A STUDY ON EMPLOYEE INVOLVEMENT IN KAMAL

FOAM PRIVATE LIMITED, PUDUCHERRY

Project report submitted to the SRM Institute of Science and Technology
(Deemed to be University), Chennai

in partial fulfillment of the requirements

for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

KUNDRAPU BALA SAI BHAGAVAN

[Enrollment No: DA2152305010492]

Under Guidance of

Mr. DR P.B. Govindrajan

(MBA Department)
SRMIST-DDE, KTR

DEPARTMENT OF MANAGEMENT DIRECTORATE OF

ONLINE AND DISTANCE EDUCATION SRM INSTITUTE OF
SCIENCE AND TECHNOLOGY
(Deemed to be university u/s 3 of UGC Act, 1956) CHENGALPATTU - 603203
 CERTIFICATE
This is to certify that the Project Work entitled “A Study on Employee Involvement

in Kamal Foam Private Ltd, Puducherry ” submitted by [REGISTER NO: DA215230501492]

of MBA, Directorate of Distance Education, SRM Institute of Science and

Technology, Kattankulathur is a Bonafide Record of Project Work carried out

by him/her in partial fulfilment of the requirement for the award of degree of

Master of Business Administration.

RESEARCH SUPERVISOR HEAD OF THE DEPARTMENT

Mr. DR P.B. Govindrajan

INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION

I hereby declare that the Project Work entitled “A Study on Employee Involvement in
Kamal Foam Private Ltd, Puducherry” submitted by me for partial fulfilment of the degree
of Master of Business Administration, under the guidance of Mr. R.Seetharaman, B.Sc.,
MBA., Assistant Professor (MBA Department ) SRMIST-DDE, KTR, Directorate of Distance
Education, SRM Institute of Science and Technology is my original work and has not been
submitted earlier to any other University/Institutions. The matter presented in this project
report has not been submitted elsewhere for the award of any other degree/diploma. I
declare that I have faithfully acknowledged, given credit to and referred to the research
workers wherever their works have been cited in the text and the body of the project I
further certify that I have not willfully lifted up some other’s work, Para, text, data, results,
etc., reported in the journals, books, magazines, reports, dissertations, theses, etc., or
available at web-sites and have not included them in this project report and cited as my own
work.

Place:

Date
KUNDRAPU BALA SAI BHAGAVAN
ACKNOWLEDGEMENT
I wish to record my gratitude with my hands folded to Almighty for making me

successfully complete my project report.

I express my deep sense of gratitude to the Director Dr. R. Rajagopal, and Program

Coordinator Dr. M. Daniel Rajkumar for their wholehearted support and encouragement.

I am indebted to my Course Coordinator and Research Supervisor,

Mr. R.Seetharaman, B.Sc., MBA., Assistant Professor ( MBA Department ) for his continuous

guidance and encouragement to complete my Project Work in a successful manner.

I am also thankful to all the faculty and staff members of the Department of Distance

Education for their support and Guidance.

 I also acknowledge with a deep sense of reverence, my gratitude towards my parents

and members of my family who have always supported me morally as well as economically.

I take this opportunity to thank all those who have helped me to complete my Project

Work within the scheduled time

KUNDRAPU BALA SAI BHAGAVAN

TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO

I INTRODUCTION 1

II REVIEW OF LITERATURE 18

III CONCEPTUAL FRAME WORK OF THE 22

INDUSTRY

IV DATA ANALYSIS AND INTERPRETATION 36

V FINDINGS AND SUGGESTIONS 69

VI CONCLUSION 73

VII APPENDIX 74

BIBLIOGRAPHY 74
 QUESTIONER
75

LIST OF TABLES

TABLE PAGE
NO. DESCRIPTION NO.
4.1 SHOWING THE AGE OF THE RESPONDENT 36

4.2 SHOWING THE GENDER OF RESPONDENTS 37

4.3 SHOWING THE SALARY OF THE RESPONDENTS 38

4.4 SHOWING THE EXPERIENCE OF THE RESPONDENTS 39

4.5 SHOWING MARITAL STATUS OF THE RESPONDENTS 40

4.6 SHOWING THE PRESENT JOB 41

4.7 SHOWING THE ASSIGNMENT TO FAMILY MEMBERS 42

4.8 SHOWING THE TIME TO DO HOUSEHOLD WORK 43

4.9 SHOWING THE LEISURE TIME 44

4.10 SHOWING NO INTERFERENCE OF FAMILY 45

4.11 SHOWING THE ORGANIZATIONAL PROBLEMS 46

4.12 SHOWING THE JOB SATISFACTION 47

4.13 SHOWING THE WORK AND MONEY 48

4.14 SHOWING THE JOB A LOT 49

4.15 SHOWING THE WORKAHOLIC 50

4.16 SHOWING THE PRETTINESS AND JOB 51

4.17 SHOWING THE SHOW UP WORK 52

4.18 SHOWING THE INVOLVEMENT IN WORK 53

4.19 SHOWING THE PERFECTION IN WORK 54

 4.20 SHOWING THE DEPRESSION IN JOB 55

4.21 SHOWING THE OTHER ACTIVITY 56

4.22 SHOWING STAYING IN HOME 57

4.23 SHOWING AMBITIOUS ABOUT MY WORK 58

4.24 SHOWING MY WORK IS SMALL 59

4.25 SHOWING CARE ABOUT MY WORK 60

4.26 SHOWING WORK IS NOT MY LIFE 61

ANALYSIS OF RESPONDENTS AVERAGE JOB

4.27 62
INVOLVEMENT VERSUS GENDER

4.28 ANALYSIS OF RESPONDENTS AVERAGE JOB INVOLVEMENT 63

VERSUS MARITAL STATUS

ANALYSIS OF RESPONDENTS AVERAGE JOB

4.29 65
INVOLVEMENT VERSUS AGE

ANALYSIS OF RESPONDENTS AVERAGE JOB INVOLVEMENT

4.30 66
VERSUS EXPERIENCE

SHOWING CORRELATION RELATIONSHIP BETWEEN

4.31 AVERAGE PERSONAL, AVERAGE EMPLOYEE AND 67

AVERAGE JOB INVOLVEMENT

LIST OF CHARTS

CHART PAGE
NO. DESCRIPTION NO.
4.1 SHOWING THE AGE OF THE RESPONDENT 36

4.2 SHOWING THE GENDER OF RESPONDENTS 37

4.3 SHOWING THE SALARY OF THE RESPONDENTS 38

4.4 SHOWING THE EXPERIENCE OF THE RESPONDENTS 39
 4.5 SHOWING MARITAL STATUS OF THE RESPONDENTS 40
4.6 SHOWING THE PRESENT JOB 41
4.7 SHOWING THE ASSIGNMENT TO FAMILY MEMBERS 42
4.8 SHOWING THE TIME TO DO HOUSEHOLD WORK 43
4.9 SHOWING THE LEISURE TIME 44

4.10 SHOWING NO INTERFERENCE OF FAMILY 45

4.11 SHOWING THE ORGANIZATIONAL PROBLEMS 46
4.12 SHOWING THE JOB SATISFACTION 47
4.13 SHOWING THE WORK AND MONEY 48
4.14 SHOWING THE JOB A LOT 49
4.15 SHOWING THE WORKAHOLIC 50
4.16 SHOWING THE PRETTINESS AND JOB 51
4.17 SHOWING THE SHOW UP WORK 52
4.18 SHOWING THE INVOLVEMENT IN WORK 53
4.19 SHOWING THE PERFECTION IN WORK 54
4.20 SHOWING THE DEPRESSION IN JOB 55
4.21 SHOWING THE OTHER ACTIVITY 56
4.22 SHOWING STAYING IN HOME 57
4.23 SHOWING AMBITIOUS ABOUT MY WORK 58
4.24 SHOWING MY WORK IS SMALL 59
4.25 SHOWING CARE ABOUT MY WORK 60
4.26 SHOWING WORK IS NOT MY LIFE 61
4.27 ANALYSIS OF RESPONDENTS AVERAGE JOB 62
INVOLVEMENT VERSUS GENDER

ABSTRACT

The project entitled “A Study on Employee Involvement in Kamal Foam Private Limited

Puducherry” has evolved through numerous stages. Many of these programs, once

implemented, did not last. Employee Involvement, Work involvement management (WIM)

contains many advantages. By its nature, Employee involvement requires an organization to

articulate and assess its most basic activities and values. Work Involvement, instead of
imposing a new program on an existing structure, has the potential to reconstruct an

organization. Often, for employee participation or a labour-management partnership to work,

such fundamental change is needed. Successful implementation of strategic goals requires

the understanding and support of the people most often expected to carry out those goals of

the employees. In this case, employee involvement and management can be instrumental in

producing a sustained commitment and enhanced relationship among employees and

performance. The research is descriptive and sample method used in census sampling. Nearly

50 samples are taken to study the employee involvement in the organisation. Primary data

such as questionnaire and interview have been conducted to collect the data from the

employees .Generally statistical tools such as T-Test, One-way ANOVA, and Correlation are

used for analysis and interpretation. The study reveals that they are involved in the activities

other than work; a comfortable work environment is there where every employee feels

comfortable. The major objectives of this study is to know the level of employee

involvement in the organization, find out important factor required for employee

involvement, and examine the correlation between personal factors and loyalty of the

employees with their organization. This study involves the descriptive design. It includes the

surveys and fact finding enquiries of different kinds. The main purpose of this research

design is to describe the state of affairs as its existing at present in the foam manufacturing

industries in Puducherry. The simple random sampling is proposed to use for this research

study. The proposed tools for data analysis will be T-Test, One-Way ANOVA and Correlation

Analysis. The study was mainly undertaken to determine the employee attitude and

satisfaction towards the nature of job. Employee involvements provide various

responsibilities to employees and also motivate them in decision making process. The scope

of the study is to find the measures that is taken to enhance the employee involvement and to
improve the performances. The study can be used to bring out the solution for the problem

faced by the employees at work and which affects their performance.

 CHAPTER I

INTRODUCTION AND RESEARCH DESIGN

1.1 INTRODUCTION TO THE STUDY

What is Employee Involvement?

Employee involvement is a process for empowering employees to participate in

managerial decision-making and improvement activities appropriate to their levels in the

organization.

Definition:

According to the Chartered Institute of Personnel and Development (CIPD, 2001):

Employee involvement is ‘a range of processes designed to engage the support,

understanding and optimum contribution of all employees in an organization and their

commitment to its objectives’.

Employee involvement has been identified as one of the seven elements of world

class manufacturing that can make both the smallest and largest companies competitive in the

global market (Kearney, 1997)

Concept:

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

being not just a cog in a machine and each employee is involved in helping the organization

meet its goals. Each employee’s input is solicited and valued by his or her management.

1
Employees and management recognize that each employee is involved in running the

business.

Employee involvement is creating an environment in which people have an impact on

decisions and actions that affect their jobs. It is not the goal nor is it a tool, as practiced in

many organizations.

Employee involvement (EI) has been conceptualized as the process of developing ‘a

feeling of psychological ownership among organizational members’ and has been

implemented via the participation of employees in information processing, decision-making

and/or problem solving. (Kearney, 1997)

One of the greatest underlying factors in the success or failure of any organization is

the power of its people and how well that power is focused towards meeting organizational

objectives. Organizations that can tap the strengths of their people will be stronger and more

competitive that those that cannot. (Apostolic, 2002)

Numerous studies, all point to the fact that employee involvement does influence

organizational effectiveness; some of which includes lower absenteeism, (Marks et al, 1986),

enhanced work attitudes (steel and Lloyd, 1988), higher individual work performance (Bush

and Spangler, 1990), lower employee turnover and increased returns on equity

(Vandenbergetat, 1999), and improved organizational learning culture (Thompson, 2002).

Employee involvement is also expected to lead to increased product or service

quality, greater innovation, stronger employee motivation, lower costs but a higher speed of

production, and lower employee absenteeism and turnover (Lawler, 1996).

Methods of Employee Involvement:

There are several keys to involvement among which are financial and job security.

2
Share ownership and profit distribution plans can help to foster an interest in a company’s

affairs at the competitive level which is often hard to get across in the normal day-to-day

routine of workplace activity. Apostolic (2000) with regards to job security, having no doubts

that one will still be with the company for a long time to come are likely to encourage a

sense of belonging.

Methods of getting employees involved are many and varied and these include

suggestion systems, teams, focus groups, surveys, self-directed work groups, incentive

programs among others.

The aim is to determine the most effective option that will be linked to specific

organizational goals. Certain key actions need to take place to be able to implement

employee involvement. These, according to Apostolic are: Giving the employee the

responsibility, training the employee to accept responsibility, communicating and giving

feedback and giving rewards and recognition.

Workers are being asked by management to join employee involvement programmes

in order to improve the quality of their work lives by making the case that the days of

destructive adversary, labor management relations are over and that a ruthless competitive

economic world requires that workers and management cooperate so that both survive.

It is therefore in the best interest of both workers and supervisors to increase

happiness and satisfaction on the job as happy and satisfied employees are productive

employees who ensure the employer’s profit and continued existence of the company and the

worker’s job.

Management, at such programs usually want access to workers’ knowledge of the job,

cooperation in the introduction of new technology without protest, flexibility regarding job

classifications, work rules, job assignments, the contract for the purpose of greater

efficiencies as well as contract changes and sometimes contract concessions.

3
 Forms of Employee Involvement

• Employee involvement programmes can take a variety of forms including

• Job participation,

• Consisting of permanent programmes in which employees take a formal,

• Direct role in decisions relating to job
issues;
• Consultative participation,
• Including long term interventions like quality circles

• Employee suggestion schemes, in which employees’ opinions are sought as managers

engage in decision-making

According to Lawler (1986), it is however incorrect to assume that the mere existence

of such organizational programs as proxies for individual feelings toward involvement, and

the individual acceptance of these practices.

A more accurate test would operationalize involvement through the individual

employee’s attitude and behavior. These types of operationalization recognize that the

individual employee must perceive that the opportunity for involvement exists and that the

employee must endorse it by actually putting involvement into practice in his or her daily

work routine.

Dimensions of Employee Involvement

The core values are reflected in five different perspectives on the purpose and

rationale for worker participation in organizations (Bolle de Bal (1992s:603-610):

The Managerial Approach, which is inspired by productivity and efficiency goals

(participation is organized at a lower level in order to relieve worker dissatisfaction and

morale problems). A key issue in this approach is the extent to which management delegates

or retains the power to initiate, frame, and terminative participative processes. It also reflects

management’s view that the direct participation of workers undermines union power.

4
 The Humanist Psychology Approach, which is inspired by human growth and

development goals, (participation as a way to enhance the well-being of the individual by

promoting individual creativity, self-esteem, and ego strength).

This approach reflects the movement led by Elton Mayo. It reflects a much more

positive view of human nature and emphasizes the need to retrain managers to develop their

participative leadership skills and unlearn authoritarian behaviours. It acknowledges the

societal function of the workplace and the benefit of participatory restructuring of the

workplace, given the central role it plays in the lives of most ordinary people (Pateman

1970).

The Industrial Relations Approach, which is inspired by democratic goals

(participation is not only a means to an end in itself but also a way to create a strongly

democratic society, characterized by active participative citizens).

The Political Approach, which is inspired by revolutionary goals (participation as a

means to change the overall structure of ownership to a collective base and to educate

workers to class consciousness). Advancement toward greater worker participation is seen as

very dependent upon a strong labor movement.

Benefits of Employee Involvement

Employee volunteerism is an important component of corporate citizenship that gives

employees an opportunity to be personally involved in a company’s commitment to corporate

citizenship. Including employee involvement as an explicit dimension of the Company’s

corporate citizenship strategy increases employee satisfaction and performance. Involving

employees in community outreach contributes to the company’s overall performance as a

good corporate citizen,

The corporate benefits of employee involvement Employee involvement programs can

lead to:

5
 • Increased employee morale

• Improved reputation and license to operate

• Reduced operating costs, especially in relation to HR recruitment and crisis Management

Benefits to employees Employee involvement increases job satisfaction and

workforce retention rates.

Employees as a primary goal of their employee involvement programs (Community

Involvement Index 2003). Other research shows that volunteer Programs develop employee

competencies in such areas as:

• Teamwork

• Planning and implementation

• Listening skills

• Communication

• Project management

• Customer focus
Four Key Strategies of Employee Involvement

Though there is no authoritative source or theory that defines participation, Lawler and

others (Lawler 1998:197; Lawler et al. 1998; Ledford 1993) provide a good starting point by

identifying four key strategies, whose nature and location in the organization are central

issues for governance in all organizations and which largely determine the nature and degree

of participation available to employees.

• Information sharing,

• Knowledge development,

• Rewards and recognition systems

• Power sharing.

6
 Information sharing about business performance, plans, goals, and strategies, about new

technologies and competitors’ performance is another. Without business information,

individuals are restricted in their ability to make meaningful contributions, participate in

planning and setting direction, understand the effectiveness of their performance and that of

the organization. Information sharing includes both information disclosure and open

communication processes.

Knowledge development and training to provide skills in group decision-making and

problem solving, leadership, quality and statistical analysis, an understanding of the business

and job skills and cross-training. This knowledge and training enables employees to

understand and contribute to organizational performance.

Rewards and recognition systems that are based on the performance of the organization and

that are designed to encourage employees to obtain information, add skills, take more

decision-making responsibility, enhance teamwork, and perform in ways that help the business

(for example, through the use of individual incentives, work group or team.

Power sharing, particularly in decision-making, either through parallel structure

practices such as quality circles, committees, survey feedback, or suggestion systems, or

work design power sharing practices such as job enrichment and redesign, self-managing

work teams, mini-business units, and participation on decision-making boards and

committees that enable employees to use and apply the information and knowledge

effectively; key strategies include locating decisions at the lowest possible level in the

organization.

1.2 STATEMENT OF THE PROBLEM:

• This study is done to find out the absence of employee involvement and its effect on

employee provided at KAMAL FOAM PRIVATE limited.

7
• The study was made to identify the absence of employee involved in process could

result in job dissatisfaction which lead to affect on productivity. Thus this study also

helps the organization to bring out solutions for the problem faced by them on their

productivity level and also the safety level of employee in the organization.

1.3 OBJECTIVES OF THE STUDY:

• To know the level of employee involvement in the organization

• To find out correlation between personal factors and loyalty

• To find out important factor required for employee involvement

• To suggest the various measures to improve the employee involvement

1.4 NEED FOR THE STUDY

• The need of this study can be recognized when the result of the related study require

suggestion and recommendations to the similar situation.

• The study was mainly undertaken to determine the employee attitude and satisfaction

towards the nature of job.

• The company is developing the employee’s skills and knowledge in order to improve

morale and to make satisfy in the overall average mean and the study helps the

organization to know the benefits to the employees.

• Employee involvements provide various responsibilities to employees and also

motivate them in decision making process.

• This study can also help to identify the overall performance in terms of employee

satisfaction.

8
 1.5 SCOPE OF THE STUDY

• The Present study has been undertaken to know the extent of employees' involvement

in Kamal foam private limited.

• To find the measures that is taken to enhance the employee involvement and to

improve the performances.

• The study can be used to bring out the solution for the problem faced by the

employees at work and which affects their performance.

• Through the study the company would be able to know the satisfactory level of

employee.

1.6 LIMITATION OF THE STUDY

• Most of the respondents were not frank enough to answer certain questions.

• The study is confined to limited period. Hence limited time was spent for doing the

survey.

• Since the study is on Employee involvement, there are more possibilities of personal

bias while giving the answer.  Findings are based on the information given by the

respondents.

1.7 RESEARCH METHODOLOGY

MEANING

Research is an art of scientific investigation. The advanced learner’s dictionaries of current

English lay down the meaning of research as, “a careful investigation (or) inquiry especially

through search for new facts in any branch of knowledge”.

DEFINITION

9
Redmen and Mory defined Research as a “Systematic effort to gain knowledge”.

METHODOLOGY

Methodology is a way to systematically solve the research problem.

RESEARCH DESIGN:

A research design is purely & simple basic frame work or plan for a study the guides

the collection of data and analysis of the data.

Research designs are classified into three traditional categories: Exploratory,

descriptive and causal, the choice of the most appropriate design depends largely upon the

objectives of the research.

DESCRIPTIVE RESEARCH:

This study involves the descriptive design. It includes the surveys and fact finding enquiries

of different kinds. The main purpose of this research design is to describe the state of affairs

as its existing at present.

1.7.1 RESEARCH POPULATION POPULATION:

The population for study was the employee involvement in kamal foam Pvt .Ltd,

Pondicherry. The total population size is 50

SAMPLE SIZE:

It refers to the number of elements to be included in the study. A sample design is a

definite plan for obtaining a sample from a definite population. It refers to the technique or

the procedure the researchers would adopt is selecting items for the sample. It is determined

10
before data is collected. In this study 50 samples are collected from the employee

involvement.

SAMPLING METHOD:

Censes method of probability sampling is adopted in this research. Various method of contact

is use to collect samples drawn at the random of the interviewer.

1.7.2 SAMPLING PLAN / TECHNIQUE

PROBABILITY SAMPLING:

A probability sampling method is any method of sampling that utilizes some form of

random selection. In order to have a random selection method, you must set up some process

or procedure that assures that the different units in your population have equal probabilities

of being chosen.

RANDOM SAMPLING:

Random sampling (also referred to as random sampling) is the purest and the most

straightforward probability sampling strategy. It is also the most popular method for

choosing a sample among population for a wide range of purposes. In simple random

sampling each member of population is equally likely to be chosen as part of the sample. It

has been stated that “the logic behind simple random sampling is that it removes bias from

the selection procedure and should result in representative samples”. Ideally, the sample size

of more than a few hundred is required in order to be able to apply simple random sampling

in an appropriate manner.

1.7.3 DATA TYPE AND SOURCES

 Primary Data

 Secondary Data

11
PRIMARY DATA

Primary data are collected afresh and for the first time. It is the data originated by the

researcher specifically to address the research problem. In this study, Primary data was

collected through the Interview Schedule with a well Structured Questionnaire.

SECONDARY DATA:

In this study Secondary data, are those which have already been collected by

someone else and which have already been passed through the statistical process. Secondary

Data was collected from the publications, internets, journals, books and company records.

1.7.4 DATA COLLECTION PLAN

Use of this tool helps to remind you of why you’re collecting data, reinforces

standard methods for data collection, and shares the plan among team members and with

project sponsors. Definitions used for data collection are included below. Used in Measure

phase.

SURVEY:

Survey is the most commonly used method of primary data collection in research.

This is widely used because of its extreme flexibility.

INTERVIEW:

Interview is the verbal conversation between two people with the objective of

collecting relevant information for the purpose of research.

INSTRUMENTS:

12
 We have adopted the structured undisguised questionnaire, and questions are

presented in exactly the same words in the order to all respondents.

Open and closed ended questionnaire methods were used in the project. Care must be

taken to ensures that us for possible, it should not contain any room misinterpretation.

1.7.5METHOD OF DATA ANALYSIS

TOOLS FOR DATA COLLECTION:

The primary data is collected through a very well defined structured questionnaire.

The questions are formulated with respect to objectives of the study. About 50 employees

were interviewed through it. The questionnaire includes 5 points Ranking Scales. The

Secondary data is collected from the Website, Company Profiles, Newspapers and Magazines

and through discussion with company personal. They were used widely as a support to

primary data.

TOOLS FOR DATA ANALYSIS:

• One-way ANOVA

• T-test

• Correlation

ONE WAY ANOVA:

A statistical method for making simultaneous comparisons between two or more

means; a statistical method yields values that can be tested to determine whether a significant

relation exists between variables.

In this study the one-way ANOVA method is used to calculate whether the difference

between two variables are exists or not. The ANOVA value is 0.05.

13
Formula:

T = ∑X1 + ∑X2 + ⋯ + ∑Xn

Correlation factor:
C. F = T2/N

Sum of Squares

SS=∑X12+∑X22+… ............ ∑Xn2- T2/N

Sum of Squares between Samples

– T2/N

Squares with in the samples ssw = ss −

ssc

Where

T2= Square of sum of all item n= Number of all items

N= No of samples

CORRELATION:

A correlation coefficient is a coefficient that illustrates a quantitative measure of

some type of correlation and dependence, meaning statistical relationships between two or

more random variables or observed data values.

Types of correlation coefficients include:

• Pearson product-moment correlation coefficient, also known as r, R, or Pearson's r, a

measure of the strength and direction of the linear relationship between two variables

14
 that is defined as the (sample) covariance of the variables divided by the product of

their (sample) standard deviations.

• Interclass correlation, a descriptive statistic that can be used when quantitative

measurements are made on units that are organized into groups; describes how

strongly units in the same group resemble each other.

• Rank correlation, the study of relationships between rankings of different variables or

different rankings of the same variable

T-TEST:

T-test is used to compare two means to assess whether they are from the same population. T-

tests presume that both groups are normally distributed and have relatively equal variances.

The t-statistic is distributed on a curve that is based on the number of degrees of -freedom

(df). There are three kinds of t-tests: independent-samples, pairedsamples, and one-sample.

Formula,

Where,

X1¯= Mean of first set of values

15
X2¯ = Mean of second set of values

S1 = Standard deviation of first set of values S2 = Standard deviation of second set of values

n1 = Total number of values in first set n2 = Total number of values in second set.

16
 CHAPTER –II

REVIEW OF LITERATURE

Daniel vazque-bustelo and Lucia Avella (2017) conducted a study on “The

effectiveness of employee-involvement work practices in manufacturing firms”. The main

aim of study in this paper adopts an integrative and complementary approach to the

universalistic and contingency frameworks for analyzing the effectiveness of employee-

involvement work practices in Spanish manufacturers. It focuses on some practices that firms

adopt at operational level (decentralization, teamwork, job enlargement, information and

knowledge sharing and performance-based compensation) to enhance operational

performance (cost, quality, flexibility and delivery) and financial performance (return on

asset), dealing with the possible moderating effect of three contextual variables: firm age,

firm size and trade union power. Our paper contributes to the debate over the respective

merits of the universalistic and contingency frameworks; it offers a broader view about the

type of contemporary human resources practices that are successful in the Spanish industrial

sector, and in a European manufacturing context, and may guide managers when assigning

their firms’ limited resources to the most relevant human resources practices in each

particular setting, considering internal characteristics, such as firm age, firm size and trade

union power.

Rashi Saxena (2015) conducted a study on “Employee involvement organisational

development and change in education sector” which is published in International Journal of

Science Technology & Management. The main aim of study is emphasis on the involvement

of the employee in the management decisions, so the performance of the individual is high

and they work more and more enthusiasm positive emphasis on employee involvement is to

increase employee attachment to their work & organization, empower workers, involve them

in decision making and give them increased job autonomy. Employee involvement programs

17
can increase job satisfaction, employee morale and commitment to the organization, as well

as increase productivity, reduce turnover and absenteeism and enhance the quality of

products and services. The present study is related with the organizational culture and

development in education sector. The data is collected from the primary and secondary like

interview and books etc.

Owolabi Lateef Kuye and Abdul-Hameed Adeola Sulaimon (2011) conducted a

study on “Employee involvement in decision making and firms performance in the

manufacturing sector” which is published in Serbian journal of management. The main aim

of the study examines the relationship between employee involvement in decision making

and firms’ performance in the manufacturing sector responses from the survey were

statistically analyzed using descriptive statistics, product moment correlation, regression

analysis and Z test (approximated with the independent samples t-test). The results of the

study indicate a statistically significant relationship between employee involvement in

decision making and firms’ performance as well as reveal a significant difference between

the performance of firms whose employee involvement in decision making are deep and the

performance of firms whose employee involvement in decision making are shallow. The

findings also reveal the involvement of participating firms in employee involvement in

decision making. The implications of this study include the need for manufacturing firms to

demonstrate high level of commitment to employee involvement in decision making for

performance enhancement.

Andrew R. Timming (2011) conducted a study on “Tracing the effects employee

involvement and participation on trust in managers”. The main aim of study is employee

involvement and participation on the extent to which British workers trust reciprocally in

management. The results point to a series of organizational benefits of participation,

including increased job influence, a greater sense of job satisfaction and improved levels of

18
commitment and trust in managers. However, increased job influence was paradoxically

linked to lower levels of organizational commitment and trust. The findings generally

confirm that employee voice is ‘good’ in principle for building trust, but that the effects of

employee voice may work against trust development.

Len Holden (2006) conducted a study on “HRM and employee involvement in

Britain and Sweden” The main aim of study is seeks to examine employee involvement in a

comparative context against a background of increased HRM practices, using Poole’s

framework of power in workers’ participation as a tool of analysis.

Since the 1980s the concept of employee involvement has assumed a position of

central importance in human resource management and the aim of this research was to

examine these contentions in a British bank, which has consciously adopted HRM policies

over the past six years, and a Swedish bank, which could be said to be typical of the Swedish

service sector in its employee relations practices.

From the research a picture emerged in which the Swedish work-force felt that they

had a greater degree of involvement in their workplace (micro level) than their British

counterparts. Of particular significance was that, at organizational level (macro level), the

Swedish workforce felt as much estrangement as the British work-force from participation

and involvement on strategic issues despite the existence of co-determination structures.

Explanations of these findings, it is suggested, lie in an understanding of the wider

convergent and divergent forces such as societal structures and economic changes

influencing corporate life.

Paul S.Adler, Barbara Goldoftas, David I.Levine (1997) conducted a study on

“Ergonomics, Employee Involvement, and the Toyota Production System” which is

published in research article. The main aim of study is New United Motors Manufacturing,

Inc. (NUMMI) is a GM-Toyota joint venture that has been lauded by some for achieving

19
performance based on high employee involvement, and criticized by others for intensifying

work and harming workers. In 1993, OSHA cited NUMMI for paying insufficient attention

to ergonomic issues during the introduction of a new car model. The authors analyze the

origins of NUMMI's ergonomic problems and the responses of the company, union, and

regulators. They also discuss a more ergonomically successful model introduction two years

later. This case suggests that although employee involvement does not eliminate all

divergence of interests between management and workers, it can change the terms of that

divergence. When management reliance on employee involvement is complemented by

strong employee voice and strong regulators, managers may find it in their interest to

improve safety as a means of maintaining high employee commitment and thereby

improving business performance.

CHAPTER – III

CONCEPTUAL FRAMEWORK OF THE INDUSTRY

3.1 INDUSTRY PROFILE:

Introduction:

Manufacturing has emerged as one of the high growth sectors in India. Prime

Minister of India, Mr. Narendra Modi, had launched the ‘Make in India’ program to place

India on the world map as a manufacturing hub and give global recognition to the Indian

economy.

India’s ranking among the world’s 10 largest manufacturing countries has improved

by three places to sixth position in 2015#.

20
 The Government of India has set an ambitious target of increasing the contribution of

manufacturing output to 25 per cent of Gross Domestic Product (GDP) by 2025, from 16 per

cent currently.

Market Size

India’s manufacturing sector has the potential to touch US$ 1 trillion by 2025. There

is potential for the sector to account for 25-30 per cent of the country’s GDP and create up to

90 million domestic jobs by 2025. Business conditions in the Indian manufacturing sector

continue to remain positive.

Investments

In a major boost to the 'Make in India' initiative, the Make in India week which was

held in Mumbai between February 13 to 18, 2016, received an overwhelming response from

investors. The fair had closed with INR 15.2 trillion (US$225.32 billion) in investment

commitments.

With the help of Make in India drive, India is on the path of becoming the hub for hi-

tech manufacturing as global giants such as GE, Siemens, HTC, Toshiba, and Boeing have

either set up or are in process of setting up manufacturing plants in India, attracted by India's

market of more than a billion consumers and increasing purchasing power.

India has become one of the most attractive destinations for investments in the

manufacturing sector. Some of the major investments and developments in this sector in the

recent past are:

• Honda Motorcycle & Scooter India plans to invest around Rs 600 crore (US$ 88.94

million) to add a new line at its Nar Sapura facility at Karnataka, and launch at least 10-

15 products during FY 2016-17 in the country.

21
• Force Motors, a utility and commercial vehicles manufacturer, inaugurated its Rs 100

crore (US$ 14.82 million) manufacturing facility in Pune, which will supply engines and

axles to the Germany-based automobile manufacturer Mercedes-Benz.

• Boeing Company, an American plane maker, and Tata Advanced Systems Ltd (TASL), a

fully owned subsidiary of Tata Sons, have entered into a joint venture to set up a new

facility in Hyderabad to manufacture Boeing AH-64 Apache helicopter fuselages.

• Panasonic Corporation plans to set up a new manufacturing plant for refrigerators in

India with an investment of Rs 250 crore (US$ 37 million), and also invest around Rs 20

crore (US$ 3 million) on an assembly unit for lithium ion batteries at its existing facility

in Jhajjar in the next 8-10 months.

• Vital Paper Products, one of the major supply chain players in the paper and paper

products industry, plans to set up a packaging product unit in the Special Economic Zone

(SEZ) of Sri City, Andhra Pradesh, at an investment of Rs 60 crore (US$ 8.89 million),

which will be operational from April 2017.

• Isuzu Motors, the Japan-based utility vehicle manufacturer, has inaugurated its greenfield

manufacturing unit in Sri City, Andhra Pradesh, which was set up for Rs 3,000 crore

(US$ 444.72 million), with an annual production capacity of 50,000 units and is

estimated to generate around 2,000-3,000 jobs.

• Airbus has procured more than US$ 500 million worth of supplies from India in 2015,

registering a growth of 15 per cent annually and has targeted a cumulative procurement

of more than US$ 2 billion over a period of five years up to 2020.

• Havells India Limited, one of the top Indian consumer electrical equipment producer,

plans to set up a new manufacturing unit near Bangalore by making an investment of Rs

1,059 crore (US$ 156.99 million), which would be its twelfth plant in India and its first

outside north India.

22
• Global beverage company Pepsi plans to invest Rs 500 crore (US$ 74 million) to set up

another unit in Maharashtra to make mango, pomegranate and orange-based citrus juices,

while biotechnology giant Monsanto plans to set up a seed plant in Buldhana district of

Maharashtra.

• Hindustan Coca-Cola Beverages plans to set up a bottling plant with an investment of Rs

750 crore (US$ 111.2 million) in phases at the first industrial area being developed by

Government of Madhya Pradesh under the public private partnership in Babai village of

Hoshangabad, Bhopal.

• Canada’s Magna International Incorporated has started production at two facilities in

Gujarat’s Sanand, which will supply auto parts to Ford Motor Co in India and will

employ around 600 people at both units.

• Swedish home furnishing brand Ikea has made a long-term plan of opening 25 stores in

India by making an investment worth Rs 12,500 crore (US$ 1.85 billion).

• Siemens has announced that it will invest € 1 billion (US$ 1.13 billion) in India to add

4,000 jobs to its existing workforce of 16,000 in the country.

• US-based First Solar Inc and China’s Trina Solar have plans to set up manufacturing

facilities in India. Clean energy investments in India increased to US$ 7.9 billion in 2014,

helping the country maintain its position as the seventh largest clean energy investor in

the world.

• Samsung has invested Rs 517 crore (US$ 76.6 million) towards the expansion of its

manufacturing plant in Noida, Uttar Pradesh (UP). “Samsung India Electronics is

committed to strengthen its manufacturing infrastructure and will gradually expand

capacity at this plant to meet the growing domestic demand for mobile handsets, as per

the company.

• Shantha Biotechnics Private Limited has started building a facility to manufacture

23
 Insuman, an insulin product to treat diabetes. Sanofi SA, which acquired Shantha

Biotechnics, will invest Rs 460 crore (US$ 68.2 million) to build the facility.

• BMW and Mercedes-Benz have intensified their localisation efforts to be part of ‘Make

in India’ initiative. "The localisation efforts will reduce the waiting period and accelerate

the servicing process of our cars as we had to (previously) depend on our plants overseas

for supply and will help us on the pricing front.”

• Suzuki Motor Corp plans to make automobiles for Africa, the company’s next big bet, as

well as for India at its upcoming factory in Hansalpur, near Ahmedabad, Gujarat.

• Taiwan-based HTC has decided to manufacture products in India. HTC is believed to

have partnered GDN Enterprises, which has an assembly set up in Noida.

• Foxconn is planning an aggressive expansion in India, building up to 12 new factories

and employing as many as one million workers by 2020

• The State Government of Tamil Nadu has signed investment agreements worth Rs

2,42,160crore (US$ 35.9 billion) during a two-day Global Investors Meet in September

2015.

Government Initiatives

In a bid to push the 'Make in India' initiative to the global level, Mr. Narendra Modi,

Prime Minister of India, pitched India as a manufacturing destination at the World

International Fair in Germany's Hannover in 2015. Mr. Modi showcased India as a business

friendly destination to attract foreign businesses to invest and manufacture in the country.

The Government of India has taken several initiatives to promote a healthy

environment for the growth of manufacturing sector in the country. Some of the notable

initiatives and developments are:

24
• The National Institution for Transforming India (NITI Aayog), after its recent push for Rs

6,000 crore (US$ 889 million) textile sector package, aims to persuade the Government

for similar support in the manufacturing sectors with large-scale employment generation

opportunities, such as electrical and electronics engineering, footwear and light

manufacturing segments, which also have export potential.

• The Ministry of Labour and Employment plans to relax compliance measures for

MSMEs by exempting them from inspections related to key labour laws in order to

encourage entrepreneurs to help promote manufacturing in India.

• The Government of India plans to give a big boost to local manufacturing by introducing

the new 'Make in India green channel', which will reduce the time taken for cargo

clearance at ports from about a week to a few hours without any upfront payment of

duties.

• The Government of Rajasthan plans to boost industrial development in the state by

offering ready to move in manufacturing facilities under its plug and play policy,

revamping its single-window clearance system to cut down human interface and

introducing intensive tracking to ensure smoother approvals to investors.

• Gujarat government is planning to set up an electronics products manufacturing hub in

the state, through its newly announced Electronics Policy 2016, which will generate

about 500,000 jobs in the electronics sector in the next five years.

• The Ministry of Heavy industries and Public Enterprises, in partnership with industry

associations, has announced creation of a start-up Centre and a technology fund for the

capital goods sector to provide technical, business and financial resources and services to

start-ups in the field of manufacturing and services.

• The Government of India plans to implement a new Defense Procurement Policy

25
 (DPP) by April, 2016 under which priority will be given to the indigenously made

defense products and 25 per cent share of defense production will be open to private

firms.

• The Government plans to organize a ‘Make in India week’ in Mumbai between February

13-18, 2016 to boost the ‘Make in India’ initiative and expects 1,000 companies from 10

key sectors to participate in the exhibition of innovative products and processes, a

hackathon and sessions on urban planning, among other events.

• NITI Aayog plans to release a blueprint for various technological interventions which

need to be incorporated by the Indian manufacturing economy, with a view to have a

sustainable edge over competing neighbors like Bangladesh and Vietnam over the long

term.

• Ms. Nirmala Sitharaman, Minister of State (Independent Charge) for Commerce and

Industry, has launched the Technology Acquisition and Development Fund (TADF) under

the National Manufacturing Policy (NMP) to facilitate acquisition of Clean, Green and

Energy Efficient Technologies, by Micro, Small & Medium Enterprises (MSMEs).

• The Government of India has asked New Delhi's envoys in over 160 countries to focus

on economic diplomacy to help government attract investment and transform the 'Make

in India' campaign a success to boost growth during the annual heads of mission’s

conference. Prime Minister, Mr. Modi has also utilized the opportunity to brief New

Delhi's envoys about the Government's Foreign Policy priority and immediate focus on

restoring confidence of foreign investors and augmenting foreign capital inflow to

increase growth in manufacturing sector.

• The Government of Uttar Pradesh has secured investment deals valued at Rs 5,000 crore

(US$ 741.2 million) for setting up mobile manufacturing units in the state.

• The Government of Maharashtra has cleared land allotment for 130 industrial units

across the state with an investment of Rs 6,266 crore (US$ 928.87 million)

26
• Dr. Jitendra Singh, Union Minister of State (Independent Charge) of the Ministry of

Development of North Eastern Region (DoNER), MoS PMO, Personnel, Public

Grievances & Pensions, Atomic Energy and Space, Government of India, has announced

the 'Make in Northeast' initiative beginning with a comprehensive tourism plan for the

region.

• Government of India has planned to invest US$ 10 billion in two semiconductor plants in

order to facilitate electronics manufacturing in the country.

• Entrepreneurs of small-scale businesses in India will soon be able to avail loans under

Pradhan Mantri MUDRA Yojana (PMMY). The three products available under the

PMMY include: Shishu - covering loans up to Rs 50,000 (US$ 735), Kishor - covering loans

between Rs 50,000 (US$ 735) to Rs 0.5 million (US$ 7,340), and Tarun - covering loans

between Rs 0.5 million (US$ 7,340) and Rs 1 million (US$ 14,700).

Road Ahead

The Government of India has an ambitious plan to locally manufacture as many as

181 products. The move could help infrastructure sectors such as power, oil and gas, and

automobile manufacturing that require large capital expenditure and revive the Rs 1,85,000

crore (US$ 27.42 billion) Indian capital goods business.

India is an attractive hub for foreign investments in the manufacturing sector. Several

mobile phone, luxury and automobile brands, among others, have set up or are looking to

establish their manufacturing bases in the country.

With impetus on developing industrial corridors and smart cities, the government

aims to ensure holistic development of the nation. The corridors would further assist in

integrating, monitoring and developing a conducive environment for the industrial

development and will promote advance practices in manufacturing.

27
3.2 COMPANY PROFILE INTRODUCTION:

Kamal Foam Pvt. Ltd is a private incorporated on 11 June 1987. It is classified as

Nongovernment Company and is registered at Registrar of companies, Pondicherry. Its

authorized share capital is Rs. 2,400,000 and its paid up capital is Rs. 655.100. It is involved

in manufacture of rubber products.

The 3 young minds of well experienced people, who came together to form KAMAL

FOAM PVT.LTD., with 20 years of experience in development and production of foam bed,

pillow, polyurethane foam sheet, etc., by one among them. And also 21 years of experience

in marketing made them to develop Kamal Foam Pvt. Ltd.

Kamal Foam Pvt. Ltd’s Annual General Meeting (AGM) was last held on 29

September 2015 and as per records from Ministry of corporate Affairs (MCA), its balance

sheet was last field on 31 March 2015.

Directors of Kamal Foam Pvt. Ltd are Shakir Athiya, Jehangir Nazreen, Habibur

Rahaman and Shakir Parveen Fathima.

A firm creates manufacturing capacities for production of goods; some provide

services to customers. They sell their goods and service to earn profit. They raise funds to

acquire manufacturing and others facilitates. Thus, the most important activities of the

business firm are:

PRODUCTION: Productions consist of a series of operations that transform foam materials

given to the customers’ desired form.

MARKETING:

The foam products are having their own indigenous spontaneous market. The customers are

approaching the company with their required specification.

28
 FINANCE:

It relates to availabilities of funds employment of such funds in the activities of the firms.

FOAM INDUSTRY IN INDIA:

When foam industries started to develop the competition was low. Slowly the

products faced high competition, which lead to perfect competition. Now our product is

enjoying privileged market because of marketing and monopolistic competition. So we are

not in a position to employ vast marketing team, therefore it lead to appointing marketing

experts having with techniques of marketing.

As the company is facing lot of challenge in the business field it has to plan. The real

challenge lies in marketing a regular supply of available resources fetching minimum cost

with optimum output. So scientific and technological advancement should be incorporated

then and there where it I required; also one of the main source of production called labour, is

a vital part to this industry needs more attraction in planning, recruiting, running and

developing the human resource. So the company should plan to have a strong human

resource force.

PRODUCTS MANUFACTURED IN KAMAL FOAM:

• PILLOW: The Company does not manufactured pillows but vast piece of foam will be

crushed in producing a pillow.

• BED: Single bed and double bed will also be manufactured depending a customer’s

requirement. • SPONGE: Various color / size of sponge are manufactured.

• SOFA: The vast block of sofa will be used.

FOAM IN DIFFERENT WAYS:

29
FUNCTIONS OF ADMINISTRATION DEPARTMENT:

In order to achieve the goal, manpower recruitment needs to be assessed, located and

harnesses. Manpower planning not only requires a simple assessment of the number of mean

required but also their balance allocations.

The following is the chart showing the administration of KAMAL FOAM Company.

30
 Managing
Director
General
Manager
HR Factory Accounts
Manager Manager Manager

Production Stores Manager

Manager

Production Maintenance
supervisor and quality
controller
PRODUCTION PROCESS OF KAMAL FOAM PVT. LTD

31
PROCESS DETAILS:

 PURCHASE:

Raw materials used in the manufacturing of foam like in form of chemicals.

 MAJOR RAW MATERIALS:

 Tolune-di-isocyanate(TDI)

 Empeyolpolyol
 ADDITIONAL RAW MATERIALS:

 Silicone

32
  Stannous octoate

 Amen

 Methylene chlroid

 STORES:

The procured items should been stored in a separate room for allocating for storing,

the foam.

 MIXING:
• Measuring the chemical in the requirement.
• The measured chemical mixed manually to get ready for further process.
• The mixed chemicals are put in a bowl.
• TDI will be put in a separate bowl.
• Then the mixed chemical and TDI will be mixed together at the time by adding into a

machine called as pneumatic machine. It will be in a form of cylinder form.

CURING:

After preparing block it will be kept for curing for 6 hours because inside of block the

heat will be appear.

 CUTTING:

After curing, the block will be cut in form of top to bottom and also in 4 slides.
 CRUSHING:

The vast material is used for crushing for a reproduction of a foam.

 PACKING:

After completion of all the process, the finished goods is been packed in form of

different ways:

33
 a. Low density.

b. High density.

 DESPATCH:

When the packed are ready they are set to dispatch to their respective destination as

per orders of the customers, during the time of receipts of order.

CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.1

TABLE SHOWING THE AGE OF THE RESPONDENT

Age No. of respondents Percentage

25-30 23.3 46.7

31-35 16.7 33.3

36-40 8.3 16.7

41-45 1.7 3.3

Total 50 100

CHART NO: 4.1

CHART SHOWING THE AGE OF THE RESPONDENTS

34
 50 46.7
respondents
45
40
35 33.3
30
25
20 16.7
of 15
%
10
5 3.3
0
25-30 31-35 36-40 41-45
AGE

INFERENCE:

From the above table it is inferred that 46.7% of the respondents are at the age group

of 25-30 years, 33.3% of the respondents are of 31-35 years of age. 16.7% of the respondents

are of 36-40 years of age. 3.3% of the respondents are of 41-45 years of age and there are no

respondents above 45 years of age.

TABLE NO: 4.2

TABLE SHOWING THE GENDER OF RESPONDENTS

GENDER NO.OFRESPONDENTS PERCENTAGE (%)

MALE 46.7 93.3

FEMALE 3.3 6.7

Total 50 100

Source: Primary data.

CHART N0:4.2

CHART SHOWING THE GENDER OF RESPONDENTS

35
 100 93.3
90
respondents
80
70
60
50
40
of
% 30
20
10 6.7

0
Male Female
GENDER

36
INFERENCE

From the above table it is inferred that 93.3%are male respondent and 6.7% female

respondents.

TABLE NO- 4.3

TABLE SHOWING THE SALARY OF THE RESPONDENTS

SALARY NO.OFRESPONDENTS PERCENTAGE (%)

15000-20000 23.3 46.7

20000-25000 16.7 33.3

25000-30000 8.3 16.7

30000-35000 1.7 3.3

Total 50 100

Source: Primary data.

CHART N0:4.3

CHART SHOWING THE SALARY OF THE RESPONDENTS

37
INFERENCE

50 46.7
45
respondents
40
35 33.3
30
25
of 20 16.7
%no
15
10
5 3.3

0
15000-20000 20000-25000 25000-30000 30000-35000
salary

From the above table it is inferred that 46.7% of the employees are getting salary

between 15000-20000. 33.3% of the employees are getting salary between 20000-

25000.16.7% of the employees are getting salary between 25000-30000 and 3.3% of the

employees are getting salary above 30000.

TABLE NO: 4.4

TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS

EXPERIENCE NO.OFRESPONDENTS PERCENTAGE (%)

1-10 18.3 36.7
11-20 25 50.0
21-30 5 10.0
Above 30 1.7 3.3
Total 50 100
Source: Primary data.

CHART NO: 4.4

CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS

38
INFERENCE

50

36.7

10

3.3

60

% of respondents
50

40

30

20

10

0
1-10 11-20 21-30 Above 30
Experience

From the above table it is inferred that the year of the experience of the respondents

where 36.7% of the respondents are 1-10 years, 50% of the respondents are between 11-20

years, and 10% of the respondents are between 21-30 years 3.3% of the respondents above

30.

TABLE NO: 4.5

TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS

Marital Status No. of respondents Percentage%

39
INFERENCE

MARRIED 48.3 96.7

UNMARRIED 1.7 3.3

Total 50 100

Source: Primary data.

CHART N0:4.5

CHART SHOWING MARITAL STATUS OF THE RESPONDENTS

120
RESPONDENTS 96.7
100

80

60
OF
40
%
20
3.3
0
Married Unmarried
MARITAL STATUS

From the above table it is inferred that 96.7% of the respondents are married and

3.3% of the respondents are unmarried.

TABLE NO: 4.6

TABLE SHOWING THE PRESENT JOB

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly Agree 26.7 53.3
Agree 23.3 46.7

40
INFERENCE

Neutral 0 0
Disagree 0 0

Strongly Disagree 0 0
Total 50 100
Source: Primary data.

CHART N0: 4.6

CHART SHOWING THE PRESENT JOB

54 53.3

RESPONDENTS
52

50

48
46.7
OF
46
%

44

42
Strongly Agree Agree
PRESENT JOB

From the Above Table it is inferred that 53.3% of the respondents strongly agree that

their family members feel good about the job while 46.7% of the respondents agree to it.

TABLE NO: 4.7

TABLE SHOWING THE ASSIGNMENT TO FAMILY MEMBERS

41
INFERENCE

43.3

40

13.3

3.3

50

% OFRESPONDENTS
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree
ASSIGNMENT TO FAMILY MEMBERS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 21.6 43.3

Agree 20 40.0

Neutral 6.7 13.3

Disagree 1.7 3.3

Strongly Disagree 0 0

Total 50 100

Source: Primary data.

42
INFERENCE

CHART N0:4.7

CHART SHOWING THE ASSIGNMENT TO FAMILY MEMBERS

From the above table it is inferred that 43.3% of the respondents strongly agree that

they avail the assignment to family members office related homework 40% agree 13.3% are

neutral and 3.3% disagree

TABLE NO: 4.8

TABLE SHOWING THE TIME TO DO HOUSEHOLD WORK

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 10 20.0
Agree 25 50.0
Neutral 11.7 23.3
Disagree 3.3 6.7
Strongly Disagree 0 0
Total 50 100
Source: Primary data.

CHART N0: 4.8

CHART SHOWING THE TIME TO DO HOUSEHOLD WORK

43
INFERENCE

50

23.3

20

6.7

60

% OFRESPONDENTS
50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree
TIME TO DO HOUSEHOLD WORK
From the Above Table it is inferred that 50% of the respondents agree that they have

time to do household work while 23.3% are neutral, 20% strongly agree, and 6.7% disagree.

TABLE NO: 4.9

TABLE SHOWING THE LEISURE TIME

36.7 23.3 26.7 13.3

44
INFERENCE

40 35

% OF RESPONDENTS
30 25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree
LEISURE TIME

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 18.3 36.7
Agree 11.7 23.3
Neutral 13.3 26.7
Disagree 6.7 13.3
Strongly Disagree 0 0
Total 50 100
Source: Primary data.

CHART N0:4.9

CHART SHOWING THE LEISURE TIME

45
INFERENCE

From the
Above Table it is inferred that 36.7% of the respondents strongly agree that

they have adequate leisure time and 26.7% are neutral 23.3% agree and 13.3% disagree.

TABLE NO: 4.10

TABLE SHOWING NO INTERFERENCE OF FAMILY

36.7 36.7

26.7

40

35

30

25

20
% OF

15

10

0
Strongly Agree Agree Neutral
NON INTERFERENCE OF FAMILY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 18.3 36.7

46
INFERENCE

From the

Agree 18.3 23.3

Neutral 13.4 26.7

Disagree 0 0

Strongly Disagree 0 0

Total 50 100

CHART NO: 4.10

CHART SHOWING NO INTERFERENCE OF FAMILY

From the above table it is inferred that 36.7%of the respondents strongly agree that

there is no interference of my family or personal life while 36.7% agree, and 26.7% are

neutral.

TABLE NO: 4.11

TABLE SHOWING THE ORGANIZATIONAL PROBLEMS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 10 20
Agree 23.3 46.7
Neutral 13.3 26.7
Disagree 3.4 6.7
Strongly Disagree 0 0
Total 50 100
Source: Primary data.

CHART NO: 4.11

47
INFERENCE

CHART SHOWING THE ORGANIZATIONAL PROBLEMS

50 46.7
RESPONDENTS
45
40
35
30 26.7
25
20
OF20
% 15

10 6.7
5
0
Strongly Agree Agree Neutral Disagree
ORGANISATIONAL PROBLEMS
above Table it is inferred that 46.7% of the respondents agree that

organizational problem are my problem while 26.7% are neutral, 20% strongly agree, and

6.7% disagree.

TABLE NO: 4.12

TABLE SHOWING THE JOB SATISFACTION

46.7

30 23.3
% OF RESPONDENTS

50
45
40
35

48
INFERENCE

From the

30
25
20
15
10
5
0
Strongly Agree Agree Neutral
JOB SATISFACTION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 15 30
Agree 23.3 46.7
Neutral 11.7 23.3
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100
Source: Primary data.

CHART NO: 4.12

CHART SHOWING THE JOB SATISFACTION

From the above Table it is inferred that 46.7% of the respondents agree that the major

satisfaction in my life comes from my job while 30% strongly agree, and 23.3% are neutral.

TABLE NO: 4.13

TABLE SHOWING THE WORK AND MONEY

49
INFERENCE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 10 20

Agree 16.7 33.3

Neutral 20 40

Disagree 3.3 6.7

Strongly Disagree 0 0

Total 50 100

Source: Primary data.

CHART NO: 4.13

CHART SHOWING THE WORK AND MONEY

above table it is inferred that 40% of the respondents are neutral for

working even when they are need not their money 33.3% agree, 20% strongly agree and

6.7% disagree.

TABLE NO: 4.14

RESPONDNTS
45
40
40
35 33.3
30
25
20
20
OF
15
% 10
6.7
5
0
Strongly Agree Agree Neutral Disagree
WORK AND MONEY

50
INFERENCE

From the

TABLE SHOWING THE JOB A LOT

56.7

23.3

16.7

3.3

60

% OF RESPONDENTS
50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree
JOB A LOT

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 11.7 23.3
Agree 28.3 56.7
Neutral 8.3 16.7
Disagree 1.7 3.3
Strongly Disagree 0 0
Total 50 100
Source: Primary data.

51
INFERENCE

CHART NO: 4.14

CHART SHOWING THE JOB A LOT

From the above table it is inferred that 56.7% of the respondents agree that the job

means a lot to me than money and23.3% strongly Agree 16.7% are neutral and 3.3%

disagree.

TABLE NO: 4.15

TABLE SHOWING THE WORKAHOLIC

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 16.7 33.3
Agree 28.3 56.7
Neutral 5 10
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100

RESPONDENTS 56.7
60

50

40
33.3
30

OF 20
10
% 10

0
Strongly Agree Agree Neutral
WORK A HOLIC

Source: Primary data.

52
INFERENCE

From the

CHART NO: 4.15

CHART SHOWING THE WORKAHOLIC

53
INFERENCE

From the Above Table it is inferred that 56.7% of the respondents agree that they will

stay over time to finish the job even if they are not paid for it.33.3% Agree, and10% are

neutral.

TABLE NO: 4.16

TABLE SHOWING THE PRETTINESS AND JOB

60

36.7

3.3
% OF RESPONDENTS

70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral
PRETTINESS AND JOB

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 18.3 36.7

Agree 30 60
Neutral 1.7 3.3
Disagree 0 0
Strongly Disagree 0 0

54
INFERENCE

TOTAL 50 100
Source: Primary data.

CHART NO: 4.16

CHART SHOWING THE PRETTINESS AND JOB

From the above Table it is inferred that 60% of the respondents agree that they can

measure a person pretty well by the work done by him. 36.7% Agree and 3.3% are neutral.

TABLE NO: 4.17

TABLE SHOWING THE SHOW UP WORK

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 8.3 16.7
Agree 18.3 36.7
Neutral 23.3 46.7
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100
Source: Primary data.

CHART NO: 4.17

CHART SHOWING THE SHOW UP WORK

55
INFERENCE

50
RESPONDENTS 46.7
45
40 36.7
35
30
25
20 16.7
OF 15
% 10
5
0
Strongly Agree Agree Neutral
SHOW UP WORK

From the above Table it is inferred that 46.7% of the respondents are neutral that usually

show up for work little early to get things read.36.7% Agree, 16.7% strongly agree.

TABLE NO: 4.18

TABLE SHOWING THE INVOLVEMENT IN WORK

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 15 30
Agree 23.3 46.7
Neutral 11.7 23.3
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100
Source: Primary data.

CHART NO: 4.18

CHART SHOWING THE INVOLVEMENT IN WORK

56
INFERENCE

50
RESPONDENTS 46.7
45
40
35
30
30
25 23.3
20
OF 15
% 10
5
0
Strongly Agree Agree Neutral
INVOLVEMENT IN WORK

From the above table it is inferred that 46.7% of the respondents agree that most

important thing that happen to me is showing involvement at work, 30% agree, and 23.3%

are neutral.

TABLE NO: 4.19

TABLE SHOWING THE PERFECTION IN WORK

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

RESPONDENTS
50 agree
Strongly 10 46.7 20
45
Agree40 23.3 46.7
35
Neutral 16.7 33.3 33.3
30
Disagree 0 0
25
20
Strongly
20 Disagree 0 0
OF15
TOTAL 50 100
% 10
5
0
Strongly Agree Agree Neutral
PERFECTION IN WORK

57
 INFERENCE
Source: Primary data.

CHART: 4.19

CHART SHOWING THE PERFECTION IN WORK

From the above Table it is inferred that 46.7% of the respondents agree that they are

really perfect at work while33.3% are neutral, and 20% strongly agree.

TABLE NO: 4.20

TABLE SHOWING THE DEPRESSION IN JOB

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 15 30
Agree 25 50
Neutral 10 20
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100
Source: Primary data.

CHART NO: 4.20

CHART SHOWING THE DEPRESSION IN JOB

58
INFERENCE

60
RESPONDENTS
50
50

40
30
30
20
OF 20
% 10

0
Strongly Agree Agree Neutral
DEPRESSION IN JOB

From the above Table it is inferred that 50% of the respondents agree that they feel

depressed when they fail at their job,30% strongly agree, while 20% are neutral.

TABLE NO: 4.21

TABLE SHOWING THE OTHER ACTIVITY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 15 30
45
Agree 20 40
RESPONDENTS 40
40
Neutral 11.7 23.3
35
Disagree 30 3.3 6.7
30
Strongly Disagree 0 23.3
0
25
Total 50 100
20
OF15
% 10 6.7
5
0
Strongly Agree Agree Neutral Disagree
OTHER ACTIVITY

59
INFERENCE
Source: Primary data.

CHART NO: 4.21

CHART SHOWING THE OTHER ACTIVITY

From the above table it is inferred that 40% of the respondents agree that they have other

activities more important than work while30% strongly agree, 23.3% are neutral, and 6.7%

disagree.

TABLE NO: 4.22

TABLE SHOWING STAYING IN HOME

50

33.3

13.3

3.3
60
% OF RESPONDENTS

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree
STAYING IN HOME

60
INFERENCE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 16.7 33.3
Agree 25 13.3
Neutral 6.7 23.3
Disagree 1.7 3.3
Strongly Disagree 0 0
Total 50 100
Source: Primary data.

CHART NO: 4.22

CHART SHOWING STAYING IN HOME

From the above Table it is inferred that 50% of the respondents agree that they often

feel to stay in their home instead of going to work while33.3% stronglyAgree,13.3% are

neutral and 3.3% disagree.

TABLE NO: 4.23

TABLE SHOWING AMBITIOUS ABOUT MY WORK

61
INFERENCE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 18.3 36.7
Agree 20 40
Neutral 11.7 23.3
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100
Source: Primary data.

CHART NO: 4.23

CHART SHOWING AMBITIOUS ABOUT MY WORK

From the above table it is inferred that 40% of the respondents agree that they are

more ambitious about the work while 36.7% strongly agree, and 23.3% are neutral.

TABLE NO: 4.24

TABLE SHOWING MY WORK IS SMALL

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 20 40
60
Agree
RESPONDENTS
RESPONDENTS
26.7 53.3 53.3
45
50
Neutral 3.3 40 6.7
40 36.7
40
Disagree
35
40
0 0
Strongly
30 Disagree 0 0
30 23.3
25
TOTAL 50 100
20
OF20
OF15
%
% 10 6.7
5
00
Strongly Agree
Strongly Agree Agree
Agree Neutral
Neutral
WORK
AMBITIOUS IS SMALL
ABOUT MY WORK

62
INFERENCE

Source: Primary data.

CHART NO: 4.24

CHART SHOWING MY WORK IS SMALL

From the above table it is inferred that 53.3% of the respondents agree that their

work is only a small part while 40% strongly agree, and6.7% are neutral.

TABLE NO: 4.25

TABLE SHOWING CARE ABOUT MY WORK

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 23.3 46.7
Agree 21.7 43.3
Neutral 5 10
Disagree 0 0
Strongly Disagree 0 0
TOTAL 50 100
Source: Primary data.

CHART NO: 4.25

CHART SHOWING CARE ABOUT MY WORK

63
INFERENCE

50 46.7
RESPONDENTS 43.3
45
40
35
30
25
20
OF 15
10
% 10
5
0
Strongly Agree Agree Neutral
CARE ABOUT MY WORK

From the above table it is inferred that 46.7% of the respondents strongly agree that

they used to care about their work before but now it is not that much important 43.3% Agree,

10% are neutral.

TABLE NO: 4.26

TABLE SHOWING WORK IS NOT MY LIFE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE%

Strongly agree 8.3 16.7
Agree
RESPONDENTS
60 25 50
Neutral 15 50 30
50
Disagree 1.7 3.3
40
Strongly Disagree 0 0
30
Total30 50 100
OF20 16.7
%
10
3.3
0
Strongly Agree Agree Neutral Disagree
WORK IS NOT MY LIFE

64
INFERENCE

Source: Primary data.

CHART NO: 4.26

CHART SHOWING WORK IS NOT MY LIFE

From the above table it is inferred that 50% of the respondents agree that work is not

only their life while30% are neutral, 16.7%strongly agree, 3.3%disagree.

TABLE NO: 4.27

ANALYSIS OF RESPONDENTS AVERAGE JOB INVOLVEMENT VERSUS

GENDER (USING T-TEST)

HYPOTHESIS:

H0: There is no significant difference among the gender and average job involvement of the

employee.

Ha: There is significant difference among the gender and average job involvement of the

employee.

GENDER N Mean Std. Deviation Std. Error Mean

Male 28 3.0480 .33537 .06338

avgjobinv Female
2 2.8429 .10102 .07143

65
INDEPENDENT SAMPLES TEST

Levene's Test t-test for Equality of Means

for Equality
of Variances

95% Confidence
Df Sig. Mean Std. Error
Interval of the
F Sig. t (2tailed Difference Difference
Difference
)
Lower Upper
Equal .403 .2051 .2414
variances 1.201 .282 .849 28 0 5 -.28948 .6996
assumed 9

Avgjob
Equal inv
variances 2.148 3.123 .117 .20510 .09549 -.09215 .5023
not 5
assumed

INFERENCE

An independent t-test has been conducted for finding the significance difference of job

involvement when compared to their gender. Male (M=3-0480; S.D=0.33537) Female

(M=2.8429; S.D=0.10102) There is no significance difference between of average job

involvement when compared to their gender. T (28) =0.849; P=0.403, H0 is accepted.

TABLE NO: 4.28

ANALYSIS OF RESPONDENTS AVERAGE JOB INVOLVEMENT VERSUS

MARITAL STATUS

(USING T-TEST) HYPOTHESIS:

66
INFERENCE:
H0: There is no significant difference among the marital status and average job involvement of

the employee.

Ha: There is significant difference among the marital status and average job involvement of

the employee.

MARITAL STATUS N Mean Std. Deviation Std. Mean Error

Married 29 3.0374 .33364 .06196

avgjobinv
Unmarried 1 2.9429 . .

INDEPENDENT SAMPLES TEST

Levene's t-test for Equality of Means

Test for

Equality of

Variances

95% Confidence

t Sig. Mean Std. Error Interval of the

F Sig. df
(2tailed) Difference Difference Difference

Upper

Equal
variances
assumed . .279 28 .783 .09458 .33935 -.60054 .78970
Equal
Avg .

Job inv

67
 variances . . . .09458 . . .
not assumed

An independent t-test has been conducted for finding the significance difference of job

involvement when compared to their marital status. Married (M=3.03374; S.D=0.33364)

Unmarried (M=2.9429) There is no significance difference between of average job

involvement when compared to their marital status.

T (28) =0.279; P=0.783, H0 is accepted.

TABLE NO: 4.29

ANALYSIS OF RESPONDENTS AVERAGE JOB INVOLVEMENT VERSUS AGE

(USING ONE WAY ANOVA)

HYPOTHESIS:

H0: There is no significant difference among the age and average job involvement of the

employee.

Ha: There is significant difference among the age and average job involvement of the

employee.

avgjobinv

Sum of Squares Df Mean F Sig.

Square

Between .349 3 .116 1.090 .371

Groups
2.776 26 .107
Within Groups

68
INFERENCE:
Total 3.126 29

69
 INFERENCE:

The above table shows that the output of the ANOVA analysis and whether there is a

statistically significant difference between our means. We can see that the significance value

is 0.371(i.e., p=0.371) which is above 0.05Therefore, H0 there is no statistically significance

difference in the mean of average job involvement between the age of the employee. Ho is

accepted.

TABLE NO: 4.30

Mean
Sum of Squares Df F Sig.
Square

Between .057 3 .019 .162

.921
Groups 3.068 26 .118

Within Groups 29
3.126
Total

ANALYSIS OF RESPONDENTS AVERAGE JOB INVOLVEMENT VERSUS

EXPERIENCE (USING ONE WAY ANOVA)

HYPOTHESIS:

H0: There is no significant difference among the experience and average job involvement of

the employee.

Ha: There is significant difference among the experience and average job involvement of the

employee

avgjobinv

70
INFERENCE:

The above table shows that the output of the ANOVA analysis and whether there is a

statistically significant difference between our means. We can see that the significance value

is 0.921(i.e., p=0.921) which is above 0.05 and Therefore, H0 there is no statistically

significance difference in the mean of average job involvement between the experience of

the employee.

H0 is accepted

TABLE NO: 4.31

TABLE SHOWING CORRELATION RELATIONSHIP BETWEEN AVERAGE

PERSONAL, AVERAGE EMPLOYEE AND AVERAGE JOB INVOLVEMENT

Avgpersonal avgemployee avgjobinv

Pearson Correlation 1 .208

.133
avgpersonal Sig. (2-tailed) .269
.483
30 30
N
30 .054
.208 1
Pearson Correlation
.775
.269
avgemployee Sig. (2-tailed) 30
30 30
N 1
.133 .054
Pearson Correlation
.483 .775
Sig. (2-tailed) 30
avgjobinv

71
 INFERENCE:
N 30 30

To find the relationship or associates between independent variables.

The dependent variables are average personal, average employee, average job involvement.

Variable1 Variable2 R value Status

Avgpersonal Avgemployee 0.208 Weak positive correlated

Avgpersonal Avgjobinv 0.133 Weak positive correlated

Avgemployee Avgjobinv 0.054 Weak positive correlated

72
 CHAPTER-V

FINDINGS, SUGGESTIONS

5.1 FINDINGS

• It is found that majority of the respondent are at the age group of 25-30

• It is found that majority of the respondent are male.

• It is found that majority of the respondent get a salary of 15000-20000.

• It is found that majority of the respondent have 11-20 years of experience.

• It is found that majority of the respondent are married.

• It is found that majority of the respondent strongly agree that their family members feel

good about the job

• It is found that majority of the respondent strongly agree that they avail the assignment

given by family members in the office related homework.

• It is found that majority of the respondent agree that they have time to do household

work.

• It is found that majority of the respondent strongly agree that they have adequate leisure

time.

• It is found that majority of the respondent strongly agree that there is no inference of

family or personal life at work.

• It is found that majority of the respondent agree that they consider the organizational

problem as their problem.

• It is found that majority of the respondent agree that the major satisfaction in their life

comes from the job they do’

• It is found that majority of the respondent are neutral in the case where they are ready to

work even when they are nor in the need of money.

73
• It is found that majority of the respondent agree that the job they do means a lot to them

rather than money.

• It is found that majority of the respondent agree that they are willing to stay to do over

time work to finish their work even if they are not paid for it.

• It is found that majority of the respondent agree that they can measure a person well by

they work they do.

• It is found that majority of the respondent are neutral in showing them up early to get

things read.

• It is found that majority of the respondent agree that most important thing that happen to

me is showing involvement at work.

• It is found that majority of the respondent agree that they are perfect at work.

• It is found that majority of the respondent agree that they feel depressed when they fail

at their job.

• It is found that majority of the respondent agree that they have other activities more

important than work.

• It is found that majority of the respondent agree that they often feel to stay in home

instead of going to work.

• It is found that majority of the respondent agree that they are more ambitious about their

work.

• It is found that majority of the respondent agree that their work is only a small part.

• It is found that majority of the respondent agree that they used to care about their before

but now it is not much important to them.

• It is found that majority of the respondent agree that work Is not only their life
T-TEST

• There is no significance difference between of Job involvement when compared to their

gender.

74
• There is no significance difference between of Job involvement when compared to their

marital status.

ONE WAY ANOVA

• There is no statistically significance difference in the mean of average job involvement

between the age of the employee.

• There is no statistically significance difference in the mean of average job involvement

between the experience of the employee.

CORRELATION

• The relationship between average personal and average employee is weakly positive

correlation.

• The relationship between average personal and average job involvement is weakly

positive correlation.

• The relationship between average employee and average job involvement is weakly

positive correlation

5.2 SUGGESTIONS

• In Order to Strengthen the Employee Involvement, The Company can enhance the

rewards and incentives for the best performance.

• The company can facilitate voluntary groups to ensure team work and better

involvement in the work

• As the employees have low involvement to do their work, company must adopt

strategies to improve them

• The company can concentrate on more recreation activities to reduce the stress and

depression caused by the work to the employees

• Good working environment must be provided to the employees to make them feel

comfortable to work.
75
 CHAPTER VI

CONCLUSION

Employee involvement is based upon the recognition that the success of any

organization is determined to a significant extent by the contribution of its employees.

Employee involvement programmers therefore seek to facilitate the involvement of

employees in the company. If one were to analyze the work patterns, nothing much separates'

one individual from another, and an employee is as good or as bad as the opportunity and the

environment he gets to work.

A conducive work environment, where every individual employee is seen as a leader,

actually helps to build better organization Today most of the organizations have realized that

the satisfy employee is not necessarily the best in terms of loyalty and productivity. It is an

engaged employee who is intellectually and emotionally bound with the organization, feels

passionately about its goals and is committed towards its values.

Kamal foam limited conducts such activities to engage or involve its employee and

provides a good work environment so that its people can be happy and most important

satisfier. People get equal chance to participate in the activities. They are involved in the

activates other than work. A comfortable work environment is there where every employee

feels comfortable.

APPENDIX

BIBLIOGRAPHY

BOOKS REFERRED

• Aswathappa, HUMAN RESOURCES AND PERSONNEL MANAGEMENT.

76
• Arora P.N. & Arora.S., STATISTICS FOR MANAGEMENT, Edition 2003 Kothari.

C.R. RESEARCH METHODOLOGY, Reprint Edition 2004.

• Gupta, S.P., and Gupta, M.P., Business Statistics, Published by person education

(Singapore) pvt. Ltd, 11th edition.

• Kothari C.R., Research Methodology, published by new age international (p) ltd., 2 nd

edition.

WEBSITES:

www.managementhelp.com

www.citehr.com www.iijrcm.com

www.thirdeyesight.com www.e-

shaw.org www.ccsenet.org/ijbm

QUESTIONNAIRE

Greetings!

The purpose of this Endeavour is to study the Job Involvement among employees

in your esteemed organization. Please fill in the following details.

1. NAME (optional) :

2. Age in years : a) 25-30 b) 31-35 c) 36-40 d) 41-45

3. Gender : a) Male b) Female

4. Salary : a) 15000-20000 b) 20000-25000 c) 25000-30000 d)
30000-35000

5. Experience in years : a) 1-10 b) 11-20 c) 21-30 d)

above 30

6. Marital Status : a) Married b) Single

77
 7. Mention the following for your case:

[a] SA for -Strongly Agree

[b] A for-Agree

[c] N for-Neutral

[d] DA for- Disagree

[e] SDA for- Strongly Disagree

S.NO STATEMENT SA A N DA SDA

Personal factors:

7 Family members feel good about my present job

8 Availed the assignment given by family members in the

office related home work

9 Got adequate time to cater the household work

10 Adequate leisure time available

11 Non-interference of my family or personal life

Employee loyalty factors

12 I feel organizational problems are my Problems

78
13 I live, eat and drink my job

14 The major satisfaction in my life comes from my job

15 I would preferably keep working even if I did not need the

money

16 Job means a lot to me than just money

Job involvement scale

17 I will stay over time to finish a job even if I am not paid

for it

18 You can measure a person pretty well by how good a job

he does

19 The major satisfaction in my life come from my job

20 I usually show up for work a little early to get things read

21 The most important things that happen to me involve my

work

22 I am really perfectionist about my work

23 I feel depressed when I fail at sometimes connected with

my job

24 I have other activities more important than work

25 I live eat and breath my job

26 I would probably keep working even if I did not need the

money

79
27 I quit often feel to stay in my home instead of going to

work

28 I used to more ambitious about my work

29 To me my work is only a small part

30 I used to care my work a lot before but now it’s not much

important to me

31 Only work is not my life

32. Any other suggestions to improve Job involvement among employees.

80