an integral aspect

of their job.

Situational factors

Workplace values
Shared values are a critical component of any covenantal relationship. Values that are

non covenantal are easy to share and can forge close relationships. If employees believe

that their organization values quality products, they will engage in behaviors that will

contribute to high quality. If employees are convinced that their organizational values

participation, they will be more likely to feel as through their participation will make a

difference. Consequently, they will be more willing to seek solutions and make

suggestions to contribute the organizations success.

Subordinate supervisor interpersonal relationship

The supervisor's behavior is a fundamental determining the level of interpersonal trust

in a work unit. Supervisor behavior includes sharing appropriate information, allowing

mutuality of influence, recognizing and rewarding good performance and not abusing

the vulnerability of others. Butler identified 11 supervisor behavior as facilitating

interpersonal trust, namely supervisor availability, competence, consistency,

discreetness, fairness, integrity, loyalty, openness, promise fulfillment, receptivity and

overall trust. The extent to which the supervisor displays these behaviors will thus

largely determined subordinates commitment level.

Job characteristics

To the extent that a job is structured to provide regular feedback and anatomy as well as

a sense of task completion, employees can monitor their own behaviour and gain an

increased sense of personal control. Personal control is an individual's that he or she

can effect the change in a desired direction.

Organizational support

There is a significant association between employee commitment and the extent to

which employees believe their organization has their interest at their heart.

Organizations are able to provide work life benefits and other type of employee

supports.

Positional factors

Organizational tenure

Various researches have studied the relationship between job tenure and employee's

relationship with organization. The studies have shown that employees. who have been

with their employing organization for a long time are more likely to have embedded

relationships and strong organizational ties. Meyer, Allen and Gellatly supported this

research finding and provided that continuance commitment had a positive effect on

affective commitment of employees.

Hierarchical job level

Studies have consistently found socio economic status to be the single strongest

predictor commitment because high status tents to increase both the motivation and

ability to be actively involved. In organizations, employees at high job levels generally

have higher levels of organizational commitment than those at lower. This is because

positions of power allows people to influence organizational decision making, indicates

high status, recognize formal authority and possibly competence, and show that the

organization recognize their competence and values their contribution.

The following reasons may also affect the employee commitment

1. Quality of immediate, middle and lower leadership

2. Clarities of vision mission and strategies of the firm

3. People's trust in established systems and structure

4. Conductive and participatory work atmosphere

5. Good compensation

6. Performance based promotion 7. Efficient communication system

8. Good training facilities

9. A sense of involvement

To overcome barriers of changes, organizations need to keep their employees

committed to the change process. Committed employees exhibit greater job satisfaction,

motivation and attendance as well as decreased amounts of turnover. Increasing

employee's involvement in the change process can increase their understanding and

decrease any personal uncertainty. However if the employees do not share the new

value system of the organization then involvement in the change process will not

restore internalized commitment. When there is a fundamental shift in corporate values

that are not shared by its employees then intense period of employee socialization are

required. The organization would have to rely on commitment based on identification

and or compliance commitment.

In case of failure to create a culture and practice, the new process in organization can

lead to resist to the change process by employees. Damodaran and Olphert asked users

of a new EIM system in a multinational company to identify barriers and facilitators to

the use of the EIM system. The intellectual capital of a company includes intangible
factors such as company culture, policies, procedures and the IT system. The finding

suggested that lack of a culture and practices around the EIM system was one of the

major barriers to use of the system by employees.

Employees also resist change due to lack of knowledge. The most powerful reason

people resist changes are due to distaste for the type of change imposed, being

surprised, lack of self confidence and fear of the unknown, disruption or routine,

perceived loss of power and distrust of the person initiating the change process, only

considering the technical side of change in terms of the economic benefit to the

organization are not always accepted by the employees.

To be committed to the work, one must have ownership of the work. And to influence

the workplace, one must be heard and reasonably answered by bosses.

So when management does the WHAT IF's above, subordinates are in reasonable

control and will develop a sense of ownership of their workplace.

When managers take no actions which might affect employees without their

concurrence and share with employees all knowledge about the company which might

be of interest of employees, applying their brainpower to every aspect of the workplace

become a worth wile effort for employees. They are suddenly released to their

motivation and start using 100% of their brain power.

In this mode of ownership the boss provide information and assistance to each

subordinates can take charge of their own work rather than sit around and wait for

orders.

In this mode, the declarations are self defeating and destructive of the commitment that

gives birth to innovation and productivity.

Over directions always gets in the way of ownership and pre-empts commitment.

Orders are probably the weakest action a boss can take because employees considered

orders to be demanding and disrespectful, clear evidence that the boss does not

consider them valued team members.

In an emergency orders may be warranted, but for all else the rules should be "do what

you think is right unless the boss can logically convince that a better way exist". Orders

are a cart before the horse. The most basic reason may be that the bosses have no faith

or trust.

Superior leadership is listening to your subordinates to receive their valuable input and

it is rewarded by their trust in your and their commitment to the job.

Problems and difficulties occur in any work group with a predetermined regularity

dictated by the difficulty of the work and the extent to which employees are committed

to the work. Highly committed workers continually strive for excellence. The more

committed they are, the more they act to find resolutions to problems. The less

committed, the less energy and thought they devote to correction and the more time

they spend causing problems.

Methods of Building Employee Commitment

In business, as in personal relationships, commitment is two way street. If employers

want committed employees, they need to be committed employers. Committed

employees do better work than uncommitted ones and organization with committed

workers do better financially than organizations with uncommitted ones.

1. Define your survey objective very carefully What is the reason that you would

like to conduct an employee survey? Do you need to monitor a reorganization? Would

you like to increase your employee's productivity? If you have clear objective you will be

manage the expectations among the employees and current topics, which makes sure

your survey is to the point.

2. Clarify what you would like to achieve. Do you aspire to generate a culture

change, an actual movement or an organizational development?

This means your achievement is based on a behavioral level, Besides you also need to

know whether you would like to have a general impression of the organization or a

through picture per division or department.

3. Employership or employeeship. You can run an employee engagement survey in

order to find out what an organization needs to do in an order to engage the employees

to company. We call this a measurement of employership. You could also approach the

survey from multiple angles, employership and employeeship.

4. Ensure you have the buy in ok key employees. The survey will provide important

information from your organization and to everyone must therefore be enthusiastic

about it before the survey, during it and afterwards.

5. Inform your employees about the survey in advance and clearly communicate its

importance to the organization as whole as your employees in particular.

 CHAPTER- III
INDUSTRY PROFILE
Although electricity had been known to be produced as a result of chemical reactions

that take place in an electrolytic cell since Alessandro Volta developed the voltaic pile in

1800, Micheal Faraday devised a machine that generated electricity from rotary motion,

but it took almost 50 years for the technology to reach a commercially viable stage. In

1878, in the US, Thomas Edison developed and sold a commercially viable replacement

for gas lighting and heating using locally generated and distributed direct current

electricity. The world's first public electricity supply was provided in late 1881, when

the streets of the Surrey town of Godalming in the UK were lit with electric light. This

system was powered from water wheel on the River way, which drove a Siemens

alternator that supplied a number of lamps within the town.

Additionally, Robert Hammond, in December 1881, demonstrated the new electric light

in the Sussex town of Brighton in the UK for a trial period. The ensuring success of these

installation enabled Hammond to put this venture on both a commercial and legal

Footing, as a number of shop owners wanted to use the new light. Thus the Hammond

Electric Supply Co. was launched. Whilst Godalming and Holbron Viaduct schemes

closed after a few years the Brighton Scheme continued on and supply was in 1887 made

available for 24 hours per day.

In early 1882, Edison opened the world's first steam-powered electricity generating

station at Holbron Viaduct in London, where he had entered into an agreement with the

City Corporation for a period of three months to provide street lighting. Inn time he had

supplied a number of local consumers with electric light. The method of supply was

direct current (DC).

It was later in the year in September 1882 that Edison opened the Pearl Street Power

station in New York City and again it was a DC supply. It was for this reason that the

generation was close to or on the consumer's premises as Edison had no means of

voltage conversion.
 CHAPTER – IV
COMPANY PROFILE
Starting from the roots in the year 1995, fabricating switch boards and setting up

electrical installations Leela Electric has transformed itself into a specialist in electric

power management. Today Leela Electric has become the solution provider for making

the most of the electrical energy. After witnessing a year of profitable and sustained

growth, the flagship company Leela Electric was diversified into Leela Electric Power

Service and Leela Electric. The un presidential growth of our company was render that

"Great minds don't think alike" and it was therefore high time to contribute out share to

the industry as well as to our clients. Hence Leela Electric Power Service was converted

into a private limited company in the year 2011 and as far as our activities are

concerned today, we functions as Leela Electric Power Service Pvt. Ltd. (a contracting

company) and Leela electric (a manufacturing unit) both having different missions and

different visions of their own.

Leela Electric quickly built a repetition for itself for applying innovative methods and for

performing precision engineering tasks within the emerging electric industry. Today

Leela group continues to develop and implement innovative solutions and products,

continuously updating its technology and designs with the latest advancement for

various applications to meet the requirements of a variety of industrial and commercial

electrical projects. This company was started with six employers and an area of 1500

Sqft. Along the way we established a repetition in electrical industry and we expanded

our factory to 15000 Sqft. And increased our strength to 175. Today we continue to

meet our customer expectations because of our continued dedication and the highest

level of professional standards.

Leela Electric power Services Pvt. Ltd. is specialised in electrical jobs for commercial

and medium type industrial projects with an 'A' Grade Electrical Contrcatlicence. The
spectrum of our specialisation spans area like Design & Estimation of Electrical

Schematic, Consultancy Services for Power Distribution, Erection, Testing and

Commisioning of HT cables, HV/MV Switch Boards, Bus Ducts etc.

On the other hand Leela Electric initiallly was an Electrical switchboard Manufacturer

and later on expanded its activites to Design and Fabrication of MV panels and Bus

Ducts, Motor ContorlCentres, Generator Control Panels, AMFPanles, PLCPanles,

APFCPanles, DrivePanles and other panles for industrial and commercial projects.

Leela Electric offer products and services that have string roots in traditional value base

and come with inherent qualities of trustworthiness and complete customer

satisfaction.Even more important is the proven performance and the assured reliability

that only comes over a time. Now on account of the unprecedented population growth

and rapid advance of industrialisation, the world at large is facing energy and

environmental issues. Building on know how and experience, Leela Electric aim to

pursue technology for state of the art electrical applications and continue creating

value-added products that use electrical energy with maximum efficency. The people at

Leelaare united in their desire to promptly meet the diverse needs of their customers by

bringing together the vast array of their individual talents. With many years of

experience in Power Control Leela Electric make the use of electrical energy safer in

order to protect people assets and business.

Founded as an Electrical Switch Board manufacturer in 1995, Leela electric quickly built

a reputation for itself for applying innovative methods and for performing precision

engineering tasks within the emerging Electrical Industry... Today, Leela Electric

continues to develop and implement innovative solutions and products,continuously

updating its technology and designs with the latest advancements for various
applications to meet the requirements of a variety of industrial and commercial

electrical projects. This company was started with six employees and an area of 1500

sq.ft. Along the way we established a reputation in the Electrical Industry and we

expanded our factory space to 15000 sq.ft. and increased our staff strength to 175.

Today we continue to meet our customers expectations because of our continued

dedication and the highest level of professional standards.

 CHAPTER – VI
DATA INTERPRETATION &
ANALYSIS
TABLE :4.1

TABLE SHOWING THE GENDER OF RESPONDENTS

CATEGORY NO,OF RESPONDENT PERCENTAGE

MALE 21 70

FEMALE 9 30

TOTAL 30 100

FIGURE:4.1

FIGURE

MALE FEMALE

TABLE:4.2
TABLE

CATEGORY NO.OF RESPONDENT PERCENTAGE

BELOW 1 YEAR 15 50

1.5 YEAR 15 50

5-10 0 0

ABOVE 10 YEAR 0 0

TOTAL 30 100

FIGURE:4.2

FIGURE

BELOW 1 YEAR 1-5 YEAR 5-10 YEAR ABOVE 10 YEAR

TABLE:4.3
 TABLE SHOWING THE ESSENTIALITY OF COMMITMENT IN AN ORGANIZATION

CATEGORY NO OF RESPONDENT PERCENTAGE

AGREE 24 80

DISAGREE 0 0

NO COMMENTS 6 20

TOTAL 30 100

FIGURE:4,3

FIGURE

AGREE DISAGREE NO COMMENTS

TABLE:4.4
TABLE SHOWING THE OPINION OF EMPLOYEE ABOUT THE EMPLOYEE MORALE

CATEGORY NO OF RESPONDENT PERCENTAGE

EXCELLENT 3 10

VERY 9 30

GOOD 12 40

SATISFACTORY 6 20

TOTAL 30 100

FIGURE:4.4

FIGURE

EXCELLENT VERY GOOD GOOD SATISFACTORY

TABLE:4.5

TABLE SHOWING EMPLOYEE COMMITMENT AS A DIFFICULT TASK BY THE

RESPONDENT

CATEGORY NO OF RESPONDENT PERCENTAGE

YES 9 30

NO 21 70

TOTAL 30 100

FIGURE:4.5

FIGURE

YES N0

TABLE:4.6

TABLE SHOWING THE OPINION ABOUT EFFECT OF COMPENSATION IN INCREASING

JOB COMMITMENT

CATEGORY NO OF RESPONDENT PERCENTAGE

AGREE 27 90

DISAGREE 3 10

TOTAL 30 100

FIGURE:4.6

FIGURE

AGREE DISAGREE

TABLE:4.7

TABLE SHOWING THE OPINION OF RESPONDENT ABOUT THE ROLE OF EMPLOYEES

IN THE PROFITABILITY OF THE ORGANIZATION

 CATEGORY NO OF RESPONDENT PERCENTAGE

AGREE 24 80

DISAGREE 6 20

TOTAL 30 100

FIGURE:4.7

FIGURE

AGREE DISAGREE

TABLE:4.8

TABLE SHOWING THE LEVEL OF JOB SATISFACTION OF THE RESPONDENTS

 CATEGORY NO OF RESPONDENT PERCENTAGE

HIGHLY SATISFIED 9 30

SATISFIED 18 60

DISSATISFIED 0 0

NO COMMENTS 3 10

TOTAL 30 100

FIGURE:4.8

FIGURE

HIG SATISFIED SATISFIED DISSATISFIED NO COMMENTS

TABLE:4.9

TABLE SHOWING THE LEVEL OF TRAINING METHODS GIVEN TO THE EMPLOYEES

 CATEGORY NO OF RESPONDENT PERCENTAGE

VERY GOOD 3 10

GOOD 21 70

AVERAGE 6 20

TOTAL 30 100

FIGURE:4.9

FIGURE

VERY GOOD GOOD AVERAGE

TABLE:4.10

TABLE SHOWING THE WILLINGNESS LEVEL OF EMPLOYEES TOWARDS NEW

RESPONSIBILITIES

CATEGORY NO OF RESPONDENT PERCENTAGE

YES 24 80

NO 6 20

TOTAL 30 100

FIGURE:4.10

FIGURE

YES NO

TABLE:4.11

TABLE SHOWS THE LEVEL OF EMPLOYEE EMPLOYEE RELATION IN THE

ORGANIZATION

CATEGORY NO OF RESPONDENT PERCENTAGE

HIGHLY SATISFIED 3 30

SATISFIED 24 80

DISSATISFIED 0 0

NO COMMENTS 3 10

TOTAL 30 100

FIGURE:4.11

FIGURE

HIGHLY SATISFIED SATISFIED DISSATISFIED NO COMMENTS

TABLE:4.12

TABLE SHOWING THE LEVEL OF SAFETY MEASURES IN THE ORGANIZATION

 CATEGORY NO OF RESPONDENT PERCENTAGE

SATISFACTORY 24 80

NON SATISFACTORY 6 20

TOTAL 30 100

FIGURE:4.12

FIGURE

SATISFACTORY NON SATISFACTORY

TABLE:4.13

TABLE SHOWING THE RESPONSE OF THE RESPONDENT ABOUT THE IMPORTHANCE

OF
EMPLOYEE COMMITMENT

CATEGORY NO OF RESPONDENT PERCENTAGE

STRONGLY AGREE 21 70

AGREE 6 20

DISAGREE 0 0

NO COMMENTS 3 10

TOTAL 30 100

FIGURE:4.13

FIGURE

STRONGLY AGREE AGREE DISAGREE NO COMMENT

TABLE:4.14

TABLE SHOWING THE READINESS OF EMPLOYEES TO WORK DURING SHORTAGE OF

EMPLOYEES
 CATEGORY NO OF RESPONDENT PERCENTAGE

YES 15 80

NO 6 20

MAY BE 9 30

TOTAL 30 100

FIGURE:4.14

FIGURE

YES NO MAY BE

TABLE:4.15

TABLE SHOWING THE CHANGE IN WORK STYLE OF THE EMPLOYEES WHEN NEW

POLICIES AREIMPLEMENTED BY THE ORGANIZATION

 CATEGORY NO OF RESPONDENT PERCENTAGE

YES 15 80

NO 6 20

NO COMMENTS 6 20

TOTAL 30 100

FIGURE:4.15

FIGURE

YES NO NO COMMENTS

TABLE:4.16

TABLE SHOWING THE JOB SECURITY OF THE RESPONDENTS

CATEGORY NO OF RESPONDENT PERCENTAGE

 HIGHLY SATISFIED 15 50

SATISFIED 12 40

DISSATISFIED 3 10

TOTAL 30 100

FIGURE:4.16

FIGURE

HIGHLY SATISFIED SATISFIED DISSATISFIED

TABLR:4.17

TABLE SHOWING THE RELATION BETWEEN COMMITMENT AND PRODUCTIVITY BY

THE RESPONDENTS
 CATEGORY NO OF RESPONDENT PERCENTAGE

STRONGLY AGREE 21 70

AGREE 6 20

DISAGREE 3 10

STRONGLY DISAGREE 0 0

TOTAL 30 100

FIGURE:4.17

FIGURE

STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE

 CHAPTER – VII
FINDINGS,SUGGESTIONS &
CONCLUSION

FINDINGS

This chapter deals with the findings it done according to the data analysed in the

previous chapter
To find out the factors affecting employee commitment

1. 80% of the respondents strongly agrees that employee commitment is essential in an

organization. On one in the company had disagreed to it.

20% of the respondents preferred no comments. 2. 70% of the respondents says that

employee commitment is not a difficult task but the rest 30% says that it is a difficult

task 3. 50% of the respondents in the firm are highly satisfied in their job security, 40%

people answered just satisfied and the rest 10% showed their dissatisfaction

To analyse the commitment shown by the employees

1. 10% of the respondents are highly satisfied with the employee morale, 30% feels

it as very good, 40% of the respondents comments that theemployee morale is good and

the rest 10% feels satisfactory.

2. 100% respondents are satisfied with the employee-employee relationship in the

organization 3. 50% of the employees agrees the readiness of performing overtime,

20% disagrees to it and rest 30% commented 'may be’.

To check the effect of employee commitment in organization development.

1. 10% of respondents are highly satisfied about the safety measures, 80% are

satisfied, no any respondents are dissatisfied and rest 10% have no comments.

2. 80% of the respondents strongly agrees that employee commitment increases

the profitability of the firm and 20% disagrees To measure the influence of employers in

building employee commitment

1. 30% of respondents are highly satisfied in the present job, 60% respondents are

just satisfied,0% dissatisfies and the rest 10% prefers no comments

2. 20% of the respondents select average about the training methods provided,

10% feels very good and the remaining 70% feels just good.

Objective:

To study methods for improving employee commitment 80% of the respondents says

that they are responsible for the welfare of the organization and rest 20% disagrees.

SUGGESTIONS

From the study conducted, the suggestions put forward to the organizational to be

considered for improving employee commitment of employees in Leela Electric

includes:
1. Employee participation in decision making is a key towards enlightening the self

esteem of the employees. Employees are not fully satisfied with the decision making

in the organization

2. Employee commitment is the base of any organization, it is impossible to achieve

organizational objectives without this. So, factors affecting it should be find out and

methods should be adopted to increase employee commitment

3. The wealth, health and safety measures adopted are inadequate. Steps must be taken

to improve it.

4. Employees are not fully satisfied with the medical facilities and leave facilities

5. Training need should be identified regularly and implemented on a periodical basis 6.

Improve the existing recreation facilities for better performance

CONCLUSION

A study of employee commitment was conducted at Leela Electric. The study was

conducted with thirty employees. And the researcher came to the conclusion that even
though the employees were performing their job task, the element of commitment was

found be (fair/present) in most of the employees or workers working pattern.

The success of any organization's future business strategy depends a great deal on it

employees commitment levels. So its for the organizational leadership needs to create

the understanding that it is only an employee's total commitment that gets translated

into greater productivity and a very high level of quality service, which ultimately affects

in the bottom line.

Committed employees are more productive and work with a focus on quality to increase

customer satisfaction and the profitability of their organization.