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AN ANALYSIS

OF EMPLOYEE ATIITUDE TOWARDS TOP MANAGEMENT IN


A FASHION MAGAZINE IN BANGLADESH
BASED ON A 2008 SURVEY ON EMPLOYEES FROM MIRROR

A
OF

N ANALYSIS

EMPLOYEE ATIITUDE TOWARDS TOP MANAGEMENT


IN A FASHION MAGAZINE IN BANGLADESH
BASED ON A 2008 SURVEY ON EMPLOYEES FROM MIRROR

PREPARED
Faculty Business Communication School of Business North South University

FOR

Ms. Samina M. Saifuddin

PREPARED

BY

August 10, 2008

Ms. Samina M. Saifuddin Faculty Member Business Communication School of Business North South University

Dear Madam:

Here is the report on the observational study of employees of a fashion magazine (i.e. Mirror) you asked us to conduct on July 20, 2008.

As you will see, our observation pointed to some analysis on the employees of the above mentioned company based on a survey result, done by questionnaires provided by you. Following the procedures, we prepared an analysis report on the employee attitude towards the top management. We hope that our analysis and recommendation will help take steps in order to improve employee attitude. We appreciate being assigned to this project. If you need any assistance interpreting this report, please contact us. Sincerely yours,

TABLE OF CONTENTS
Executive summary ..vii

1. Introduction .1-2
1.1. Origin ..1 1.2. Objective ...1 1.3. Scope ..1 1.4. Methodology....1 1.5. Limitations ..2

2. Organizational Overview ...3-4


2.1. Company Profile 3

3. Theoretical Perspective ...5-12


3.1. Employee Attitude 5 3.2. Work and Safety Condition 6 3.3. Supervisory Effectiveness 6 3.4. Pay and Employee Benefits 8 3.5. Communication and Recognition 9 3.5.1. Communication ..9 3.5.2. Recognition ..9 3.6. Job Security and Promotion .11 3.6.1. Job Securities .11 3.6.2. Promotion 11 3.7. Attitude towards Fellow Members 12

4. Analysis and Findings ..13-22


4.1. Employee Attitude towards Top Management ..13

4.2. Relationship .15 4.2.1. Work and Safety Conditions .17 4.2.2. Supervisory effectiveness ..18 4.2.3. Pay and Employee Benefits ..19 4.2.4. Communication and Recognition .20 4.2.5. Job Security and Promotion 21 4.2.6. Attitude towards Fellow Workers 22

5. Recommendation ....23 6. Appendix24-33 7. Bibliography ..34

Executive Summary
The recommendations that result from this study are to bring about the following changes: Increase Supervisory effectiveness Improved top-down communication and upbeat recognition Stable and secured job and persistent promotion Introducing staff induction course Management/supervisory training. as well as

Supporting these recommendations are the following findings and conclusions drawn from the questionnaire survey on job satisfaction that we carried out. The data showed that supervisory effectiveness, top-down

communication and job security is directly related to employee attitude towards top management for organization such as Mirrors. Our findings shows that better supervisory effectiveness, improving top-down communication, job security and persistent promotion and recognition will have better attitude of employee towards top management resulting in both organizational success and growth. Since this data was taken from in a small fashion magazine. So the analysis is only valid for such companies. Though it might be true for other organizations but we have no valid proof of such in our analysis.

1. Introduction
1.1. Origin
The report is prepared on the basis of the instructions given by Ms. Samina M. Saifuddin, instructor of the course Business Communication. The report is prepared on the topic Employee attitude towards top management by a group of four students of Business Communication course.

1.2. Objective
The objective of this report is to gain an idea about employee attitude towards top management in perspective of Bangladesh. The project is done in the context of statistical calculations. The questionnaire provided was prepared with a view to determine the state of employee attitude that can be founded in the small organizations. Assistance was available from the course instructor Ms. Samina M. Saifuddin.

1.3. Scope
Questionnaire survey was done on a company named Mirror. The survey was done at the Dhanmondi branch of the company. Most of the employees who filled up the questionnaires were middle level employees whereas few others were from entry and operational level.

1.4. Methodology
Both Primary data and Secondary data were collected for this report. Primary data was collected by means of a Questionnaire survey which was done on a random sampling basis to collect necessary information about Employee attitude towards Top Management in a small organization in Bangladesh. For Secondary data collection Internet and relevant books on this topic were used to gather information, details of which can be found on the bibliography section.

1.5. Limitations
While filling out the questionnaire there were some limitations Lack of cooperation while filling the questionnaire due to companys restriction.

The numbers of questionnaires used were inadequate to make good decision. The answers of the employees were hugely based on the mood of the employees.

2. Organizational Overview

2.1. Company Profile


The Mirror Media & Productions Ltd The Mirror Media & Productions Ltd, a Bangladesh-India joint venture company was established in 2003 as a professional event management company to cater the needs of a good event management in the prospect of Bangladesh.

The Mirror Media & Productions Ltd specializes in various sectors which includes: Event Management Documentary Visual Production Advertising Printing and Publishing

Mirror Media & Productions Ltd is a joint venture company. It started out its in 2003 a financial news paper company. After having success in newspaper the company expanded its business to several sister concerns of which The Mirror Beauty & Lifestyle magazine is really a famous one. It also provides exhibitions, fairs, conferences and requires world class exhibitors. Its total employee is around 250 but for the Beauty and Lifestyle magazine it has 60 employees.

Mirror has a fair number of sister concerns The Financial Mirror newspaper Mirror Telecom magazine Mirror Beauty & Lifestyle magazine Mirror Aviation magazine Mirror Health magazine Mirror Wedding Planners Mirror Beauty & Lifestyle Institute Mirror Aviation Academy Mirror Modeling Institute

Company Profile
Company name Product/Services Company Address Employees Total Company Website Year of Establishing Mirror Media & Production Ltd Provides: Exhibitions Require: Exhibitors , Fairs , Conferences

Flat 3-A, House 79, Road 12/A, Dhanmondi 250, Mirror Beauty & Lifestyle magazine (60 employees) http://www.mirrormediabd.com Jan 1, 2003

Time to Join Busy TradeMay 21, 2008 Capital Assets Annual Revenue USD 7M - 10M Below US$ 1 M

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3. Theoretical Perspective

3.1. Employee Attitude:


Attitude is a mental position consisting of a feeling, emotion, or opinion evolved in response to an external situation. It can be momentary or can develop into a habitual position that has a long-term influence on an individual's behavior. Employee attitude is the behavior pattern, manners, body language of an employee towards his/her co-workers, colleagues, sub-ordinates, boss etc. It is very much important to keep a good relation between an employee and his/her boss. As well as his/her sub-ordinates and co- workers .a good relationship enables an employee to succeed in his/her work field and helps the company to reach up to its goals and maximizes its benefit. In order to be an ideal employee, he/she should be attentive to his/her work. He should be always ready to accept any sort of challenge for the betterment of his/her company. A hard working employee often leads his/her company to the maximum achievements. The profit of the company is under the hands of the workers. So it is the workers who bring a company to a higher standard. On the other contrary an ill-mannered, negative attitude employee always becomes an obstacle for the company. No one likes to do business with people who are negative minded. And so company having negative minded workers often fails to survive in the industrial world. An ill mannered employee is not only the cause for an unsuccessful company but he also damages his work career. Such employee might escape from failure in his/her career for short run but usually suffers in the long run. He/she is often paid low salaries. An employee can never be judged by his education skills. Good behavior, positive mind, out knowledge, interacting power is a must for an ideal employee.

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3.2. Work and Safety Condition


The internal environment within the organizations as well as security issues of the organization can be defined together as work and safety conditions. Working in a pleasant environment has always been proved effective in matters concerning employee efficiency and effectiveness. So it is a crucial measure for any organization to take the working conditions of its employees as well as safety precautions before taking any decisions since it will have direct effect with efficiency of the employees and the organization as a whole. Quality of working life has been differentiated from the broader concept of Quality of Life. To some degree, this may be overly simplistic, it may be concluded that quality of work performance is affected by Quality of working life.

3.3. Supervisory Effectiveness


A supervisors job is to look after the entire work force. An effective supervisor can thus build a strong work force by guiding the employees attitude and building strong communication. It is also important to avoid conflict in the work environment and to handle problems smoothly to maintain a better work condition. Avoiding conflicts entirely is impossible, but a good manager can resolve conflicts and keep them to a minimum. All you need is to put a plan in place to help prevent conflicts from arising in the first place and to resolve them when they do crop up. Keeping a peaceful work environment benefits both employers and employees by: 1. Allowing employees to avoid added stress at work 2. Enabling more productive and effective work days 3. Attracting good employees and retaining them 4. Creating a team environment

A good supervisor does not always fire employees for their mistakes or whenever problem arises. Firing an employee risks litigation and other expenses and brings unpleasantness for all involved. But even though you may want to avoid swinging the axe, it does not mean you should allow problems to fester and drag down morale and productivity. An effective supervisor deals with problems as soon as

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they arise and take disciplinary actions to correct them. Problem employees can be rehabilitated if: 1. Expectations are clear from the start. 2. Communication is strong. 3. Discipline is taken when required

To avoid problems and conflicts it is necessary to build a strong network among the workforce. Team-building exercises, loved by managers, are often looked upon by employees as time-wasters. But beyond the touchy-feely stuff is what managers know well: Information gets trapped when people don't have communication skills, or when they think communication in the workplace is happening but simply isnt. Building a strong communication is thus an important job for the supervisors. Freeing up the flow is a matter of building trust, but it's also hard behaviors that often have to be learned through practice. People talk a lot, but communication in the workplace, getting through -- and listening well is necessary business communication skills. A supervisor can thus guide employees by1. Improving their Communication skills as a learned skill 2. Giving training for effective business communication 3. Setting electronic means of workplace communication and employee communication. 4. Showing the importance of consistent employee communication. By building up strong bond among the workforce can improve the work condition.

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3.4. Pay and Employee Benefits


Employee benefits and (especially in British English) benefits in kind (also called fringe benefits, perquisites, perks) are various non-wage compensations provided to employees in addition to their normal wages or salaries. Where an employee exchanges (cash) wages for some other form of benefit, this is generally referred to as a 'salary sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree. Fringe benefits can include, but are not limited to: (employer-provided or employer-paid) housing, group insurance (health, dental, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security, profit sharing, funding of education, and other specialized benefits. The purpose of the benefits is to increase the economic security of employees.

Advantages of employee benefits


There are a number of advantages to employee benefits for both employer and employee. Employer advantages Helps attracts and retain better qualified employees. Provides high risk coverage at low costs easing the company's financial burden. Improves efficiency and productivity as employees are assured of security for themselves and their families. Premiums are tax deductible as corporation expense, which means savings with quality coverage.

Employee advantages Peace of mind leading to better productivity as employees are assured of provision for themselves and families in any mishap. Employees with personal life insurance enjoy additional protection Confidence in company's EB schemes boost staff morale and pride in company

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3.5. Communication and Recognition


3.5.1. Communication
Effective employee communications is essential to a successful business strategy. It is a vital link in achieving a companys objectives and a critical component of good management. High-performing companies place great value on communications to help build organizational trust and to improve employee engagement, productivity and retention. Following are the seven Cs of effective communication: 1. Content Information must be relevant and let associates know why they should care. 2. Clarity ICs task is to translate complex information into simple, easy-tounderstand, jargon-free language. 3. Conciseness Due to the daily influx of information from multiple sources, communications to associates must enable them to understand key points quickly. 4. Credibility Communications must be straightforward, honest, accurate and sincere. 5. Consistency To engender organizational trust, associates need to hear the same message from multiple sources (in-person, electronic, print, etc.) over the course of time. 6. Context The communication process must connect the dots for associates, providing line of sight from their job to the big picture of the Companys strategic vision. 7. Contact Research shows that face-to-face is the preferred method of communication, especially for critical information about the Companys and associates futures.

3.5.2. Recognition
Retaining talent is one key to growing a successful business. To do so, you need to reward them for great performance. By giving your employees special rewards, you can: 1. Foster a positive, productive workplace. 2. Encourage loyalty and a sense of ownership in your business

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3. Surprise employees without creating a feeling of entitlement. 4. Keep your customers happy because happier employees do better work.

Employee recognition awards are powerful motivators in the workplace both for those who receive these employee awards, and for other employees, who see the concrete proof that hard work does truly pay off, but also promote employee loyalty, and professional and personal satisfaction levels. The top three things to know about employee recognition awards: 1. Corporate recognition awards inspire all of your employees (not only the gift recipients). 2. Employee gifts promote employee loyalty. 3. Employee awards increase workers professional and personal satisfaction and fulfillment

Promotional plaques and other awards in the workplace can tell employees their work is noticed and valued. More than just a pat on the back or money that's quickly spent a seemingly simple piece of engraved wood or gift certificate can provide a visual reminder to the recipient and those around them that you're paying attention. Plaques, trophies, certificates and having your work praised in a mass email are all effective. Non-cash gifts with a personal touch can make a more profound, long-lasting and less expensive impact. Here are three reasons to use awards to increase motivation for excellence and build a team: 1. Rewarding employees inspires strong performance and competitiveness in battling absenteeism and workplace accidents. It also can promote customer service and sales growth. 2. Providing incentives for setting and reaching goals keeps everyone focused on the bottom line and builds your business. 3. Expensive turnover is reduced by recognizing employees as individuals and teams. It is important to give incentive to the workers for their better performance and effort. Numerous studies have shown that money alone won't fully motivate employees. Sure, money is important, but employees respond to recognition and other non-

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cash perks as well. An occasional pat on the back for a job well done goes a long way. Rewarding your employees helps you: 1. Retain the best employees 2. Reduce recruiting, hiring and training expenses 3. Foster a positive environment 4. Motivate your employees to give their all at work 5. Keep your customers happy; after all, happy employees equal happy customers.

3.6. Job Security and Promotion


3.6.1. Job Securities
Job security is the probability that an individual will keep his or her job; a job with a high level of job security is such that a person with the job would have a small chance of becoming unemployed. Typically, government jobs and jobs in education, healthcare and law enforcement are considered very secure while private sector jobs are generally believed to offer lower job security and it usually varies by industry, location, occupation and other factors. Job security is dependent on the state of a country's economy and prevailing business conditions and it has been found that people have more job security in times of economic expansion and less in times of a recession. Unemployment rate is a good indicator of job security and the state of the economy and is tracked by economists, government officials, and banks. In individual cases, employment contracts, labor law, trade union activity (including collective bargaining), job performance, the specific job market, and ease of replacement have an effect.

3.6.2. Promotion
A promotion is the advancement of rank or position in an organizational hierarchy system. The opposite is a demotion. Promotion may be an employee's reward for good performance i.e. positive appraisal. Before a company promotes an employee to a particular position it

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ensures that the person is trained to handle the added responsibilities. This is marked by job enrichment and various training activities. A promotion can involve advancement in terms of designation, salary and emoluments nature of job or what the job can be described as.

3.7. Attitude towards Fellow Members


Employee relations may be defined as those policies and practices which are concerned with the management and regulation of relationships between the organization, the individual staff member, and groups of staff within the working environment. Employees attitude towards the fellow workers has to be positive. A good relation among the co-workers is needed for a better performance and productivity. A competitive attitude can hamper the main objective. Competitive attitude towards fellow workers will stray them from main objective and will involve them in more personal goal. Employees attitude towards fellow members has to be supportive to maintain a better relationship. If any of the co-workers has any work related problems the other co-workers should come forward to resolve among themselves instead of going to the supervisor. More over, if any of the co-workers get sick or have some personal problem regarding their family the other co-workers should Offer to share the responsibility of the work. All workers should take equal responsibility for the work and should share the credit among them for each success. They should also have the attitude to share the faults in work instead of blaming each other. Workers should also criticize each others work but the criticism has to be constructive. Co-workers should help each other to improve their performance. Co-workers attitude towards each other can thus improve the level of productivity and reach the goal easily.

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4. Analysis and Findings


The survey was taken on a random basis selecting 20 people from the organization of 60 to analysis on the categories in which we have divided the questionnaire. Here we will be discussing about the relationships of this following topics into which we have divided the questionnaire with the Employee Attitude towards Top Management Work and Safety Condition Supervisory Effectiveness Pay and Employee benefits Communication and Recognition Job Security and Promotion Attitude towards Fellow Members

4.1. Employee Attitude towards Top Management


This part of the questionnaire shows the employees attitude towards the top management of the organization. By the summarized data table as you can see below, it shows the employees reaction towards the following questions as a whole.

Employee Attitude towards Top Management No 1 Statement/Comment I always feel free to speak to anyone in top management. Our top management tries to make this Company a good place to work. Many times, top management tries to speak to anyone in top management here do not have my interest in mind. Top management here is not friendly toward the employees. Strongly Somewhat No Somewhat Strongly Agree Agree Opinion Disagree Disagree 9 6 0 5 0

11

17

31

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Employee Attitude towards Top Management No 32 Statement/Comment In my opinion, top management here could operate the company more efficiently. Top management here does not supply me with the necessary equipment to do a good job. Strongly Somewhat No Somewhat Strongly Agree Agree Opinion Disagree Disagree 7 4 5 4 0

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Attitude towards Top Management


12 10 No. of Employee 8 6 4 2 0 1 2 17 31 32 35 Question no.
Figure 1

Strongly Agree Somewhat Agree No Opinion Somewhat Disagree Strongly Disagree

From the chart we can see that number of people who responded to the question is on the X axis and question no. is on the Y axis. We can observe that it is the graphical representation of the data table above. It shows the number of employees in each criteria from strongly agree to strongly disagree based on each question respectively according to the table.

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4.2. Relationship
For showing the relationship between the employee attitudes towards the top management and the following as mentioned above we have marked the answers on the basis of a scale from (-2 to +2) to denote from strongly agree to strongly disagree respectively for the positive questions. The following are the denominators of our analysis -2= Strongly Disagree -1= Somewhat Disagree 0= No Opinion +1= Somewhat Agree +2= Strongly Agree For the questions that shows the negative attitude we have scaled them vice versa that is +2= Strongly Disagree += Somewhat Disagree 0= No Opinion -1= Somewhat Agree -2= Strongly Agree

For example
No Statement/Comment Strongly Agree Somewhat No Opinion Somewhat Strongly Agree Disagree Disagree 1 0 -1 -2

Our top management tries to make 2 this Company a good place to work.

This is a positive question that is strongly agreeing to this question shows positive attitude towards the top management.

No

Statement/Comment

Strongly Agree

Somewhat No Opinion Somewhat Strongly Agree Disagree Disagree -1 0 1 2

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Top management here is not -2 friendly toward the employees.

On the other hand this is negative question that is strongly agreeing to this question shows negative attitude towards top management

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Using the Following Scale we calculated the mean for each category such as Work and Safety Conditions and others as mentioned above for each individual and represented the data in a comparable graph to show relation between Employee Attitude towards Top Management and the following categories

Work and Safety Condition Supervisory Effectiveness Pay and Employee benefits Communication and Recognition Job Security and Promotion Attitude towards Fellow Members

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4.2.1. Work and Safety Conditions

Relation beetween 'Attitude Towards Top Managem ent' & 'W ork And Safety Condition'

2 1.5
Attitude Towards Top Management

2 Work And Safety Condition 1.5 1 0.5 0 -0.5 -1


Attitude towards Top Managem ent Poly. (Attitude towards Top Management)

1 0.5 0 -0.5 -1
W ork And Safety Conditions Poly. (W ork And Safety Conditions)

Figure 2

From the graph above we can see that Work and Safety Conditions (represented by the black line) and Attitude towards top management (represented by pink line) showing the overall responses of all the employees in the organization regarding the two factors. In the graph it shows there is no relationship between Work and Safety Conditions and Attitude towards Top Management as shown by the graph. The attitude towards top management can be good irrespective of the work and safety conditions provided that it is above the satisfactory level. That is after we have reached the satisfactory level for the working conditions attitude towards top depends on itself and may be on other factors. Example Good working condition but bosses and top management can be rude.

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4.2.2. Supervisory Effectiveness

Relatio n sh ip b etw een Attitu d e to w ard s T o p M an ag e m en t & S u p e rv issiory effective n ess


2 1.5 Attitude towards Top Management 1 0.5 0 -0.5 -1 S upervis s iory effec tivenes s P oly . (A ttitude towards top m anagem ent) A ttitude towards top m anagem ent P oly . (S upervis s iory effec tiveness ) 2 1.5 1 0.5 0 -0.5 -1 Supervissiory effectiveness

Figure 3

From the following graph we can see that Supervisory Effectiveness (represented by the black line) is below Attitude towards top management (represented by pink line) showing the overall responses of all the employees in the organization regarding the two factors. There it shows there is close relationship between supervisory effectiveness and attitude towards top management. That is supervisor will be effective if the attitude towards top management is positive. If the employees have negative attitude towards top management then there is a likely chance that they will not follow their supervisors properly. On the other hand if there is ineffectiveness in supervisory activities than the employees is likely to have negative attitude towards employees. Example

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Top management always takes the employees point of view into consideration, employees likely to follow their supervisors better. Supervisors are not up to the mark then employees have negative attitude towards top management.

4.2.3 Pay and Employee Benefits

R tio sh b tw ela n ip e eenA ttitu e to ard to m ag e t an P A d d w s p an em n d ay n E p yee b ifits m lo en


2 2

Attitude towards top management

1 .5

1 .5 Pay And Employee benifits

0 .5

0 .5

-0 .5

-0 .5

-1

-1

P A E p e be ifits ay nd m loy e n P oly. (A ttitud T w rd T M a m t) e o a s op an ge en

A de To a s To M ag e ttitu w rd p an em nt P ly. (P A E plo e b ifits) o ay nd m ye en

Figure 4

From the following graph we can see that Pay and Employee Benefit (represented by the black line) is below Attitude towards Top management (represented by pink line) showing the overall responses of all the employees in the organization regarding the two factors.

Pay and Employee and Attitude towards Top Management have close relationship up to a certain point after which they tends to have no relationship between them. That is if all necessities are fulfilled within the pay and benefit scale then pay scales dont matter any more. When the employees are under-paid then they would have negative attitude but it is not necessary that they would have a positive attitude even if they are well paid.

Example

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Your boss or top management is a fraud and a cheat and you are none, even if they pay you double of what you should get we will have a negative attitude towards them.

4.2.4 Communication and Recognition

R elationship between A ttitude towards top m anagem ent & Com unication & recognization m
Attitude towards top management
2 2

1.5

1.5

0.5

0.5

-0.5

-0.5

-1 C m om unication & recognization Poly. (Attiude tow ards top anagem ent) Attiude tow ards top anagem ent Poly. (C m om unication & recognization)

-1

Figure 5

From the following graph we can see that Communication and Recognition (represented by the black line) is below Attitude towards Top management (represented by pink line) showing the overall responses of all the employees in the organization regarding the two factors.

Communication and recognition and Attitude towards Top Management have close relationship between them because they tend to move together. If the communication between the top management and the employees is good then it can be denoted that the employee will have positive attitude towards top management. And for recognition if the top management is recognizing the employees talent and is working accordingly then the employee tends to have positive attitude towards top management

Example

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Communication & recognization

Top management asks your opinion on each matter then you tend to feel you are part of the organization and have positive attitude towards top management.

4.2.5. Job Security and Promotion

Relationship between Attitude towards Top Management & Job Security and Promotion
Job Security And promotion 2 Attitude towards top 1.5 management 1 0.5 0 -0.5 -1 2 1.5 1 0.5 0 -0.5 -1

Job Security And promotion Poly. (Attitude towards top management)

Attitude towards top management Poly. (Job Security And promotion)

Figure 6

From the following graph we can see that Job Security and Promotion (represented by the black line) is below Attitude towards Top management (represented by pink line) showing the overall responses of all the employees in the organization regarding the two factors. Job Security and Attitude towards Top Management keeping aside some exceptions has close relationship with each other. If the job security of an efficient employee is high than he/she is suppose to have positive attitude towards Top Management and vice versa. Promotion is more or less similar to recognition, if the employee is a valid candidate for promotion and is not promoted then he/she is suppose to have negative relationship with Top Management and vice versa. The exception is that if the employee is a part time worker then he/she have high probability of having a low job security but the employee might not have negative attitude towards Top Management Example

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If you work hard for your organization but in return you have a high chance of getting sacked that is low job security, you are likely to a negative relationship with the Top Management. If you get your deserving promotions then you are likely to have positive attitude towards Top Management.

4.2.6. Attitude towards Fellow Workers

Relationship of Attitude Towards Top Managem ent & Fellow Workers


2 1.5
Attitude Towards Top Management
2 1.5 1

1 0.5 0 -0.5 -1
Attitude Towards Fellow Workers Poly. ('Attitude Towards Top Management) 'Attitude Towards Top Management

0.5 0

-0.5 -1

Poly. (Attitude Towards Fellow Workers)

Figure 7

From the following graph we can see that Attitude towards Fellow Workers (represented by the black line) is below Attitude towards Top management (represented by pink line) showing the overall responses of all the employees in the organization regarding the two factors. Employee attitude towards fellow workers have no relationship with the attitude towards Top Management. Employee attitude towards the fellow workers might not be good whereas on the other hand employee attitude towards Top Management might either be positive or negative depending on itself.

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Attitude Towards Fellow Workers

5. Recommendation
For a long time organizations didnt take account the importance of employee attitude in the company. But in the last 10-15 years the organizations have found the importance of this subject. During our survey we have found that employee attitude towards top management has direct relation with the growth and success of the organization. From the analysis and findings we have come with the following observations for this organizations1. Work and Safety Condition: Has no direct relation with attitude towards top management. So changing the work and safety condition of Mirror will not probably change the attitude towards top management. 2. Supervisory Effectiveness: Has close relationship with attitude towards top management. So any improvement in the supervisory level is like to have an effect on the attitude towards the top management. 3. Pay and Employee benefits: Has close relationship with attitude towards Top Management up to a certain point, that is up to the level it fulfills all the necessities. So it is suggested that for better attitude towards Top Management that employees are paid based on a pay scale that takes above point into considerations. 4. Communication and Recognition: Has close relationship with attitude towards Top Management. Effective communication and upbeat recognition can be useful to improve employee attitude. 5. Job Security and Promotion: Job security and promotion is probably the most vital aspect for the dedication of the employees. More secured jobs and persistent promotion would lead to better attitude towards the top management. Our analysis supports the above judgment. 6. Attitude towards Fellow Members: The analysis shows no relation between employees towards bosses and fellow members. So we would like to suggest training for the organization.

Employee Relations Training


Staff induction course: Induction courses and refresher training sessions are provided to ensure that staffs are familiar with the companys policies and procedures.

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Management/supervisory training: Staff who manages others are provided with training in the skills necessary to give effect to the University's policies (e.g. communicating and consulting).

Since this data was taken from in a small fashion magazine. So the analysis is only valid for such companies. Though it might be true for other organizations but we have no valid proof of such in our analysis.

6. Appendix
6.1 Summarized Data Sheet

6.1.1. Employee Attitude towards Top Management


No Statement/Comment Strongly Somewhat No Somewhat Agree Agree Opinion Disagree 9 4 6 11 0 3 5 2 Strongly Disagree 0 0

1 I always feel free to speak to anyone in top management. 2 Our top management tries to make this Company a good place to work. 17 17. Many times, top management tries to speak to anyone in top management here does not have my interest in mind. 31 Top management hare is not friendly toward the employees. 32 In my opinion, top management here could operate the company more efficiently. 35 Top management here does not supply me with the necessary equipment to do a good job.

1 7

5 4

5 5

3 4

6 0

6.1.2. Work & Safety Conditions No


Statement/Comment Strongly Somewhat No Somewhat Agree Agree Opinion Disagree 4 11 11 5 4 4 1 0 Strongly Disagree 0 0

3 Starting and quitting times are satisfactory. 4 Management tries to make this a safe place to work.

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6.1.2. Work & Safety Conditions No


Statement/Comment Strongly Somewhat No Somewhat Agree Agree Opinion Disagree 2 9 5 7 6 8 3 4 6 0 6 5 6 1 6 4 Strongly Disagree 0 2 0 0

20 I am never bored with my job. 21 Our washrooms are adequate and they are kept clean. 27 My work is pleasant I am not pushed for more than I can do. 32 In my opinion, top management here could operate the company more efficiently.

6.1.3. Supervisory Effectiveness


ID Statement/Comment Strongly Agree 8 0 6 Somewhat No Agree Opinion 1 10 3 10 7 6 Somewhat Disagree 1 2 3 Strongly Disagree 0 1 2

5 My Supervisor gives praise where praise is due. 14 Often, my supervisor doesnt keep promises. 16 I have been well-trained on all jobs to which I have been assigned.

6.1.4. Pay & Employee Benefits


ID Statement/Comment Strongly Agree 2 4 Somewhat No Somewhat Agree Opinion Disagree 1 9 4 2 4 5 Strongly Disagree 9 0

7 Our insurance plan provides good coverage. 11 I believe the quality at this company is a better now than a year ago. 33 I understand the company insurance plan.

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6.1.5. Communication & Recognition


ID Statement/Comment Strongly Somewhat No Somewhat Agree Agree Opinion Disagree 5 6 6 3 Strongly Disagree 0

8 My performance is recognized by this company.

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6.1.5. Communication & Recognition


ID Statement/Comment Strongly Somewhat No Somewhat Agree Agree Opinion Disagree 5 4 6 4 Strongly Disagree 1

9 Our management keeps us informed about new plans and developments. 25 We are encouraged to make suggestions for improvements in our work. 28 We are never informed about changes, even those that affect us personally. 30 Consideration and attention are shown to me when I use good judgment and initiative. 36 feel my family receives worthwhile information about the company from the News Dispenser.

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6.1.6. Job Security and Promotion


ID Statement/Comment Strongly Agree 6 4 Somewhat No Agree Opinion 7 8 4 4 Somewhat Disagree 3 4 Strongly Disagree 0 0

12 The Company is a good place to work. 13 Things at this company are better than they were a year ago. 18 My abilities and skills are used by this company.

6.1.7. Employee Attitude towards Fellow Workers


ID Statement/Comment Strongly Agree 6 3 Somewhat No Agree Opinion 9 11 4 1 Somewhat Disagree 1 4 Strongly Disagree 0 1

6 Good cooperation exists between departments. 10 I would recommend employment at this company to my friends. 15 My co-workers are cooperative and work well together. 19 Frequently I am sorry that I work here. 26 I am pleased to tell others where I work.

5 3 4

10 3 9

2 0 3

1 12 3

2 2 1

32

6.1.7. Employee Attitude towards Fellow Workers


ID Statement/Comment Strongly Agree 9 4 Somewhat No Agree Opinion 4 6 3 5 Somewhat Disagree 2 2 Strongly Disagree 2 3

29 Some of my co-workers think they run the company. 34 Too many problems exist here between co-workers.

6.2. Calculations
For showing the relationship between the employee attitudes towards the top management and the following as mentioned above we have marked the answers on the basis of a scale from (-2 to +2) to denote from strongly agree to strongly disagree respectively for the positive questions. The following are the denominators of our analysis -2= Strongly Disagree -1= Somewhat Disagree 0= No Opinion +1= Somewhat Agree +2= Strongly Agree For the questions that shows the negative attitude we have scaled them vice versa that is +2= Strongly Disagree += Somewhat Disagree 0= No Opinion -1= Somewhat Agree -2= Strongly Agree

For example

33

No

Statement/Comment

Strongly Agree

Somewhat No Opinion Somewhat Strongly Agree Disagree Disagree 1 0 -1 -2

Our top management tries to make 2 this Company a good place to work.

This is a positive question that is strongly agreeing to this question shows positive attitude towards the top management.

No

Statement/Comment

Strongly Agree

Somewhat No Opinion Somewhat Strongly Agree Disagree Disagree -1 0 1 2

31

Top management here is not -2 friendly toward the employees.

On the other hand this is negative question that is strongly agreeing to this question shows negative attitude towards top management

34