Lalchandani NH Thesis BM
Lalchandani NH Thesis BM
Lalchandani NH Thesis BM
+
2
1
2
2
=
+
74 167 72 45
20 896
120
17 756
33
. .
. .
Z = 2.038
Z Value (calculated) = 2.038
Table Value (at 5% level of significance) = 1.96
Conclusion :
As per the table 6.20 the average score points of married employees is 74.167 and
unmarried employees is 72.45. Thus, there is difference. Now, applying Z test to measure
the significance of difference between mean score of married and unmarried employees it
was found that Z value is 2.038 which is greater than the table value 1.96 at 5% level of
significance. Hence, null hypothesis is rejected. It means that there exists a significant
difference in the mean scores of motivation levels of the married and the unmarried
employees of the SSIs. In other words, the average score of motivation of the married
employees is higher than the average score of motivation of the unmarried employees.
This shows that married employees are relatively more motivated than the unmarried
employees.
248
(2) There is no significant difference in the motivation level of employees having
different educational qualifications.
Null Hypothesis (Ho)
PG = G = UG = ill
Alternative Hypothesis (Ha )
PG G UG ill
Table 6.21
Educational Qualifications
PG G UG Ill Total
Motivational
Score
Category
No. % No. % No. % No. % No. %
65 to 69 03 9.37 00 - 19 32.20 04 19.05 26 17
70 to 74 08 25 13 13.71 28 47.46 16 76.19 65 42.48
75 to 79 15 46.88 17 41.46 10 16.95 01 4.76 43 28.10
80 to 84 06 18.75 11 26.83 02 3.39 00 - 19 12.42
Total 32 100 41 100 59 100 21 100 153 100
249
GRAPH 6.21
9
.
3
7
2
5
4
6
.
8
8
1
8
.
7
5
0
1
3
.
7
1
4
1
.
4
6
2
6
.
8
3
3
2
.
2
4
7
.
4
6
1
6
.
9
5
3
.
3
9
1
9
.
0
5
7
6
.
1
9
4
.
7
60
0
10
20
30
40
50
60
70
80
65 to 69 70 to 74 75 to 79 80 to 84
No. of Employees PG % No. of Employees G % No. of Employees UG % No. of Employees ILL %
250
(1) Sum of squares of all:
i j
fij
= + + + =
2 2 2 2 2 2
3 0 19 4 0 2435 ......
(2) Grand Total (G):
fij = 153
(3) Total No. of observations (N) : 16
(4) Correction factor (C.F.) =
G
N
2 2
153
16
1463 0625 = = .
(5) Total Sum of squares (T.S.S.)
=
fij
G
N
2
2
= 2435-1463.0625
= 971.9375
(6) Between groups S.S. (Treatment S.S.)
=
32 41 59 21
4
2 2 2 2
+ + +
G
N
2
=
1024 1681 3481 441
4
1463 0625
+ + +
.
= 193.6875
(7) Within groups S.S. (Error S.S.)
= T.S.S. Between groups S.S.
= 971.9375 193.6875
= 778.25
251
Anova Table :
Source
of
Variation
S.S. Df M.S.S. Fcal F tab
Between
Groups
193.6875 4-1 =
3
193 6875
3
64 5625
.
. =
0.9955 3.49
Within
Groups
778.25 15-3 =
12
778 25
12
64 8542
.
. =
Total 971.9375 16-1 =
15
F cal
Between Groups M S S
Within Groups M S S
( )
( . . .)
( . . .)
=
=
64 5625
64 8542
.
.
= 0.9955
F(tab) = F 0.05, (3,12) = 3.49
Conclusion:
From the above table, it is evident that the calculated value of F is 0.9955 which is
less than the table value that is 3.49. Hence, the null hypothesis is accepted. It means that
there has been no significant difference in the motivation level of employees having
different educational qualifications. In other words, educational qualifications are not
important for motivational level.
252
(3) There is no significant difference in the motivation levels of the male and the
female employees of the SSIs.
Null Hypothesis (Ho) = M = F
Alternative Hypothesis (Ha) = M F
Table 6.22
Gender
Male Female Total
Motivational
Score
Category
No. % No. % No. %
65 to 69 15 13.04 11 28.95 26 17
70 to 74 48 41.74 17 44.74 65 42.48
75 to 79 37 32.18 06 15.79 43 28.10
80 to 84 15 13.04 04 10.52 19 12.42
Total 115 100 38 100 153 100
253
GRAPH 6.22
13.04
28.95
41.74 44.74
32.18
15.79
13.04
10.52
0
5
10
15
20
25
30
35
40
45
65 to 69 70 to 74 75 to 79 80 to 84
No. of Employees Male % No. of Employees Female %
254
XM
= 74.26 = 19.405 S M
2
XF
= 72.39 =22.137
SF
2
| XM - XF|
Z= S
2
M S
2
F
n
1
n
2
=
+
74 26 72 39
19 405
115
22 137
38
. .
. .
Z = 2.157
Z Value (calculated) = 2.157
Table Value (at 5% level of significance) = 1.96
Conclusion:
From the above calculations, it is noticed that the calculated value of Z is greater
than the table value. Hence, Null hypothesis is rejected, this means that the gender of
employees has significant impact on the overall motivation level. In other words, the
average score of motivation of the male employees is higher than the female employees.
This shows that the male employees are relatively more motivated than the female
employees.
255
(4) There is no significant difference in the motivation levels of employees having
different category (designations):
Null Hypothesis (Ho)
Executives = Non-Executives = Labourers
Alternative Hypothesis (Ha)
Executives Non-Executives Labourers
Table 6.23
Category
Executives
Non
Executives
Labourers Total
Motivational
Score
Category
No. % No. % No. % No. %
65 to 69 03 10 00 - 23 29.49 26 17
70 to 74 06 20 14 31.11 45 57.69 65 42.48
75 to 79 14 46.67 19 42.22 10 12.82 43 28.10
80 to 84 07 23.33 12 26.67 00 - 19 12.42
Total 30 100 45 100 78 100 153 100
256
GRAPH 6.23
1
0
2
0
4
6
.
6
7
2
3
.
3
3
0
3
1
.
1
1
4
2
.
2
2
2
6
.
6
7
2
9
.
4
9
5
7
.
6
9
1
2
.
8
2
0
0
10
20
30
40
50
60
70
65 to 69 70 to 74 75 to 79 80 to 84
Motivational Score Category Executives % Motivational Score Category Non Executives %
Motivational Score Category Labourers %
257
(1) Sum of squares of all:
i j
fij
= + + =
2 2 2 2 2
3 0 23 0 3645 . . . . . . .
(2) Grand Total (G):
fij = 153
(3) Total No. of observations (N) =12
(4) Correction factor (C.F.) =
G
N
2 2
153
12
23409
12
1950 75 = = = .
(5) Total Sum of squares (T.S.S.)
=
fij
G
N
2
2
= 3645-1950.75
= 1694.25
(6) Between groups S.S. (Treatment S.S.)
=
30 45 78
4
2 2 2
+ +
G
N
2
=
900 2025 6084
4
1950 75
+ +
.
= 301.50
258
(7) Within groups S.S. (Error S.S.)
= T.S.S. Between groups S.S.
= 1694.25 301.50
= 1392.75
Anova Table :
Source
of
Variation
S.S. Df M.S.S. Fcal F tab
Between
Groups
301.50 3-1 = 2
301 50
2
150 75
.
. =
0.974 4.26
Within
Groups
1392.75 11-2 = 9
1392 75
9
154 75
.
. =
Total 1694.25 12-1 = 11
259
F cal
Between Groups M S S
Within Groups M S S
( )
( . . .)
( . . .)
=
=
150 75
154 75
.
.
= 0.974
F(tab) = F 0.05, (2,9) = 4.26
Conclusion :
Above table shows that the calculated value of F is 0.974 which is less than table
value that is 4.26 at 5% level of significance. Hence the null hypothesis is accepted. It
means that there has been no significant difference in the motivation level of employees
having different category. In other words, employees category is not important for
motivational level.
260
Findings and Recommendations from the study conducted through survey:
Man is a social animal and not a machine. He carries out many activities in his
day to day life, some activities, like eating and sleeping are carried out because they are
necessary and essential for his survival, and where as certain activities are required to be
performed by him because of the social system and his job obligations. For performing
the latter properly and efficiently, he needs constant motivation from his organisation,
fellow human beings and his work environment. His behaviour in the work place and in
the society is influenced by his personal traits and characteristics and the characteristics
of his environment and the interactions and responses between these two. Management
involves creation and maintenance of a conducive environment for efficient performance
of individuals working together in groups towards accomplishment of the common
objectives of the organisation. In this case study, an attempt has been made to measure
the motivation level of the employees of the sampled SSI units
The study conducted on the 153 employees of the SSI units of the Rajkot G.I.D.C.
The overall motivation level of the SSI employees as found out from the survey is
considered quite high. The motivation level clearly indicates that the employees of SSI
units are motivated ones. The non executive employees have the highest motivational
level (with a score of average 3.87).
There exists a significant difference in the motivation levels between the married
and the unmarried employees of the SSI.
There is no significant difference in the motivation levels of employees having
different educational qualifications.
261
There exists a significant difference in the motivation levels between the male and
the female employees of the SSI.
There is no significant difference in the motivation levels of employees having
different categories.
In this study, it is found that the employees are not satisfied with the working
conditions prevailing in their working areas. In order to boost up the motivation level of
the employees of SSI, concrete actions should be taken to improve the physical working
conditions meant for the use of the SSI employees. In SSI there are no incentives for
acquiring higher qualifications. Employees should have to be continuously encouraged to
ensure that their motivation level is maintained / improved which in turn will play a
catalyst role to improve their productivity and as a consequence the profitability of the
organisation.
Employees are more likely to be motivated if they work in an environment in
which they are valued for what they are and what they do. This means paying attention to
the basic need for recognition. To motivate employees, organisation should develop
reward systems which provide opportunities for both financial and non-financial rewards
to recognize achievements. Development of a culture which supports processes of
valuing and rewarding employees. Motivation will be enhanced by leadership which sets
the direction, encourages and stimulates achievement, and provides support to employees
in their efforts to reach goals and improve their performance. Organisation should
provide guidance and training to develop leadership qualities. Motivation at work can
take place in two ways. First, people can motivate themselves by seeking, finding and
carrying out work that satisfies their needs or at least leads them to expect that their goals
262
will be achieved. These self-generated factors include responsibility, autonomy, scope to
use and develop skills and abilities. Secondly, people can be motivated by management
through such methods as pay, promotion, praise etc. These factors can have an immediate
and powerful effect, but it will not necessarily last long. Self generated factors, which are
concerned with the quality of working life are likely to have a deeper and long-term
effect because they are inherent in individuals and not imposed from outside.
263
Chapter 7
Conclusions & Suggestions
CONCLUSIONS:
Small scale industry is supposed to ensure smooth transformation from the
traditional to modern industrialized society, solve the problem of unemployment and
underemployment, ensure fuller utilisation of the natural resources and achieve the object
of balanced regional development. All this is possible only with the help of proper
employment and organisation of the sensitive human element involved in it. Mere
provision of money, materials and machines will not in anyway help in achieving these
objectives enunciated from time to time by the eminent. Economists through the policies,
plans and resolutions, unless they are provided with apt men. Things do not move by
themselves but it is the men behind, who move them. So human element plays a very
important role for the successful running of any organisation. Problems associated with
such an important human element are many and multifarious in nature. For any kind of
solution clear understanding of the problem is a prerequisite. A summary and the
conclusions of a humble effort made in the body of the research in the direction of
understanding the problem of small entrepreneurs and men employed in small industry,
intended to play a big role in building the economy are given hereunder:
Recruitment, Selection and Training:
(i) Recruitment is through personal contacts, employee referrals and
recommendations of the local influential persons.
264
(ii) Employers prefer personal contacts to have greater control over the employees.
(iii) The use of employment exchanges and other impersonal sources of recruitment
is less.
(iv) The recruitment of casual callers is also less because the employer is not assured
of the behaviour of the aspirant and that meager percentage of recruitment of
casual callers is limited to the unskilled workers.
(v) Experience is mostly considered for non-executives, technical personnel and
skilled workers.
(vi) Educational qualification is also considered for general staff and technical
cadres but it is less.
(vii) Physical fitness is the major consideration for recruitment of labourers.
(viii) Mostly workers from the locality are preferred.
(ix) Bias towards relatives, religion, caste is shown for certain jobs.
(x) Recruitment of the people from kinship groups is also sometimes found. This
creates no problem of adjustment and conflict among workers, but the employer
must be careful and see that it does not create a problem of absenteeism as
reported by one employer.
(xi) Most of the SSI units start selection procedure without preparing job analysis
and job description.
265
(xii) Units have developed very few steps in selecting the employees such as:
a) To get the applications on plain paper.
b) To take the valid and reliable tests.
c) To take the personal interviews for the final selection.
d) To make final recommendations to the line management and to send
appointment letters.
(xiii) In most of the units, there is no formal or informal placement and induction
programme.
(xiv) It was found that the units have not given much thought to the training and
developing personnel.
(xv) Training in the small scale industries is unorganised, and on-the-job. In the
name of training it is reported that the workers are exploited by not paying them
anything.
(xvi) Institutional training facilities are inadequate.
(xvii) Training in the small scale industries is minimal. The worker has to observe and
learn the work. Supervisor is sometimes reported to be reluctant to train the
worker.
(xviii) The arguments for not installing well planned training and development
programmes as advocated by some unit holders were as follows:
a) The size of the units is so small that department wise complex
organizational structure is not possible. The duties allotted to the other
266
senior employees are so specific and functional that even internal transfers
are not possible. The organisational structure of the small units consists of
only two levels of management and in most of the units, the first level of
management exists, so channels and chances for promotions are
negligible.
b) The entire network and production process of the units are not so much
complicated that require specific training. Employees can learn by trial
and error method and through on the job experience. Employees learn all
the ropes of a given job with the little help and guidance of fellow
workers.
c) The fundamental drawbacks of the small units are -
o Limited sources of finance.
o Measured steps in production.
o Limited time at their disposal
Looking to the drawbacks of the units, well planned or formal training and
development programmes are felt not only unnecessary but also irrelevant and unreliastic.
It would prove not only very costly but a giant overhead for the units and units cannot
bear such extravaganza.
In the units, the authority is centralized and no one has visualized the importance
of delegation of authority. Owners of the units are not interested in imparting the secrets
of the business. The main objective of units to provide, to create enough job opportunities
267
for local people is fulfilled up to certain extent but further development of people is
totally forgotten.
Industrial Relations:
Apart from the external factors, industrial relation largely depends on the
approaches of the management or employers towards the labourers. There are employers
who believe that labourers are one of the factors of production, so the human aspects of
labour are no concern of the employers. Such type of one sided concept is deep rooted in
the units of the small scale industries of Rajkot G.I.D.C.
The total units of the SSI visited during the field work are 150. An average unit,
has employed maximum 25 to 30 labourers. Production methods and manufacturing
processes are not so much complicated. Even unskilled labourer can start production after
a few days of practical experience.
It was found during the field work that not a single labour union exists in the
sector of small scale industry of Rajkot GIDC. The employee employer relation problem
does not become complex and impersonal due to skeleton staff. Moreover, strikes,
gheraos or lockouts in unit will have no impact on society or even in small scale industry
of the region.
Average number of employees per unit is less than 30, therefore, growth of trade
unionism at unit level is out of question. Even at industry level there is no trade union
representing employees of SSI unit. Absence of trade unionism has led to absence of
268
collective bargaining. On the one hand bargaining capacity of unskilled and semiskilled
worker is very low, on the other hand paying capacity of SSI units is also very low.
In spite of the dearth of personal expertise, the employer employee relations
seem to be on an excellent footing. Particularly, when it is realized that most of the units
have harmonious and strikeless industrial relations. Very few units have faced strikes.
Low wages is the cause for majority of the dissatisfaction among workers.
Mostly, disputes are settled through bilateral and voluntary negotiations and
rarely the adjudication machinery had to be resorted. About 60% units told that they kept
very good social relations with their employees. Employers visit the employees house
occasionally. Some employers also take interest in the personal problems of the
employees such as marriage, family grievances. On the other hand some units attempt to
ignore employees grievance hoping that if they do not pay attention to them, they will
solve themselves.
Mostly in all units the owners or partners take upon themselves the functions of
personnel management and assume the responsibilities. They think that they are experts
in handling people, but the state of affairs is dreadful mainly due to paucity of awareness
of personnel management, its functions, concepts, techniques and tools on the part of the
management. Position is dreadful from the view point of lack of development of proper
personnel management practices by owner / managers of SSI units.
269
Labour Welfare:
Very few units of the SSI provide various services and welfare measures to their
employees. It was felt during the field work that those units who have provided welfare
benefits and services, have not framed any policy regarding these matters but they
provide such benefits to employees when they deem it fit and feel necessary.
Factories Act, 1948 has made legal provisions with regard to safety, health,
working conditions etc. even though the employers have not taken these matters very
seriously. Not only that, the spirit behind these services was completely missing.
Some of the common welfare measures and services provided to the employees in
the units of SSI were found as follows:
1) Financial Aids:
About 8.5% units have provided long term loans to their employees for particular
purpose and on specific occasions such as marriage, to build houses and any special event
for which management thinks fit.
2) Recreation and other benefit:
About 4.5% units have taken interest in framing recreation programmes. Such
recreation programmes include only entertainment and picnic. It was found that some
units were tuning radios, tape recorders during the working hours to entertain their
workers and few units have allowed to bring personal transistors in the units. About 2%
units were providing refreshment to their employees.
270
3) Safety and Health Provision:
o About 33.33% units provide medical facilities to the labourers, such medical
facilities were given to their family members also.
o About 85% units have a policy of providing training in first-aid, to some of the
non-supervisory staff.
o About 2.5% units were providing uniforms to some of labourers, watchmen and
peons. All these units informed that they were providing uniforms free of cost, as
it is conducive to better appearance, discipline, and safety.
4) Other Benefits and Facilities:
The general tendency of the units is to help their employees as and when required.
Such help can be withdrawn at any time. About 5% units were found to spontaneously
help their employees. It was also found that few units were procuring and providing
grains to their labourers at concessional rates in seasons.
To sum up, very few units provide quite a few welfare measures and services, and
these units who provide such facility have not framed any policy regarding the provision
of welfare measures and services. Units provide such benefits and facilities to the
employees when deemed fit and found necessary. Welfare measures provided are meagre
and discretionary in the small scale industries.
271
SUGGESTIONS:
On the basis of the conclusions, the following suggestions can be made to solve
some of the personnel managerial problems in small scale industries. Modern personnel
administration is yet to make its impact on the units of small scale industry. Units of the
SSI should develop interest in the concept and tools of personnel management with
persistency which can be persuaded by proffering jobs to proficient. Units must accept
that special treatment to the human assets is badly needed, and instead of appointing the
illiterate workmen, they should offer spontaneously this job to proficient persons.
Personal development of worker is also required; that can be possible by inserting a good
personnel policy. Unit holders must understand the importance of all systematic and
methodical ways of managing the business, their entire outlook requires a drastic change
which is highly orthodox conventional and they hardly accept any change in the systems
which they have wed for years together.
RECRUITMENT, SELECTION AND TRAINING:
More and more reliance on informal methods of recruitment and selection may
result in inadequate supply of and improper selection of personnel to man the
positions in the unit, so overdependence of such informal methods should be
reduced.
Utility of employment exchanges as a source of personnel required by the small
scale industrial sector should be increased by simplifying the procedures,
minimizing the delay and avoiding irksome queries.
272
Bias should not be shown to relatives, religion and caste at the cost of efficiency
of the concern. All the formalities should be gone through without any bias while
considering the suitability of a person to a job opening. Relatives and caste men
are often found resorting to malpractices thus affecting the efficiency of the
organization. It is true that in times of crisis in labour relations existence of
relatives and caste men among employees may be of some advantage, but a
reconciliation of these two conflicting considerations is necessary.
Small scale industrialists should stop the practice of exploiting the labour, by not
paying wages during the training period.
Considering the gravity and importance of employee development, it is strongly
suggested that systematic training programme need to be adopted. Fair training policy is
deadly desideratum for the unit of small scale industries, particularly when they face the
bottleneck problems in getting skilled labourers. At the same time sound internal formal
training programmes are also to be evolved to create second line of skilled or semi-skilled
labourers. A victory in business, successful earning of giant profit may be an outcome of
present circumstances but for everlasting success and future development and progress,
precise policy of individual training and proper programme for the utilization of trained
manpower should be designed and implemented instead of the working with people on
whims, and on trial and errors method, otherwise the cost of wastage in human resources
would remain undisclosed.
Looking to the modern trend of industries, rapid development and establishment
of laws, automation, uncertainty, manpower management complex etc. the knowledge of
personnel management and administration has become inevitable, so entrepreneurs
273
should involve themselves in training programmes. As a matter of fact, to deal
successfully with personnel and cope with modern industry and business, manpower
training and development is a function of central importance and is one of the most
important areas of personnel administration, so all the modern training and development
techniques available should be tapped. Our units holders are not aware of proper planning
for unit development. If the development of unit is well planned, policy of promotion and
career development of employees can be thought of. Local Associations, Councils,
Unions should peep into this matter and should help units to impart the modern
management and administration systems with the help of experts and experienced
businessmen.
Punctuality and sincerity of the employees must be recorded to motivate them.
Incentive scheme based on scientific methods should be instituted without becoming
scrimp and stint. J ob sincerity should be given the utmost importance while forming the
motivation plans, career development schemes and promotion policies.
To attract the high talent and to retain well experienced skilled labourers in the
unit, profit sharing scheme should be implemented. The general method is to fix a
reserved amount of the profit for the payment to the partners or proprietors of the concern
as their share of the profit as a reward for their capital employed, plus salaries for the
actual services rendered by them say, as managing partners. Where the profit exceeds this
limit, the skilled labourers share the excess as decided. This scheme of profit sharing is
suggested here only for the skilled and experienced labourers and not for all the
employees, employed in the unit.
274
CONSTRUCTIVE EMPLOYEE EMPLOYER RELATIONS:
It was realized during the survey that the approach of some employers towards the
labourers was commodity approach. Workers were just treated as a factor of production.
Such type of approach should be changed and units must accept that special treatment to
the human assets is badly needed. The healthy and peaceful employee employer
relations need to be nurtured through the creation of viable policies. In spite of the dearth
of personal expertise, the employee employer relations seem to be an excellent footing,
even though, sound industrial relation policies may be evolved so that the current
atmosphere would continue.
LABOUR WELFARE:
Employees should be given increments regularly. This will help in retaining the
employees for a longer period which, in turn, would cut down the costs of
additional recruitments and improve the average efficiency of the employees.
Top priority should be given to the labour welfare measures for the workers
engaged in the SSIs, to attract the talented and committed people towards the
small scale industries.
Small scale employers association should try to promote labour welfare
collectively.
Where industrial estates are located far away from the towns workers attendance
can be improved by providing free or subsidized transport facilities by the
employers of the estate combinedly or with the help of the government. This
275
becomes easy when the working hours of different small scale units in the
industrial estate are common.
While constructing the industrial estate itself provision must be made for health
centre, recreation, crches, games, canteen etc. Such amenities can be provided by
the employers collectively in the small scale industrial clusters.
Labour colonies must be built by the government where there are no such
colonies or where there are inadequate. This will help in reducing absenteeism
and turnover rates.
Absenteeism can be reduced by improving stability and tenure of workers and by
complying with the legitimate leave provisions.
Absenteeism can be reduced by paying reasonable wages regularly and by
improving job perception.
Absenteeism can be reduced by bringing a change in the attitude of the employer
towards maintaining a regular contingent of workers and towards maintenance of
attendance records.
Employers must realize the importance of maintaining a stable workforce, and
must try to retain the employees for sufficient long period so that the latter make a
reasonable contribution to the concerns growth and profitability before they
decide to seek a change.
Employees must change their attitude towards the small scale sector. They must
feel dignity of labour in small scale industry. They should try to prove that small
is beautiful.
276
Small scale industrialists should refrain themselves from dispensing with the
workers when they form into a union.
GENERAL:
Employees feel it, very difficult to understand the labour laws and to implement
them. The labour laws should be simplified so that moderately educated
employers and employees can understand them and implement them.
Small scale industrialist is often burdened with the visits of officials of several
departments. This multiplicity of authorities should be avoided.
Small scale industry sector is considered as an adopted child of Government. All
efforts of nursing the small industry have created good impact on the growth of small
scale industry. Successful and well developed units frankly opined that Government has
taken much pains for the development of the small scale industry. But the fact cannot be
ignored that the growth and progress of SSI sector in this area is haphazard and it is truly
and unorganized one if not disorganized sector, in all sense of the forms.
HRM practices in SSI units may be developed on the line suggested in this thesis.
This will lead to an improvement in over all productivity of these units provided, of
course, other environment factors do not take an adverse turn. Improvement in
productivity will lead to desired growth and development of SSI units. It can hardly be
gain said that labour is the key factor in scheme of productivity improvement.
277
All these suggestions go futile if the attitude of the employers and employees does
not change. Employees should feel the workers are a part and parcel of the organization
and development of the organizations depends upon the welfare of the workers. They
should extend the workers Love and Affection which they need most. Workers in turn
should think in terms of helping the employer to help themselves.
278
APPENDIX 1
Questionnaire
1. Name of the Unit:
2. Type of Business: (Please tick )
a) Manufacturing
b) Services
c) Trading
d) Any other
3. No. of Employees:
a) Executives _________________
b) Non Executives _________________
c) Labourers _________________
Total _________________
5. Type of Organizational Structure: _________________
6. Approximate cost of HR Practice: _________________
7. Recruitment and Selection Procedure: (Yes / No)
7.1 Do you use any application blank?
7.2 Are applicants interviewed?
7.3 Do you insist on Medical Examination of your candidates?
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7.4 Do you take tests for selection?
7.5 Source of Labour : (Please tick )
a) Employment exchanges
b) Personal contacts
c) Employee referrals
d) Advertisements in newspapers
e) Relatives of existing employees
f) Relatives of employers
g) Recommendations of influential persons
h) Casual callers
8. Training Development Promotion: (Yes / No)
8.1 Do you provide any training facility to your employees?
8.2 Do you provide any training facility to your labourers?
(A) Skilled (B) Semi skilled
(C) Unskilled
8.3 How do you train your labourers?
(A) On the Job (B) Off the job
8.4 Is any employee gets promotion in your unit?
8.5 What are the criteria you consider while selection:
280
(A) Experience (B) Physical fitness
(C) Experience & Physical fitness (D) Any other
9. Health Safety Security: (Yes/No)
9.1 First Aid
9.2 Free Medical services
9.3 Free Medical services for family
9.4 Group life Insurance
9.5 Accident Insurance
9.6 Uniforms, Medical allowances etc.
9.7 Precautions against accidents
10. Welfare Services: (Yes/No)
10.1 Loan
10.2 Duration
(A) Short Term (B) Long Term
10.3 Free of interest
10.4 Policy regarding loan
10.5 Purpose of Loan
(A) Marriage (B) Housing
(C) Any other
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10.6 Provident Fund Facility
10.7 Pension facility
10.8 Gratuity
10.9 Residential Accommodation
10.10 Canteen and cafeteria
10.11 Educational facilities for employees children if any
10.12 Leave travel concession
10.13 Employees co-operative stores
10.14 Library facilities
10.15 Any other facilities
11. Industrial Relation:
11.1 Suggestion scheme
11.2 Reward for good suggestion
11.3 Communication channels
(A) Oral (B) Notice Boards
(C) Others
11.4 Unit level labour union
11.5 Industry level union
11.6 Strikes in last five years
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11.7 Settlement of disputes
(A) Bilateral (B) Voluntary negotiations
(C) Adjudication machineries
11.8 Employee involvement programmes
(A) Quality Circle
(B) Works committee
(C) Joint Management Council (JMC)
N.B.
(i) General Question should be asked.
(ii) Questions having answer in yes should be discussed in details and facts should
be noted.
283
APPENDIX 2
No. Statement SA A NS D SD
1 Unions make it impossible for management
to run a business efficiently.
2 In general, unionized employees are
resistant to change and impede change
inside their organisation.
3 Unions protect employee right in the
workplace, keeping management honest
and fair in dealing with its employees.
4 Management should make every effort to
keep their employees from being
unionized.
5 Unions are too powerful in shaping how an
organisation runs and operates.
6 Unions can play a very constructive role in
the management of a business if
management would only try to work with
the union rather than ignore or fight it.
7 Unions tend to be corrupt.
8 Unions should have no role in production
or marketing decisions of the firm
9 Unions may have been needed at one time
in this country but are not needed now.
284
10 A union provides valuable services to their
members that justifies the fees paid by the
workers.
11 The thing that unionized workers care
about most is higher wages and more
expensive benefits
12 Employers have too much power and
ability to prevent employees from starting a
union
13 Unions are necessary to offset the
unilateral power that management has
1) Total response
2) Point values
3) Summary
4) Total score
5) Average score
285
APPENDIX 3
No. Questions Yes No
1 Do you try to greet your employees every day?
2 Do you go out of your way to interact with your
employees at least once each day?
3 Do you speak to your employees before they speak to
you?
4 Do you go to your employees work areas to talk to
them?
5 Do you talk to your employees about non-work
activities?
6 Do your employees welcome at your office at any time?
7 Do you have lunch with your employees from time to
time?
8 Do you know what your employees like to do when they
arent at work?
9 Do you understand your employees needs, wants, goals
and aspirations?
10 Do you give frequent positive reinforcement?
11 Do you frequently review goal and expectations?
12 Do you ask about your employees problems, fears and
concerns?
13 Do you ask yourself what you can do to help / improve
your employees performance?
286
APPENDIX 4
MOTIVATIONAL ASPECT
Sr.
No.
Statements
SA A N DA SDA
1 I like my work
2 My work is challenging
3 I would like to get feedback about my performances
4 I would like to develop skills
5 I would like to take responsibility
6 The award gives me a sense of achievement
7 The award / recognition motivates me to work harder
8 Awards elevate my status in society
9
The organization has recognized my services by giving
the awards
10
Awards are strictly given on the basis of ones
performance
11
The head of the division takes personal interest in the
welfare of the employees
12
The example set by my top manager encourages
me to work hard
13 My supervisors provide technical support to me
14
My supervisors give personal support in times of
difficulties
15
The top manager understands my problems and
sincerely solves them
16 I am able to approach my superior officers easily
17
That I can express my problems to my seniors directly
and seek redressal from management motivates me to
work harder
18
Sympathetic and caring attitude of top management
motivates me to work harder
19 I have full faith in my superiors
20
The leadership which I get from superiors encourages
me to put up good performance
A. TOTAL
B. AVERAGE
C. SCALE
D. AVERAGE * SCALE (B*C)
E. GRAND AVERAGE
287
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