Paper Name: Similarity Report ID: Oid:3618:45273403

Similarity Report ID:oid:3618:45273403
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44 % Overall Similarity
The combined total of all matches, including overlapping sources, for each database.
39% Internet database12% Publications database
Crossref databaseCrossref Posted Content database
26% Submitted Works database
Excluded from Similarity Report

Bibliographic materialQuoted material
Cited materialSmall Matches (Less then 10 words)
Summary
About Company
Introduction:
2
The first sugar mill established in the cooperative area of Gujarat was: Shree Khedut Sahakari
Khand Udyog Mandali Ltd., located near Baben-Bardoli, in 1955. This organization operates
the largest cooperative sugar mill in Asia. ASIAN. The company's initial crushing capacity
was 850 TCD (tonnes of sugarcane/day) and currently the factory has a capacity of 10,000
TCD.
History:
Though a small town in the Surat district of Gujarat, BARDOLI occupies an important place
in the history of the country's freedom movement. The country's founder, Mahatma Gandhi,
launched his legendary nonviolent Satyagraha movement here in 1922 against powerful
British rule in India, eventually leading to the country's independence. in August 1947. The
Iron Man 2 of India, Sardar Vallabhbhai Patel, and his famous brother, the late Sir V. J. Patel,
who served as President of the pre-independence Central Legislative Council for several
years and were both recognized by their peers. allies as well as respected and feared enemies,
are two other notable characters. . Indian figures including Karma Bhumi are Bardoli.
In the years following India's independence, Bardoli again made history by building the first
farmer-owned sugar mill, officially named Shree Khedut Sahakari Khand Udyog Mandli Ltd.,
2
Bardoli, in the years 1955-1956.
1
Farmers of Gujarat as well as leaders of the cooperative movement across the country
remember the selfless efforts of Dr. Dayaram Bhai Kuvarji Patel, a worthy son of this
precious
land. Besides
2
being one of the founders, Dr. Dayaram Bhai Patel also served as the Managing Director of
the cooperative factory from its inception. The success of Sucrerie Bardoli is in fact a
brilliant tribute to this man of vision and action.
2
Details of Expansion:
Capacit Season/Year
y
800 TCD to 1200 TCD 1963-

64
1200 TCD to 1500 TCD 1968-

70
1500 TCD to 3000 TCD 1971-

72
3000 TCD to 5000 TCD 1975-

76
5000 TCD to 7000 TCD 1979-

80
7000 TCD to 10000 TCD 1992-

93
2
In 1963, the IFCI loan was fully repaid by the cooperative. In addition, the term loan was
fully repaid within the stipulated time. In 1969, the government's share capital was fully
repaid. All members of the company are farmers, mainly growing sugarcane. Their total
membership is 5,684.
In 2005, the plant celebrated 50 years of crushing operations. The event was attended by
famous guests and prominent figures in the sugar industry.
2
2
The sugar factory opened in February 1955. The factory is quite old and large. Its initial
crushing capacity is 850 tons per day. It was powered by both steam and electricity. As a
result, the company's board of directors and management continue to expand and modify its
facilities consistently. The plant has a modern, well-equipped research station as well as a 50-
acre research farm connected to the research station, where soil, plant and manure analysis is
conducted. Farmers receive certain fertilizers and pesticides at subsidized rates to increase
sugar production and recovery while minimizing insect problems. The company has
implemented several projects such as tissue culture, vermicomposting, bio-organic fertilizer
making and bio-pesticides laboratory. The company is continuously searching for more
promising sugarcane varieties. Over the past three years, about 80 sugarcane varieties have
been tested. These new varieties have been grown and replicated in various regions, and we
monitor sugarcane yield and recovery by conducting field trials at our facilities. Molasses and
bagasse are by-products sold to distilleries, feed mills, manufacturers, and paper mills,
respectively. Sludge from the press is sold to farmers at low prices for use as fertilizer.
Critical elements:
3
4
5
Boad Of Directors
Name Designation Post At, Sub-division District

Shri Pravinbhai Vallabhbhai Patel Director 2 Surat
Shampura,
Kamrej
Shri Parimal Balvantbhai Patel Director Surat
Ena, Bardoli
Shri Jayantibhai Bhulabhai Patel Director Digas, Surat

2
Kamrej
Shri Natvarbhai Premabhai Patel Director Surat

Pardi-Pata
(Lakhanpore),
Palsana
Shri Sureshbhai Rangilbhai Patel Director Surat
Puna, Choryasi
shri Girishbhai Ambubhai Patel Director Surat

Rajpura Lumbha,
Bardoli
2
Shri Anilbhai Bhikhubhai Patel Surat
Director Motifalod,
Bardoli
Shri Anilbhai Parsottambhai Patel Director Surat

Karchka
Bardoli
6
Shri Mukeshchandra Naginbhai Patel Director Surat
Bagumara,
Palsana
Shri Sureshbhai Somabhai Patel Director Surat

Sevni,
Kamrej
Smt. Amitaben Bharatbhai Patel Director Surat

Kumbhariya,
Choryasi
Smt. Induben Jayantibhai Parbhubhai Director Surat

Patel
Nizer, Bardoli
Shri Ishvarbhai Ramanbhai Parmar Director Surat

Baben,
Bardoli
2
Shri Nareshbhai Bhikhabhai Patel Surat
Su.Dist.Bank Butwada Bajipura,
Rep.
Valod
Directorate of Sugar Govt. Rep. Gandhinagar Gandhinagar
Shri Ketanbhai Bhatt – M.D. K.Sangh Rep. Gannagardh

Gujarat Rajya Sahakari
Khand Udyog Sangh
Ltd.,
Gandhinagar
Achievements:
1. Gold medal trans world trade fare from national federation of coop. Sugar 2 factories
ltd. New Delhi.
2. World first international trade fare diamond studded super selection award from new
Delhi.
7
3. National safety award 1987 (longest accident-free period) from national federation of
coop. Sugar factories ltd. New Delhi.
4. Winner of 1990-91. Punjab Rao Deshmukh award for best overall. performance from
national federation of coop. Sugar factories ltd. New Delhi.
5. Winner of 2000-01, 2001-02, 2004-05, 2008-09, 2012-13, 2013-14& 2014-

15“financial management” award high recovery area.
2
6. “The best assesses” award for year 2007-2008, 2009-2010 & 2013-2014 from central
excise & customs.
7. Indian achiever’s award for industry development – 2008 from Indian organisation
for commerce & industry, new Delhi.
8. Indian leadership award for industry development-2011 From Indian industries
economic development, new Delhi.
8
9. Winner of “fair deal filaments awards for outstanding work done for trade & industry
by an association” felicitation of the occasion of golden jubilee year: 2012-13 the
southern Gujarat chamber of commerce & industry.
10. Best overall performance cooperative sugar mill award-2015 from Bhartiya sugar
Pune.
11. 2Winner of 2003-2004 “maximum sugar export” award.

12. Winner of “Sahakari Vikas Ratna award” for year 2004 felicitation of the occasion of
100 years of Indian co-operative movement from Gujarat state co-op. Sangh,
Ahmedabad.
13. Winner of “highest sugar cane crushing in India 2007-08, 2008-09, 2009-10& 2010-
11” awards.
vision:
9
A vision statement is a concise summary of a company's long-term goals. It communicates
the company's goal of changing the world and is often ambitious. Think of it as a guide to
making decisions that align with your business principles and goals.
The vision of Shree Khedut Sahakari Khand Udyog Mandali Ltd is to produce and promote
the highest quality products and services for the sugar industry, and continuously innovate to
build a brand that embodies quality and trust. . We aim to achieve this integrity by
demonstrating the highest level of business acumen, selecting the best candidates and
providing outstanding customer service. mission:
The mission statement describes what the company does, who it serves, what it does, what its
goals are, and how to achieve them. A vision statement describes the company's ideal future
situation. A compelling vision motivates a team by showing them what achievement will look
like.
44
The mission of Shree Khedut Sahakari Khand Udyog Mandali Ltd is to manufacture to the
highest standards of Shree Khedut Sahakari Khand Udyog. In a highly competitive business
environment, we strive to increase shareholder value through collaboration and continuous
system improvement. Practice ethics and fulfil social obligations. Ensure that stakeholders
receive fair benefits. As a responsible businessman, we will fulfil our social responsibility and
contribute to environmental protection.
10
27
Corporate Social Responsibilities [CSR] :
The management concept known as “corporate social responsibility” encourages companies

to integrate social and environmental considerations into daily operations and relationships
with stakeholders. CSR is often seen as a way for businesses to balance social, environmental
and economic needs.
Promote employment for workers living in rural areas to generate higher profits and improve
living standards. We continuously work to improve vegetation, keep the environment clean
and improve cleaning. Organize civil, medical, educational, and housing facilities for
workers.
Support charitable organizations.
SWOT Analysis:
11
strength:
The main advantage is that the company has the best sugar crushing capacity and is the
largest sugar producer in Asia. The area does not suffer from water shortage as the Tapi River
supplies water to the area. This keeps the soil moist and is ideal for growing sugarcane.
Therefore, the sugarcane grown is of the highest quality in both quality and quantity.
Weaknesses:
Sugar production is a seasonal industry with short processing time, usually lasting from 4 to
7 months per year. This leads to economic losses, temporary employment of workers and
underuse of sweets. opportunity:
Some of the best by-products of the sugar industry that have even higher economic value are:
A. Bagasse
B. Molasses
C. Filter the press cake or press slurry
By-products from sugarcane production such as filter cake and press mud constitute a
potentially rich resource that can be used by humans and animals. They also serve as a
sustainable source of energy.
Threat:
Sugarcane cultivation can be affected by climatic fluctuations, which can lead to reduced
sugarcane quality. In an industrial environment, the risk of accidents when using machinery
and equipment is very high.
About the topic

The project work entitled “Managing Employee’s attitude towards the organization” with
1
special reference to the Shree Khedut Sahakari Khand Udyog Mandli Ltd, Bardoli, the
various factors that are concerned towards the attitude of the employees.
The analysis has been made mainly based on the primary data that is by the employees’
opinion survey method. The researcher has taken a sample size of 100 and has used the
stratified random sampling method to select the samples from the total population.
12
The study gives the opinion of employees about all the H.R. functions of Shree Khedut
Sahakari Khand Udyog Mandli Ltd., 25
employment conditions, wages and incentives,
interpersonal relationship, working conditions, management practices, etc.
The researcher used percentage analysis and t-test to find that there is no relationship between
the professional qualifications of the respondents and the length of service of the respondents
and the social institution, nor between 1 the salary of the respondents. showed that. and social
facilities. The survey also showed that most of the respondents had positive attitudes towards
social facilities, management practices and employment conditions, social facilities, human
relations and working conditions. Researchers have made suggestions to improve them,
including transparent suggestion systems and promotions based on both seniority and
performance at specific levels of the organizational hierarchy.1
INTRODUCTION
Attitude:
The importance of attitudes in understanding psychological phenomena was formally

recognized early in the history of social psychology. Interest in attitudes has been strong and
growing ever since the
1
concept entered the language of psychology. However, over the years, attitudes have been
studied with different emphases and methods.
Posture concept:
There is an almost infinite variety of published definitions and descriptions, so you must be
precise when defining your settings. Like other concepts, attitudes can be defined in two
ways: 32
conceptual and operational. There are significant differences in the conceptual
definition of the
1 term 'attitude', and different
perspectives on the concept of attitude have emerged.
Main aspects:
When the term first entered the realm of social phenomena, it was natural to understand
attitudes as tendencies, dispositions, or willingness to respond to social objects. Allport first
looked at the definition of attitude and noticed that it included the words "willingness,"
1
"attitude," or "disposition to act." Even ALLPORT uses these terms to define its settings. He
defines attitude as:
13
“An attitude is a state of mental and neural readiness organized by experience that exerts a
directive or dynamic influence on an individual's response to all objects and situations with
which it is associated.”
Feature of Attitude:
 Attitudes influence an individual's behavior by allowing them to react positively to

things in their environment.
6
 Attitudes are acquired through learning over a period. The process of learning
attitudes begins in childhood and continues throughout life.
 Attitudes are invisible because they represent psychological phenomena that cannot
be directly observed. They can be observed by observing people's behavior.
 Attitudes are ubiquitous and everyone has certain attitudes towards objects in their
environment. In fact, attitudes are enforced during the socialization process and can
be applied to anything in the environment.
Attitudes, opinions, and beliefs:
In general, an opinion is an 1 expression of one's own evaluation of a particular situation, of

the 1 situation presented to oneself. 'Thurstone' defines an opinion as a response to a specific,
limited stimulus, but that response is certainly influenced by the disposition, or attitudinal
structure, with which the individual engages. We can also distinguish between attitudes and
beliefs.
1
Beliefs are an individual's enduring organization of awareness and knowledge about some
aspect of the world. A belief, then, is a hypothesis about a person's judgments about the
properties of objects, especially about the probabilities of those properties. In this sense,
beliefs 6 are cognitive components of attitudes that reflect how we perceive objects. The
difference between attitudes, opinions, and beliefs is conceptual. Most researchers believe
that these three terms are so closely related that it is difficult to separate them except on a
limited conceptual
1 basis. In the literature,
there is often considerable overlap between these three terms. However, most psychologists
believe that attitude is more fundamental to human behavior than its related aspects. For this
reason, more and more attempts are being made to analyze attitudes in comparison with
others. Attitudes are clearly an important consideration because they are
6 central to
the process of converting job demands into effort.
14
Attitudes do not influence behavior alone, but work in conjunction with other personal factors
that influence behavior, including: B. Personality, cognition, motivation, etc. Moreover,
attitudes are influenced not only by objects, people, and ideas, but also by personal
dimensions. Attitudes have been shown to serve four functions while influencing behavior.
These are instrumental, self-protective, value-oriented, and knowledge.
1
Employee attitude towards the organization:
Attitudes are not the same as values, but they are related. This can be seen by looking at his
three components in the configuration. Cognition, emotion, and behavior. The belief that
"discrimination is wrong" is a statement of values.
Setting type:
22
Although a person can have thousands of attitudes, Organizational focuses on a very limited
number of work-related attitudes. These work-related attitudes are based on the positive or
negative evaluations that employees have of aspects of the work environment. The majority
of
1
OB research involves three settings: Job satisfaction, career commitment, and organizational
commitment.
Job satisfaction:
The term job satisfaction refers to a person's general attitude towards their job. People who
are highly satisfied with their jobs have positive attitudes toward their jobs, whereas people
who are not satisfied with their jobs have negative attitudes toward their jobs. When people
talk 42 about employee attitude, they often mean job satisfaction.
Awareness survey:
The reviews indicate that knowledge about 28

employee attitudes can be helpful for managers
when trying to predict employee behavior. But how do managers obtain information about
employee attitudes? The most common method is an awareness survey.
Determinants of job satisfaction.
When analyzing the various determinants of job satisfaction, it is important to remember 23
that not all people experience the same level of satisfaction, even if they are doing the
same job in the same work environment and at the same time. must not be Therefore, in
addition to the type
15
15
of job and working environment, there are also individual variables that influence job
satisfaction. All factors that allow for a match between individual variables, job type, and
situational variables determine job satisfaction. Let us see what these factors are.
Individual factors:
Individuals have certain expectations about their work. They are satisfied when their job
1 expectations are met. These expectations are based on the individual's
education level, age, and other factors.
1. Level of Education:
Level of education of an individual is a factor which determines the degree of job satisfaction.
For example, several studies have found the negative correlation between the level of
education, particularly higher level of education and job satisfaction.
2. Age:
Individuals experience different degrees of job satisfaction at different stages of their life. Job
satisfaction gradually decreases in the initial stage, rises to a certain point, and finally
declines to become low.
3. Other factors:
In addition to his two factors mentioned above, there are other personal factors that influence
1 job satisfaction. People
who do not have a good social or home life may not feel comfortable at work. Similarly, other
personal issues related to him may affect his job satisfaction.
Especially in more formal boss-employee relationships, many positions are broken. A simple
verbal warning may be enough to change negative attitudes. If an employee discloses a
mental 21
health issue, try to find a suitable solution. Take time off from work, change your
work
schedule, change your physical condition
1
at work, or adjust your supervisory instructions or training. Many psychological problems are
easily treatable and only cause temporary disruption in the workplace.
21
If an employee with a chronically negative attitude suddenly claims an intellectual
disability, the employer has the right to request a medical certificate and possibly a second
opinion. But a reliable statement from the civilian sphere. Please consult a lawyer before
making these claims. Write down problem behaviors in your employee handbook and strike
16
before the iron gets hot. Create a policy that clearly explains unacceptable behavior in the
workplace. Mentioned above.
LETRATURE REVIEW
LETRATURE REVIEW: 1
37
A Study on Employees Attitude towards the Organization and Job Satisfaction
(Dr-Priyanka Das)
(2023)
This analysis has been done using the employees' opinion survey as its main source of data. A
sample of 180 people was chosen using a stratified random sample method. The study looks
at how employees feel about all HR roles at Alstom Plant Industries Ltd. It also looks at the
three main differences between HR practices and scientific research on employee attitudes.
The focus is on job satisfaction, the causes of it, how to measure it, and how it can be used to
influence employee attitudes. There is no link between job enrichment, educational
17
1 qualification, length of service, or welfare facilities.
There is also no link between the respondents' salary and welfare facilities.
LETRATURE REVIEW: 2
26
EMPLOYEE ATTITUDE TO ORGANISATIONAL CHANGE IN SMALL AND
MEDIUMSIZED ENTERPRISES
(Zdenko Metzker)
(2023)
3
The crisis caused by the coronavirus pandemic is affecting the daily operations of
organizations, which is also leading to changes in the lives of employees. Managing
organizational change has been a significant challenge for organizations for decades. The
objective of the study was to evaluate the behaviour of concerned employees in response to
organizational change. It looks at how the experiences of different employee groups change
3
overall and what they think about organizational change. Additionally, it checks whether
employees understand the motivation behind the change and the impact it will have on their
organization. To answer the research questions, a comprehensive questionnaire survey of
Hungarian SMEs was conducted in autumn 2021. Relevance of applying factor analysis
3
Assessment of dependence of selected domains of the questionnaire was supported by the
Barlett test and Cronbach's alphas. coefficient. For individual hypotheses, two-sample t-test,
contingency table analysis and Pearson chi-square test were applied. The evaluation of 215
questionnaires showed that employee behaviour in response to organizational changes varied.
Differences in attitudes supporting organizational change are identified in employees, not in
3 companies. Furthermore, attitudinal
differences between employees who have undergone organizational change in the company
and those who have not undergone organizational change have also been identified.
Interestingly, contingencies were found 3between the extent to which managers played a role
in the change and the well-implemented nature of the change. The practical use of research
can be useful in the management of small and medium-sized enterprises, especially in the
area of human resources. Management may assume that
employees may fear changes if they get ahead of them, but if change is
3
managed well, people will think positively about it.
LETRATURE REVIEW:3
11
Determinants of Attitude and the Intention to Stay of Employees in Low-Cost Carriers:
Using Justice Theory
18
(Won Seok Lee)
3
(2023)
The purpose of this study was to examine the attributes that influence employee attitudes and
intentions to continue working in human resource management in a low-cost transportation
company. Using equity theory as the theoretical foundation, financial compensation,
nonfinancial compensation, coworker relationships, and procedural fairness were derived.
The attributes explained by this study are attitude and intention to stay. This study used a
survey
11 and collected data from 233 low-
cost airline employees as survey participants. To test the hypotheses, this study uses structural
equation modelling. The results show that attitudes are positively influenced by financial
remuneration, non-financial remuneration, relationships between colleagues and procedural
fairness. The results also show 11
the positive impact of coworker relationships and attitudes
on intention to stay. This study sheds light on the literature by ensuring the explanatory power
of justice theory in the area of low-cost carrier operations.
LETRATURE REVIEW:4
4
Organizational Change: The Challenge of Change Aversion
(Jason A. Hubbart)
(2023)
4
Organizational change has been investigated for decades, with many works addressing change
adoption challenges. Change aversion, like change resistance, is not uncommon, but going
unchecked can reduce organizational change initiative success. This communication aims to
provide a concise in-road for students and practitioners to the organizational change and
change aversion literature. An attempt is made to enter this complicated discussion in a way
that may assist the reader in understanding what change aversion is, how vital acceptance of
organizational change is, and that there are operational practices that can facilitate a culture of
change acceptance. Aversion to change may result from many factors, including (but not
limited to) fear of the unknown, discomfort over a potential loss of control, and the instinctive
tendency to prefer the familiar over the unfamiliar. However, despite advancements in the
administration of inevitable organizational change moments, challenges related to change
resistance can always occur, particularly lacking effective change leadership. Leadership can
address resistance early, thus more readily guaranteeing a positive and productive
19
organizational change outcome. Offering employees quality jobs and an inclusive,
empathetic, and considerate environment can lead to early organizational buy-in and change
acceptance, thereby improving long-term organization efficiencies and outputs. Ultimately,
organizational change initiatives are most likely to succeed with buy-in and acceptance,
thereby enabling businesses to remain competitive in a continuously evolving environment.
LETRATURE REVIEW:5
12the use of Staff Attitudes to Coercion Scale
(SACS)
(Johan Siqveland)
(2023)
12
To our knowledge, the SACS is the only questionnaire that measures staff attitudes towards
the use of coercive measures in mental health services. The of this survey
widespread use indicates that it is considered both feasible 12
and useful and highlights the need for such a tool.

However, further research is needed, as the relationship between staff attitudes toward
coercion and actual use of coercion remains unclear and requires further investigation. Staff
attitudes
12 towards
coercion may be a requirement for mental health care managers and staff to engage in service
development and quality improvement projects.
LETRATURE REVIEW:6
20
Turnover intention and its antecedents The meditating role of work-life balance and the
moderating role of job opportunity
(Abdul Samad Kakar)
(2023)
Attracting and retaining top talent in higher education is a challenge for human resources
3 professionals due to high university
attrition rates. A key area of discussion among executives and HR professionals is how to
retain and retain top talent. Therefore, the purpose of this study was to determine whether
human resource management practices (HRMP), 20 organizational reputation (OGR),
occupational prestige (OPP), and work-life balance (WLB) were investigated in a university
to influence the turnover intentions of current academics. (TOI). University. This study also
aims to investigate her 3 WLB as a mediator and Job Opportunity (JBO) as a moderator of the
20
above relationship. Data collected from an online survey of 466 respondents were analysed
using partial least squares structural equation modelling. The results of the study showed that
OGR, OPP, and WLB were negatively associated with his TOI. However, the impact of
HRMP on TOI was not direct. Instead, WLB mediated. The results
also showed that WLB had a significant
3
impact on the relationship between OGR and OPP. Moreover, the results also confirmed that
JBO significantly moderates the relationship between WLB and TOI. The results of this study
provide guidance on a comprehensive retention strategy and holistic model of academic TOI
to help HR professionals, policy makers, and executives develop effective strategic
recruitment and retention plans.
LETRATURE REVIEW:7
4
The Affective Domain, Safety Attitude, and COVID-19 Prevention of Employees in the
Petrochemical Industry
(Basel)
(2023)
The study found that employees in the petrochemical industry responded positively to the
areas of COVID-19 prevention, safety attitudes, and emotions. The level of implementation
of COVID-19 prevention, attitudes toward safety, and emotional domains are largely
independent
4
of employment characteristics such as gender, age, position, and work history. The
implementation of safety behaviours appears to be equally accepted and understood by
different categories of employees. Ultimately, positive employee attitudes lead to positive
attitudes toward
4safety. Therefore, effective COVID-19 prevention measures in the
workplace are established based on employee perspectives and attitudes.
LETRATURE REVIEW:8
Benefits and Employee Attitude Tracker
21
(Kimberly A. Landry)
(2023)
13
BEAT (Benefits and Employee Attitude Tracker) is an annual survey that records employee
attitudes towards work in general and additional company benefits in particular. In this
second annual report, he looks at changes in employee attitudes since last year and considers
some new and cutting-edge topics. Topics covered include the importance and perceived
value of benefits, benefits satisfaction, the role of benefits in employee retention, unmet
needs, benefits education and communication, and benefits Consider the factors that will
influence your decision, cost concerns, general job satisfaction, career change plans, and what
you are looking
13
for in a potential employer. The results are based on a survey of more than 4,000 U.S.
employees conducted in January 2023.
LETRATURE REVIEW:9
26
Employee Attitude to Organizational Change in Small and Medium-Sized Enterprises
(Peter Karacsony)
(2023)
The crisis caused by the coronavirus pandemic is impacting the day-to-day operations of
3
organizations and changing the lives of employees. Responding to organizational change has
been a major challenge for companies for decades, and the purpose of this study is to evaluate
the behaviour of affected employees when faced with organizational change. Explore how the
experiences of different employee groups generally change and how employees think about
organizational change. Additionally, investigate whether employees understand the
motivation 3 behind the change and how the change will impact the organization. To answer
the research
3 questions, a comprehensive
survey among Hungarian SMEs was conducted in autumn 2021. The suitability of applying
factor analysis to assess the dependence of selected areas of the questionnaire was confirmed
by the Barlett test and Cronbach's alpha coefficient. Two-sample t-tests, contingency table
analysis, and Pearson chi-square tests were used for individual hypotheses. After analysing
215 surveys, we found that employee behaviour toward organizational change varies widely.
22
Attitudes were mixed about the benefits of organizational change for employees, but not for
the company. It has also been pointed out that there is a
3
difference in awareness between employees who have experienced organizational change
within their companies and those who have not. Interestingly, a relationship has been found
3between the extent to which managers play a role in change and the nature of the successful
implementation of change. Practical application of research is useful for small and
mediumsized business management, especially in the human resources 3 field. Management
can assume
29 that employees may fear change if they are getting ahead
of themselves. But if change is managed well, people will think positively about it.
LETRATURE REVIEW:10
14
The Role of Work Values on Readiness to Change in Employees
(Ilmina Shofiya)
(2023)
14
Employee motivation is very important and has a positive impact on change and the
organization. Many factors can influence an employee's willingness to change, including
work values. The purpose of this study is to clarify the role of work values on employees'
change motivation in business organizations. The research method is done through literature
research. We search for theoretical references and collect data related to the role of work
values in
14employees' willingness to change. The results of this study indicate
that work values play a positive role in employees' willingness to change, which is the key to
the success of business organizations. This means that work values have a positive impact on
employees' willingness to change.
23
RESEARCH METHODOLOGY
Introduction:
Research is the active, deliberate, and systematic study of discovering, interpreting, and
modifying facts, events, actions, and theories, and of using those facts, laws, and theories to
carry out practical applications.
8
It's an investigative process. The term "research" is also used to describe the collection of
information about a particular topic. To reduce complaints, employees' attitudes toward the
organization need to be known throughout the organization.
1
The main objective is to find out how many employees have positive or negative attitudes
and what their trends are.
A general employee survey method was used here. The survey was completed directly by
employees of the organization. Purpose of research
 To know the attitude of employees towards Shree Khedut Sahakari Khand Udyog
Mandali Ltd.
 To know the reasons behind the positive and negative attitudes of the employees.
 Know the factors that improve employee attitude towards the organization (change,
performance, productivity)
Population:
Shree Khedut Sahakari Khand Udyog Mandali Ltd has a total of 1,700 employees.
sample size:
The sample consists of selected managers of his 100 employees

24
Data collection tools:
Surveys are the most important tool for data collection. The questionnaire was distributed
directly to employees and discussions were also held.
1
Random sampling:
When a significantly heterogeneous group is first divided into groups or "strata" such that all
elements within the group are similar with respect to the characteristic under consideration.
Elements are randomly selected from each of these "layers". The number of elements
obtained from each group is proportional to their relative strength. Samples formed in this
way are called "layered".
Statistical tools used:

8
Below are the statistical tools used in this project to obtain specific results.
Percentage analysis:
Percentage analysis is a statistical tool used to determine the percentage of responses received
by respondents.
Percentage = (No of respondents/Total No. of Samples) X100
LIMITATIONS OF THE STUDY:
This study has some limitations. This study used only a sample size of 100 employees.
Therefore, conducting this survey on as many people as possible will give you an accurate
picture of the overall attitude of your employees.
25
DATA ANALYSIS AND INTERPRETATION
1. Age group
Frequency Percent
33
18 Years to 25 Years 28 28%
Total 100 100.0
35 35%
30 30%
25 25%
20 20%
15 15%
10 10%
5 5%
0 0%
18 to 25 26 to 35 36 to 50 51 to 60
Frequency Percent
Interpretation:
Interpret using tables and figures. 28% of employees are between the ages of 18 and 25, 33%
19 of employees are between the ages of 26 and 35, 25% of employees are
between the ages of 36 and 50, and 14% of employees are between the ages of 51 and 60.
26
2. Educational Qualification
Frequency Percent
Below 10th class 6 6%
class 10th pass 14 14%
class 12 pass/diploma 33 33%
Graduation 28 28%
Post Graduation 19 19%

.
Total 100 100.0
35 35%
30 30%
25 25%
20 20%
15 15%
10 10%
5 5%
0 0%
Below 10th class class 10 pass class 12 Graduation Post Graduation
pass/diploma
Frequency Percent
Interpretation:
Interpretation based on the table and graph shows that 6% of respondents belong to class less
than 10, 14% of respondents belong to class 10, 33% of respondents belong to class 12, 28%
of respondents belong to class 12 Belongs to class 12. 19% of respondents are in graduate
classes; 19% of respondents are in graduate classes.
38
3. Marital Status
Marital status Frequency Percent
27
Married 66 66%
Single 34 34%
Total 100 100.0
70 70%
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
Married Single
Frequency Percent
Interpretation:
31
From the table and graph 66% of the respondents belong to the "unmarried" group and 34%
of the respondents belong to the "single" group.
4. Length of Service
Frequency Percent
Less than 3 years 27 27%

5
3 years to 6 years 30 30%
28
15 years and above 16 16%
Total 100 100.0
35 35%
30 30%
25 25%
20 20%
15 15%
10 10%
5 5%
0 0%
5
Less then 3 years 3 years to 6 years 6 years to 9 years 9 years to 15 years 15 years and above
Frequency Percent
Interpretation:
As shown in the table and figure, 27% of respondents are under 3 years of experience, 30% of
respondents are 330 -6 years of experience, 10% of respondents are 6-9 years of experience,
17% of respondents are 9 ~15 years of experience. 16% of respondents are over 15 years of
experience.
19
5. Number of Members in Family
Frequency Percent
single 6 6%
Single and parents 28 28%
Self and spouse 14 14%
29
5
Self, spouse, and children 18 18%
Self, spouse children and parents 32 32%
Total 100 100.0
35 35%
30 30%
25 25%
20 20%
15 15%
10 10%
5 5%
0 0%
10
single Single and parents Self and spouse Self, spouse and Self, spouse
children children and
parents
Frequency Percent
Interpretation:
From the table and graph, 6% are single, 28% have a family of 3, 14% have a family of 2,
18% have a family of 3, and most people have a family of 3 or more. I understand that. Her
32% of respondents belong to her family of 5 or more people.
30
6. 1Through whom did you join this organization?
Frequency Percent
Help of friends/relatives 36 36%
Legal heirs 10 10%
HRD consultants 22 22%
Otherwise 32 32%
Total 100 100.0
40 40%
35 35%
30 30%
25 25%
20 20%
15 15%
10 10%
5 5%
0 0%
Help of friends/relatives Legal heirs HRD consultants Other
Frequency Percent
41
Interpretation:
From the table and graph, 36% of respondents said they received help from friends, 10% of
respondents said they were legal heirs, and 22% of respondents said they hired a human
resource development consultant. , we find that 32% of respondents says form others.
31
7. Type of work performed by you
Frequency Percent
Highly satisfied 39 43%
satisfied 55 56%
Neither satisfied nor dissatisfied 5 5%
Dissatisfied 1 1%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
9
Highly satisfied satisfied Neither satisfied nor Dissatisfied
dissatisfied
Frequency Percent
Interpretation:
1
The table and graph show that 39% of respondents are very satisfied with the type of work,
24
55% of respondents are satisfied with the type of work, 5% of respondents are neither
satisfied nor dissatisfied with the type of work. job and 1 % of the respondents were neither
satisfied nor dissatisfied with the type of work.
32
8. 1Work Load
Frequency Percent
satisfied 60 60%
Total 100 100.0
70 70%
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
10
Highly satisfied satisfied Neither satisfied nor dissatisfied
Frequency Percent
Interpretation:
34
The table and chart show that 33% of respondents are very satisfied with their workload, 60%
of respondents are satisfied with their workload and only 7% of respondents are neither
satisfied nor satisfied with their workload. Dissatisfied with workload.
33
9. Job Rotation
Frequency Percent
9
satisfied 45 45%
Dissatisfied 3 3%
Total 100 100.0
50 50%
45 45%
40 40%
35 35%
30 30%
25 25%
20 20%
15 15%
10 10%
5 5%
0 0%
9
dissatisfied
Frequency Percent
Interpretation:
1
According to the table and graph, 37% of respondents are very satisfied with job rotation,
45%
18 of respondents are satisfied with job
rotation, and 15% of respondents are neither satisfied nor dissatisfied with job rotation. Only
3% of respondents are dissatisfied.
34
10.1 Working Hours
Frequency Percent
satisfied 55 55%
Total 100 100.0
70 70%
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
Frequency Percent
Interpretation:
1
According to the table and graph, 30% of the respondents are very satisfied with the working
hours, 55% of the respondents are satisfied with the working hours, and 15% of the
respondents are neither satisfied nor dissatisfied.
35
11. Shift Timing
Frequency Percent
9
satisfied 56 56%
dissatisfied 4 4%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
35
dissatisfied
Frequency Percent
Interpretation:
From the table and graph, 30% of respondents are very satisfied with shift timing, 56% are
satisfied with shift timing, 10% are neither satisfied nor dissatisfied with shift timing, and
10% are satisfied with shift timing. Only 4% of respondents are dissatisfied.
36
12. Responsibilities/assessment given5
Frequency Percent
satisfied 50 50%
Dissatisfied 1 1%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
9
dissatisfied
Frequency Percent
Interpretation: 18
The table and chart show that 38% of respondents are very satisfied with their
responsibilities, 50% of respondents are satisfied with their responsibilities, 11% of
respondents are neither satisfied nor dissatisfied with their responsibilities. their
responsibilities and only 1% of respondents were dissatisfied.
37
13.1 Treatment by the management
Frequency Percent
satisfied 52 52%
Dissatisfied 2 2%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
9
dissatisfied
Frequency Percent
Interpretation:
From the table and graph, 33% of respondents are very satisfied with management's
treatment,
18
52% of respondents are satisfied with management's treatment, and 13% of respondents are
very satisfied with management's treatment. You will find that you are neither satisfied nor
dissatisfied. Only 2% of respondents were dissatisfied with management's treatment.
38
5
14. Acceptance of suggestion given

Frequency Percent
satisfied 52 52%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
Frequency Percent
Interpretation:
5
According to the table and graph, 37% of the respondents are very satisfied with the
acceptance of the proposal, 52% of the respondents are satisfied with the acceptance of the
proposal, and 11% of the respondents are neither satisfied nor dissatisfied.
39
15.1 Recognition of performance
Frequency Percent
satisfied 62 62%
Total 100 100.0
70 70%
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
Frequency Percent
Interpretation:
From the table and graph, 38% of respondents are very satisfied with performance-based
appraisal, 67% of respondents are satisfied with performance-based appraisal, and only 5% of
24
respondents are satisfied with performance-based appraisal. You can see that I am neither
satisfied nor dissatisfied with it.
40
16. Work group cohesiveness
Frequency Percent
satisfied 60 60%
Dissatisfied 4 4%
Total 100 100.0
70 70%
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
9
dissatisfied
Frequency Percent
Interpretation:
The table and graph show that 25% of respondents are very satisfied with the cohesiveness of
their work group, 60% of respondents are satisfied with the cohesiveness of their work
group, and 11% of respondents are very satisfied with the cohesiveness of their work group.
It shows that you are neither satisfied nor dissatisfied with your cohesiveness. only 4% were
dissatisfied.
5
41
17. Job Security
Frequency Percent
satisfied 51 51%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
10
Highly satisfied satisfied Neither satisfied nor
dissatisfied
Frequency Percent
Interpretation:
The table and graph show that 36% of respondents are very satisfied with acceptance of job
40 security, 51% of
respondents are satisfied with job security and 13 respondents are neither satisfied nor
dissatisfied.
42
18. Quality of work life
Frequency Percent
43
satisfied 55 55%
Dissatisfied 4 4%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
9
dissatisfied
Frequency Percent
Interpretation:
The table and graph show that 34% 5 of the respondents are very satisfied with the acceptance
of the quality of working life, 55% of the respondents are satisfied with the quality of
working
36life, and 7% of the respondents are neither satisfied nor dissatisfied. only 4% of
respondents indicated they were not satisfied.
43
19. Work Stress
Frequency Percent
satisfied 52 52%
Neither satisfied mor dissatisfied 8 8%
Total 100 100.0
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
10
Highly satisfied satisfied Neither satisfied mor dissatisfied
Frequency Percent
Interpretation:
The table and graph show that 40% of respondents are very satisfied with job stress, 52% of
respondents are satisfied with job stress, and only 8% of respondents are neither satisfied nor
dissatisfied.
20.8 What is your opinion about the coworker relationship?
44
Frequency Percent
Highly satisfied
37 37%
satisfied 62 62%
Total 100 100.0
70 70%
60 60%
50 50%
40 40%
30 30%
20 20%
10 10%
0 0%
Very helpful Helpful Indifferent
Frequency Percent
Interpretation:
15
The table and graph show that 37% of respondents are very satisfied with their relationships
with colleagues, 62% of respondents are satisfied with their relationships with colleagues,
1
and only 1% of respondents are neither satisfied nor dissatisfied with colleagues.
45
Findings
 Most of employees are 26 years to 35 years they have better experience about their job.
 Most of employees are Diploma and Graduation they have batter knowledge about
Technology.
 7Most of the employees are satisfied with their jobs working hours and work load.
 Company is giving appraisal for good work to their employees.
 Job security is potential tool for employees in this study they have positive attitude
towards it.
 Most of employees have a good quality of work life with less work of stress.
 The organization treat well to their employees to do work with positivity.
 Most of employees are co-operation with other employees.
46
7
Conclusion
The entire project was planned with a view to study the level of “EMPLOYEES
ATTITUDE
TOWARDS THE ORGANISATION” in Shree Khedut Sahakari Khand Udyog Mandali
Ltd.
Based on a study of employee attitudes towards their organizations, it can be concluded that a
positive attitude among employees is associated with higher job satisfaction, engagement, and
productivity. Conversely, a negative attitude may lead to decreased performance and
increased.
6
Attitude has direct impact on how an employee performs and can be an empowering attribute
or a hindering trait in one's job performance.
16 A
good employee will always have a good attitude that pushes them forward in the job. With a
positive attitude, employees tend to take more interest in what they do and deliver.
Consequently, they produce better quality work with minimum errors. This improves their
overall output as well as productivity. Working in an organization is all about managing a
diverse workforce.
47
Recommendation
Employee are the key asset to 7 any organization. Their involvement and commitment towards
the work is very important. To gain the involvement of the employees there is a need for
motivation and this motivation should lead to employee’s attitude. The suggestions given
below are based on the analysis and observations. It can be taken into consideration to
improve and enhance employee attitude in “Shree Khedut Sahakari Khand Udyog
Mandali Ltd”.
17
Happy and engaged employees are more likely to have good attitudes and productivity. They
may convert negative attitudes to good ones with the correct amount of support and
acknowledgment. You may increase employee performance and modify their attitudes by
adequately managing the workplace culture.
7
 Company should include the Yoga Classes, Entertainment, programmer in the
recreational facility.
 Company should set up the grievance cell to solve the employee’s problem.
 Counselling department should be set up to solve the employee’s problem.
48
Bibliography
Literature review:1
https://www.researchgate.net/publication/343714381_A_Study_on_Employees_Attitude_To
wards_The_Organization_and_Job_Satisfaction Literature review:2
https://dspace5.zcu.cz/bitstream/11025/51700/1/EM_1_2023_06.pdf Literature
review:3
https://mdpi-res.com/d_attachment/sustainability/sustainability-1508895/
article_deploy/sustainability-15-08895-v2.pdf?version=1685590827 Literature
review:4
https://mdpi-res.com/d_attachment/admsci/admsci-13-00162/article_deploy/admsci-
1300162.pdf?version=1688712140 Literature review:5
https://www.frontiersin.org/articles/10.3389/fpsyg.2023.1071924/full
Literature review:6
https://www.frontiersin.org/articles/10.3389/fpsyt.2023.1063276/full Literature
review:7
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10108846/ Literature
review:8
https://www.limra.com/en/research/research-abstracts-public/2023/beat-study/
Literature review:9
https://ideas.repec.org/a/bbl/journl/v26y2023i1p94-110.html Literature
review:10
https://www.atlantis-press.com/article/125985634.pdf
Appendix
I am Gandeviya Monik P. from Vidyabharati trust collage of masters in computer
application (MCA & MBA), Umrakh. I am doing research on the topic of “A study on
employee’s attitude towards the organisation”. I seek your kind corporation in this regard
and request you fill up the enclosed questioner. The study is for academic purpose only. No
information shall be disclosed anywhere.
49
1. Age group
39
[ ] 18 years to 25 years ] [36 years to 50 years
[ ] 26 years to 35 years [ ] 51 years to 60 years
2. Educational Qualification
[ ] Less than 10th St.
[ ] St. 10 Pass
[ ] Class 12 Pass/Diploma
[ ] Graduate [ ]
Post Graduate
3. Marital status
[ ] Married ] [ single
4. Length of service
[ ] 3Less than a year
1
[ ] 3 years to 6 years
[ ] 15 years and above
5. Number of member in family

] [ single
10
] [ single and parents
] [ self and life partner
[ ] Self, spouse and child
] [ Self, life partner,Children and parents
6. Through whom did you join the organization?

[ ] With the help of friends/relatives
[ ] Legal inheritance
[ ] HRDAdvisers
50
[ ] otherwise
Highly Satisfied Dissatisfied

questions Neither
satisfid satisfied
nor
dissatisfied
7. Types of8 work performed by

you?
8. work load
9. job rotating
10. working Hours
11. Shift timing
12. Responsibilities/assignments
given
13. Treatment by management
14. Acceptance of suggestion

given
15. Recognition of performance
51
16. Work group cohesiveness
17. Job security
18. Quality of work life
19. Work stress
20. What do you think about co-

worker relationship?
52
44% Overall Similarity

Top sources found in the following databases:
39 % Internet database 12 % Publications database
Crossref database Crossref Posted Content database
26 % Submitted Works database
TOP SOURCES
The sources with the highest number of matches within the submission. Overlapping sources will not be displayed.
readymadeproject.com
1 7%
Internet
bardolisugar.com
2 7%
Internet
researchgate.net
3 5%
Internet
mdpi.com
4 4%
Internet
Stratford University on 2020-12-18

5 2%
Submitted works
coursehero.com
6 2%
Internet
slideshare.net
7 1%
Internet
Manipal University on 2023-07-20

8 1%
Submitted works
California Virtual Campus Region IV on 2023-02-06
9 1%
Sources overview
Submitted works
pdfcoffee.com 1
10
Internet %
doaj.org <1
11
Internet %
12
frontiersin.org <1
Internet %
13
limra.com <1
Internet %
14
atlantis-press.com <1
Internet %
15 de.slideshare.net <1
Internet %
16 smitorissa.org <1
Internet %
17 questionpro.com <1
Internet %
18 Muscat College on 2018-05-16 <1

Submitted works %
19 Manipal University on 2023-07-18 <1

Submitted works %
The Chicago School of Professional Psychology on 2023-09-23

20
<1%
Submitted works
Sources overview
Colorado Technical University Online on 2006-12-20

21 <1%
Submitted works
core.ac.uk <1
22
Internet %
Coventry University on 2011-09-03 <1

23
Submitted works %
24
businessdocbox.com <1
Internet %
25
jms.eleyon.org <1
Internet %
26
ekonomie-management.cz <1
Internet %
27 South University on 2022-08-11 <1

Submitted works %
28 cupdf.com <1
Internet %
29 dspace.tul.cz <1
Internet %
30 Intercollege on 2019-03-01 <1

Submitted works %
31 Kensington College of Business on 2012-06-06 <1

Submitted works %
<1%
Submitted works
Sources overview
University of Northampton on 2018-11-26 32

Mount Kenya University on 2018-01-09
33 <1%
Submitted works
Sheridan College on 2020-09-08 <1

34
Submitted works %
Graphic Era University on 2023-05-30 <1

35
Submitted works %
36
Majan College on 2016-05-18 <1
Submitted works %
37
docobook.com <1
Internet %
38
umispace.umi.ac.ug <1
Internet %
39 comlaw.gov.au <1
Internet %
40 scribd.com <1
Internet %
41 Amity University on 2014-05-02 <1

Submitted works %
42 Central Queensland University on 2010-12-13 <1

Submitted works %
43 Kaplan Professional School of Management on 2010-11-25 <1

Submitted works %
<1%
Submitted works
Sources overview
University of Bedfordshire on 2012-07-06 44
<1%
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WORD COUNT CHARACTER COUNT

PAGE COUNT FILE SIZE

SUBMISSION DATE REPORT DATE

Excluded from Similarity Report

800 TCD to 1200 TCD 1963-

1200 TCD to 1500 TCD 1968-

1500 TCD to 3000 TCD 1971-

3000 TCD to 5000 TCD 1975-

5000 TCD to 7000 TCD 1979-

7000 TCD to 10000 TCD 1992-

Name Designation Post At, Sub-division District

Shri Jayantibhai Bhulabhai Patel Director Digas, Surat

Shri Natvarbhai Premabhai Patel Director Surat

Shri Sureshbhai Rangilbhai Patel Director Surat

shri Girishbhai Ambubhai Patel Director Surat

Shri Anilbhai Parsottambhai Patel Director Surat

Shri Sureshbhai Somabhai Patel Director Surat

Smt. Amitaben Bharatbhai Patel Director Surat

Smt. Induben Jayantibhai Parbhubhai Director Surat

Shri Ishvarbhai Ramanbhai Parmar Director Surat

Directorate of Sugar Govt. Rep. Gandhinagar Gandhinagar

Shri Ketanbhai Bhatt – M.D. K.Sangh Rep. Gannagardh

5. Winner of 2000-01, 2001-02, 2004-05, 2008-09, 2012-13, 2013-14& 2014-

11. 2Winner of 2003-2004 “maximum sugar export” award.

providing outstanding customer service. mission:

The management concept known as “corporate social responsibility” encourages companies

C. Filter the press cake or press slurry

About the topic

The importance of attitudes in understanding psychological phenomena was formally

 Attitudes influence an individual's behavior by allowing them to react positively to

Attitudes, opinions, and beliefs:

In general, an opinion is an 1 expression of one's own evaluation of a particular situation, of

Employee attitude towards the organization:

The reviews indicate that knowledge about 28

Determinants of job satisfaction.

When analyzing the various determinants of job satisfaction, it is important to remember 23

education level, age, and other factors.

managed well, people will think positively about it.

and useful and highlights the need for such a tool.

(Abdul Samad Kakar)

Benefits and Employee Attitude Tracker

The sample consists of selected managers of his 100 employees

Statistical tools used:

Percentage = (No of respondents/Total No. of Samples) X100

LIMITATIONS OF THE STUDY:

26 Years to 35 Years 33 33%

36 Years to 50 Years 25 25%

51 Years to 60 Years 14 14%

Total 100 100.0

Below 10th class 6 6%

class 10th pass 14 14%

class 12 pass/diploma 33 33%

Post Graduation 19 19%

Marital status Frequency Percent

Total 100 100.0

Less than 3 years 27 27%

9 years to 15 years 17 17%

15 years and above 16 16%

Total 100 100.0

5. Number of Members in Family

Single and parents 28 28%

Self and spouse 14 14%