CHAPTER-1

1.1 INTRODUCTION

“Employees Involvement is a mental and emotional involvement of a personal in

a group situation which encourages him to contribute to goals and share responsibility in
them” It is involvement of workers only in such area of activities of the enterprise in
which they have the capability to make some positive contribution. It obviously means
that participation should not be limited to the areas which are favorable and convenient.
To the management nor to the areas beneficial to the trade unions. Meaningful
participation therefore becomes possible only when the management and workers
represented by their trade unions, have full commitment to work in full concord and
harmony for accomplishing common goals.

It is evident that employees’ involvement is a means of industrial democracy

industrial peace and harmony communication consultation and cooperation between
workers and management a basis for trust and amity. It must reduce industrial conflict
and increase industrial peace. It is basically consultative in nature through some decision-
making element is involved in it. The better the communication the better would be the
participation and the greater would be the industrial peace on the other hand the
magnitude of industrial peace can be an index of effective worker participation which
depends on mutual regard respect recognition and co-operation. Employee’s involvement
is considered as a process by which the worker share decision making extends beyond
that is implicit in the specific contents of the jobs. The concept participation is based on a
system called co-determination formally involving employees and their representatives in
nearly all decision relating to personnel and aspects of company policy.

Employee involvement is creating an environment in which people have an

impact on decisions and actions that affect their jobs. Employee involvement is not the
goal nor is it a tool, as practiced in many organizations. Rather, it is a management and
leadership philosophy about how people are most enabled to contribute to continuous
improvement and the ongoing success of their work organization. My bias, from working
with people for 40+ years, is to involve people as much as possible in all aspects of work
decisions and planning. This involvement increases ownership and commitment, retains
your best employees, and fosters an environment in which people choose to be motivated

1
and contributing. How to involve employees in decision-making and continuous
improvement activities is the strategic aspect of involvement and can include such
methods as suggestion systems, manufacturing cells, work teams, continuous
improvement meetings, Kaizen (continuous improvement) events, corrective action
processes, and periodic discussions with the supervisor. Intrinsic to most employee
involvement processes is training in team effectiveness, communication, and problem
solving; the development of reward and recognition systems; and frequently, the sharing
of gains made through employee involvement efforts.

Employee Involvement Model

For people and organizations who desire a model to apply, the best I have discovered was
developed from work by Tannenbaum and Schmidt (1958) and Sadler (1970). They
provide a continuum for leadership and involvement that includes an increasing role for
employees and a decreasing role for supervisors in the decision process. The continuum
includes this progression.

 Tell: the supervisor makes the decision and announces it to staff. The supervisor
provides complete direction.
 Sell: the supervisor makes the decision and then attempts to gain commitment
from staff by "selling" the positive aspects of the decision.
 Consult: the supervisor invites input into a decision while retaining authority to
make the final decision herself.
 Join: the supervisor invites employees to make the decision with the supervisor.
The supervisor considers her voice equal in the decision process.
 Delegate: the supervisor turns the decision over to another party.

When an organization truly wants to create a positive work environment that is based
on high trust, exceptional customer service, collaborative teamwork, operational
excellence, and creative problem solving, then the leadership team must begin to
understand, invest in, and be responsive to the needs of the group that represents the
organization’s most valuable assets, and is also one of its most important customers, the
employees. The return on such nominal investments will come in the form of higher
levels of employee motivation, creativity, productivity, and commitment that will move

2
the organization forward with greater profitability. A fundamental Total Quality
Management precept is that employees must be involved and empowered.

Employee involvement means that every employee is regarded as a unique human

being, not just a cog in a machine, and each employee is involved in helping the
organization meet its goals. Each employee’s input is solicited and valued by his/her
management. Employees and management recognize that each employee is involved in
running the business. Employee empowerment is a somewhat different concept. It means
that in addition to involving employees in running the business, employees and
management recognize that many problems or obstacles to achieving organizational goals
can be identified and solved by employees. Employee empowerment means that
management recognizes this ability, and provides employees with the tools and authority
required to continuously improve their performance. The management states its
expectations about employees recognizing and solving problems, and empowers them to
do so.

The Advantages of Employee Involvement in Decision Making

The solid foundation of any successful company is its people. Employees

represent a source of knowledge and ideas, but oftentimes that resource remains
untapped.

Involving employees in the decision-making process not only empowers them to

contribute to the success of an organization, but also saves the company time and money,
in increased productivity and reduced outsourcing.

i) Productivity

When employees are involved in making decisions, they gain a professional and
personal stake in the organization and its overall success. This commitment leads to
increased productivity as employees are actively participating in various aspects of the
company and wish to see their efforts succeed overall. This is not only beneficial to
company growth, but is also on-the-job training for workers. The increase in
responsibility expands employee skill sets, preparing them for additional responsibility in
the future.

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ii) Improving Morale

Actively engaging workers in the decision-making process increases overall

company morale. Many companies have a distinct separation of power between
management and workers; however, active employee involvement lowers that gap,
opening the lines of communication between supervisors and employees. As a
functioning participant in the decision-making process, employees understand their ideas
are an important contribution to the company, and gives them the power to influence the
outcome of their work, leading to increased job satisfaction and a positive attitude, not
only toward their position but also to the company itself.

iii) Internal Resources

Using employees in the decision-making process, rather than outsourcing, saves

money, time, and offers the company long-term reliable assistance from those who know
the corporation well. Hiring an outside consulting firm is expensive and can take up
valuable resources in fees and the time spent updating outside consultants in various
aspects of the company. However, employees are already aware of these processes, offer
insightful knowledge of the company needs, and understand the policies of the company
overall.

iv) Teamwork

Participation in the decision-making process gives each employee the opportunity

to voice their opinions, and to share their knowledge with others. While this improves the
relationship between manager and employee, it also encourages a strong sense of
teamwork among workers. The expression of viewpoints opens dialogue between co-
workers, with each worker bringing their individual strengths to a project. It is also a
good way to gather information about the employees as to how they work in a team
environment, and where training may be necessary, all of which leads to an increase in
effectiveness, and ultimately an increase in good teamwork and performance.

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1.2 INDUSTRIAL PROFILE

Small Scale Industry

Government has recognized the important role of entrepreneurs in the industrial

development of the country, especially through the small scale industries (SSIs). SSIs are
essential for Indian economy in terms of employment generation, foreign exchange
earnings, and its share in industrial output and contribution to national income. The
government of India and state governments provides a number of special facilities and
incentives. The incentives not only motivate the entrepreneurial base in the economy. The
new entrepreneurs face a number of problems on account of inadequate infrastructure
facilities and other support services.

The government offers a package of services through its specialized institutions

and motivates entrepreneurs to take advantage of the various facilities and establish
enterprises and flourish. This package includes assistance in obtaining finance help in
marketing, technical guidance, training and technology up gradation etc. It is hoped that
institutional incentives would play a key role in the promotion of small enterprises and
ensure their self- sustained growth.

Small scale industry has been accorded an important place in the national
economy by the national decision makers. Small units generate employment at relatively
small capital cost, mobilize resources of capital and skill at micro levels and are expected
to meet the rising demand for various goods and services required by the economy. Small
scale industry forms an important sector constituting nearly 40 percent of the total output
in the private sector. More significant is the employment generation capacity of small
scale industry.

The problem of industrial sickness is the outcome of the varying degrees of role
failure of the entrepreneurs and the social entities in their environment. Effective role
performance of the social entities in the environment could have potentially prevented the
role performance of the enterprises from worsening. The poor performance and role
failure of the ‘sick, units who cannot repay the borrowed funds in turn depletes the
resource base of the state agencies and adversely affects their capacity to help the needy
units more effectively and adequately. The sociological nature of the problem hence

5
emerges as one of a cascading set of role failures mongst an interrelated and interacting
set of social entities involved in the problem situation.

Objectives of SSI Units

The main objectives of developing Small Scale Industrial Units in India are:

 To generate large scale employment opportunities with relatively low capital

Investment
 To eradicate the unemployment problems existing in the country
 To encourage the balanced regional development of the nation
 To bring the backward and rural areas too in the mainstream of national
Development
 To ensure more equitable distribution of income and wealth
 To improve the standard of living of the people
 To encourage easy dispersal of industries all over the country
 To reduce the concentration of economic power and wealth in a few
 To reduce the pressure on the country’s balance on payment position

The Importance of promoting Small Scale Industries

The promotion of Small Scale Industries is important due to the following reasons:

 As Small Scale Industries are labour intensive, it provides the possibilities for
creating employment opportunities
 In a country like India where capital resource are scare. SSIs which has less
capital requirement is more suitable
 They can be successfully operated in rural and backward areas
 They are quick yielding
 They can act as a catalyst to enhance the growth of entrepreneurship
 Decentralization of authority is very easy to put into practice in the management
of Small Scale Industrial Units

6
Support from State/ Industry Association

At the State level, concerned Commissioners/ Directors of Industries implement

policies for the promotion and development of small scale, cottage, medium and large-
scale industries.

The Central policies for the SSI sector serve as the guidelines, but each state
evolves its own policy and package of incentives. The State departments also oversee
activities of the field offices, viz., District Industries Centers (DICs).

In addition, at the State level include State Financial Corporations, State Small
Industrial Development Corporations, and Technical Consultancy Organizations operate
to assist the promotion and development of SSIs. Other regional level agencies include
State Infrastructure Development Corporations, State Co-operative Banks, Regional Rural
Banks, and State Export Corporations, Agro Industries Corporation and Handloom and
Handicrafts Corporations. At the grass root level, NGOs play an important role for the
development of tiny and cottage units.

Industry Associations provide support to the SSI sector and offer a common
platform to raise industry- related issues. Government policies, in recent years, have
stressed the increasing role of industry Associations in the setting up of common facilities
and other ventures in the area of technology, marketing and other support services.

Sickness in the SSI Sector

As on March 31, 2001, there were 2, 49,630 sick SSI units which had obtained
from banks. An amount of Rs. 4,506 cores of bank credit was blocked in these units. Of
these only 13, 079 units were considered potentially viable by the blanks with outstanding
credit of Rs. 399 cores. Further, banks had identified 2, 25,488 units with outstanding
bank credit amounting to Rs. 3, 943 cores as unviable.

Rehabilitation of sick units is a costly proposition as it involves rescheduling of

past over dues with concessions on interest amount due, additional credit for
modernization and technology up gradation and pro vision for fresh working capital.
Presently, the state Level Inter- Institutional Committee (SLIIC) of banks and financial
institutions is the only forum looking into rehabilitation of potentially viable sick SSI

7
units. However, in the absence of statutory backing, SLIICs has no power to enforce its
decisions.

To tackle the problem of rehabilitation of potentially viable sick SSI units, the
RBI constituted a working group on November 25, 2000 under the chairmanship of Shri
S.S. Kohli, the chairman of Indian Banks Association, to look into the issue. The
Working Group submitted its report in May, 2001. All the major recommendations of the
working group have been accepted by the RBI, including a change in the definition of
Sick SSI units, norms for deciding on the viability of sick units, etc. The revised
definition would enable banks to take action at an early stage for revival of the units.
Based on the accepted recommendations of the Working Group the RBI has drawn up the
revised guidelines for Rehabilitation of Sick SSI units, which have been circulated on
January 16, 2002 to all the Banks for implementation.

Performance of Small Scale Industries

 Employment
 Production
 Exports
 Opportunities
 Economic Indicators
Rural 

Non-metallic products contributed 22.7% to employment generated in rural areas.

Food Products accounted for 21.1%, Wood Products and Chemicals and chemical
products shared between them 17.5%.

Urban 
As for urban areas, Food Products and Metal Products almost equally shared
22.8% of employment. Machinery and parts except electrical, Non-metallic mineral
products, and Chemicals & chemical products between them accounted for 26.2% of
employment. In metropolitan areas the leading industries were Metal products, Machinery
and parts except electrical and Paper products & printing (total share being 33.6%).

State-wise Employment Distribution

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 Tamil Nadu (14.5%) made the maximum contribution to employment. This was
followed by Maharashtra (9.7%), Uttar Pradesh (9.5%) and West Bengal (8.5%) the total
share being 27.7%. Gujarat (7.6%), Andhra Pradesh (7.5%), Karnataka (6.7%), and
Punjab (5.6%) together accounted for another 27.4%. Per unit employment was high - 17,
16 and 14 respectively - in Nagaland, Sikkim and Dadra & Nagar Haveli. It was 12 in
Maharashtra, Tripura and Delhi. Madhya Pradesh had the figure of 2. In all other cases it
was around the average of 6. 

Production
The small scale industries sector plays a vital role for the growth of the country. It
contributes 40% of the gross manufacture to the Indian economy.It has been estimated
that a lakh rupees of investment in fixed assets in the small scale sector produces 4.62
lakhs worth of goods or services with an approximate value addition of ten percentage
points.The small scale sector has grown rapidly over the years. The growth rates during
the various plan periods have been very impressive. 

The number of small scale units has increased from an estimated 8.74 lakhs units
in the year 1980-81 to an estimated 31.21 lakhs in the year 1999. From the year 1990-91
this sector has exhibited a comparitively lower growth trend (though positive) which
continued during the next two years. However, this has to be viewed in the background of
the general recession in the economy. The transition period of the process of economic
reforms was also affected for some period by adverse factors such as foreign exchange
constraints, credit squeeze, demand recession, high interest rates, shortage of raw material
etc. When the performance of this sector is viewed against the growth in the
manufacturing and the industry sector as a whole, it instills confidence in the resilience of
the small scale sector.The estimates of growth for the year 1995-96 have shown an
upswing. The growth of SSI sector has surpassed overall industrial growth from 1991
onwards.

The positive trend is likely to strengthen in the coming years.This trend augurs a
bright future for the small scale industry.

Export Contribution

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 SSI Sector plays a major role in India's present export performance. 45%-50% of
the Indian Exports is being contributed by SSI Sector. Direct exports from the SSI Sector
account for nearly 35% of total exports.

The number of small scale units that undertake direct exports would be more than
5000.Besides direct exports, it is estimated that small scale industrial units contribute
around 15% to exports indirectly.

This takes place through merchant exporters, trading houses and export houses.
They may also be in the form of export orders from large units or the production of parts
and components for use for finished exportable goods.It would surprise many to know
that non traditional products account for more than 95% of the SSI exports.

10
1.3 COMPANY PROFILE

When India became independent in 1947 the industrial base of the economy was
very small and there were a number of problems in industries likes’ shortage of raw
materials deficiency in capital bad industries relation etc.In order to facilitate the rapid
growth of SSI a number of promotional agencies have been setup. Important agencies
setup at the National level is the small Industries Development organization (SIDCO) and
National Small Scale Industries Corporation (NSIC).Stat Directorate of Industries (SDI)
and the Small Scale Industries Development Corporations (SSIDCs) are the state level
agencies for the promotion of Small Scale Industries

SIDCO is a fully owned Government Corporation setup to promote Small

Industries in the state SIDCO registered as a company on 6th November, 1975. The
company actually amalgamation of two companies namely Kerala State Small Industries
Corporation (formed in July 1961) and Kerala Employment Promotion Corporation
(formed in 1974).

In Kerala SIDCO is the industrial agency providing support facilities to Small

Scale Industry. It was established with the prime objective of rendering and promoting
schemes for Industrial Development and to develop entrepreneurship by providing
package consultancy services. The major activities of SIDCO include raw material
distribution, marketing assistance to registered SSI units in the state, execution of civil
works for infrastructure development on behalf of industries. The SIDCO have 17 major
industrial estates and 36 mini industrial estates all over the state. This corporation also
having 8 production and service units. SIDCO distributes raw material through the raw
material division, which enter to the needs of small –scale sector in Kerala especially for
iron and steel, pig iron, wax, titanium dioxides etc. SIDCO provides and distribute
various raw materials to registered SSI units in the state through its raw material depots in
each district.

The main objective of Kerala SIDCO

The main objective of corporation, which were clearly declined in the Articles of
Association are extracted below.

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 To aid, council, finance and promote the interest of small industries in the state,
stabilize and run any industrial undertakings, projects or enterprise whether owned,, or
run by Government, statutory bode, company, co-operative society, firm or individuals
by providing them with capital, means, resources, supply of machinery and equipments
on hire purchase, procurement and distribution of raw materials, advise on import control
policy and export promotion procedures, marketing and sales of products, revitalization
of sick units and rehabilitation of defunct units, adequate information and publicity,
construction , maintenance and management and administration of industrial estates and
develop0ment plots, provisions of all industrial facilities, technical and managerial
assistance for the prosecution of their work and business.

To promote employment and entrepreneurship among the skilled, semi-skilled,

trained, experienced and educated members of the public by promoting, establishing and
undertaking the development of small scale and medium industries, industrial estates,
development areas and plots, growth centers, common facility or service centers or other
infrastructure works on its own or as Government or any oth34 body corporate or co-
operate society or person.

To promote and operate scheme for industrial developments and to develop

entrepreneurship by providing package consultancy services, investment services and
post-investment service and for that purpose to prepare and get or cause to be prepared
reports, studies, surveys, procedures, designs, blue prints, statistics and other information
necessary for successful implementation of industrial porojects.

Function of SIDCO

Kerala SIDCO a public sector undertaking of the Government of Kerala has four
decades of servicing to its credit as a promotional agency for small scale industries

The major functions of SIDCO are

1) This coroporation is rendering assistance to small scale industries in the state. SIDCO
is the nodal agency for providing support facilities to small scale industries in the state.

2) To providing infrastructure facilities to small scale industries in the state

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3) To providing distribution of essential raw materials to the registered small scale
industry units in the state in the state through its raw material depots in each district.Raw
material division is engaged in the distribution of various raw materials to small scale
industry sector .Our distribution includes iron and steel, Paraffin wax, titanium dioxide,
plastic granules ,cement, G.I pipes, aluminum sheets and petroleum products like
lubricants ,rubber process oil and bitumen.

4) To help marketing of SSI products in the state. This function is mainly with help of
marketing division of SIDCO .The marketing division of SIDCO provides assistance to
small-scale units in canvassing order from Government and other public sector under
taking by contract marketing and tender marketing, the marketing products are food
products,plastic products, leather and rubber products, electrical products in additional to
wood, steel, hospital furniture and laboratory equipments

5) The main function of this division is to undertake construction and maintenance work
of sheds in industrial Estates, Industrial Development plots, providing infrastructure
facilities for Industrial Growth ,setting up of industrial parks etc

Moreover Kerala SIDCO is supplying Bitumen to local bodies as nodal agency and
paraffin wax to small-scale industries .From the very inception of the new company,
SIDCO was assisting the Department of Industries in the implementation of 10,000
industries program. Mainly these functions are carried through the different divisions of
SIDCO

The major function of SIDCO is under the following division

1) Raw Material Division

2) Production Division

3) Marketing Division

4) Construction Division

5) Industrial Estate Division

6) Personnel Division

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1) RAW MATERIAL DIVISION

SIDCO Raw Material Division is engaged in the distribution of various industries

raw material to the small scale industries sectors in Kerala.It also distributes iron and steel
materials to public sector undertakings in Kerala according to their requirements.

Mode of Distribution of raw materials

The Raw Material Division distributes through 14 Districts Level Depots.

Raw Material Distributed

Iron and Steel, Pig Iron, Paraffin Wax, Titanium Dioxide, Plastic Raw Materials, Cement,
Oil and Lubricants ,Bitumen, Aluminum Sheets and Sections, Galvanized Iron Pipes,
Paints etc

Field of Interest

In the current scenario of Globalization and free trade ,this Division is looking for import
of Industrial raw materials like Paraffin Wax ,Furnace Oil, Palm fatty acid.Cement ,Iron
and Steel, Iron Scrap ,Plastic Raw Materials, Bitumen etc of the imported price are
competitive.

Scope of Business

The is scope for doing business to 600 Million Indian Rupees (12.5 Million US$)
In 2003-04

2. PRODUCTION DIVISION

Now 8 production units are functioning under Kerala SIDCO in various districts
of the stat. Government Department, public sector undertakings and Autonomous Bodies
are free to purchase all type of furniture and other equptiments produced in these units
without observing usual tender formalities.

a) Die-casting unit
Die is used for production process ,Fixed and Moving dies are used .Machine used
–HMT Bubbler-25 walls power.

14
Items produced
Handle bar, Gear support, Clutch lever,brake lever, brake shoe, gear box cover,
switch support cover rack ,Almara table.

b) Government Instrument Workshop

Fund allotted here is 5 cores

 Production of mathematical, survey and leveling instruments
 Melting of empty fired cartridges
 Fabrication of steel furnitures

Process

Order will be given requisition to management

Goods received will be entered in the Goods Receiving Report(GRR) .It is

supplied to the factory .Finished product will be obtained. The work is half machined and
half manual.

Customer

Kerala Automobile LTD(KAL),Agro machinery corporation, KSTRC, ISRO,

Government Departments.

c) Furniture production unit

Process

i) Purchase of raw material

ii) Sizing and plaining
iii) Assembling
iv) Sandering
v) Sand Papering
vi) Waxing
vii) Polishing
viii) Transporting

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3 MARKETING DIVISION

Provides assistance to SSI units for marketing their products. There are
opportunities for export of the products of Kerala SSI sectors ,village Industries sector
ect.The Marketing division in now having 7 sales Emporia and 7 marketing center at
various districts of Kerala. The SSI units registered with SIDCO exhibit their products nin
the emporia for which SIDCO is not charging any fee.

The Government of Kerala appointed Kerala SIDCO as sole canalizing Agent for
procurement and supply of 20 products

4) CONSTRUCTION DIVISION

The main function of this Division is to undertake construction and maintenance work of
sheds in Industrial Estates, Industrial Development Plots, Providing infrastructure
facilities for Industrial Growth Center ,setting up of Industrial parks etc.In addition to
these it undertakes civil works entrusted by the Industries Department,public sector
Undertaking and other autonomous bodies and Grama Panchayats on contract basis.

5. INDUSTRIAL ESTATE DIVISION

Kerala SIDCO owns 17 Conventional Industrial Estates and 36 Mini Industrial

Estates,which are functioning in different District of Kerala.There are 920 factory sheds
in which more than 750 SSI units are functioning. The above said factory sheds were
allotted on Lease basis,Hire Purchase basis and Out Right Purchase basis.A very few
sheds are vacant for allotment preferably on Out Right Purchase basis.In addition to these
factory sheds,Industrial Plots are being allotted to the entrepreneurs In Industrial
Estates,Mini Industrial Estates and Industrial Parks for constructing factory sheds of their
own design to run industrial Units.Considering the importance of Small Scale Industries,
as part of Government Policy,the scheme for setting up of One Industrial Park in each of
the 140 Assembly Constituencies of the State is being implemented by SIDCO.At present
12 sities are under possession of which 7 sities are ready for allotment in Various
Districts of Kerala.

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6. PERSONNEL DIVISION

Personnel management is an important branch of business management.It

constitutes the key to the managerial actions and its success.In SIDCO,the activities of the
personnel division are controlled division are controlled by the Administrative Officer.

The main functions are:

 Planning Personnel policy

 Manpower planning
 Recruitment
 Selection and training
 Appointment
 Posting
 Transfer
 Taking disciplinary proceedings

Man power &state Wide Network of offices

The total number of staff people employed in the organization is 236 Nos in
different divisions and 156 workers in 8 product units .There is a net works of more than
102 offices situating in the different parts of Kerala state.

Present activities OF SIDCO

Raw material distribution such as iron and steel, paraffin wax, titanium dioxide,
cement, paint, polythene granules,etc. distributed to SSI units in Kerala through raw
materials depots one each every district. Marketing the products of SSI units that is steel
furniture , wooden furniture , Hospital equipments etc. to government departments and
public sector undertakings through 7 sales emporia and marking center that is one each in
every district .SIDCO owns 8 numbers of production units manufacturing wooden
furniture, steel furniture, survey equipments and service work to
KAL,ISRO,KAMCO,KELTRON etc,as per order.SIDCO owns 17 numbers of industrial
estates and 36 mini industrial estates all over the state accommodating 1050 units and
having nearby 3450 direct employment opportunities and 10000 indirect employments.

17
Government of Kerala have appointed SIDCO as a nodal agency for developing and sales
of one industrial park each in every assemble constituency. As such SIDCO have
completed 5 parks as per details given below.

1) Industrial park, Angamally

2) Industrial park, Attani

3) Industrial park, Thiruvarup

4) Industrial park, Mudadi

5) Industrial park, Shornur

SIDCO have allotted nearly 70 plots to industrialist in the above park and the
allotments are in progress. SDICO have a construction division under taking civil
construction work DIG, government departments and public sector undertaking. SIDCO
have sufficient orders for civil construction work and expect to complete work amounting
to Rs.1284 lakhs by the end of this year.

SIDCO have imported paraffin wax amounting to Rs.2 cores under Japanese Debt
Relief Grant Assistance scheme from chine and the sale of same in progress.

OTHER ACTIVITIES

1) SIDCO propose to import bitumen,polythene granules, titanium dioxide and

cement.

2) To start a high security press at the premises of SIDCO equipment complex on

joint ventures basis.

3) To start a too room and training center at SIDCO ,tools ,Umayanallor straw board
factory, Parumala,with financial assistance from government of India.

4) Joint Venture with SIDCO –MRC for processing and trading rubber

5) HI-tech wood working units and multi stored commercial complex

puthiyara,Kozhikode

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6) Laboratory equipment manufacturing unit at straw boned factory premises
parumala

7) Construction of new industrial estate at TVM,Ettumannir and Malappuram

8) Setting up of telecom city at Menamkulam on joint venture basis with an

investment of Rs.400 cores .Expecting employment opportunities of 6000 persons.

9) Construction of multistoried commercial building complex at Kadavanthara Kochi

on BOT basis with an investment of Rs. 125 cores

10) Promotional plat forms for SSI units.

19
 CHAPTER 2

2.1 REVIEW OF LITERATURE

1) According to Gennard & Judge, Employee involvement describes a wide range of

policies and techniques for informing and consulting employees about or associating
them with one or more aspects of running an organization. Employee involvement
concentrates mainly on individual employees and the degree to which they can be
encouraged to identify with the goals of the organization. It can be distinguished from
employee participation which concerns the extent to which employees are involved in
Management decisions making.

2) According to the Golembiewski, suggests that participation involves the following.

The amount of verbal interaction between supervisor and subordinate,The degree

to which a supervisor performs his role in a group centred way, The degree to which a
supervisor is active in making decisions and setting goals for his work unit. Through
many authors have defined the concept of participation differently there seems to be a
general agreement that participation means sharing in an appropriate way the decision
making power with the lower level in the organization.

3) According to the Biswajeet Pattanayak , power and empowerment are concepts that are
of considerable importance to people through out the globe. Empowerment is a process
which has evolved in response to the trend towards a greater degree of responsibility and
involvement amongst employees in the running of their organization. This trend has
emerged as most organizations have realized people involvement and recognized the
capacity of their human resource to improve and enhance business performance.

For employees empowerment provides a greater sense of self-esteem high degree

of involvement a learning environment opportunity for personal growth and development
and a greater sense of achievement.

4) According to the Burack and smith “An reward scheme is a plan or programme to
motivate individual or group performance. An reward programme is most frequently built
on monetary rewards9incentives pay or monetary bonous0and include non-monetary
reward or prize”. The use of incentives or reward assumes that people’s actions are

20
related to their skills and ability to achieve important longer-run goals. The reward
programme will encourage individual performance, provide feedback and encourage
redirection. An incentive or reward can be anything that attracts a employees attention
and stimulates him to work.

(5) According to Steven L Mcshane, Employee involvement refers to the degree to which
employee’s influence how their work is organized and carried out. Employee involvement
can also potentially improve the number and quality of solutions generated. Along with
improving decision quality, employee involvement tends to strengthen employee
commitment to the decision. For the past half-century organizational behavior scholars
have advised that employee’s involvement potentially improves decision- making quality
and commitment. Involving employees potentially improves decision quality by
recognizing problems more quickly and defining them more accurately. Employees are in
many respects the sensors of the organizations environment. Employee involvement
ensures that everyone in the organization is quickly aerated to these problems. The new
organizational realities are that top- down decision making is not sufficiently response to
dynamic organizational environment. Employees must be activity involved in decisions
or completely take over many decisions.

6) According to Killion & Harrison(1990) Organizations are adopting Employee

Involvement as an organizational development intervention to face the competitive
demands for better performance, increase in the demand of the products, cost reductions
and greater flexibility in work. This is to enhance and increase the level of participation of
the members of the organization, performance improvement and member’s satisfaction.
Previously Employee Involvement was also termed as quality of work life. Employee
Involvement is the continuous process of increasing the member’s efforts into fruitful
decision which results in better organizational performance and employees well-being.

7) According to John Bessantx& Sarah Caffyn Continuous improvement (CI) in all

aspects of the business is essential for meeting the challenge of today’s turbulent
environments. One increasingly popular strategy for enabling continuous improvement is
through mobilising a high level of involvement of the workforce in sustained incremental
problem-solving. Although the potential benefits of such high involvement innovation are
considerable, implementing programmes of this kind is not easy. This paper reports on a
five year research programme exploring implementation issues in CI and presents a

21
framework model for the development of CI which draws upon extensive case study
work. In particular, it identifies a series of levels of CI performance and the blocks and
enablers associated with them.

8) According to Alison M. Konrad Recent research suggests that high-involvement work

practices can develop the positive beliefs and attitudes associated with employee
engagement, and that these practices can generate the kinds of discretionary behaviors
that lead to enhanced performance. Simply put, employees who conceive, design and
implement workplace and process changes are engaged employees. This article focuses
on what managers can do to achieve a high level of employee engagement Numerous
authors have developed a long list of management practices for generating high
involvement and high performance among employees. These range from selecting the
right people for the organization to a commitment to training and skill development,
teambased work organization, job security, and incentive-based pay. In each of these
general categories, a variety of specific practices have been developed. For example,
incentive-based pay can take the form of a gain-sharing program, performance-contingent
pay to individuals, team-based pay, or employee ownership. Training programs can be
developed for current and future skills, technical and interpersonal skills, new hires and
experienced Engaging employees through highinvolvement work practices.

9) According to Michael A. Conte & Jan Svejnar In this paper we provide our first
econometric estimates of the effect of worker participation in decision-making, ownership
and profits on productive efficiency. Participation has the potential for exerting several
conflicting influences on firm performance simultaneously. As a result both the direction
and magnitude of its impact are empirical issues.

Previous studies have empirically measured the impact of each of these forms of
participation; however, no prior study has controlled for the influence of the other forms.
Because of the potential for correlation among these forms of participation, it is possible
that omitted variables bias has affected the previous results. Using a new panel data set
with simultaneous measures of all four types of participation in U.S. manufacturing
establishments, we model participation as disembodied technical change, and estimate
production function coefficients for each type while controlling for the others. We use
both OLS and instrumental variables in order to guard against potential simultaneity. The
IV results indicate that participation in decision-making has a large positive productivity

22
effect while the impacts of unionization and profit-sharing depend upon regression
specification. Moderate amounts of indirect worker ownership affect productivity
positively, while the estimated effect of direct worker ownership is negative. However,
this last result may reflect the industrial concentration of the direct ownership firms in our
sample.

10) According to S.D.Saleh,The term job involvement has been used frequently in both
experimental and field studies .The bulk of the experimental work has be concerned with
its effects on perception, retention, motor, responses, problem solving level of aspiration
and the like. The concern of field studies has been with the relationship if job
involvement to quality and quantity of performance, absenteeism, grievances and so on.

In this wide range of use ,different interpretations and measurements have been
introduced Job involvement as the degree to which the total job situation is a central life
interest that is the degree to which it is perceived to be a major source for the satisfaction
of important needs. The main objective of the present study is to review the different
interpretations of job involvement and analyze its measurements in an attempt to clarify
it.

23
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 TITLE OF THE STUDY

The title of the study is “A study on Employees Involvement in Kerala Small

Industry Development Corporation, Thiruvananthapuram.

3.2 NEED FOR THE STUDY

The employee are the resource of the organization .Hence providing them a very
good working environment will make them to contribute much more to the organization.
Hence the need for study is to identify the present Employee Involvement of the
organization.

3.3 OBJECTIVES OF THE STUDY

The objectives of the study are;

 To study the active involvement of worker’s in their work.

 To know about the type of motivational activities followed by the organization.

 To study the participation of employees through union.

 To identify the problem of workers in the organization

3.4 RESEARCH METHODOLOGY

Type of Research

The type of research conducted is descriptive research. The main purpose is

description of the state of affairs as it exists at present. The researcher has no control over
the variables. He can only report what has happened or what is happening. The researcher
seeks to measure items such as frequency of shopping, preferences of people etc.

24
Sampling Method

Under this research we will select Simple random sampling method. Simple
random sampling method means giving equal chance to everyone to be selected from the
population. The main benefit of simple random sampling is that it guarantees that the
sample chosen is representative of the population. This ensures that the statistical
conclusions will be valid.

Sampling design

Total population - 352employees.

Sample Size: - 100 employees

3.5 DATA COLLECTION

In business research collection of data plays a dominant role. Based on the nature
and purpose of the study researcher can go for various modes of data collection.For the
study, primary sources of data are used. Primary data are information collected or
generated by the researcher for the purpose of the project immediately at hand.Personal
interview method is adopted for data collection from the respondents with the help of
interview schedule.

Secondary sources of data are also required in the preliminary stages of research
to determine what is known already and what new data are required. Secondary data are
collected from the organisation records,text books, articles, journals and internet

3.6 STATISTICAL TOOLS FOR ANALYSIS:

Analysis, especially in the case survey or experimental data involves converting

raw data in to information, which is meaningful. The statistical tools used for analyzing
the data collected are percentage analysis,chi square test .

3.7 PERIOD OF STUDY

The period of study is 4 months

25
3.8 POSSIBLE OUTCOME

On conducting the research work the research can able to understand the
Employees Involvement level in the organization.

3.9 LIMITATION OF THE STUDY

The following are the limitations of the study

 Time limit is the constraint of study.

 Information given by the employee can be biased.
 Busy schedule of employees

26
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

Researchers often find data analysis the most enjoyable part of carrying out a
research study, since after all the hard work and waiting they get a chance to find out the
answers. So analyzing the data and interpreting the results are the reward for the work of
collecting the data.

Data analysis is a body of methods that helps to describe facts, detect patterns,
develop explanations and test hypothesis. It is used in all of the sciences. It is used in
business, in administration and in policy. Data do not, however, “speak for themselves”.
They reveal what the researcher can detect. Analysis, especially in the case survey or
experimental data involves converting rawdata in to information, which is meaningful.

This chapter includes the analysis and interpretation of data based on the survey
conducted. The data have been analyzed and interpreted using percentage analysis
method, chi-square test and Garret’s Ranking Technique. The analyzed and tested results
are represented by formulating tables and charts based on the information gathered. Based
on this analysis, the findings and suggestions for the study are prepared by the researcher.

TOOLS FOR ANALYSIS

1. PERCENTAGE ANALYSIS

Percentage analysis is the simplest method used for data analysis.It is nothing but
the average of frequencies collected.Percentages are often used in data presentation for
they simplify numbers, reducing all of them to 0 to 100 ranges. Through the use of
percentages, the data are reduced in the standard form with base equal to 100, which
facilitates relative comparisons. Based on this percentage analysis, a simple bar diagram
of a separated bars are drawn, each bar representing the value of the variable. The height
of the bars represents the varying magnitude of the variable.

2. CHI SQUARE TEST

Chi-square test is a non-parametric test used quite often by researcher to test the
hypothesis. The test describes the magnitude assumptions. Chi- square test is used to

27
measure the divergence or significant difference between actual value or frequency and
expected frequency or value. With the help of chi-square, it is possible to find out
whether such differences are significant and could have arisen due to fluctuations in
sampling.

Chi-square,x2=∑ (O-E)2 / E
Where,
O→Observed Frequency.
E→Expected Frequency.

The calculated value is compared with the table value. If the calculated value is
greater than table value, the hypothesis is rejected.

28
 TABLE 4.1

Table showing the respondent experience

Sl.no Responses No. of Respondents Percentage

1 1-5 Years 10 10

2 6-10 Years 5 5

3 11-15 Years 10 10

4 16-20 Years 15 15

5 Above 21 Years 60 60

Total 100 100 percentage

Source: Primary Data

Interpretation

From the above table that 10 percentage of Respondents were having experience
1-5 years; 5 percentage from 6-10 years; 10 percentage 11-15

Years; 15 percentage from16-20 years; 60 percentages from above 21 years.

29
 CHART 4.1

Chart showing respondent experience

60%
60%

50%

40%

30%

20% 15%
10% 10%
5%
10%

0%
1-5 Years 6-10 Years 11-15 16-20 Above 21
Years Years Years

30
 TABLE 4.2

Table showing monthly salary

Sl.no Responses No. of Respondents Percentage

1 Rs.5000 to Rs10000 8 8

2 Rs.10001 to Rs15000 10 10

3 Rs.15001 to Rs20000 35 35

4 Rs.20001 to Rs250000 37 37

5 Above Rs.25000 10 10

Total 100 100

Source: Primary Data

Interpretation

From the above table that 8 percentage of respondent got salary of Rs.5000 to Rs
10000; 10 percentages of respondents are Rs.10001 to Rs15000; 35 percentages of
respondents are Rs.15001 to Rs20000; 37 percentages of respondents are Rs.20001 to
Rs250000 and 10 percentages of respondents are Above 25000

31
 CHART 4.2

Chart showing monthly salary

37%
40% 35%
35%

30%

25%

20%

15% 10% 10%

8%
10%

5%

0%
Rs.5000 to Rs.10001 to Rs.15001 to Rs.20001 to Above
Rs10000 Rs15000 Rs20000 Rs250000 Rs.25000

32
 TABLE: 4.3

Table showing opinion of work load entrusted by the organization

Sl.no Responses No. of Respondents Percentage

1 Highly satisfied 15 15

2 satisfied 70 70

3 Neutral 7 7

4 Dis -satisfied 5 5

5 Highly dis-satisfied 3 3

Total 100 100

Source: Primary Data

Interpretation

From the above table that 15 percentage of respondents are highly

satisfied in opinion of work load: 70 percentages are satisfied: 7 percentages are

Neutralized; 5 percentage are dissatisfied; 3 percentage are highly dis-satisfied.

33
 CHART 4.3

Chart showing Opinion of work load

70%
70%

60%

50%

40%

30%
15%
20%
7% 5%
10% 3%

0%
Highly satisfied Neutral Dis - Highly dis-
satisfied satisfied satisfied

34
 TABLE: 4.4

Table showing relationship with the management

Source: Primary Data

Sl.no Responses No. of Respondents Percentage

1 Highly satisfied 24 24

2 satisfied 62 62

3 Neutral 6 6

4 Dis -satisfied 5 5

5 Highly dis-satisfied 3 3

Total 100 100

Interpretation

From the above table that 24 percentage of respondents are highly satisfied in
opinion of work load: 62percentages are satisfied: 6 percentages are

Neutralized; 5 percentage are dissatisfied; 3 percentage are highly dis-satisfied

35
 CHART 4.4

Chart showing relationship with the management

70% 62%

60%

50%

40%

30% 24%

20%
6%
10% 5% 3%

0%
Highly satisfied Neutral Dis - Highly dis-
satisfied satisfied satisfied

36
 TABLE: 4.5

Table showing current Job

Source: Primary Data

Sl.no Responses No. of Respondents Percentage

1 Highly satisfied 15 15

2 satisfied 70 70

3 Neutral 7 7

4 Dis -satisfied 3 3

5 Highly dis-satisfied 1 1

Total 100 100

Interpretation

From the above table that 15%of respondents are highly satisfied in opinion of
work load: 70%are satisfied: 7%are Neutralized; 3%are dissatisfied; 1%e are highly dis-
satisfied

37
 CHART: 4.5

Chart showing current job

70%
70%

60%

50%

40%

30%
15%
20%
7%
10% 3% 1%

0%
Highly satisfied Neutral Dis - Highly dis-
satisfied satisfied satisfied

38
 TABLE: 4.6

Table showing Job security

Source: Primary Data

Sl.no Responses No. of Respondents Percentage

1 Yes 100 100

2 No - -

100 100

Interpretation

From the above table that 100%of respondents are has job security in the
organization.

39
 CHART: 4.6

The chart showing Job security

100%

100%
90%
80%
70%
60%
50%
40%
30%
20% 0%

10%
0%
Yes No

40
 TABLE: 4.7

Table showing decision making

Sl.no Responses No. of Percentage

Respondents
1 Yes 52 52

2 No 48 48

100 100

Source: Primary Data

Interpretation

From the above table that 52%of respondents are has participated in organization
at the time of decision making, 48% are not participated in organization

41
 CHART: 4.7

Chart showing decision making

52%

52%

51%

50%
48%
49%

48%

47%

46%
Yes No

42
 TABLE: 4.8

Table showing hard work

Sl.no Factors No. of Respondents Percentage

1 Strongly agree 30 30

2 Agree 52 52

3 Neutral 16 16

4 Disagree 2 2

5 Strongly Disagree - -

Total 100 100

Source: Primary Data

Interpretation

From the above table that 30% of respondents are strongly agree, 52% Agree,
16% of respondents are neutral, 2% are disagree

43
 CHART: 4.8

Chart showing hard work

60% 52%

50%

40% 30%

30%
16%
20%

10% 2% 0%

0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

44
 TABLE: 4.9

Table showing motivational activates

Sl.no Responses No. of Respondents Percentage

1 Awards 31 31

2 Rewards 69 69

100 100

Source: Primary Data

Interpretation

From the above table that 31%of respondents are motivated through awards; 69
% of respondents are motivated through rewards.

45
 CHART: 4.9

Chart showing motivational activates

69%

70%

60%

50%
31%
40%

30%

20%

10%

0%
Awards Rewards

46
 TABLE: 4.10

Table showing Development

Sl.no Responses No. of Percentage

Respondents
1 Individual participation 15 15

2 Carrier Development 5 5

3 Productivity 25 25

4 Personality Development 5 5

5 Team performance 50 50

Total 100 100

Source: Primary Data

Interpretation

From the above table that 12%of respondents are rated Individual performance;7
% are rated Carrier Development are: 31% are ratedproductivity;5% are rated
Personality development; 45%e are rated Team performance.

47
 CHART: 4.10

Chart showing Development

50%
50%

45%
40%

35%
30% 25%
25%

20% 15%
15%

10% 5% 5%
5%

0%
Individual Carrier Productivity Personality Team
participation Development Development performance

48
 TABLE: 4.11

Table showing participation committee

Sl.no Response No. of Percentage

Respondents
1 Safety 6 6

2 Rest- rooms 61 61

3 Canteen 17 17

4 Incentives 10 10

5 GEMBA 6 6

Total 100 100

Source: Primary Data

Interpretation

From the above table that6% of respondents are participated in safety

committee7%; 61% of respondents are participated Restrooms; 17% of respondents are
participated in canteen committee; 10% of respondents are participated in incentive
committee; 6% of respondents are participated in GEMBA program

49
 CHART: 4.11

Chart showing participation committee

70% 61%

60%

50%

40%

30%
17%
20% 10%
6% 6%
10%

0%
Safety Rest- rooms Canteen Incentives GEMBA

50
 TABLE: 4.12

Table showing participation reduces stress

Source: Primary Data

Sl.no Response No. of Respondents Percentage

1 Strongly agree 9 9

2 Agree 5 5

3 Neutral 9 9

4 Disagree 4 4

5 Strongly Disagree 73 73

Total 100 100

Interpretation

From the above table that 9% of respondents are Strongly agreed, 5% of

respondents are agreed, 9% of respondents are Neutral, 4% of respondents are
participated in Disagree, 73% of respondents are participated,6% of respondents are
strongly Disagree.

51
 CHART: 4.12

Chart showing participation reduces stress

80% 73%

70%

60%

50%

40%

30%

20% 9% 9%
5% 4%
10%

0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

52
 TABLE: 4.13

Table showing participation measured

Source: Primary Data

Sl.no Response No. of Percentage

Respondents
1 Performance appraisal 25 25

2 Supervision 12 12

3 Feed back 38 37

4 Official report 14 14

5 Oral communication 11 11

Total 100 100

Interpretation

From the above table that 25% of respondents are rated effectiveness of
participation through Performance appraisal, 12% are supervision, 38% are feedback,
14%are official report and 11% are oral communication.

53
 CHART: 4.13

Chart showing participation measured

38%
40%

35%

30% 25%
25%

20%
14%
12%
15% 11%

10%

5%

0%
Performance Supervision Feed back Official report Oral
appraisal communication

54
 TABLE: 4.14

Table showing improve your motivation

Source: Primary Data

Sl.no Response No. of Respondents Percentage

1 Strongly agree 7 7

2 Agree 42 42

3 Neutral 14 14

4 Disagree 25 25

5 Strongly Disagree 12 12

Total 100 100

Interpretation

From the above table that 7% of respondents are strongly agree, appraisal, 42% of
respondents are agree, 14% are Neutral, 25% are dis agree and 12% of respondents are
strongly dis agree .

55
 CHART: 4.14

Chart showing improve your motivation

42%
45%
40%
35%
30% 25%

25%
20% 14%
12%
15%
7%
10%
5%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

56
 TABLE: 4.15

Sl.No Response No. Respondents Percentage

1 Individual Performance 45 45

2 Team Building 55 55

Total 100 100

Table showing participation program is targeted

Source: Primary Data

Interpretation

From the above table that 45% of respondents are rated participation programmed
targeted as individual performance, 55% is Team building.

57
 CHART: 4.15

Chart showing participation program is targeted

55%
60%
45%
50%

40%

30%

20%

10%

0%
Individual Performance Team Building

58
 TABLE: 4.16

Table showing trade union is necessary

Source: Primary Data

Sl.no Response No. of Respondents Percentage

1 Strongly agree 5 5

2 Agree 67 67

3 Neutral 17 17

4 Disagree 11 11

5 Strongly Disagree - -

Total 100 100

Interpretation

From the above table that 5% of respondents are strongly agree, 67% of
respondents are agree, 17% are Neutral, 11% are dis agree .

59
 CHART: 4.16

Chart showing trade union is necessary

67%
70%

60%

50%

40%

30%
17%
20% 11%
5%
10% 0%

0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

60
 TABLE: 4.17

Table showing empowered to leadership function

Source: Primary Data

Sl.no Response No. of Respondents Percentage

1 Strongly agree 21 21

2 Agree 46 46

3 Neutral 8 8

4 Disagree 16 16

5 Strongly Disagree 9 9

Total 100 100

Interpretation

From the above table that 21% of respondents are strongly agree, 46% of
respondents are agree, 8% are Neutral, 16% are disagree and 9% of respondents are
strongly disagree .

CHART: 4.17

61
 Chart showing empowered to leadership function

50% 46%

45%
40%
35%
30%
21%
25%
20% 16%

15% 9%
8%
10%
5%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

62
 TABLE: 4.18

Table showing satisfied with the training offered classification

Source: Primary Data

Sl.no Response No. of Respondents Percentage

1 Strongly agree 13 13

2 Agree 49 49

3 Neutral 18 18

4 Disagree 16 16

5 Strongly Disagree 4 4

Total 100 100

Interpretation

From the above table that 13% of respondents are strongly agree, 49%of
respondents are agree, 18% are Neutral, 16% are disagree and 4% of respondents are
strongly disagree .

63
 CHART: 4.18

Chart showing satisfied with the training offered classification

49%
50%
45%
40%
35%
30%
25% 18% 16%
20% 13%
15%
10% 4%
5%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

64
 TABLE: 4.19

Table showing affected by diseases

Source: Primary Data

Sl.no Response No. of Percentage

Respondents
1 Hypertension 11 13

2 Obesity 29 49

3 Diabetes 26 18

4 Frequent Headache 30 16

5 None 4 4

Total 100 100

Interpretation

From the above table that 11% of respondents are affected by Hypertension,
29%of respondents are Obesity, 26% are Diabetes,30 % are and 4% of Frequent
Headache respondents are other diseases

65
 CHART: 4.19

Chart showing affected by diseases

29% 30%
30%
26%

25%

20%

15% 11%

10%
4%
5%

0%
Hypertension Obesity Diabetes Frequent None
Headache

66
 TABLE: 4.20

Table showing overall rating of workers participation

Source: Primary Data

Sl.no Response No. of Respondents Percentage

1 Excellent 14 14

2 good 22 22

3 Need improvement 31 31

4 Satisfactory 23 23

5 Un- Satisfactory 10 10

Total 100 100

Interpretation

From the above table that 14% of respondents are Excellent, 22%of respondents
are good, 31% are Need improvement, 23% are Satisfactory and 10% of respondents are
Un- Satisfactory.

67
 CHART: 4.20

Chart showing overall rating of workers participation

35% 31%

30%

22% 23%
25%

20%
14%
15%
10%
10%

5%

0%
Excellent good Need Satisfactory Un-
improvement Satisfactory

68
 CHI-SQUARE ANALYSIS FOR TRAINING & DEVELOPMENT PROGRAM
AND REDUCES WORK STRESS

Null Hypothesis (H0):

There is significant relationship between training and development program and

reduce work stress.

Alternative Hypothesis (H1):

There is no significant relationship between training and development program

and reduce work stress.

Level of significant: 5% (0.05)

Relationship between Training & Development Program and Reduces Work Stress

Training & STRONGLY AGREE NEUTRAL DISAGREE STRONGLY TOTAL

Development AGREE DISAGREE
Program
(X)

Reduces Work
Stress (Y)

2 2 2 2 1 9

STRONGLY AGREE

AGREE 1 1 1 1 1 5

NEUTRAL 2 2 2 2 1 9

DISAGREE 0 1 1 1 1 4

STRONGLY 8 43 12 10 0 73
DISAGREE

TOTAL 13 49 18 16 4 100

69
 Oi Ei Oi – Ei (Oi - Ei)2 (Oi - Ei)2 / Ei
2 1.17 0.83 0.69 0.59
1 0.65 0.35 0.12 0.19
2 1.17 0.83 0.69 0.59
0 0.52 -0.52 0.27 0.52
8 9.49 -1.49 2.22 0.23
2 4.41 -2.41 5.81 1.32
1 2.45 -1.45 2.10 0.86
2 4.41 -2.41 5.81 1.32
1 1.96 -0.96 0.92 0.47
43 35.77 7.23 52.27 1.46
2 1.62 0.38 0.14 0.09
1 0.9 0.1 0.01 0.01
2 1.62 0.38 0.14 0.09
1 0.72 0.28 0.08 0.11
12 13.14 -1.14 1.29 0.09
2 1.44 0.56 0.31 0.22
1 0.8 0.2 0.04 0.8
2 1.44 0.56 0.31 0.22
1 0.64 0.36 0.13 0.20
10 11.68 -1.68 2.82 0.24
1 0.36 0.64 0.41 1.14
1 0.2 0.8 0.64 3.2
1 0.36 0.64 0.41 1.14
1 0.16 0.82 0.67 4.18
0 2.92 -2.92 8.53 2.92
Chi – square [2] 22.2

Calculated value =∑ (O-E) 2 / E =15.19

Degree of freedom = (row-1)*(column-1)

= (5-1) * (5-1) = 16

Tabulated value for 16 degree of freedom at 5% level of significance is 26.296

INTERPRETATION

The calculated value is 26.296>22.2. Therefore we accept the alternative

hypothesis at 5% level of significance and conclude that there is no significant
relationship between training and development program and reduce work stress.

70
 CHAPTER V

5.1 FINDINGS
 Majority of the workers in this organization are well experienced.

 37 percentages of the workers earn Rs. 20001 – 25000 as their salary.

 Only few workers are dissatisfied with the work load given to them by the
Organization.

 Most of the workers are satisfied, that good relation exists with the Management.

 From the research it found that 70 percentage of the workers are satisfied with
their current job.

 It is identified that 100 percentage job securities prevails in the organization.

 Many workers responses that, they participate in the decision making process.

 Most of the respondents say that the organization gives encouragement to their
hard work.

 69 percentage of the workers says that majority of the workers are participated
only by giving reward.

 30 percentages of the workers say that team performance contributes best to their
performance.

 The researcher found that many of the workers are participated in the decision
making committees.

 Only 73 percentage of the respondents strongly dis – agree that the practice of
participation reduces the conflicts and stress level.

 Most of the workers say that, the effectiveness of participation is measured

through feedback system.

 Majority of the respondent feel that, participating in the program gives Motivation
and improve their self esteem etc.

71
5.2 SUGGESTIONS
Based on the findings, the following suggestions and recommendations are given
by the researcher.

1. Employees involvement in SIDCO can be properly measured through

performance appraisal and feed back & official reports.

2. Employees involvement programme should be conducted at all the levels of

management regularly.

3. Follow the long – term planning in the workers participation programme.

4. Improve the recovery and reduce the unnecessary expenditure through the
participation progrmame.

5. Develop the mutual understanding between the management and workers by

conducting participation program.

72
5.3 CONCLUSION
The Study on Analyzing the Employees involvement is ocean, through this project
work I gained a lot of theoretical and practical exposure while interacting with the
respondents.

Employees involvement of “SIDCO” was analyzed based on the detailed study the
inferences were revealed. From the study majority of the respondents are involved in
every level of decision making. Participation suggestion schemes quality circles are the
broad level in the organization. Employees involvement result in better performance and
increased motivation. If some changes are undertaken then the entire respondent will be
satisfied. The organization is highly competitive in the business. As this organization
move towards the competitive position, the employees must be prepared both physically
and mentally. So this study will help the organizations to make the employees to create a
more interest in the participation of work and other activities.

Thus Employees involvement is beneficial to employees in the form of self –

confidence, productivity, safety, adoptability, performance and new skills.

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