Industrial Define Problem (Idp)

7/30/2019 Industrial Define Problem (Idp)

http://slidepdf.com/reader/full/industrial-define-problem-idp 1/76

A PROJECT REPORT ON “EMPOYEESMORALE SURVY AT SIEMENSE INDIA

LTD.”



About he industry

About major companies in industries

Product profile Introduction of the study

Research methodology

Hypothesis framework

Data analysis and interpretation

My observation

Limitation

Conclusion/suggestion

Agenda of presentation



Overview of Indian power sector

Background: India's power market is the fifth largest in the

world. The power sector is high on India's priority as it offerstremendous potential for investing companies based on thesheer size of the market and the returns available oninvestment capital.

Almost 55 per cent of this capacity is based on coal, about 10 percent on gas, 26 per cent on hydro, approximately 5 per cent on

renewable sources, about 3 per cent on nuclear and 1 per cent ondiesel.

In the past five years, there has been a much greater emphasis ontransmission and distribution reforms.

About the industry



The government aims to provide "power to all" by 2012. To achieve

that promise, it will have to add as much as 1,00,000 MW of generationcapacity, cut AT&C losses substantially to below 20 per cent,

rationalize tariffs and ensure that average revenue realization isgreater than the cost of production. It will have to continue to push theprocess of reform and restructuring and ensure greater privateparticipation, in every segment.

In the past few years, there has been considerable growth in powerplants based on renewable sources of energy. The Plant Load

Factor (PLF) of generating plants has improved consistently overthe last 10 years. The share of thermal power as a proportion oftotal power generated has decreased from 71 per cent to 66.3 percent in the last decade. The share of hydro has increased to 26 percent from 25.7 per cent.

Continue…



Siemens India Ltd.:

Suzlon Energy:

GE (General electrical):

Alstom power in India:

PROFILES OF MAJOR

PLAYERS



ACCESS/Power Monitoring Medium Voltage Switchgear Bus way

Motor Control Centers Circuit Breakers Panel boards Controls Switchboards Critical Power

Switches Lighting Control Surge Protection WL Low Voltage Switchgear Transformers Vertical Markets

PRODUCT PROFILE( POWER RELATED PRODUCTS MADE BY POWER COMAPNY)



Early research into employee morale was generally directed

toward the fostering of group rapport or group solidarity and theinternalization of management goals by employees.

For "good" morale or a high level of morale to be maintained in awork group, some other conditions must be present. Among themost important of these are some measure of "success" in achievinggroup goals and some kind of individual and personal satisfaction.It therefore became necessary to study both the work group andthe individual. Studies of the individual have centered on his

prevailing needs, expectations’, attitudes, and motives. As a result, some of the most significant work in the area of human

motivation has been done in industrial settings (Baehr, Melany &Richard, Renck, 1958).

REVIEW OF LITERATURE



one of man's strongest characteristics is to be continuously associated with his

fellows (Jackofsky & Ellen, 1984). The investigations at the Hawthorne plant ofthe Western Electric Company during the years 1927-1932 led to the conclusionthat overriding the effect of changes in physical working conditions (such as

levels of illumination, wage incentives, hours of work, length and position ofrest pauses) upon output were the feelings and sentiments attached to being anintegrated part of a special work group. The investigations made a verysignificant contribution in calling attention to the existence and importance ofthe "social" motives in industry and in showing the need to investigate thepattern of group activity.

. Among the most systematic approaches to a theory of motivation appliedto both individual and group patterns of behavior is the "field theory" as

formulated by Lewin. Author (2001) has summarized the findings ofindividual studies applying field theory which have helped establish theimportance of the view earlier formulated by the Hawthorne investigators.Levels of motivation and morale are not necessarily the end effects ofspecific incentives

Continue…



In 1958 (Baehr, Melany & Richard, Renck) Levels of motivation and

morale are a result of the total work situation and of its manyoverlapping dynamic interrelations which involve both theindividual and the smaller groups in a larger social field

Continue…



Employee Morale refers to an attitude of satisfaction with a desire

to continue and strive for attaining the objectives of a factory.Morale is purely emotional. It is an attitude of an employee

towards his job, his superior and his organization. It is not staticthing, but it changes depending on working conditions, superiors,fellow workers pay and so on.

Morale may range from very high to very low. High Morale isevident from the positive feelings of employees such as

enthusiasm; desire to obey orders, willingness to co-operate withcoworkers. Poor or low Morale becomes obvious from the negativefeelings of employees such as dissatisfaction, discouragement ordislike of the job.

INTRODUCTION



Morale is a fundamental psychological concept. It is not easy to define.

Morale is the degree of enthusiasm and willingness with which themembers of a group pull together to achieve group goal. It has been

defined differently by different authors. Different definition of Moralecan be classified into three major approaches.

1) Classical approach

2) Psychological approach

3) Social approach

1. Classical approach: According to this approach the satisfaction of basic needs is the

symbol of Morale. According to Robert M. Guion "Morale isdefined as the extent to which the individual perceives thatsatisfaction stemming from total job satisfaction".

Definitions



2. Psychological Approach:

According to this approach Morale is psychological concept i.e.,state of mind. According to Jurious Fillipo “Morale is a mentalcondition or attitude of individual and groups whichdetermines their willingness to cooperate".

3. Social Approach:

According to some experts Morale is a social phenomenon.

According to Davis "Morale can be defined as the attitudes ofindividual and groups towards their work environment andtowards voluntary cooperation to the full extent of their abilityin the best interest at the organization".

Continue…



Employee Morale plays vital role in the origination success. High

Morale leads to success and low Morale brings to defeat in itswake. The play of Morale is no less important for an industrial

undertaking. The success of failure of the industry much dependsup on the Morale of its employees.

Types of Morale:

High Morale:

Low Morale:

Importance of Employee Morale



To know and analyze the employees' morale at Siemens India

Ltd.

Today, in human resources management, employees areconsidered as the main actors and valuable capitals oforganizations.

Morale is one of the outstanding dimensions of healthyorganization. High morale is associated with the job satisfaction,creativeness and innovation, job honorability, commitment to

organization, eagerness to satisfy group objective instead ofindividual objectives and finally improving the organizationalperformance.

Problem Statement



To gauge the condition of employee morale at Siemens

To know how they feel about this organization & its workenforce.

To identify the areas where employees experience low morale.

Objective of the Study



The following testable hypothesis was formulated to guide

attainment of the research objectives. By using statistical tool,researcher was interested to know whether there is relationship

between transparent culture and employees’ morale

H0: There is an association between transparent culture andemployee happiness for enhancing moral.

H1: There is no association between transparent culture andemployee happiness.

Hypothesis framework



I have undertaken Descriptive Research Design for my research

work. Descriptive Research survey and fact finding inquiries ofdifferent kind. The major purpose of descriptive research is

descriptive the state of affairs, as it exist at present. The maincontrol over the variable; he can only report what has to discoverthe even when there he cannot the variable.

Sources Of Data:

Primary source

Secondary Sources

Research design



Quantitative Data Collection Method The Quantitative data collection methods rely on random sampling

and structured data collection instruments that fit diverse experiences

into predetermined response categories. They produce results that areeasy to summarize, compare, and generalize.

Interview Method The interview method of research, typically, involves a face-to-face meeting

in which a researcher (interviewer) asks an individual a series of questions.

Structured Questionnaire

A questionnaire is a research instrument consisting of series ofquestions, arranged in an order, aimed at gathering informationfrom respondents. A questionnaire is a series of written questionsa researcher supplies to the prospective respondents, requestingtheir response

Data collection



Qualitative Data Collection Method

Qualitative data collection methods play an importantrole in impact evaluation by providing information usefulto understand the processes behind observed results andassess changes in people’s perceptions of their well-being.

The qualitative methods most commonly used inevaluation can be classified in three broad categories:

In-depth interview

Observation methods

Document review

Continue…



Population A population can be defined as including all people or items

with the characteristic one wish to understand. Population for

my Research work is all the employees working at the bottomlevel at Siemens India Ltd. and its size comprise of is 85employees.

Sampling method The methods used in drawing samples from a population

usually in such a manner that the sample will facilitatedetermination of some hypothesis concerning the population.

It is quite difficult to conduct census study in terms of coveringall employees at Siemens. So I have relied on sample study byselecting samples through Convince Sampling Method whichwill be representative of census population.

Continue…



Sampling frame

A sampling frame is the source material or device from whicha sample is drawn. A Sample frame of my study is bottom levelemployees working at Siemens India Ltd.

Sample size

A sample size of my study is 50 permanent bottom levelemployees working at Siemens India ltd.

Data collection instrument

I have relied on Questionnaire Method for collecting primarydata to carry out Research Work. The Questionnaire will becombination of both Close ended and open ended questions

Continue…



SCALE FREQUEN

CY PERCENTAGE

NEVER 0 0 RARELY 0 0

SOME TIMES BUT NOT

VERY OFTEN 10 20

OFTEN BUT NOT ALWAYS 22 44 ALWAYS 18 36 TOTAL 50 100

1. Respondents view regarding happiness to come to work early morning.

0 010

22 18

50

0 0

20

4436

100

0

20

40

60

80

100

120

NEVER RARELY SOMETIMES

BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL

RESPONDENT PERSENTAGE

Interpretation: From the above graph and table, it can be interpreted that 36%respondents are happy to come to work early morning while 44% respondedthat they are often happy to come to work but not always and 20% viewedthat they are sometimes happy to come to work but not very often.



SCALE RESPOND

ENT PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 10 20

OFTEN BUT NOT

ALWAYS 26 52

ALWAYS 14 28 TOTAL 50 100

2. Respondents’ opinion regarding performing work without fear.

0 010

2614

50

0 0

20

52

28

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, majority 52% of

respondents agreed that they often but not always perform work withoutfear, while 28% respondents viewed that they always perform workwithout fear & very few 20% said that they sometimes perform workwithout fear but not very often.



SCALE FREQUEN

CY PERCENTA

GE NEVER 0 0

RARELY 2 4 SOME TIMES BUT NOT

VERY OFTEN 14 28

OFTEN BUT NOTALWAYS 27 54 ALWAYS 7 14 TOTAL 50 100

3. Respondents view regarding security in employment.

0 214

27

7

50

0 4

28

54

14

100

0

20

40

60

80

100

120

NEVER RARELY SOME

TIMESBUT NOT

VERYOFTEN

OFTEN

BUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 54% of the respondentsagreed that they often but not always feels secured about theiremployment, 28% respondents said that sometimes but not very oftenthey feel secured about their employment but very few 14% ofrespondents feel always secured about their employment



SCALE FREQUENC

Y PERCENTA

GE NEVER 0 0


VERY OFTEN 14 28

OFTEN BUT NOT ALWAYS 17 34


4. Respondents view regarding their feeling for being supported valued &appreciated.

06

14 17 13

50

012

2834

26

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, it can be interpreted that

34% of respondents agreed that they are often but not always feelsupported & appreciated for their work, 28% respondents said sometimesbut not very often as well as 26% respondents always feel supported andappreciated for their work.



SCALE FREQUENC

Y PERCENT

AGE NEVER 0 0


VERY OFTEN 19 38

OFTEN BUT NOT

ALWAYS 21 42


5. Respondents’ opinion for having access to manager/supervisor whenneeded for making decision.

07

19 21

3

50

014

38 42

6

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 42% of respondentsagreed that often but not always they have an access tomanager/supervisor when needed for making decision, when 38% ofrespondents that they sometimes but not very often have an access tomanager/supervisor when needed for making decision.



SCALE FREQUENC

Y PERCENT

AGE NEVER 0 0


VERY OFTEN 16 32

OFTEN BUT NOT

ALWAYS 15 30


6. Respondents view regarding their awareness of expectation in job.

0 216 15 17

50

0 4

32 30 34

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, it can be interpreted thatmajority 34% respondents always knows what is expected from them.Whereas 32% of respondents agreed that some time but not very oftenthey are aware of what is expected from them. 30% agreed that often butnot always they are aware of what is expected from them.



SCALE FREQUENC

Y PERCENT

AGE NEVER 0 0


VERY OFTEN 9 18

OFTEN BUT NOT

ALWAYS 20 40


7. Respondents’ opinions regarding adequate training, authority &resources given to them for doing their job.

0 29

20 19

50

0 4

18

40 38

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table showed that 40% ofrespondents viewed that they are often but not always given the training& resources to perform the job, Where 38% of respondents agreed thatthey are always getting training, authority as well as resources to performthe job. Only 18% responded that they sometimes but not very often getadequate training, authority & resources for doing their job.



SCALE FREQUENC

Y PERCENT

AGE NEVER 3 6


VERY OFTEN 20 40

OFTEN BUT NOT

ALWAYS 9 18


8. Respondents view regarding receiving feedback on how they perform job that is helpful & not critical.

3 4

209 14

50

6 8

40

1828

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, it can be interpreted that40% of the respondents viewed that sometimes but not very often theyreceive feedback on how they perform their job whereas 28% is the nextlevel of respondents saying always they receive feedback on how they willperform. Only 18% viewed that often but not always they receive feedbackon performing job that is helpful and not just critical.



SCALE FREQUEN

CY PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 15 30

OFTEN BUT NOT

ALWAYS 24 48


9. Respondents’ response regarding safe working environment providedphysically and mentally & free of harassment.

06

1524

5

50

012

30

48

10

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 48% of the respondentssaid that often but not always they are provided with safe workingenvironment physically and mentally and free of harassment. Whereas30% of the respondents agreed that sometimes but not very often they areprovided with safe work environment.



SCALE FREQUENCY PERCENTAGE NEVER 0 0

RARELY 7 14 SOME TIMES BUT

NOT VERY OFTEN 20 40


10. Response showing feeling of respondents for their accomplishment &pride.

07

20 20

3

50

014

40 40

6

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation From the above graph and table, 40% of same level

respondents that are sometimes but not very often as well as often but notalways have feeling of accomplishments and pride, only 14% ofrespondents rarely having feeling of accomplishments.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 23 46


11. Respondents’ views showing sufficient responsibility given to them intheir job.

06

2315

6

50

012

46

30

12

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 46% of the respondents

agreed that sometimes but not very often they have sufficientresponsibility in their job, also 30% of the respondents often but notalways viewed that sufficient responsibility given to them, and 12%respondents in same level rarely and always have sufficient responsibilityin their job.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 20 40

OFTEN BUT NOT

ALWAYS 19 38


12. Respondents view regarding whether duties of their position areclearly defined or not.

0 4

20 197

50

08

40 38

14

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 40% respondents said thatthey sometimes but not very often know duties of their position is clearlydefined, 38% respondents said that they often but not always know dutiesof their position in clearly defined, and 14% respondents said that theyalways know his duties of their position is clearly defined.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 25 50

OFTEN BUT NOT

ALWAYS 14 28


13. Respondents’ opinions showing treatment given to them in forms ofequality & respect.

0 2

2514 9

50

0 4

50

2818

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 50% of majority

respondents agreed that sometimes but not very often they are giventreatment in forms of equality & respect, while 28% said that often but notalways they are given treatment in forms of equality & respect, and 18%respondents said that they are always given treated in forms of equality &respect.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 15 30

OFTEN BUT NOT

ALWAYS 23 46


14. Opinion showing respondents ability to maintain reasonable balancebetween their family life and work life.

0 415

23

8

50

08

30

46

16

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 46% respondents said that

often but not always they are able to maintain balance between family andwork life, and 30% of them said that sometimes only the balance can bemaintained but not very often, and 16% can always maintain the equality.



SCALE FREQUEN

CY PERCENT

AGE NEVER 0 0


VERY OFTEN 19 38

OFTEN BUT NOT

ALWAYS 17 34 ALWAYS 9 18 TOTAL 50 100

15. Respondents’ views showing fair & equal opportunity to air grievancesin safe environment without fear of persecution.

0 5

19 179

50

010

38 34

18

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graphical analysis we can depict that 38%respondents feel that there is an equality opportunity to air grievanceswithout any fear, 34% of them said that often but not always and 18%agreed that always they have fair & equal opportunity to air grievances insafe environment without fear of persecution



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 15 30

OFTEN BUT NOT

ALWAYS 28 56


16. Respondents’ views showing their happiness with pay levels.

0 515

28

2

50

010

30

56

4

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation From the above graph it can concluded that 56%respondents are often but not always happy with the pay level and 30% ofthem said sometimes but not very often they are happy with the paylevels.



SCALE

FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 13 26

OFTEN BUT NOT

ALWAYS 19 38


17. Respondents’ views showing their happiness with the employeereview system.

17

1319

10

50

214

2638

20

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph 38% of the respondents said thatoften but not always they feel happy for review system, while 26% aresometime but not very often satisfied with review system.



SCALE

FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 18 36

OFTEN BUT NOT

ALWAYS 18 36


18. Respondents’ opinions regarding their involving and decisionsaffecting their work.

19

18 18

4

50

2

18

36 36

8

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table 36% of respondentsopined some times and often they are involved and decision affecting theirwork but not very often and always, where 18% of respondents rarelytheir involving and decision affecting their work.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 20 40

OFTEN BUT NOT

ALWAYS 13 26


19. Opinion showing employee participation in problem solving.

111

2013

5

50

2

22

40

26

10

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 40% of respondents said

that sometimes but not very often they participate in problem solving, 26%of respondents opined that often but not always participate in problemsolving, while 22% respondents say that rarely they participate in problemsolving.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 28 56

OFTEN BUT NOT

ALWAYS 8 16


20. Respondents’ views showing support that they receive from managerin their professional development.

110

28

8 3

50

2

20

56

166

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table it can be interpretedmajority of respondents (56%) agreed that their manager support themsometimes but not very often in their professional development, and 20%respondent agreed that their manager rarely support them in theirprofessional development.



RESPOSES RESPON

DENT PERSEN

TAGE NEVER 0 0


VERY OFTEN 22 44

OFTEN BUT NOT

ALWAYS 17 34


21. Opinion regarding whether manager ensures that employees arerecognized and appreciated for they are efforts.

06

2217

5

50

012

4434

10

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 44% respondents says thattheir manager sometimes but not very often ensure that employees arerecognized and appreciated for there are effort, 34% respondents believesthat their manager often but not always ensure that employees arerecognized and appreciated for there are effort.



SCALE

FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 15 30


22. Respondents’ feeling regarding fair opportunity for advancement inthe company.

010 15 13 12

50

0

2030 26 24

100

0

20

40

60

80

100120

NEVER RARELY SOMETIMESBUT NOT

VERYOFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, it can be interpreted 32%

of respondents believe that sometimes but not very often workload isfairly allocated, 26% of respondents believes that always the load of workis being allocated.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 16 32

OFTEN BUT NOT

ALWAYS 10 20


23. Respondents’ opinions showing whether work load is fairly allocatedamong them.

110

1610 13

50

2

2032

2026

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, it can be interpreted 32%of respondents believe that sometimes but not very often workload isfairly allocated, 26% of respondents believes that always the load of workis being allocated.



SCALE FREQUENC

Y PERCENT

AGE NEVER 1 2


VERY OFTEN 19 38

OFTEN BUT NOT

ALWAYS 9 18


24. Opinion showing whether employees are enjoying their job and beliefthat they have secure future in the company.

17

199 14

50

214

38

1828

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation:From the above graph and table, 38% of the employeebelieves that they enjoy what they do and they find job security and 28%of the people feel as always.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 19 38

OFTEN BUT NOT

ALWAYS 7 14 ALWAYS 7 14 TOTAL 50 100

25. Opinion showing whether new employees are given through oriented.

6 1119

7 7

50

1222

38

14 14

100

0

20

40

60

80

100

120

NEVER RARELY SOMETIMESBUT NOT

VERYOFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, show that 38% of the

respondents feel that orientation is given quite often and 22% feel thatrarely orientation is given to them, 14% off them feel that orientations isgiven to them always



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 25 50

OFTEN BUT NOT

ALWAYS 10 20


26. Respondents’ views showing satisfaction with the professionalismshown by there are fellow peers and management.

07

25

10 8

50

0

14

50

20 16

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 50% of the employeebelieve that a professional them sprit prevails among them and 20% feel itas quite often.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 16 32

OFTEN BUT NOT

ALWAYS 15 30


27. Views showing employee turnover in the company.

111

16 157

50

2

2232 30

14

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, the level of turnover is30% of the employee feels it as quite often and 22% of employee feel theturnover is rarely.



SCALE

FREQUENCY PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 24 48

OFTEN BUT NOT

ALWAYS 10 20


28. Respondents views regarding senior management openness andhonesty.

4 7

24

105

50

814

48

2010

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, 48% of the employee feelsthat the senior support of top managements is there but not always and20% feel as often.



SCALE



SOME TIMES BUT NOT

VERY OFTEN 18 36

OFTEN BUT NOT

ALWAYS 24 48


29. Respondents views showing presence of internal communicationsystem in the company.

0 518

24

3

50

010

3648

6

100

0

20

40

60

80

100120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, the flow ofcommunication is often but not always for 48% of communication, and36% feel that sometimes the communication is there but not very often.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 19 38

OFTEN BUT NOT

ALWAYS 19 38


30. Respondents’ opinion regarding how well the company is managedand their trust on leadership.

0 3

19 199

50

06

38 38

18

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, good quality of leadershipprevails accordingly 38% of the employed and 18% of them feel thatleadership is always.



SCALE FREQUENC

Y PERCENT

AGE NEVER 0 0


VERY OFTEN

17 34

OFTEN BUT NOT

ALWAYS 20 40


31. Respondents’ opinion showing employee benefits provided by thecompany.

0 5

17 20

8

50

0 10

3440

16

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, Employee benefits areoften accordingly to 40% of employee and 34% feel that sometimes theemployee benefits are there.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 14 28

OFTEN BUT NOT

ALWAYS 20 40


32. Respondents’ views regarding moral that they enjoy in the company.

1 214

2013

50

2 4

2840

26

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, Employee morale is oftenseen accordingly to 40% of employee and 28% feel sometimes and 26% asalways.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 21 42

OFTEN BUT NOT

ALWAYS 19 38


33. Respondents’ opinions whether company consistently fosters goodemployee relations and morale.

0 4

21 196

50

08

42 38

12

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, there is a good employeerelation accordingly to 42% of employees as sometimes and accordingly to38% of them it is often.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 16 32

OFTEN BUT NOT

ALWAYS 15 30


34. Respondents’ opinion showing their commitment to the company’ssuccess and pride they take in their success.

0 2

16 15 17

50

0 4

32 30 34

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, organizationcommitments is consistently seen in 34% of employees 32% feel assometimes 30% as often.



SCALE FREQUENC

Y PERCENTAGE


SOME TIMES BUT NOT

VERY OFTEN 19 38

OFTEN BUT NOT

ALWAYS 18 36


35. Opinion regarding employee’s optimism about the future of thecompany.

0 0

19 1813

50

0 0

38 3626

100

0

20

40

60

80

100

120


BUT NOTVERY

OFTEN

OFTENBUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, sometimes 38% ofemployees feel that optimistic future is there for them and 36% feel asoften.



SCALE



SOME TIMES BUT NOT

VERY OFTEN 10 20

OFTEN BUT NOT

ALWAYS 22 44


36. Opinion showing overall happiness with job and place in the company.

0 010

22 18

50

0 0

20

4436

100

0

20

40

60

80

100120

NEVER RARELY SOME

TIMESBUT NOTVERY

OFTEN

OFTEN

BUT NOTALWAYS

ALWAYS TOTAL


Interpretation: From the above graph and table, happiness is seen in 44%

of employed as often and 36% of them as always.



Employees at Siemens are often happy to come to work but not always

Maximum employees agreed that they often but not always perform work without

fear; very few said that they sometimes perform work without fear but not veryoften.

Employees agreed that they often but not always feels secured about theiremployment and very few feel always secured about their employment.

Employees at Siemens are often but not always feel supported, valued andappreciated for their work, and they have often but not always an access tomanager/supervisor when needed for making decision

Employees are always aware of their expectation in job.

In Siemens, employees are often but not always given the training & resources toperform their job, and few no. of employees said that the sometimes but not veryoften they get adequate training, authority and resources for doing their job.

Employees are viewed that sometimes but not very often they receive feedback onhow they perform their job, and few of them viewed that often but not always they

receive feedback on performing job that is helpful and not just critical. Employee often but not always is provided with safe working environment

physically and mentally and free of harassment, and few of them said they alwaysget safe working environments physically and mentally & free of harassment.

In Siemens employees same level respondents that are sometimes but not very oftenas well as often but not always have feeling of accomplishments and pride, and fewof them rarely have any feeling of accomplishments.

Result & Findings

Employees agreed that sometimes but not very often they have sufficient



responsibility in their job, and few of them rarely and always have sufficientresponsibility in their job.

Siemens employee sometimes but not very often knows duties of their position, andfew of them rarely know this duty of their position and it is clearly defined.

Employees in company sometimes but not very often are given treatment in forms ofequality & respect, and few of them rarely given treatment in forms of equality &respects.

In Siemens Company majority employees often but not always are able to maintainbalance between family and work life, and few of them rarely are able to maintainthe balance.

Siemens employees feel that there is a quality opportunity to air grievances without

any fear, and few of them rarely have fair and equal opportunity to air grievances insafe environment without fear of persecution.

In company employees are often but not always happy with the pay level, and few ofthem are always happy with the pay levels.

In Siemens company employees that their often but not always feel happy for reviewsystem, and few of them are never satisfied with review systems.

Employees of Siemens are sometimes opened and often they are involved indecisionaffecting their work, and few of them said that they are never involved in decisionaffecting their work.

Employees said that sometimes but not very often they participate in problemsolving, and few of them never participate in problem solving.

In company employees agreed that their manager support them sometimes but notvery often in their professional development and few no. of people said that they

rarely support them in their professional development.

In Siemens Company Employee says that their manager sometimes but not very



often ensure that employees are recognized and appreciated for there are effort, andfew no. of employees says always manager recognized and appreciate their effort.

Siemens Employees agreed that they are sometimes but not very often provided fairopportunity for advancements, and few of them rarely agreed that they are providedfair opportunity advancement in the company.

In Siemens Company employees believe that sometimes but not very often workloadis fairly allocated, and few of them rarely believe in.

In Siemens company employees believes that they enjoy what they do and they find job security, and few of them rarely believes in.

Siemens company employees feel that orientation is given quite often, but few no. ofemployees never feel that.

Employees believe that a professional spirit prevails among them, and few of themfeel is as quite often.

It is found that sometimes but not very often there is employee turnover in thecompany.

In Siemens company employees sometimes but not very often feels that seniormanagements exhibit openness & honesty.

Employees viewed that often but not always there is a presence of internalcommunication in the company.

Majority of the employees has the same view that often but not always andsometimes but not very often company is able to manage well and they have trust onleadership

Employees benefits are often but not always provided by the company

In the company employee often but not always enjoy good morale, and few said they

always enjoy good morale in the company.

Company sometimes but not very often consistently fosters good employee



Company sometimes but not very often consistently fosters good employeerelation and morale, and few no. of employees viewed that company rarelyconsistently fosters good employee relation and morale.

In Siemens Company employees said that they are always committed to

company’s success and take pride in that success and few of them often butnot always are committed.

In the Siemens Company employees sometimes but not very often areoptimistic about their future in the company but few no. of them arealways optimistic about the future of the company.

Siemens company employees often but not always are happy with their job

and place in the company, but few no. of them are sometimes but not veryoften happy with their job and place in the company.



Step 1: Set up hypothesis:

H0: There is an association between transparent culture and employee happinessfor enhancing moral.

H1: There is no association between transparent culture and employeehappiness.

Step 2: set up suitable significant level. We will test the validity of Ho against that H1 at a certain level of significant. For my research work and hypothesis, I will take 95% significance level

Step 3: Test Statistic: For the hypothesis testing I have relied on non-parametric test because the

properties are matching with non-parametric test.

Properties:- It not the normal distribution The sample size is more than 30. So I have to rely upon the non-parametric test. The test which can be used to

compare hypothesis chi-square to check.

Hypothesis testing andinterpretation

Step 4: Calculation:



Case Processing Summary

Cases Valid Missing Total

N Percent N Percent N Percent Revised * Emp Moral 50 100.0% 0 .0% 50 100.0%

Step 4: Calculation: Table case processing summary

Employee morale crosses tabulation

Employee Moral Cross tabulation Count

Emp Moral Total

1 2 Revised 1 11 24 35

2 0 15 15 Total 11 39 50



Chi-Square Tests Value Df Asymp. Sig.

(2-sided) Exact Sig.(2-sided) Exact Sig.

(1-sided) Pearson Chi-Square 6.044a 1 .014

ContinuityCorrectionb 4.351 1 .037

Likelihood Ratio 9.117 1 .003 Fisher's Exact Test .021 .011 Linear-by-Linear

Association 5.923 1 .015 N of Valid Cases 50

Chi-square test

Step 5: Making Decision: The table provides required information of Chi-Square test. Thevalue of Pearson Chi-Square is 6.044 and associated significance

value is .o14 (which is less than 0.05). Therefore, the nullhypothesis is rejected

Conclusion:We say there is association between open & transparent cultureand employee happiness for enhancing Employee Morale.



The study is only limited at Siemens India Ltd.

The study was on 50 selected employees, so their

need not be the universal opinion.Workers are always busy in their work. It may not

have given clear answer.

The study is to taken up for the academic purpose.

Data arrangement and calculation in SPSS software. The report made under company rules and policies.

Limitation Of study



CONCLUSION

Morale is psychological concept. Morale is not a cause but ratherthe effect or result of many going away. Morale drifters fromperson to person, industry to industry, level of education age,nature of work etc. Morale may be range from very high to verylow.

By this study it is clear that various factors which influencesmorale and productivity of the employees each as Social Securitymeasures, welfare facilities, salary status, Bonus, heath condition,shift system and recognition of work are getting much importance.

To conclude employee morale plays very important role in everyorganization. Good employee morale helps to success of theorganization. Unless an employee has poor morale if always apossibility of employee disharmony and also affect smoothrunning of the organization.

Conclusion And Suggestion



SUGGESTION To improve Better teamwork with your colleagues, Better employee

relations if you’re a manager, more satisfied customers if you’re in aservice job, improved sales if you’re a sales person.

We don’t just take the easy road when it comes to making change forpeople, we do whatever it takes. We work with people from allbackgrounds, religious beliefs, cultures and races. We treat all people withrespect and without discrimination.

Employees need emotional security above everything else to prosper orreally be that productive at work place.

Recognize hard work / good work done in a transparent manner. Rewardsuch people. If the work done is appreciated and rewarded in a transparent

manner, that itself goes a long way to making an employee feel moresecure. Employees expect their boss to be human. Owning up to your mistakes is

perhaps the best way of connecting with employees. "The management canalso ensure that senior employees don't get away with mistakes, andensure the rules are the same for everybody, irrespective of rank”.

Continue…



Though expectations vary among individuals, three basic needs are common to

most people: To engage in work that is interesting and that provides a sense of

accomplishment.

To feel that the job offers economic stability. To grow toward personal potential.

You can impact training and development significantly through theresponsibilities in an employee’s current job. Expand the job to include new, higher level responsibilities. Reassign responsibilities that the employee does not like or that are

routine.

Provide more authority for the employee to self-manage and makedecisions. Professionals in the industry of employee research say offering general

feedback opportunities are important — open-office policies or meeting withmanagers — but specific targeting of issues can help guide your companythrough difficult times.

Continue…

Occupational health and safety (the physical work environment) encompasses



Occupational health and safety (the physical work environment) encompassesthe promotion and maintenance of the physical, mental and social well-being ofworkers. It includes reducing work-related injury, illness and disability byaddressing the hazards and risks of the physical environment. Reducingphysical job hazards can also reduce stress employees may feel in the

workplace. Guidelines to improve employee sufficient responsibility: (1) determine

whether a worksite problem can be solved by training; (2) determine whattraining, if any, is needed; (3) identify goals and objectives for the training; (4)design learning activities; (5) conduct training; (6) determine the effectivenessof the training; and (7) revise the training program based on feedback from

employees, supervisors, and others. A decade back, employees used to have fixed working hours or rather a 9 to 5

job from Monday to Friday. The boundary between the work and home hasdisappeared with time. But with globalization and people working acrosscountries, the concept of fixed working hours is fading away. Instead of just 7or 8 a day, people are spending as much as 12-16 hours every day in office.

It must set a pay policy stipulating how well it will pay its employees relative tothe market (i.e., what competitors pay for similar jobs). The determination of apay policy is a crucial step in the design of a pay system. If pay rates are set toolow, the organization is likely to experience recruitment and turnoverproblems. If set too high, however, the organization is likely to experiencebudget problems that ultimately may lead to higher prices, pay freezes, andlayoffs.



Develop 360 degree feedback is to assist each individual to understand his orher strengths and weaknesses, and to contribute insights into aspects of his or

her work needing professional development. Participating in the design process, employees begin to act in ways that go

beyond their narrow job descriptions in order to contribute to organizationaleffectiveness. They begin to apply a wider range of ability, knowledge andexpertise to organizational problems. Hence, employees gain experience indevoting more effort, knowledge and time to the organization. Over time, theself-design process normalizes these behaviors, generating a climate of high

employee engagement.

Managers must:

Support the development and training of their subordinates.

Determine the job-related knowledge, skills, abilities and experiencesemployees need to effectively accomplish the work of the organization.

Counsel, coach and guide employees in their professional developmentplanning.

Help the employee define the short- and long-term development and trainingneeds.

Organizations must:

Assure an organizational structure exists that supports the required knowledge,



g pp q gskills, abilities and experience development of its employees.

Provide resource money and time for development to occur.

Revise the company mission statement to include all employees and departments toensure each employee feels as though they are an integral part of the company’s

future. A company provides just like most important factor in considering a job offer is

salary. For others, job security is of primary importance. Also high on the list ofconsiderations are benefits and perks. When considering perks, the desire to work ina comfortable, casual environment where employees can set their own workschedule, have an option to telecommute, and where there is a a casual dress code,are all important.

There are also a number of ways to ensure your employees enjoy a healthy senseof high morale in the workplace.

Use variety. What motivates one employee won’t necessarily motivate another.Employees have different ideas and expectations for their jobs, so offering variedmorale boosters is the best way to impact employee morale across the board.

Allow employees a sense of ownership in their jobs. Invite and encourage their

ideas and input. Let them know that you value them and their opinions. Implementtheir suggestions when feasible, and if you’re unable to do so, explain why you can’t.Treat your employees with respect and it will go a long way in helping them to do abetter job and remain loyal to your company.

Recognize their efforts. A simple thank you note or card for a job well done, abirthday card, get well card or company anniversary card are simple, inexpensiveways to acknowledge your employees and let them know how much you appreciate

them and they work they do.



Help them improve. Most employees want to do a good job. You can

offer them training opportunities in a variety of subject areas related tospecific tasks, customer service, leadership and more. Helpingemployees feel better about them will help them feel better about thecompany. ELearning courses can easily be taken online for littleexpense, yet they will still give a tremendous boost to morale and jobsatisfaction.

Make it fun! Sure, you have a job to get done, but making workfun will build morale quicker than almost anything else you cando. Allow for interaction. Provide activities outside work. Host acompany picnic, or a barbecue at your home. Hold a “bring your

kids to work day” or a visitors day where family members arewelcome to come in and view what your employees do. Rememberthat your employees are people first and workers second. Treatthem as such and morale will naturally remain high.

Industrial Define Problem (Idp)

Documents

Transcript of Industrial Define Problem (Idp)