CHAPTER-I

INTRODUCTION

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1.1 INTRODUCTION Employees are considered to be the assets of the organizations. It lies with the organizations as to how to effectively utilize these powerful resources. Today, the workforces are more educated and it is a challenging task before the management to handle these valuable assets. Besides these, the organizations, which are competitive enough and are very flexible, can only survive in this market. It is essentially important for any organization to recruit, attract and motivate people to achieve desired results. An organization has to see through that the employees are more committed towards the work rather than just be a part of the organization. Any organization is said to be a profitable organization only if its employees are more committed towards the work. Such commitment will lead to taking of initiative, responsibilities and more amounts of contributions by the employees. Human Resource Management policies are designed to “maximize organizational integration, employee commitment, flexibility and quality of work”. The concept of commitment plays an important part in the Human Resource management philosophy. MEANING OF ORGANIZATIONAL COMMITMENT Commitment refers to attachment and loyalty. As defined by MOWDRAYET (1982) commitment consists of 3 components. 1) Identification with the goals and the values of the organization. 2) A desire to belong to the organization 3) A willingness to display effort on behalf of the organization. The definition of commitment also emphasizes the importance of behavior in creating commitment. Salancik defines commitment, as “It is a state of being in which an individual becomes bound by his actions to beliefs that sustain his activities and his own involvement”. Three features of behaviour are important in binding individuals to their acts.

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For Further Details Contact: +91-9962179698 044-26821138 www.lacrosstechnologies.org

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a) The visibility of the acts b) The extent to which the outcomes are irrevocable c) The degree to which the person undertakes the action voluntarily. Commitment according to Salancik can be increased and harnessed to obtain support for organizational ends and interests through such ploys as participation in decisions about actions. SIGNIFICANCE OF COMMITMENT: There have been two schools of thought about commitment. One, “from control to commitment school, was led by Walton (1985 a and b), who saw commitment strategy as a more rewarding approach to Human Resource Management, in contrast to the traditional strategy. The other, “Japanese/Excellence” school, is represented by writers such as Pascale and Athos(1981) and Peters and Waterman (1982) who looked at the Japanese model and related the achievement of excellence to getting the wholehearted commitment of the workforce to the organization. Organisational commitment involves the employee’s loyalty to the organisation and its determine by the number of personal organizational and non-Organisational variable. Recently commitment has been conceived as mainly three components affective (emotional attachment), continuance (cost of leaving) and normative (obligation to stay). The Organisational commitment attitude has mixed results but in general, is thoughts to have somewhat strong relationship with Organisational outcome such as performance, absenteeism and turn over. FROM CONTROL TO COMMITMENT: The importance of commitment was highlighted by Walton (1985 a and b). his theme was that improved performance would result if the organization moved away from the traditional control-oriented approach to workforce management, which relies upon 4

establishing order, exercising control and “Achieving efficiency in the application of workforce”. He argued that his approach should be replaced by a commitment strategy. He suggested that workers respond best and most creatively-not when they are tightly controlled by the management , placed in narrowly defined jobs, and treated like an unwelcome necessity, but, instead, when they are given broader responsibilities encouraged to contribute and helped to achieve satisfaction in their work. Walton (1985 a) suggested that in the new commitment-based approach “Jobs are designed to be broader than before, to combine planning and implementation and to include efforts to upgrade operation not just to maintain them. Individual responsibilities are expected to change as conditional change, and teams, not individuals often are the organizational units accountable for performance. With management hierarchies relatively flat and differences in status minimized, control and lateral coordination depend on shared goals. And expertise rather than formal position determines influences. A commitment strategy does not sound like a crude attempt to manipulate people to accept management’s values and goals as some have suggested. Infact, Walton does not describe it as being instrumental in this manner. His perception is for a broad HRM approach to the ways in which people are treated, jobs are designed and organizations are managed. And he quotes a no. of examples in America where unions have cooperated with management, talking about common interests and agreeing to sponsor quality of working like programmers and employee involvement activities. THE JAPANESE/EXCELLENCE SCHOOL: Attempts made to explain the secret of Japanese Business success by such writers as OUCHI(1981) and Pascale and Athos (1981) led to the theory that the best way to motivate people is to get their full commitment to the values of the organization. By leadership and involvement. This might be called the “Hearts and Minds” approach to motivation, and, among other things, it popularized such devices as Quality Circles. The baton was taken up by the Peters and Waterman (1982) and their imitators later in 1980s. this approach to excellence was summed up by Peters and Austin (1985) when they wrote “trust people and treat them like adults, enthuse them by lively and imaginative 5

leadership, develop and demonstrate and your workforce will respond with total commitment.

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1.2 OBJECTIVES 1. To identify the factors that influence employee commitment 2. To study the level of attitudes of employee based on those factors and understand the level of commitment among employees.

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1.3 RESEARCH METHODOLOGY Significance of the Study The main objective of research is to find out to truth. The research helps to gain familiarity with the phenomenon or to achieve new insight into it. Research in common parlance refers to a search for knowledge. Research, simply put, is an endeavour to discover answer to problems through the applications and scientific method to the knowable universe.

Statement of the Problem
Managers of all kinds of organisation are looking at ways to make workers enjoy that they do so that productivity improved. Today most multi national and Indian companies have made the employee satisfaction index a key in put in to the performance evaluation process for department and company heads. It has been proved in a landmark research done by IFFALDANO and MUCHINSKY in 1985 that employee satisfaction does not necessarily lead to productivity. The correlation between satisfaction and productivity is as low as 0.17. It was realise that employee satisfaction has lost some values as surrogate measures for work place efficiency. It is in the context that organisation behaviour scientist explore the dimension of employee commitment.

Research Methodology
All the methods used by social scientists in their fact-finding mission constitute methodology. In that way, Research methodology is defined as the procedures adopted by the researchers to go about their work of describing, explaining and predicting phenomena. It helps the social scientists to describe, justify and explain the outcome of many findings.

Title of the study
The Title of the Research is "A Study on employee commitment

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Research Design
Research design is a blueprint for the study. According Pauline V. Young, a research design is the logical and systematic planning and directing a piece of research. It gives an outline of the structure and process of the research programme. The research design used for the current study is descriptive research design.

Universe
Universe is the aggregate of all units possessing certain specified characteristics on which the sample seeks to draw inferences. The universe for the study is all the employees who are working in MM TOOLS

Tool of Data collection
The Researcher based on the objectives of the Study prepared a Structured Questionnaire. A questionnaire is a form prepared and distributed to secure responses to certain questions related to the study. The Questionnaire prepared by the researcher mainly consists of the following: 1. Personal profile of the Respondents. 2. Identifying employee commitment based on the factors Like Job role integer ration and challenges, company brand and synergistic relationship, trust and confidence in organisation, carer growth and development and Job satisfaction. Pre-testing The researcher conducted pre testing of questionnaire in order to ascertain the validity of the created tool. So, pre- testing was carried out among few respondents in order to detect the discrepancies that have crept in and to remove them after necessary modifications in the questionnaire.

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Data collection Data Collection was carried out at MM TOOLS .The questionnaire was administered to the respondents through the HR Personnel of the organisation. The responses from the employees were quite encouraging.

Process of Data analysis
Data collected through Questionnaire was administered in SPSS (Statistical Package for Social Sciences.) by which data was tabulated. Later data was interpreted to emerge with findings.

Limitations of the Study
The researcher was less accessible with the respondents, so the real feeling of them could not be assessed. Many respondents were reluctant to let out some of their personal information.

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CHAPTER – II
REVIEW OF LITERATURE

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2.1 REVIEW OF LITERATURE The issue on measuring employee commitment given on Human capital Edition dated Jan’2002 Managers of all kinds of organizations are working at ways to make workers enjoy what they do so that productivity improves. Today, most multinational and many Indian companies have made the employee satisfaction index a key input in to the performance evaluation process for department and company heads. It has been proved in a landmark research done by Iffaldano and Muchinsky in 1985 that employee satisfaction does not necessarily lead to productivity. The correlation between satisfaction and productivity is as low as 0.17 It was realized that employee satisfaction has lost some value as a surrogate measure for workplace efficiency. It is in this context that organizational behavior scientists explored the dimension of employee commitment. Employee commitment is thought to be manifested in three ways: 1) The committed employee actively wants to remain part of the organization and not just for security. 2) The committed employee is willing to go to the extra mile on the organisations’ behalf. 3) The committed employee believes in and adheres to the companys’s value MEASURING EMPLOYEE COMMITMENT: The most widely used measure of commitment in the business world today is the one developed by a South African market research firm called research surveys. It has been used in 50 countries worldwide and in India, it is offered by ORGMARG

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The measurement of commitment in this model ACE (assessing commitment of employees) is through a composite of four variables. The first variable is needs fit. Different people look for different things from their employers. Some want job security, some others want money and yet others want career growth. The extent to which organization fulfills the respective needs affects commitment. The second variable is the extent to which the employees are attracted towards option outside the current company strong attraction towards the outside naturally reduces the commitment to the organization. The third and crucial measure is the extent to which the employee cares about work. The fourth and final measure is ambivalence. Ambivalence occurs when employees are not clear about what the choices mean to them and how well differentiated they are from each other. MATERIAL ON EMPLOYEE COMMITMENT STUDIES BROWSED ON THE WEBSITE: Across the business landscape, we may find organizations battling for workforce share, just as they battle for market share. In today’s business environment, it is imperative that organizations learn to attract, motivate and retain the key talent needed to meet aggressive business goals. A committed workforce is the hallmark of successful organization. Committed employees are more productive and work with a focus on quality and the profitability of the organization. NATIONAL AND INDUSTRY EMPLOYEE COMMITMENT RESEARCH Through national employee research AON was the first to investigate employee commitment in the U.S and around the world – defining it, measuring it, and, above all, helping organizations maximize it. The continuing research, at both the national and

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industry level, has given AON the necessary data to keep organizations identify the steps needed to build commitment and to measure how it is tied to profitability. HELPING ORGANIZATIONS WITH CUSTOMIZED EMPLOYEE SURVEYS: Using the yearly national and industry benchmark research, statistical analysis, and industry-leading dual-scale technology, the organizations are provided with customized, survey-based employee studies and assessments. These studies enable the organizations to : 1. Increase employee commitment and productivity 2. Decrease turnover 3. Increase customer satisfaction 4. Improve benefits program design to leverage limited dollars and increase employee commitment 5. Develop a strategic attraction and retention program 6. Focus on where to place organization improvement dollars to have the maximum effect on employee commitment 7. Identify organizational strengths on which future gains in employee commitment can be built.

A study can be conducted to meet these important objectives. A multi-phase process can be used to gather and review data in order to make recommendations an which we can act upon. AON offers five studies that can be conducted for any organization’s needs: Employee benefits contribute significantly to an employees commitment and loyalty to an organization- they are also enormously expensive for the employer. It is therefore important that employers leverage the available benefits dollars by ensuring they are spent on the benefits most important to the employee.

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The benefits@work survey is the first step in leveraging benefits for maximizing effect. This AON study examines employees’ experience with current benefits, the importance of each benefit in relation to employee commitment and opinions about possible future benefit offerings. A CUSTOM STUDY Benefits packages are unique to the organization; therefore the benefit surveys must also be unique. AON uses a comprehensive question bank to tailor each survey to the research specifications. Surveys are designed to assess areas such as :   and retirement benefits   dollars  commitment  workforce commitment benefits linked to workforce communications spending benefits current benefits medical, financial

BENEFITS AND WORKFORCE COMMITMENT:
The effect of benefits on employee loyalty is a long – held assumption. The benefits @work survey measures that relationship. The survey includes the questions that measure the workforce commitment index (WCI), AON’s national measure of employee loyalty. An organization’s WCI is compared to the national WCI, providing a context in which to judge the performance. Additionally, employees evaluations of benefits are correlated to the WCI, revealing the extent which specific benefits affect commitment.

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As the importance of benefits in fostering employee loyalty grows, providing the right package is critical to organizational success. Designing the right benefit package requires the direction and focus that only a tested, validated assessment can provide.

HIGH TECHNOLOGY ORGANIZATION@ WORK In the high – technology industry, where there are over 1.6 million open positions, the issue of workforce commitment and retention is paramount. The days of job security and lifelong loyalty to an organization have disapproved, but a new kind of commitment has evolved. The nature of this new commitment is a value exchange between the employer and employee. With this in mind, AON created the high-technology organization@work employee survey, customized for client organizations and based on norms established in the National High- Technology@work-study. Custom studies of commitment in individual high –technology organizations focus on those areas found to be critical to high-technology workers, as well as those workplace practices found to drive commitment in all organizations. The study will 1. Provide a measure of workforce commitment in the organizations; 2. Compare the level of commitment to the national high-technology norm; 3. Explore employees perceptions of workplace practices in the organization; and 4. Determine which practices most impact commitment in the organization AON also helps the organization build and implement a workforce performance plan designed to increase employee commitment, retention, and productivity. The QUESTIONNAIRE ON THE HIGH-TECHOLOGY ORGANIZATION

@WOKSTUDY employees are asked to rate, and rank in importance, their experience with both the organization and their work group on several items in each of the five key categories:

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 safety/security  rewards  affiliation  growth  work/life harmony This dual –scaled approach allows for both an evaluation of the company’s performance on each item and for the prioritization of items in future improvement plans conducting an organizational assessment of this type will uniquely position the organization to offer bestin-class services through employees who are committed to their jobs and to the organization. PERFORMANCE IMPROVEMENT PROCESS ( POSITIVE DISCIPLINE) It is ORNL policy to identify, communicate and address as early as possible when job performance is below expected standards. Performance it becomes apparent that an employee is not meeting expected performance standards. Supervisors should not wait until the end of the review period to communicate the need to improve performance, if the need to improve is identified earlier in the period. The performance improvement component of the performance management process consists of both informal actions and formal actions. (while it is recommended that all actions relating to corrective performance be documented, the level of documentation is critical at the formal actions stage). Employees may enter the process at either state depending on the circumstances. Informal actions are appropriate for situations when minor performance improvement is needed, when it is the first time the employee has been in need of performance improvement intervention, or if there is clearly defined skills mismatch. INFORMAL ACTIONS Coaching and counseling, in many cases, informal coaching and counseling will be all that is necessary to facilitate improved performance. The objective of counseling is to keep the 17

employee recognize and solve the problem, early on. When a problem occurs or begin to develop regarding work performance the manager should discuss the situation with the employee before it becomes serious. During such a discussion, the manager should explain exactly what the performance expectation is and specifically how the employee is failing to meet it. Once the employees agrees (or atleast understands) that he or she is accountable for meeting expectations, the employee and manager should jointly explore steps the employee might take to ensure he or she meets expectations in the future. Ideally, the employee and manager will agree on the approach that will be taken to solve the problem. It the agreement cannot be reached, it is the manager’s responsibility to ensure that the employee understands what he or she must do to solve the problem, and consequences for the employee if the problem is not resolved. The manager also needs to tell the employee how and when he or she will follow up to provide additional feedback on progress against the agreement. FORMAL ACTIONS The formal actions for performance improvement include an oral reminder, a written reminder, and a final warning accompanied by a decision- making leave. At each step, managers must meet with the employee. Managers should consult with the HR generalist before initiating the formal action. Step 1 – Oral Reminder The oral reminder is a coaching session in which the manager and employee discuss the problem, clarify the expectations and develop solutions that will lead to improvement. The employee will be asked to commit to correcting the performance problem and will be told that this is an oral warning, which is the first step of the formal performance improvement process. The employee will also be informed of the consequences if the problem is nor resolved. Supervisors should discuss with the next level of supervision.

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Step 2 - Written Reminder If, after the oral warning, performance does not improve to the level necessary to meet expectations or if the performance continues to decline, a written reminder session will be conducted. During this session, the employee will be reminded of prior commitments that have not been met. Performance expectations will be clarified and steps for improvement developed. The supervisor should seek to obtain the employers’ commitment to resolve the problem, if possible. Consequences for failure to correct the problem should be stated and the employee should be told that this is the second step of the formal performance improvement process. Initiation of this process requires the concurrence of the next level of management. Step 3 – Final Warning If, after the final warning, performance does not improve to the level necessary to meet the expectations, or if performance continues to be decline, a final warning will be given. A session will be held in which the employee will be reminded of prior commitments that have not been met and performance expectations clarified. The employee will then be given one day off with pay ( a decision-making leave) during which time he or she will decide whether he or she can decide whether he or she can meet performance expectations. Initiation of this step requires the concurrence of the division Director and Review with the Director of Human Resources. The employee will be told of the consequences for failure to correct the problem, which, in most cases, would be termination of employment. DURATION OF STEPS: The duration of each step (oral warning, written warning, final warning) will vary depending on the performance issue and on the employee's progress. Normally, each step would last from 30 to 90 days. No matter what the stated duration of the step, additional action (the next step or implementation of consequences) may be taken before the stated end of the step if the performance continues to decline noticeably or the employee does not make a good faith effort to meet expectations. Actions should be more immediate and rehabilitative efforts abbreviated for employees who have been with ORNL or in the given

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job for only a short time (<1 yr.). By acting promptly and decisively, the organization can avoid long-term problems.

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2.2 COMPANY PROFILE

We are pleased to introduce ourselves as manufacturers of press tools, press components & precision machined components, jigs, gauges and industrial assemblies. Construction of Xray Cabins. WORD-CLASS FACILITIES & WORKFORCE We have a full-fledged plant with precision machinery and equipment to suit your requirements. We manufacture, supply and installation of lead cells, leaded trolley, toggle clamps, Hydraulic Scissors Lift. Our facilities include CNC machining, Cylindrical grinding, hardening, centreless grinding, plating, anodizing, thread rolling, powder coating, Tig welding etc.(painting), and facilities for fabrication. We have a dedicated work force of qualified and skilled technicians. Products  Lead enclosures  Trolley (Leaded & Mobile)  Hydraulic Scissors lifts  Toggle clamps  CNC Machine components  SS Fabrication

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Grinder Stand

Toggle Clamps

Aeronotical Pump Circuit Body Module

Break

Collimeter Cab

Friction Ring

Hydraulic Scissors Lead Enclouser Lift

Medical Consumable Base

Medical Consumable Imager

Medical Consumable 5000 Tray

Medical Mac Consumable Hang

Over

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Medical Consumer Steel Sleve TTH

DSGR Body

Lead Cell

Lead

Mac 5000 Trolley

Machine Parts

Medical Consumable 5000 Tray View

Mac -Back

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CUSTOMIZED SOLUTIONS
We also under take all types of job works including manufacturing & supply for continuous production. We also make special customized studs and bolts as per your requirement and we can also supply casting in brass, bronze & aluminum.

INDUSTRY-WIDE CLIENTELE
Our reputed customer list includes:

Medical Industry

Wipro GE Medical Systems. (Vendor Code No.UP 001) GE Medical Systems X-Ray(SA) Ltd.

Precision Mfg Industry R&D Centers Farm Equipment Industry Machine-building Industry Heavy Equipment Industry

GE BE Pvt Ltd. John F Weltch Technology Center V.S.T. Tillers & Tractors Ltd. Inductocast Steel Foundry Ltd. Bharath Earth Movers Ltd. (Vendor Code No.00901657)

We hope you will give us an opportunity to serve your special needs with our world-class ISO certified quality at a competitive price and help us to build a long relationship with you. [For information of the intended recipient only. Do not circulate without the permission of Madras Micro Tools.]

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LIST OF EXISTING MACHINERY

CNC machining Center

Milling machine

HMT Lathe machine

No. Name of the Machine 1. CNC Machining Center 2. Milling Machine 3. Lathe Machine 4. Shaping Machine 5. Surface Grinding Machine 6. Drilling Machine Pillar Type 7. Drilling Machine 8. Power Hacksaw Cutting Machine

Specification Working Area 1200mm x 500mm x 600 ht 30 position Tool Changer FN2 - V LB17 24 Inches 400 x 150 x 250 1 Inch 1 / 2 Inches 200 Dia

Make MATSURA JAPAN HMT HMT RUBY BHURJI EFFICO KMP GANGA

9. Band Saw Cutting Machine 10. Arc Welding Machine 11. Compressor 12. Hand Press 13. Hand Drilling Machine 14. Hand Grinding Machine BLACK & DUCKER BOSCH HT 200 P 25 CHOWEL IGBT Inverter Tig / Arc Welding Machine 04mm 3/4 No.6 13mm KPT JERMEX SAC

15. Hand Jig Saw Machine 16.

CHAPTER – III
ANALYSIS

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Respondents by Department Every organization consists of number of departments and the contribution of each department varies according to its function. In manufacturing or software industry the focus is more on the core function than the support function. Importance of each department determines the level of commitment in the organization Table No: 1 NO OF DEPARTMENT Production Shipping\admin Maintenance Quality Total RESPONDENTS 16 21 13 10 60 PERCENTAGE 27 35 22 16 100

Figures in Parenthesis denotes percentage The above table represents that little more than one third of the respondents (35%) are in the shipping and administration department and one fourth (26%) of the respondents are in the production department. While the rest of the respondents fall in the maintenance and the quality department. (i.e.) little more than one fifth (21%) and one tenth (10%) respectively. Thus it can be inferred that little more than two third of the respondents are in the shipping and administration department. Respondents by Designation

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Cadre is the level given to the individuals based on the educational Qualification (or) experiences (or) combination of both with certain prescribed set of department and authority. Table No: 2 NO OF RESPONDENTS 14 17 15 14 60

DESIGNATION Fork lift operator Operator Inspector Others Total

PERCENTAGE 23 28 25 24 100

Figures in Parenthesis denotes percentage The table above describes the distribution of respondents by their designation. It shows that little more than one fourth of the respondents (28%) are in the operator cadre and one fourth (25%) of the respondents are in the inspector cadre. And the remaining fall in the cadre of fork lift operator and others. Others refer to the carpenter, electrician and purchasing assistance. Therefore we can infer that majority of the respondents belong to the operator cadre and this variation in the categories and number of respondents can be attributed to the sampling technique adopted in the study, which is simple random sampling.

Respondents by Age

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Hurlock (1959) in her book on developmental stages of man explains that the age of adulthood is a creativity period. Where there are new life style and adjustment enhanced skill abilities. High level of motivation and learning and aptitude thinking due to the carrier advancement are few characteristics of this period of human growth. There fore age acts as an important factor in determining the learning ability of the individuals. Table No : 3 NO OF RESPONDENTS 44 16

AGE Below 35 Above 35

PERCENTAGE 73 27 100

Total 60 Figures in Parenthesis denotes percentage

The table depicts that little less than three fourth (73%) of the respondents are in the age group of below 35 while little more than one forth (27%) of the respondents belong to the age group of above 35. It is a very evident that a little less than three fourth of the respondents are in the age group of below 35 years..

Respondents by Educational Qualification

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Educational qualification of the individual will definitely influence the extent of learning. Hence their commitment in the work also depends on the educational background of the employees. Table No: 4 EDUCATIONAL QUALIFICATION Technical Non technical Total Figures in Parenthesis denotes percentage From the above table it is evident that majority of the respondents (58%) are non-technical qualification when compared to that of the respondents (42%) in the technical background. Hence from the table it can be inferred that majority of the respondents in the non-technical qualification and the organisation moulds them accordingly. NO OF RESPONDENTS 25 35 60

PERCENTAGE 42 58 100

Respondent by Experience

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Experience may be explained as the years of service that a person has put in a organization or a field. In this context the years of experience refers to the years of service that the respondent has put in the field of study (i.e.) in the present organization. The commitment level of an individual also depends on the experience that an individual posses. Table No: 5

YEARS OF EXPERIENCE Below 5 Above 5 Total Figures in Parenthesis denotes percentage

NO OF RESPONDENTS 11 49 60

PERCENTAGE 18 82 100

The table indicates that most of the respondents (81%) have a total work experience of above 6 years while little less than one fifth of the respondents (18%) have a total work experience of below 5 years. . Hence from the table it can be inferred that most of the respondents have above five years of work experience .

Respondents by Martial Status

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Marital status can be defined as a state that whether an individual has been married or unmarried. Hence marital status also has some relationship with that of the commitment level of an individual towards his work. Table No: 6 NO OF MARTIAL STATUS Married Unmarried Total Figures in Parenthesis denotes percentage This table describes that most (83%) of the respondents are married and while little less than one fifth (17%) of the respondents are unmarried. Hence it can be inferred that most of the respondents are married irrespective of their age category and income level. RESPONDENTS 50 10 60

PERCENTAGE 83 17 100

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Respondents by Income Income is the monitory benefit given to an individual for the work that the individual has put in the organization. So the monthly income also plays a vital role in determining the level of commitment of the employees. Table No: 7 NO OF RESPONDENTS 24 36 60

MONTHLY INCOME Below 10,000 Above 10,000 Total

PERCENTAGE 40 60 100

Figures in Parenthesis denotes percentage The table states that vast majority of the respondents (60%) are drawing above ten thousand as their monthly income and two fifth of the respondents (40%) are drawing below ten thousand as their monthly income. The above table represents that most of them draw the salary above ten thousand and ensures that organisation pays well for its employees.

Respondents by Number of Family Members 33

Family background of the employees also definitely influences the extent of commitment level. The table above describes the distribution of respondents by their family members. Table No: 8 NO OF RESPONDENTS 16 44

FAMILY MEMBERS Below 4 Above 5

PERCENTAGE 27 73 100

Total 60 Figures in Parenthesis denotes percentage

The table clearly shows that little less than three fourth of the respondents (73%) are with family members of above five and little more than one fourth (27%) of the respondents are with family members of below 5. Thus we can conclude that little less than three fourth of the respondents have above five members in their family.

Overall Employee Commitment 34

Table No: 9

Over all Total Low High Total

No of Respondents 20 40 60

Percentage 33 67 100

Figures in Parenthesis denotes percentage The table above depicts the distribution of respondents with respect to their overall commitment level. The table states that two third of the respondents (66.7%) have high level of commitment. Little less than two fifth of the respondents (33%) have low level of commitment. Thus it can be inferred that most of the respondents irrespective of their age, income and experience have high level of commitment.

Factors contributing for level of commitment

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The table consolidates the five factors influencing the level of employee commitment in the organisation. Table No: 10 Factors Total level of job\role Integration and Challenges Total level of Company Brand and Synergistic Work Relationship Total level of Trust and Confidence in Organization Total level of Career Growth and Development Total level of Job Satisfaction 28 (47) Figures in Parenthesis denotes percentage 32 (53) 60 (100) 49 (82) 11 (18) 60 (100) 37 (62) 31 (52) 23 (38) 29 (48) 60 (100) 60 (100) 49 (82) 11 (18) 60 (100) Level of commitment Low High Total

Job role integration and challenges: Most of the respondents (81.7%) have low level of job role integration and challenges and little less than one fifth of the respondents (18%) have high level of job role integration and challenges.

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Company brand and synergistic work relationship: The table also represents that vast majority of the respondents (61%) have low level of company brand and synergistic work relationship while little less than two fourth of the respondents (38%) have high level of company brand and synergistic work relationship. Trust and confidence in organisation: The table depicts the distribution of respondents with respect to their trust and confidence level in the organization. It conveys that majority of the respondents (51%) have low level of trust and confidence level in the organization while little more than two fifth of the respondents (48%) have high level of trust and confidence level in the organization. Career growth and confidence: Career growth and development in the table states that majority of the respondents (81%) have low level of career growth and development while little less than one fifth of the respondents (18%) have high level of career growth and development. Job satisfaction: The table above also depicts the respondents with respect to their job satisfaction. Majority of the respondents (53%) have high level of job satisfaction and remaining (47%) have low level of job satisfaction. The table on the overall weighs the contribution of the factors. We can infer that total satisfaction level significantly contributes to the employee commitment. And trust and confidence in the employees also plays a major role in the employee commitment. Company Brand and Synergistic Work relationship though not a major contributor, notably ensures employee commitment. Both job role integration and career growth/development contributes to a minimum for the employee commitment. Department Vs Overall Employee Commitment Table No: 11

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Factors contributing to Department Employee Commitment Low High 15 26 (37) 5 (26) 20 (63) 14 (74) 40 (67) Total 41 (100) 19 (100) 60 (100) Insignificant at 0.05 level

Production Administration Total

(33) Figures in Parenthesis denotes percentage Chi-Square Value: .616(b) with 1d.f

The above table shows the distribution of respondents by their department and their level of commitment. It can be seen from the above table that employee commitment is found to be high among a little less than three fourth (74%) of the respondents of the Administration department when compared to the Production Department. Similarly, a little less than two fifth (37%) of the respondents of Production department have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents of Administration department. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the designation of the respondents. Department Vs Factors Contributing to Employee Commitment Table No: 12 Factors Levels 38 Department Total

Production 9 Job \role Integration and Challenges High Low Brand and High Low (22) 32 (78) 14 (34) 27 (66) 21 (51) 20 (49) 8 (20) 33 (81) 22 Job Satisfaction High Low (54) 19 (46) Figures in Parenthesis denotes percentage

Admin 2 (11) 17 (90) 9 (47) 10 (53) 8 (42) 11 (58) 3 (16) 16 (84) 10 (53) 9 (57) 11 18 49 (82) 23 (38) 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47)

Company ship

Synergistic Work relation

Trust and Confidence in Organisation High Low

Career

Growth

and

High Low

Development

With Yates correction Chi-Square value with 1 df Department Vs Job\Role Integration and Challenges Department Vs Company Brand and Synergistic Work Relation ship Department Vs Trust and Confidence in Organisation Department Vs Carrier Growth and Development Department Vs Job Satisfaction Insignificant at 0.05 level 0.87(b) .960(b) 0.40(b) .120(b) .006(b)

39

The main purpose of doing this cross tabulation between department and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents in each department. In the Production department, high level of commitment is contributed to a large extent by the factors Job satisfaction (54%) and Trust and confidence in organisation (51%).. Whereas high level of commitment is contributed to a moderate extent by the factor Company brand and synergistic work relationship (34%) while career growth and development (81%) and Job/role integration and challenges (78%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, in the Administration Department High level of commitment is contributed to a large extent by the factors job satisfaction (53%) and Company brand and synergistic work relationship (47%). Whereas high level of commitment is contributed to a moderate extent by the factor trust and confidence in organisation (42%) while Job/role Integration and challenges (90%) and career growth and development (84%) are the factors that contributes more to the low level of commitment of the respondents.

Since the calculated values of the Chi-Square are less than the tabulated value, there is no statistical significance between the factors of commitment (Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction) and the department of the respondents.

40

Designation Vs Overall Employee Commitment Table No: 13 Factors contributing to Designation Employee Commitment Low High 9 (29) 22 (71) Total

Fork Lift operator\Operator\Mechanic\ Electrician Inspector\Carpenter\Purchase assistance Total Figures in Parenthesis denotes percentage Chi-Square Value: .534(b) with 1d.f

31 (100)

11 (37) 20 (33)

18 (62) 40 (66)

29 (100) 60 (100) Insignificant at 0.05 level

The above table shows the distribution of respondents by their designation and their level of commitment. It can be seen from the above table that employee commitment is found to be high among vast majority (71%) of the respondents of the fork lift operator/ operator/ Mechanic/ Electrician when compared to the Inspector/Carpenter/ Purchase Assistance. Similarly, a little less than two fifth (38%) of the respondents of Inspector/Carpenter/ Purchase Assistance have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents of fork lift/Operator/Operator/Mechanic/Electrician cadre. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the designation of the respondents. Designation Vs Factors Contributing to Employee Commitment Table No: 14 41

Designation Factors Fork Lift Levels Operator\Operator \ Mechanic\Electrician 10 Job \role Integration and Challenges Company Brand and Synergistic Work relation ship Trust and Confidence in Organisation Low High High Low High Low (23) 34 (77) 16 (36) 28 (64) 21 (48) 23 (52) 7 (16) 37 (84) 25 Job Satisfaction High Low (57) 19 Inspector \ Carpenter / Purchasing assistance 1 (6) 15 (94) 7 (44) 9 (56) 8 (50) 8 (50) 4 (25) 12 (75) 7 (44) 9 (56) Total 11 (19) 49 (81) 23 38.30% 37 (62) 29 (48) 31 (52) 11 (18) 49 (25) 32 (53) 28 (47)

Career Growth and Development

High Low

(43) Figures in Parenthesis denotes percentage

With Yates correction Chi-Square value with 1 df Designation Vs Job\Role Integration and Challenges Designation Vs Company Brand and Synergistic Work Relation ship Designation Vs Trust and Confidence in Organisation 42 Insignificant at 0.05 level 1.26(b) .271(b) .024(b)

Designation Vs Carrier Growth and Development Designation Vs Job Satisfaction

0.54b) .805(b)

The main purpose of doing this cross tabulation between designation and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents in each cadre. In the Fork Lift/Operator/Operator/Mechanic/Electrician cadre, high level of commitment is contributed to a large extent(57%) by the factor Job satisfaction. Whereas high level of commitment is contributed to a moderate extent by the factors Company brand and synergistic work relationship(36%) and trust and confidence in organisation(48%) while career growth and development(84%) and Job/role integration and challenges(77%) contributes more to the low level of commitment of the respondents. Similarly, in the Inspector/Carpenter/purchasing assistance cadre, low level of commitment is contributed to a large extent(94%) by the factor job/role integration and challenges. Whereas low level of commitment is contributed to a moderate extent by the factors company brand and synergistic work relationship(56%) , career growth and development(75%) and Job satisfaction(56%) Trust and confidence is the only factor that contributes more to the high level of commitment of the respondents. Thus it can be inferred that level of commitment is found to be high among the respondents of Fork lift Operator/Operator/Mechanic/Electrician cadre which is highly contributed by the factor job satisfaction. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment(Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction) and the designation of the respondents.

43

44

Age Vs Overall Employee Commitment Table No :15 Factors contributing to Age Employee Commitment Low High 2 14 (13) 11 (39) 7 (44) 20 Total (33) (87) 17 (61) 9 (56) 40 (67) Total 16 (100) 28 (100) 16 (100) 60 (100)

Below 30 30-35 Above 35

Figures in Parenthesis denotes percentage With Yates correction Chi-Square Value : 21.24(a) with 2 d.f

Insignificant at 0.05 level

The above table shows the distribution of respondents by their age group and their level of commitment. It can be seen from the above table that employee commitment is found to be high among a little less than almost all (88%) the respondents who are in the age group of below 30 years while level of commitment of the respondents is found to be moderate among a little less than two third of the respondents when compared to the remaining respondents. Similarly, a little more than two fifth(44%) of the respondents who are in the age group of above 35 years while the level of commitment is found to be moderate among a little less than two fifth of the respondents who are in the age group of 30 to 35 years when compared to level of commitment the remaining respondents. 45

Thus it can be inferred that level of commitment is found to be high among the respondents who are in the age group of below 30 years.. Since the calculated value of chi_square is more than the tabulated value, there is statistical significant between over all commitment and age of the respondents.

46

Age Vs Factors Contributing to Employee Commitment Table No : 16 Factors Levels Age Below 35 Above 35 6 (14) 38 (86) Company Brand and Synergistic Work relation ship High Low 17 (39) 27 (61) 20 (46) 24 (54) High Career Growth and Development Low 10 (23) 34 (77) 24 (55) 20 (45) Figures in Parenthesis denotes percentage 5 (31) 11 (69) 6 (38) 10 (62) 9 (56) 7 (44) 1 (6) 15 (94) 8 (50) 8 (50) Total 11 (18) 49 (82) 23 (38) 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47)

High Job \role Integration and Challenges Low

Trust and Confidence in Organisation

High Low

Job Satisfaction

High Low

47

With Yates correction Chi-Square value with 1 df Age Vs Job\Role Integration and Challenges Age Vs Company Brand and Synergistic Work Relation ship Age Vs Trust and Confidence in Organisation Age Vs Carrier Growth and Development 2.701(b) Age Vs Job Satisfaction .097(b) The main purpose of doing this cross tabulation between age and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents who are in that particular age group. Among the respondents who are in the age group of below 35 years, high level of commitment is contributed to a large extent by the factors Job satisfaction (55%) . Whereas high level of commitment is contributed to a moderate extent by the factors trust and confidence in organisation(46%) and Company brand and synergistic work relationship (39%) while Job/role integration and challenges (86%) and career growth and development (77%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, among the respondents who are in the age group of above 35 years, high level of commitment is contributed to a large extent by the factors trust and confidence in organisation(56%) and job satisfaction (50%). Whereas high level of commitment is contributed to a moderate extent by the factors company brand and synergestic work relationship(38%) and Job/role Integration and challenges (31%) . While career growth and development(94%) is the only factor that contributes commitment among the respondents. more to the low level of Insignificant at 0.05 level 2.431(b) .006(b) .548(b)

48

Thus it can be inferred that level of commitment is found to be high among the respondents who are in the age group of below 30 years, which is highly contributed by the factors job satisfaction.. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment (Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction) and the age of the respondents.

49

Educational Qualification Vs Overall Employee Commitment Table No :17 Factors contributing to Educational Qualification Employee Commitment Low High 10 14 (42) 10 (28) 20 (33) (58) 26 (72) 40 (67) Total 24 (100) 36 (100) 60 (100) Insignificant at 0.05 level

Technical Non-Technical Total Figures in Parenthesis denotes percentage Chi-Square Value : 1.250(a) with 1 d.f

The above table shows the distribution of respondents by their educational qualification and their level of commitment. It can be seen from the above table that employee commitment is found to be high among a little less than three fourth (72%) of the respondents who have non technical qualification when compared to the respondents who are having technical qualification. Similarly, a little less than half(42%) of the respondents who are having technical

qualification have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents who are having non-technical qualification. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the designation of the respondents. Educational Qualification Vs Factors Contributing to Employee Commitment 50

Table No : 18 Factors Levels Educational Qualification Technical Non7 Job \role Integration and Challenges High Low (29) 17 (71) Company Synergistic relation ship Trust and Confidence in Organisation Brand and Work Low High Low High 8 (33) 16 (67) 12 (50) 12 (50) 5 Career Growth and High Low High Job Satisfaction Low (20) 19 (80) 13 (54) 11 (46) Figures in Parenthesis denotes percentage Development Technical 4 (11) 32 (89) 15 (42) 21 (58) 17 (47) 19 (53) 6 (17) 30 (83) 19 (53) 17 (47) Total 11 (18) 49 (82) 23 (38) 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47)

51

With Yates correction Chi-Square value with 1 df

Insignificant at 0.05 level

Educational Qualification Vs Job\Role Integration and Challenges Educational Qualification Vs Company Brand and Synergistic Work Relation ship Educational Qualification Vs Trust and Confidence in Organisation Educational Qualification Vs Carrier Growth and Development Educational Qualification Vs Job Satisfaction

4.140(b) .423(b) .044(b) .167(b) .011(b)

The main purpose of doing this cross tabulation between educational qualification and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents who are having the particular educational back ground. Among the respondents who are having technical qualification, high level of commitment is contributed to a large extent by the factors Job satisfaction (54%) and Trust and confidence in organisation (50%).. Whereas high level of commitment is contributed to a moderate extent by the factor Company brand and synergistic work relationship (33%) while career growth and development (79%) and Job/role integration and challenges (71%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, among the respondents who are having non-technical qualification high level of commitment is contributed to a large extent by the factors job satisfaction (53%) and Company brand and synergistic work relationship (47%). Whereas high level of commitment is contributed to a moderate extent by the factor trust and confidence in organisation (50%) while Job/role Integration and challenges (89%) and career growth and development(83%) are the factors that contributes more to the low level of commitment of the respondents.

52

Thus it can be inferred that level of commitment is found to be high among the respondents who are having non-technical qualification, which is highly contributed by the factors job satisfaction and trust and confidence in the organisation. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment ( Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction) and the educational qualification of the respondents. Since the calculated value of chi_square is more than the tabulated value, there is statistical significant between factor of commitment and job role integeration and challenges and the educational qualification of the respondents.

53

Work Experience Vs Overall Employee Commitment Table No :19 Factors contributing to Work Experience Employee Commitment Low High 2 9 (18) 18 (37) 20 (33) (82) 31 (63) 40 (67) Total 11 (100) 49 (100) 60 (100) Insignificant at 0.05 level

Below 5 Above 5 Total Figures in Parenthesis denotes percentage Chi-Square Value : 0.666(b) with 1 d.f

The above table shows the distribution of respondents by their work experience and their level of commitment. It can be seen from the above table that employee commitment is found to be high among most of the respondents(82%) who have below 5 years of work experience when compared to the respondents who have above 6 years of work experience. Similarly, a little less than two fifth(37%) of the respondents who are having above 6 years of work experience have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents who are having below 5 years of work experience. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the work experience of the respondents. Experiences Vs Factors Contributing to Employee Commitment 54

Table No : 20 Factors Levels High Job \role Integration and Challenges Company Brand and Synergistic Work relation ship Trust and Confidence in Organisation High Low High Career Growth and Development Low Low High Low Experience Below 5 Above 5 1 (9) 10 (91) 5 (46) 6 (54) 8 (73) 3 (27) 3 (27) 8 (73) High Job Satisfaction Low 7 (64) 4 (36) Figures in Parenthesis denotes percentage 10 (20) 39 (80) 18 (37) 31 (63) 21 (43) 28 (57) 8 (16) 41 (84) 25 (51) 24 (49) Total 11 (18) 49 (82) 23 (38) 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47)

55

With Yates correction Chi-Square value with 1 df Experience Vs Job\Role Integration and Challenges Experience Vs Company Brand and Synergistic Work Relation ship Experience Vs Trust and Confidence in Organisation Experience Vs Carrier Growth and Development Experience Vs Job Satisfaction Insignificant at 0.05 level 1.22(b) .289(b) 3.84(b) 0.64(b) 0.59(b)

The main purpose of doing this cross tabulation between work experience and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents who have particular years of work experience. Among the respondents who have below 5 years of work experience, high level of commitment is contributed to a large extent by the factors trust and confidence(73%) and Job satisfaction (64%) . Whereas high level of commitment is contributed to a moderate extent by the factor Company brand and synergistic work relationship (46%) while Job/role integration and challenges (91%) and career growth and development (73%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, among the respondents who have above 5 years of work experience, high level of commitment is contributed to a large extent by the factors job satisfaction (51%). Whereas high level of commitment is contributed to a moderate extent by the factors trust and confidence in organisation(43%)and company brand and synergistic work relationship(37%) while career growth and development(84%) and Job role integration and challenges (80%) are the factors that contributes more to the low level of commitment among the respondents. Thus it can be inferred that level of commitment is found to be high among the respondents who are having below 5 years of work experience, which is highly contributed by the factors job satisfaction and trust and confidence in the organisation..

56

Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment (Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction) and the Work experience of the respondents.

57

Marital Status Vs Overall Employee Commitment Table No :21 Factors contributing to Marital Status Employee Commitment Low High 18 32 (36) 2 (20) 20 (33) (64) 8 (80) 40 (67) Total 50 (100) 10 (100) 60 (100)

Married Un married Total Figures in Parenthesis denotes percentage Chi-Square Value : 0.930(b) with 1 d.f

Insignificant at 0.05 level

The above table shows the distribution of respondents by their marital status and their level of commitment. It can be seen from the above table that employee commitment is found to be high among most of the respondents(80%) who are unmarried when compared to the respondents who are married. Similarly, a little less than two fifth(36%) of the respondents who are married have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents who are unmarried. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the work experience of the respondents. Marital Status Vs Factors Contributing to Employee Commitment 58

Table No : 22

Factors Job \role Integration and Challenges Company Synergistic relation ship Trust and Confidence in Organisation Brand and Work

Levels High Low

Marital Status Un Married Married 10 1 (20) 40 (80) 19 (38) 31 (62) 22 (44) 28 (56) 8 (16) (10) 9 (90) 4 (40) 6 (60) 7 (70) 3 (30) 3 (30) 7 (70) 6 (60) 4 (40)

Total 11 (18) 49 (82) 23 (38) 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47)

High Low High Low High

Career

Growth

and Low

Development

42 (84) 26 (52) 24 (48)

High Job Satisfaction Low Figures in Parenthesis denotes percentage With Yates correction Chi-Square value with 1 df

Insignificant at 0.05 level 1.24(b) 0.51(b) 2.04(b) 0.665(b) 0.59(b) 59

Marital Status Vs Job\Role Integration and Challenges Marital Status Vs Company Brand and Synergistic Work Relation ship Marital Status Vs Trust and Confidence in Organisation Marital Status Vs Carrier Growth and Development. Marital Status Vs Job Satisfaction

The main purpose of doing this cross tabulation between marital status and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents. Among the respondents who are married, high level of commitment is contributed to a large extent by the factor Job satisfaction (52%) . Whereas high level of commitment is contributed to a moderate extent by the factors trust and confidence in organisation (44%) and Company brand and synergistic work relationship (38%) while career growth and development (84%) and Job/role integration and challenges (80%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, among the respondents who are unmarried, high level of commitment is contributed to a large extent by the factors trust and confidence(70%) and job satisfaction (60%). Whereas high level of commitment is contributed to a moderate extent by the factors company brand and synergestic work relationship(40%) while Job role integration and challenges(90%) and career growth and development(70%) are the factors that contributes more to the low level of commitment among the respondents. Thus it can be inferred that level of commitment is found to be high among the respondents who are unmarried , which is highly contributed by the factors job satisfaction and trust and confidence in the organisation.. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment (Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction) and the Marital Status of the respondents. Monthly Income Vs Overall Employee Commitment Table No :23 Factors contributing to Monthly Income Employee Commitment Low High 60 Total

6 Below 10000 Above 10000 Total Figures in Parenthesis denotes percentage Chi-Square Value : 1.250(b) with 1 d.f (25) 14 (39) 20 (33)

18 (75) 22 (61) 40 (67)

24 (100) 36 (100) 60 (100)

Insignificant at 0.05 level

The above table shows the distribution of respondents by their monthly income and their level of commitment. It can be seen from the above table that employee commitment is found to be high among three fourth of the respondents(75%) who draws below Rs.10000 as their monthly income when compared to the respondents who are drawing above Rs.10000. Similarly, a little less than two fifth(39%) of the respondents who are earning above Rs.10000 have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents who are earning below Rs.10000 as their monthly income. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the monthly income of the respondents.

61

Monthly Income Vs Factors Contributing to Employee Commitment Table No : 24 Factors Levels Monthly Income Below Above 10000 3 Job \role Integration and High (13) 21 Low Company Synergistic ship Trust and Confidence in High Low Career Growth and High Low Brand Work and relation High Low (88) 10 (42) 14 (58) 10 (42) 14 (58) 6 (25) 18 (75) 17 Job Satisfaction High Low (71) 7 (29) Figures in Parenthesis denotes percentage With Yates correction Chi-Square value with 1 df Income Vs Job\Role Integration and Challenges Income Vs Company Brand and Synergistic Work Relation ship 62 0.68(b) .188(b) Development 10000 8 (22) 28 (78) 13 (36) 23 (64) 19 (53) 17 (47) 5 (14) 31 (86) 15 (42) 21 (58) 11 (18) 49 (82) 23 38.30% 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47) Total

Challenges

Organisation

Income Vs Trust and Confidence in Organisation Income Vs Carrier Growth and Development. Income Vs Job Satisfaction

.712(b) 1.187(b) 4.922(b)

The main purpose of doing this cross tabulation between monthly income and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents who are earning a particular income. Among the respondents who are earning below Rs.10000, high level of commitment is contributed to a large extent by the factor Job satisfaction (71%) . Whereas high level of commitment is equally contributed (41%) to a moderate extent by the factors trust and confidence in organisation and Company brand and synergistic work relationship while Job/role integration and challenges (88%) and career growth and development (75%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, among the respondents who are earning above Rs.10000, high level of commitment is contributed to a large extent by the factor trust and confidence(53%) Whereas high level of commitment is contributed to a moderate extent by the factors job satisfaction (42%) and company brand and synergestic work relationship(36%) while career growth and development(86%) and Job role integration and challenges(78%) are the factors that contributes more to the low level of commitment among the respondents. Thus it can be inferred that level of commitment is found to be high among the respondents who are earning below Rs.10000 , which is highly contributed by the factor job satisfaction..

63

Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment (Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, ) and the monthly income of the respondents. Since the calculated value of the chi-square is greater than the tabulated value, there is a statistical significance between the factor of commitment i.e., Job satisfaction and the monthly income of the respondents

64

Family Members Vs Overall to Employee Commitment Table No :25 Factors contributing to Family Members Employee Commitment Low High 5 11 (31) 15 (34) 20 (33) (69) 29 (66) 40 (67) Total 16 (100) 44 (100) 60 (100)

Below 4 Above 4 Total Figures in Parenthesis denotes percentage Chi-Square Value : 0.43(b) with 1 d.f

Insignificant at 0.05 level

The above table shows the distribution of respondents by their family members and their level of commitment. It can be seen from the above table that employee commitment is found to be high among more than two third of the respondents(69%) who are having below 4 family members when compared to the respondents who have above 5 family members. Similarly, a little more than one third(34%) of the respondents who have above 5 family members have low level of commitment. Thus it can be inferred that level of commitment is found to be high among the respondents who are having below 4 family members.. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the level of commitment of the employees and the Family members of the respondents. Family Members Vs Factors Contributing to Employee Commitment 65

Table No : 26 Family Members Below 4 Above 4

Factors

Levels

Total 11 (18) 49 (82) 23 (38) 37 (62) 29 (48) 31 (52) 11 (18) 49 (82) 32 (53) 28 (47)

Job \role Integration and Challenges

High Low

2 (12) 14 (88) 9

9 (20) 35 (80) 14 (32) 30 (68) 21 (48) 23 (52) 8 (18) 36 (82) 21 (48) 23 (52)

Company Synergistic relation ship

Brand

and Work High Low

(56) 7 (44)

Trust and Confidence in Organisation

High Low High

8 (50) 8 (50) 3 (19)

Career

Growth

and Low

Development

13 (81) 11

Job Satisfaction

High Low

(69) 5 (31)

Figures in Parenthesis denotes percentage With Yates correction Chi-Square value with 1 df Family Members Vs Job\Role Integration and Challenges Family Members Vs Company Brand and Synergistic Work Relation ship Family Members Vs Trust and Confidence in Organisation Family Members Vs Carrier Growth and Development. 66 0.85(b) 2.963(b) .024(b) 0.13(b)

Family Members Vs Job Satisfaction

2.084(b)

The main purpose of doing this cross tabulation between family members and factors of commitment is to find out the factor that contributes to the high and low level of commitment of the respondents who are having particular number of members in their family. Among the respondents who are having below 4 members in their family, high level of commitment is contributed to a large extent by the factor Job satisfaction (69%) . Whereas high level of commitment is contributed to a moderate extent by the factors Company brand and synergistic work relationship (56%) and trust and confidence in organisation (50%) while Job/role integration and challenges (88%) and career growth and development (81%) are the factors that contributes more to the low level of commitment of the respondents. Similarly, among the respondents who are having above 5 members in their family, high level of commitment is equally contributed (48%) to a large extent by the factors trust and confidence and Job satisfaction. Whereas high level of commitment is contributed to a moderate extent by the factor company brand and synergistic work relationship (32%) while career growth and development (82%) and Job role integration and challenges (80%) are the factors that contributes more to the low level of commitment among the respondents. Thus it can be inferred that level of commitment is found to be high among the respondents who below 4 members in their family, which is highly contributed by the factors job satisfaction. Since the calculated value of the Chi-Square is less than the tabulated value, there is no statistical significance between the factors of commitment (Job/role Integration and Challenges, Company brand and synergistic work relationship, Trust and confidence in organisation, Career growth and development, Job satisfaction ) and the Number of family members of the respondents. 67

CHAPTER – IV
FINDINGS, SUGGESTIONS & CONCLUSIONS

68

4.1 FINDINGS PERSONAL PROFILE:  A little more than two third of the respondents are in the shipping and administration department. While majority of the respondents in the non-technical qualification the organisation moulds them accordingly.  A little less than three fourth of the respondents are in the age group of below 35 years and Most of the respondents have above five years of work experience while most of them draw the salary above ten thousand  Most of the respondents are married irrespective of their age category. And most of them have little less than three fourth of the respondents have above five members in their family. OVERALL COMMITMENT LEVEL OF COMMITMENT:  Total job satisfaction level significantly contributes to the employee commitment. and trust and confidence in the employees also plays a major role in the employee commitment. Company Brand and Synergistic Work relationship though not a major contributor, notably ensures employee commitment. Both job role integration and career growth/development contributes to a minimum for the employee commitment. LEVEL OF COMMITMENT AND DEPARTMENT:  Level of commitment is found to be high among the respondents of Administration department.  Level of commitment is found to be high among the respondents of Administration department level of commitment is found to be high among the respondents of Administration department, which is highly contributed by the factor job satisfaction.

69

LEVEL OF COMMITMENT AND DESIGNATION:  Level of commitment is found to be high among the respondents of fork lift/Operator/Operator/Mechanic/Electrician cadre.  Level of commitment is found to be high among the respondents of Forklift Operator/Operator/Mechanic/Electrician cadre, which is highly contributed by the factor job satisfaction. LEVEL OF COMMITMENT AND AGE:  Level of commitment is found to be high among the respondents who are in the age group of below 30 years  Level of commitment is found to be high among the respondents who are in the age group of below 30 years, which is highly contributed by the factors job satisfaction  The calculated value of chi-square is more than the tabulated value, there is statistical significant between over all commitment and age of the respondents. LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION  Level of commitment is found to be high among the respondents who are having non-technical qualification  Level of commitment is found to be high among the respondents who are having non-technical qualification, which is highly contributed by the factors job satisfaction and trust and confidence in the organisation LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION  Level of commitment is found to be high among the respondents who are having below 5 years of work experience

70

 Level of commitment is found to be high among the respondents who are having below 5 years of work experience, which is highly contributed by the factors job satisfaction and trust and confidence in the organisation LEVEL OF COMMITMENT AND MARITUAL STATUS:  Level of commitment is found to be high among the respondents who are unmarried.  Level of commitment is found to be high among the respondents who are unmarried , which is highly contributed by the factors job satisfaction and trust and confidence in the organisation.. LEVEL OF COMMITMENT AND MOHTHLY INCOME:  Level of commitment is found to be high among the respondents who are earning below Rs.10000 as their monthly income.  Level of commitment is found to be high among the respondents who are earning below Rs.10000, which is highly contributed by the factor job satisfaction LEVEL OF COMMITMENT AND MARITUAL STATUS:  Level of commitment is found to be high among the respondents who are having below 4 family members  Level of commitment is found to be high among the respondents who below 4 members in their family, which is highly contributed by the factors job satisfaction.

4.2 SUGGESTIONS

71

The following are the suggestions that could be made from the researcher:  The management could have the policy of sufficient of pay, benefits and rewards, family oriented polices and actions could be made by the organisation.  The quality of the supervisory relationship could be continually improved.  Favorable to the employees the management should conduct the relevant training programmes.  Also the employees feel that based on the experience and qualification they expect promotions and increments in order to increase the commitment level as well as their morale.  The management should ensure receipt of the performance and feedback by the employees  The communication pattern between the management and employee should be improved.

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4.3 CONCLUSION Employee commitment has become one of the core area, which needs to be concentrated more by the organization. It is left with the organization to take appropriate steps to increase the level of commitment among the employees. Today the organization primary role is to make the employees know more about its policies and goals, so that it may increase the loyalty and responsibility of their members, for any organization to sustain in their competitive market. It is necessary to continuously improve the quality of people by increasing their commitment towards work as well as to the organization. Winding up this research work to commitment the general trends that have energy after an assessment of variables that were designated to expose the level of employee commitment. The results show that the employee commitment is high in the organization.

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BIBLIOGRAPHY

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REFERENCES
Books 1. Fred Luthans, Organisational Behaviour, Mc. Graw Hill, 1990. 2. Becker C., Commitment and Organisation Performance, Mc. Graw Hill, 1960. 3. Stephen P.Robbins,Organizational Behaviour, Prentice-Hall Inc USA. 4. Organisational Commitment And Conflict, Omer Bin Sayeed.

Websites:  www.employerssurveys.com  www.meaning@work.com  www.google.com  www.usanet.com  www.humancapital.com

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QUESTIONNAIRE PART-I

Personal Data
1. 2. 3. 4. 5. 6. 7. 8. Department Designation Age Educational Qualification Years of Experience Marital status Income Number of members in the family : : : : : : : :

PART-II Scale Used Strongly Disagree Disagree Agree Strongly Agree

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Job/Role Integration and Challenges: New Challenges I face in my job make me involved. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel committed because the right job has been given to the right man Here. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I stay in this organization primarily for the freedom. I enjoy in experimenting with new ideas. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I enjoy working in this organization because of the congenial team work. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I am committed to the organization as I experience high job satisfaction. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

Here I share a strong feeling of being part of the management (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel I am with this organization for the respect I got here (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree 77

Company Brand and Synergistic Work Relationship: The prestige of this company increase my sense of commitment. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

The “Human Touch” in my organization is one reason which contributed a sense of attachment here. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel I strongly identify myself with this organization due to the Proactive management. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

Caring relationship play a vital role in making people committed to this Organaisation. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

The encouraging supervisor makes me feel close to the organization. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel involved as I work with people of same wave length. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

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The good relationship between senior and junior levels may be one reason why people do not leave this organization. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

TRUST AND CONFIDENCE IN ORGANIZATION I feel committed as superiors encourage discussion while making decisions and solving problems. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree positive attitude by

I carry feelings of oneness with the organization due to overall person. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel greatly involved as my superiors appreciate my work. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel more involved here because I have the opportunity to plan, organize and execute. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

The high degree of trust prevailing here prompted me to continue in my job so long. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

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I feel more committed to this organization due to the larger opportunities I have here. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel my organization is more stable and growth oriented. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel that a sense of freedom and responsibility really makes me committed to this organization. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

JOB SATISFACTION I feel greatly involved due to harmonious relationship with my superiors. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel that physical environment does have an impact in the manner I work. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel a sense of fulfillment in my work. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

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I feel satisfied because I know what is expected from me. (a) Strongly Disagree (c) Agree (b) Disagree (d) Strongly Agree

I feel that if I am more committed to the job, it will lead to (specify your rank here from 1-5) S.No. 1. 2. 3. 4. 5. Particulars Job satisfaction Job security Job performance Career growth More responsibility on the job Rank

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