Emp Percep Paper

Employee Perception of work environment and welfare activities of the organization.
A
study of select Hospitality Organizations in West Bengal.
By
P.R.Sandilyan
Professor/Research Scholar
NSHM School of Hotel Management
Durgapur-12
Tel: 03432533813/14/16
Mail ID: ganesh_pr2001@yahoo.co.in
Amitabh Dey
Professor/Research Scholar
Principal – NSHM School of Hotel Management
Arrah, shibtola, Durgapur – 713212
TEL: +91-9933049428
MAIL ID: amitabh.dey@nshm.com
Gautam Bandopadhyay
Assistant Professor
National Institute of Technology
(Deemed University)
Durgapur
Tel: 03432544805
Mail ID: math_gb@yahoo.co.in
Amit Datta
Assisstant Professor/Research Scholar
Durgapur-12
Tel: 03432533813/14/16
MAIL ID: amit.datta@nshm.com
Krishnendu Hazra
Associate Professor/Research Scholar
Durgapur-12
Tel: 03432533813/14/16
MAIL ID: krishnendu.hazra@nshm.com
Manojit Mitra
Research Scholar
National Institute of Technology
(Deemed University), Durgapur
Tel: 03432544805
Mail ID: manojit.mitra@nshm.com
Page 1 of 32
EP.PAPER.SANDY.AMITABH.HAZRA.AMIT.MANOJIT.GB.DOC.13/12/10
Title - Employee Perception of work environment and welfare activities of the
organization. A study of select Hospitality Organizations in West Bengal.
Abstract
In today’s world most employers are aware that employees constitute a key part of the business
and are indispensable to the success of the business and the organization. Large multinational
companies as well as small employers recognize this fact and take keen interest in the welfare
and satisfaction of the employees. Even though a lot of effort is taken in this regard by the
management, it is always not in line with what the employees perceive as best for them. Here an
attempt is made to study this need from the view of the employees especially from the hospitality
sector as this segment of the market faces a lot of varying and stretchable working hours. Also
hospitality sector employees would face extremely tough conditions to work in some areas like
kitchens, cold rooms and other areas, where work is labor intensive.
Some literature has been extracted from earlier publications, (Human Resource Management,
11th edition, Gary Dessler and Biju Varkkey) Internet and books on Human Resource
Management. This literature and sample data based research will offer insight into the
expectations of the employees and help Hospitality Managers to better understand the needs of
the employees and come up with an appropriate policy towards employee welfare and proper
work conditions. Other suitable remedies to improve the working environment may be also
introduced phase by phase.
This study is to determine what the expectations of these employees from their management are
and how far the incentives and rewards policy of the company matches these expectations. This
study will help to bring about a better understanding of employee needs and help in better
Page 2 of 32
delivery of service as well as limit the attrition of employees. The need to pursue further studies
in this area is identified.
0.1 Key words
Employee Perception, Human Resource Management, Hospitality, Welfare Activities, Work
Environment.
0.2 Research Goal
The aim of this study is to try and actually understand the perceptions of employees on what the
organization believes to be its welfare activities and the actual working conditions. This will help
hospitality organizations to understand the requirements of employees and design their welfare
activities in accordance to the employee wants.
1.0 Introduction
Today everyone is aware of the significance of human resources for any organization, and in the
extremely competitive global business environment, it is very much a huge challenge to keep
employees satisfied and motivated. One of the prime motivating factors other than money and
incentives is the kind of work environment provided and benefits accorded to the employees.
Employers and Human resource managers have come up with various practices and processes to
provide these facilities to their employees and have been successful too in their aim. However as
a lot of money is spent in these activities and also without doubt a lot of time is involved, it goes
without saying that employers would like to get the best value in terms of ROI (Return of
Investment) for this money spent. Hence it becomes imperative that employees are involved in
making such decisions that concerns their welfare and benefit. As there would be no financial
Page 3 of 32
return of Investment for the money spent for this purpose, it must necessarily show its effect on
the motivation and satisfaction and reduced attrition rate of employees. This study is undertaken
to actually learn from employees about the kind of work environment and benefits that they feel
are needed to them and match it with what they are getting from their employers so that the gap
if any could be minimized for better functionality and usefulness of the policies and schemes.
2.0 Review of Literature
Anil Bhatt/Arya Kumar (2008) (Management Principles, Processes and Practices, 4th edition, Pg:
no 232), Organizational cultural and the relationship with bosses emanating from the quality of
supervision is also a critical factor in reducing attrition rate. Exit interviews sometimes reveal
that employees feel that they lack and identity in the organization provide opportunities for
employs to share their knowledge via training sessions, presentations, mentoring others and team
assignment .above all, the BPO sector should endeavor to have a work leisure balance by taking
concrete policy decisions and initiatives to reinforce the retention strategies.
David a .Decenzo / Stephen P. Robbins (1998) (Personnel Human Resource Management 3rd
edition P. no 469), The list of the services that an organization can provide its employees is only
limited by the imagination of management. Retail stores for example, usually provide some
forms of discount to employees when they buy goods in there store. The vast majority of large
organizations provide some form of educational assistance traditionally in the form of tuition
refunds, for employees who take job related courses or are working toward a degree in an
accredited college or university. Tuition refunds are usually geared to pay some percentage of
reimbursement best on relevance of the course to an individual’s work and whether it is part of a
Page 4 of 32
degree program, and they are usually contingent on the attainment of some satisfactory grade in
the course.
Mirza S Saiyadain (1988) (Human Resource Management 3rd edition Pg.no 408), welfare
amenities: A number of amenities, which clubbed together under welfare are highlighted in the
chapter five of factory act 1948.sections 42 to 48 of the act makes it obligatory on the
organization to provide washing facilities for storing and drying cloths, facility for sitting, first
aid appliances, canteen, shelter, rest room, lunch rooms and crèches. Other facilities such as
drinking water, toilet sanitation or conservancy facilities for which minimum standard are
provided in factories.
V S P Rao (2000) (Human Resource Management Text & Cases 2nd edition Pg 448), the working
environment in factory adversely affects the health of employees because of excessive heat or
cold, noise, fumes, dust and lack of sanitation and pure air. such oppressive condition create
health problems for workers. These have to contain through preventive steps aimed at improving
the lot of workers. A second reason in favors of welfare work is called the social invasion of the
factory. Workers face lots of adjustment problems when they take up factory work the congested
enirons,noisy machines ,slum areas ,monotonous jobs impact the psyche of realities who come to
the cities in search of jobs .to escape from such trying condition ,the worker absent
himself,becames irregular and shows signs of indiscipline. Such changes known as the social
invasion of the factory call for extra inducements in the work place in addition to normal wages,
so that the worker begins to enjoy a fuller and richer life. Another social reason pointed out by
the labor investigation committee reads thus “the provision of canteens improves the physique
entertainment reduces the incident of vices, medical aid maternity and child welfare services
Page 5 of 32
improve the health of worker and bring down the rates of general, maternal and infantile
mortality , and educational facility their mental efficiency and economic productivity.
Welfare measure may also be provided by the government, trade unions and non government
agencies in addition to the employer .the basic purpose of labor welfare is to enrich the life of
employees and keep them happy and contented. Welfare measure be both statutory and
voluntary.labour laws required the employer to extend certain benefits to employees in addition
to wages voluntary benefits are the result of employer generosity enlightenment and
philanthropic feelings.
CS Venkata Ratanam /BK Srivastava (personnel management and human resource fifth edition
pg 203), Working condition include all aspects of work, physical, social, economic ,technical,
legal and human the physical condition referred to climatic factors and include not only aspect
like ventilation and temperature, but also physical facility at work such as canteen, rest rooms,
crèche. The social aspect related to work, which group composition etc. the economic aspect
relate to wages, benefits technical aspects related to the kind technology used the legal aspect
relate to contractual obligation which are mutual and reciprocal. the human aspect relate to the
quality of supervision, communication etc.
Expert from the report of The National Commission on Labour (1969), in our country as
populous as ours, there can be danger of a tendency developing to discount the value of human
life. It losses in accident or through the slow and agonizing process of an occupational disease
may not stir a community as much as it would in counties with chronic lab our shortage, though
the near once it is a tragic occurrence. Relief gets organized after the event ,but prevention get
side tracked. We have noticed in the years since independence, a welcome improvement in such
Page 6 of 32
public attitude, but these has been slow and brought about largely through shocks administered
by serious happening.
Biswajeet Pattanayak (2005) ( Human Resource Management 3rd edition pg no 275), The
management in every organization should sincerely invite their employees to suggest way to
improve their operation and the quality of their work life only if these idea are received in a spirit
of appreciation. The employees should then be asked to participate in studying and feasibility
and recommend appropriate means of implementing each suggestion that survive such reviews
the quality of life at work probably would be then be enhanced, quality assurance customers
service, profitability and high employee morale.
Quality work life is not to be confused with some socio political concept of democratic
management mangers who have evidence of concern for quality work life continue to be
accountable for carrying out their activity if they learn that inviting opinion or collective wisdom
in problem solving or decision making from the persons they supervise is likely to lead to better
quality and acceptance of those solution or decision they became better managers.
Dr. Parandikar (Human Resource Management Text & Cases 2nd edition Pg 448) labor welfare
work is work for improving the health, safety and general well being and the industrial efficiency
of the workers beyond the maximum standard lay down by the labor legislation.
3.0 Methodology
This work is based on primary data collected from employees directly by means of a
questionnaire. Employees across various levels of employment and category were asked to
respond to a series of questions on work environment and employee welfare activities in their
Page 7 of 32
organization. Initially these responses were scanned and their reliability was checked. Further the
responses were analyzed to check if they fell into any pattern. Factor analysis confirmed that on
two questions the responses across all segments and establishments was similar. Further the
average of the responses to other questions was used for statistical analysis to draw appropriate
deductions and conclusions.
4.0 Data analysis
The data collected was averaged for its responses. Crosstab analysis was performed to check the
interdependency of various attributes.
age group * income segment Crosstabulation
Count
income segment
0-1 lakh/yr 1-2 lakh/yr 2-3 lakh/yr 3-5 lakh/yr above 5 lakhs Total
age group below 25 yrs 25 5 0 3 0 33
25-30 yrs 8 6 2 3 5 24
31-35 yrs 1 4 7 4 0 16
36-40yrs 2 7 0 7 3 19
above 40 yrs 0 0 2 3 2 7
Total 36 22 11 20 10 99
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
Pearson Chi-Square 69.583 16 .000
Likelihood Ratio 75.280 16 .000
Linear-by-Linear Association 28.086 1 .000
N of Valid Cases 99
Page 8 of 32
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
a. 18 cells (72.0%) have expected count less than 5. The minimum expected
count is .71.
Chi-Square tests proved the interdependency of some of the attributes chosen for analyzing
the data. Hence as the 4th column showed a numeric value of less than 0.5 it was justified
for proceeding with two-way ANOVA.
UNIANOVA Average BY age income

/METHOD=SSTYPE(3)
/INTERCEPT=INCLUDE
/POSTHOC=age income(BTUKEY)
/PLOT=PROFILE(age*income)
/EMMEANS=TABLES(age*income)
/PRINT=HOMOGENEITY
/CRITERIA=ALPHA(.05)
/DESIGN=age income age*income.
Univariate Analysis of Variance
Tests of Between-Subjects Effects
Dependent Variable:Average
Type III Sum of

Source Squares df Mean Square F Sig.
a
Corrected Model 99.759 18 5.542 23.779 .000
Intercept 34.091 1 34.091 146.272 .000
Age 1.168 4 .292 1.253 .296
Income 38.497 4 9.624 41.293 .000
age * income 3.097 10 .310 1.329 .230
Error 18.412 79 .233
Total 135.535 98
Corrected Total 118.172 97
Page 9 of 32
Post Hoc Tests
age group
Homogeneous Subsets
Average
Tukey B
Subset
age group N 1 2 3 4
below 25 yrs 33 -.2980
25-30 yrs 24 .2257
36-40yrs 19 1.0132
31-35 yrs 16 1.0729
above 40 yrs 6 1.5417
Means for groups in homogeneous subsets are displayed.

Based on observed means.
The error term is Mean Square(Error) = .233.
income segment
Homogeneous Subsets
Average
Tukey B
Subset
income segment N 1 2 3
0-1 lakh/yr 36 -.7847
1-2 lakh/yr 22 .5682
2-3 lakh/yr 11 1.2197
3-5 lakh/yr 20 1.4417
above 5 lakhs 9 1.6389

Profile Plots
Page 10 of 32
5.0 Results and Inference
By the help of the data analysis which was mainly done using SPSS software and two-way
ANOVA study, the following points struck out.
Almost all employees across all categories preferred to have money rather than other
form of welfare and benefits.
There was no dependency of income with gender which denoted a very welcome feature
of there being no gender bias.
Mostly all employees were in agreement that they were trained to meet emergency
situations like accidents, injury etc. in their workplace.
Lower income group employees were more inclined to disagree with working conditions
and welfare activities of the organization.
Page 11 of 32
Many expressed their dissatisfaction towards maintenance of safety equipments, staff
areas, washrooms and other facilities in the low income group and junior category level
of employment.
Many junior employees were not provided with benefits that were available to senior
category employees.
Education had an influence on the level of employment as well as the opportunity of
growth available.
Gender had no relation on the income as well as level of employment.
There was a clear difference of opinion about the work environment between the junior
and senior employees.
Employee responses revealed that many new joiners were not trained to work on
equipments properly.
Location also had an effect on the income levels and appropriately on benefits and
welfare facilities available to employees.
6.0 Conclusion
From the data collected and the statistical analysis it was possible to draw out certain inferences
which in turn can assist to draw the following conclusions. Firstly there appeared to be no bias
on gender which spoke favorably for the hospitality establishments. Second striking fact that was
revealed was that almost all employees universally preferred money in hand in comparison to
other benefits. The working conditions of lower income employees, specially the junior category
were not up to their expectations and well maintained. The organizations should plan and invest
more in this area to provide clean and healthy work conditions for their employees. Senior
employees on the other hand were more apt to be satisfied with the work conditions. Middle
Page 12 of 32
level employees were more or less in line with the upper group and more positive in their
responses. This shows that most organizations had separate facilities for junior and senior
employees and more care was taken for the senior category. Also as many low income group
respondents disagreed with being provided facilities like health insurance, PF, children’s
education etc., it seems that many of these employees were on contract or on consolidated pay
structure and hence were not too pleased with the benefits and welfare activities. Senior and mid
segment employees were more or less satisfied with the same. The organizations must therefore
abstain from using employees as cheap labor and try to cultivate all employees on a proper pay
structure and employee rolls to provide them with appropriate welfare means and opportunities
for their growth. Employers must come out of the labor market concept and give employees their
dues across all categories. While mostly the employees are happy with the training to meet
exigencies, employers must concentrate on keeping the frontline employees happy with better
facilities and working conditions to keep their morale high and get the best for the organization.
This would go a long way to provide them a high ROI on what they spend for employee welfare.
Page 13 of 32
7.0 References
Dr. Parandikar , Human Resource Management Text & Cases 2nd edition
Biswajeet Pattanayak (2005) Human Resource Management 3rd edition
The National Commission on Labour (1969)
CS Venkata Ratanam /BK Srivastava Personnel Management and Human Resource fifth
edition
V S P Rao (2000) Human Resource Management Text & Cases 2nd edition
Mirza S Saiyadain (1988) Human Resource Management 3rd edition
David a .Decenzo / Stephen P. Robbins (1998) Personnel Human Resource Management
3rd edition
Anil Bhatt/Arya Kumar (2008) Management Principles, Processes and Practices, 4th
edition
Gary Dessler and Biju Varkkey, Human Resource Management, 11th edition
Page 14 of 32
Appendix 1 CHI-SQUARE TESTS
CROSSTABS
/TABLES=age BY income
/FORMAT=AVALUE TABLES
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
age group * income segment Crosstabulation
Count
income segment
0-1 lakh/yr 1-2 lakh/yr 2-3 lakh/yr 3-5 lakh/yr above 5 lakhs Total
age group below 25 yrs 25 5 0 3 0 33
25-30 yrs 8 6 2 3 5 24
31-35 yrs 1 4 7 4 0 16
36-40yrs 2 7 0 7 3 19
above 40 yrs 0 0 2 3 2 7
Total 36 22 11 20 10 99
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
N of Valid Cases 99
count is .71.
CROSSTABS
/TABLES=age BY education
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
age group * qualifications Crosstabulation
Count
qualifications Total
Page 15 of 32
UG G PG Professional
age group below 25 yrs 17 9 3 4 33
25-30 yrs 8 5 6 5 24
31-35 yrs 1 1 7 7 16
36-40yrs 2 0 6 11 19
above 40 yrs 0 0 3 4 7
Total 28 15 25 31 99
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
N of Valid Cases 99
count is 1.06.
CROSSTABS
/TABLES=income BY education
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
income segment * qualifications Crosstabulation
Count
qualifications
UG G PG Professional Total
income segment 0-1 lakh/yr 28 7 0 1 36
1-2 lakh/yr 0 4 5 13 22
2-3 lakh/yr 0 2 3 6 11
3-5 lakh/yr 0 1 13 6 20
above 5 lakhs 0 1 4 5 10
Total 28 15 25 31 99
Chi-Square Tests
Page 16 of 32
Asymp. Sig. (2-
Value df sided)
a
N of Valid Cases 99
count is 1.52.
CROSSTABS
/TABLES=income BY gender
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
income segment * gender Crosstabulation
Count
gender
male female Total
income segment 0-1 lakh/yr 27 9 36
1-2 lakh/yr 17 5 22
2-3 lakh/yr 9 2 11
3-5 lakh/yr 17 3 20
above 5 lakhs 7 3 10
Total 77 22 99
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
Linear-by-Linear Association .117 1 .733
N of Valid Cases 99
count is 2.22.
CROSSTABS
/TABLES=age BY gender
Page 17 of 32
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
age group * gender Crosstabulation
Count
gender
male female Total
age group below 25 yrs 21 12 33
25-30 yrs 20 4 24
31-35 yrs 13 3 16
36-40yrs 17 2 19
above 40 yrs 6 1 7
Total 77 22 99
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
N of Valid Cases 99
count is 1.56.
CROSSTABS
/TABLES=ec BY gender
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
employee category (junior, middle or senior) * gender Crosstabulation
Count
gender
male female Total
employee category (junior, JUNIOR 42 12 54

middle or senior)
MIDDLE 25 7 32
Page 18 of 32
SENIOR 10 3 13
Total 77 22 99
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
Pearson Chi-Square .008 2 .996
Likelihood Ratio .008 2 .996
Linear-by-Linear Association .001 1 .970
N of Valid Cases 99
count is 2.89.
CROSSTABS
/TABLES=ec BY loc
/STATISTICS=CHISQ
/CELLS=COUNT
/COUNT ROUND CELL.
Crosstabs
employee category (junior, middle or senior) * location Crosstabulation
Count
location
GREATER
KOLKATA DURGAPUR KOLKATA BURDWAN OTHERS Total
employee category (junior, JUNIOR 28 9 4 7 6 54

middle or senior)
MIDDLE 13 14 3 0 2 32
SENIOR 11 2 0 0 0 13
Total 52 25 7 7 8 99
Page 19 of 32
Chi-Square Tests
Asymp. Sig. (2-

Value df sided)
a
N of Valid Cases 99
count is .92.
Page 20 of 32
Appendix 2 Two-way ANOVA
UNIANOVA Average BY age income

/METHOD=SSTYPE(3)
/INTERCEPT=INCLUDE
/POSTHOC=age income(BTUKEY)
/PLOT=PROFILE(age*income)
/EMMEANS=TABLES(age*income)
/PRINT=HOMOGENEITY
/DESIGN=age income age*income.

Type III Sum of

a
Corrected Model 99.759 18 5.542 23.779 .000
Intercept 34.091 1 34.091 146.272 .000
age 1.168 4 .292 1.253 .296
income 38.497 4 9.624 41.293 .000
age * income 3.097 10 .310 1.329 .230
Error 18.412 79 .233
Total 135.535 98
a. R Squared = .844 (Adjusted R Squared = .809)
Estimated Marginal Means

age group * income segment
95% Confidence Interval
age group income segment Mean Std. Error Lower Bound Upper Bound
below 25 yrs 0-1 lakh/yr -.690 .097 -.882 -.498
1-2 lakh/yr .567 .216 .137 .996

a
2-3 lakh/yr . . . .
3-5 lakh/yr 1.528 .279 .973 2.083

a
above 5 lakhs . . . .
25-30 yrs 0-1 lakh/yr -1.094 .171 -1.433 -.754
Page 21 of 32
1-2 lakh/yr -.111 .197 -.503 .281
2-3 lakh/yr 1.292 .341 .612 1.971
3-5 lakh/yr 1.417 .279 .862 1.971
above 5 lakhs 1.600 .216 1.170 2.030
31-35 yrs 0-1 lakh/yr -.833 .483 -1.794 .128
1-2 lakh/yr 1.104 .241 .624 1.585
2-3 lakh/yr 1.131 .182 .768 1.494
3-5 lakh/yr 1.417 .241 .936 1.897

a
above 5 lakhs . . . .
36-40yrs 0-1 lakh/yr -.708 .341 -1.388 -.029
1-2 lakh/yr .845 .182 .482 1.208

a
2-3 lakh/yr . . . .
3-5 lakh/yr 1.381 .182 1.018 1.744
above 5 lakhs 1.694 .279 1.140 2.249

a
above 40 yrs 0-1 lakh/yr . . . .
a
1-2 lakh/yr . . . .
2-3 lakh/yr 1.458 .341 .779 2.138
3-5 lakh/yr 1.556 .279 1.001 2.110
above 5 lakhs 1.667 .483 .706 2.628
a. This level combination of factors is not observed, thus the corresponding population marginal mean
is not estimable.
Post Hoc Tests

age group
Homogeneous Subsets
Average
Tukey B
Subset
age group N 1 2 3 4
below 25 yrs 33 -.2980
25-30 yrs 24 .2257
36-40yrs 19 1.0132
31-35 yrs 16 1.0729
Page 22 of 32
above 40 yrs 6 1.5417

income segment
Homogeneous Subsets
Average
Tukey B
Subset
0-1 lakh/yr 36 -.7847
1-2 lakh/yr 22 .5682
2-3 lakh/yr 11 1.2197
3-5 lakh/yr 20 1.4417

Profile Plots
Page 23 of 32
UNIANOVA Average BY income education
/METHOD=SSTYPE(3)
/INTERCEPT=INCLUDE
/POSTHOC=income education(BTUKEY)
/PLOT=PROFILE(income*education)
/EMMEANS=TABLES(income*education)
/PRINT=HOMOGENEITY
/DESIGN=income education income*education.

Type III Sum of

a
Corrected Model 96.414 14 6.887 26.271 .000
Intercept 30.303 1 30.303 115.598 .000
income 13.819 4 3.455 13.179 .000
education .701 3 .234 .891 .449
income * education .611 7 .087 .333 .937
Error 21.758 83 .262
Total 135.535 98

income segment * qualifications
income segment Qualifications Mean Std. Error Lower Bound Upper Bound
0-1 lakh/yr UG -.887 .097 -1.079 -.694
G -.357 .194 -.742 .028

a
PG . . . .
Professional -.917 .512 -1.935 .102

a
1-2 lakh/yr UG . . . .
G .792 .256 .282 1.301
PG .750 .229 .295 1.205
Page 24 of 32
Professional .429 .142 .147 .712
a
2-3 lakh/yr UG . . . .
G 1.292 .362 .572 2.012
PG 1.194 .296 .607 1.782
Professional 1.208 .209 .793 1.624

a
3-5 lakh/yr UG . . . .
G 1.167 .512 .148 2.185
PG 1.494 .142 1.211 1.776
Professional 1.375 .209 .959 1.791

a
above 5 lakhs UG . . . .
G 1.750 .512 .732 2.768
PG 1.562 .256 1.053 2.072
Professional 1.688 .256 1.178 2.197
a. This level combination of factors is not observed, thus the corresponding population marginal mean
is not estimable.
Post Hoc Tests

income segment
Homogeneous Subsets
Average
Tukey B
Subset
0-1 lakh/yr 36 -.7847
1-2 lakh/yr 22 .5682
2-3 lakh/yr 11 1.2197
3-5 lakh/yr 20 1.4417

qualifications
Homogeneous Subsets
Average
Page 25 of 32
Tukey B
Subset
qualifications N 1 2 3 4
UG 28 -.8869
G 15 .4111
Professional 30 .8972
PG 25 1.3200

Profile Plots
UNIANOVA Average BY income ec

/METHOD=SSTYPE(3)
/INTERCEPT=INCLUDE
/POSTHOC=income ec(BTUKEY)
/PLOT=PROFILE(income*ec)
/EMMEANS=TABLES(income*ec)
/PRINT=HOMOGENEITY
/DESIGN=income ec income*ec.
Page 26 of 32
Type III Sum of

a
Corrected Model 94.682 9 10.520 39.412 .000
Intercept 21.005 1 21.005 78.690 .000
income 16.386 4 4.096 15.346 .000
ec .612 2 .306 1.146 .323
income * ec .300 3 .100 .374 .772
Error 23.490 88 .267
Total 135.535 98

income segment * employee category (junior, middle or senior)
employee 95% Confidence Interval

category
(junior,
middle or
income segment senior) Mean Std. Error Lower Bound Upper Bound
0-1 lakh/yr JUNIOR -.788 .090 -.967 -.609
MIDDLE -.750 .298 -1.343 -.157

a
SENIOR . . . .
1-2 lakh/yr JUNIOR .542 .116 .312 .771
MIDDLE .833 .365 .107 1.559

a
SENIOR . . . .
2-3 lakh/yr JUNIOR .750 .517 -.277 1.777
MIDDLE 1.213 .172 .871 1.555
SENIOR 1.750 .517 .723 2.777

a
3-5 lakh/yr JUNIOR . . . .
MIDDLE 1.435 .122 1.193 1.677
Page 27 of 32
SENIOR 1.500 .365 .774 2.226
a
above 5 lakhs JUNIOR . . . .
a
MIDDLE . . . .
SENIOR 1.639 .172 1.297 1.981
a. This level combination of factors is not observed, thus the corresponding population marginal
mean is not estimable.
Post Hoc Tests

income segment
Homogeneous Subsets
Average
Tukey B
Subset
0-1 lakh/yr 36 -.7847
1-2 lakh/yr 22 .5682
2-3 lakh/yr 11 1.2197
3-5 lakh/yr 20 1.4417

employee category (junior, middle or senior)

Homogeneous Subsets
Average
Tukey B
employee Subset
category
(junior,
middle or
senior) N 1 2 3
JUNIOR 54 -.2670
MIDDLE 32 1.1302
SENIOR 12 1.6250
Page 28 of 32
Average
Tukey B
employee Subset
category
(junior,
middle or
senior) N 1 2 3
JUNIOR 54 -.2670
MIDDLE 32 1.1302
SENIOR 12 1.6250

Profile Plots
UNIANOVA Average BY income loc

/METHOD=SSTYPE(3)
/INTERCEPT=INCLUDE
/POSTHOC=income loc(BTUKEY)
/PLOT=PROFILE(income*loc)
Page 29 of 32
/EMMEANS=TABLES(income*loc)
/PRINT=HOMOGENEITY
/DESIGN=income loc income*loc.

Type III Sum of

a
Corrected Model 97.093 16 6.068 23.318 .000
Intercept 13.323 1 13.323 51.196 .000
income 43.101 4 10.775 41.405 .000
loc .647 4 .162 .621 .648
income * loc 2.456 8 .307 1.180 .321
Error 21.079 81 .260
Total 135.535 98

income segment * location
income segment Location Mean Std. Error Lower Bound Upper Bound
0-1 lakh/yr KOLKATA -.833 .124 -1.080 -.587
DURGAPUR -1.083 .295 -1.669 -.497
GREATER KOLKATA -.896 .255 -1.403 -.388
BURDWAN -.533 .228 -.987 -.079
OTHERS -.655 .193 -1.038 -.271
1-2 lakh/yr KOLKATA .813 .147 .519 1.106
DURGAPUR .396 .180 .037 .755

a
GREATER KOLKATA . . . .
BURDWAN -.208 .361 -.926 .509

a
OTHERS . . . .
Page 30 of 32
2-3 lakh/yr KOLKATA 1.222 .208 .808 1.637
DURGAPUR 1.167 .295 .581 1.753
GREATER KOLKATA 1.333 .510 .318 2.348

a
BURDWAN . . . .
OTHERS 1.250 .510 .235 2.265
3-5 lakh/yr KOLKATA 1.458 .180 1.099 1.817
DURGAPUR 1.458 .161 1.137 1.779
GREATER KOLKATA 1.292 .361 .574 2.009

a
BURDWAN . . . .
a
OTHERS . . . .
above 5 lakhs KOLKATA 1.667 .180 1.308 2.026
DURGAPUR 1.417 .510 .402 2.432

a
GREATER KOLKATA . . . .
a
BURDWAN . . . .
a
OTHERS . . . .
a. This level combination of factors is not observed, thus the corresponding population marginal mean is not
estimable.
Post Hoc Tests

income segment
Homogeneous Subsets
Average
Tukey B
Subset
0-1 lakh/yr 36 -.7847
1-2 lakh/yr 22 .5682
2-3 lakh/yr 11 1.2197
3-5 lakh/yr 20 1.4417

location
Page 31 of 32
Homogeneous Subsets
Average
Tukey B
Subset
location N 1 2 3
BURDWAN 7 -.4405
OTHERS 8 -.4167
GREATER KOLKATA 7 .0476 .0476
KOLKATA 51 .5474 .5474
DURGAPUR 25 .7767

Profile Plots
Page 32 of 32

Emp Percep Paper

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Emp Percep Paper

Uploaded by

Copyright:

Available Formats

Employee Perception of work environment and welfare activities of the organization.

introduced phase by phase.

in this area is identified.

0.1 Key words

Employee Perception, Human Resource Management, Hospitality, Welfare Activities, Work

0.2 Research Goal

activities in accordance to the employee wants.

2.0 Review of Literature

concrete policy decisions and initiatives to reinforce the retention strategies.

quality of supervision, communication etc.

service, profitability and high employee morale.

deductions and conclusions.

4.0 Data analysis

interdependency of various attributes.

age group * income segment Crosstabulation

age group below 25 yrs 25 5 0 3 0 33

Asymp. Sig. (2-

Likelihood Ratio 75.280 16 .000

Linear-by-Linear Association 28.086 1 .000

Asymp. Sig. (2-

Likelihood Ratio 75.280 16 .000

Linear-by-Linear Association 28.086 1 .000

for proceeding with two-way ANOVA.

UNIANOVA Average BY age income

/DESIGN=age income age*income.

Univariate Analysis of Variance

Tests of Between-Subjects Effects

Type III Sum of

Intercept 34.091 1 34.091 146.272 .000

Age 1.168 4 .292 1.253 .296

Income 38.497 4 9.624 41.293 .000

age * income 3.097 10 .310 1.329 .230

Error 18.412 79 .233

Corrected Total 118.172 97

below 25 yrs 33 -.2980

25-30 yrs 24 .2257

31-35 yrs 16 1.0729

above 40 yrs 6 1.5417

Means for groups in homogeneous subsets are displayed.

0-1 lakh/yr 36 -.7847

1-2 lakh/yr 22 .5682

2-3 lakh/yr 11 1.2197

3-5 lakh/yr 20 1.4417

above 5 lakhs 9 1.6389

Means for groups in homogeneous subsets are displayed.

ANOVA study, the following points struck out.

form of welfare and benefits.

of there being no gender bias.

situations like accidents, injury etc. in their workplace.

and welfare activities of the organization.

Education had an influence on the level of employment as well as the opportunity of

Gender had no relation on the income as well as level of employment.

and senior employees.

welfare facilities available to employees.

Biswajeet Pattanayak (2005) Human Resource Management 3rd edition

The National Commission on Labour (1969)

Mirza S Saiyadain (1988) Human Resource Management 3rd edition

David a .Decenzo / Stephen P. Robbins (1998) Personnel Human Resource Management

/COUNT ROUND CELL.

age group below 25 yrs 25 5 0 3 0 33

Asymp. Sig. (2-

Likelihood Ratio 75.280 16 .000