Employee Attitude Towards Top MGT

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AN ANALYSIS

OF

EMPLOYEE ATIITUDE

TOWARDS TOPMANAGEMENT

IN

A FASHION MAGAZINE IN

BANGLADESH

BASED ON A 2008 SURVEY

ON EMPLOYEES FROM

MIRROR

1



AN ANALYSIS

OF

EMPLOYEE ATIITUDE TOWARDS TOP

MANAGEMENT

IN

A FASHION MAGAZINE IN BANGLADESH

BASED ON A 2008 SURVEY ON EMPLOYEES FROM MIRROR

P R E P A R E D F O R

Ms. Samina M. Saifuddin

Faculty

Business Communication

School of Business

North South University

P R E P A R E D B Y

August 10, 2008

2



Ms. Samina M. Saifuddin

Faculty Member

Business Communication

School of Business

North South University

Dear Madam:

Here is the report on the observational study of employees of a fashion

magazine (i.e. Mirror) you asked us to conduct on July 20, 2008.

As you will see, our observation pointed to some analysis on the

employees of the above mentioned company based on a survey result,

done by questionnaires provided by you. Following the procedures, we

prepared an analysis report on the employee attitude towards the top

management. We hope that our analysis and recommendation will help

take steps in order to improve employee attitude.

We appreciate being assigned to this project. If you need any

assistance interpreting this report, please contact us.

Sincerely yours,

3



TABLE OF CONTENTS

Executive summary ……………………………………………………….………….vii

1. Introduction ……………………………………………………………………….……1-2

1.1. Origin ……………………………………………………………………….……………….1

1.2. Objective ………………………………………………………………………….………..1

1.3. Scope ……………………………………………………………………………….……….1

1.4. Methodology.………………………………………………………………….…………..1

1.5. Limitations ………………………………………………………………………………..2

2. Organizational Overview ……..……………………………………………….3-42.1. Company Profile …………………………………………………………………………3

3. Theoretical Perspective ………………………………..……………………….5-12

3.1. Employee Attitude ………………………………………………………………………5

3.2. Work and Safety Condition …………………………………………………………6

3.3. Supervisory Effectiveness ……………………………………………………………6

3.4. Pay and Employee Benefits …………………………………………………………8

3.5. Communication and Recognition …………………………………………………9

3.5.1. Communication ……………………………………………………………..9

3.5.2. Recognition …………………………………………………………………..9

3.6. Job Security and Promotion ……………………………………………………….11

3.6.1. Job Securities ……………………………………………………………….11

3.6.2. Promotion ……………………………………………………………………11

3.7. Attitude towards Fellow Members ………………………………………………12

4. Analysis and Findings ………………………………………………………..13-22

4.1. Employee Attitude towards Top Management ……………………………..13

4



4.2. Relationship …………………………………………………………………………….15

4.2.1. Work and Safety Conditions ………………………………………….17

4.2.2. Supervisory effectiveness ……………………………………………..18

4.2.3. Pay and Employee Benefits …………………………………………..194.2.4. Communication and Recognition ………………………………….20

4.2.5. Job Security and Promotion …………………………………………21

4.2.6. Attitude towards Fellow Workers …………………………………22

5. Recommendation …………………………..………………………………………..23

6. Appendix………………………………………………………………………………24-33

7. Bibliography ……………………………………………………………………………..34

5



Executive Summary

The recommendations that result from this study are to bring about

the following changes:

Increase Supervisory effectiveness

Improved top-down communication and upbeat recognition

Stable and secured job and persistent promotion

Introducing staff induction course as well asManagement/supervisory training.

Supporting these recommendations are the following findings andconclusions drawn from the questionnaire survey on job satisfaction

that we carried out.

The data showed that supervisory effectiveness, top-down

communication and job security is directly related to employee

attitude towards top management for organization such as Mirrors.

Our findings shows that better supervisory effectiveness, improving

top-down communication, job security and persistent promotion and

recognition will have better attitude of employee towards top

management resulting in both organizational success and growth.

Since this data was taken from in a small fashion magazine. So the

analysis is only valid for such companies. Though it might be true for

other organizations but we have no valid proof of such in our analysis.

6



1. Introduction

1.1. Origin

The report is prepared on the basis of the instructions given by

Ms. Samina M. Saifuddin, instructor of the course Business Communication. The

report is prepared on the topic ‘Employee attitude towards top management’ by a

group of four students of Business Communication course.

1.2. Objective

The objective of this report is to gain an idea about employee attitude towards top

management in perspective of Bangladesh. The project is done in the context of statistical calculations. The questionnaire provided was prepared with a view to

determine the state of employee attitude that can be founded in the small

organizations. Assistance was available from the course instructor Ms. Samina M.

Saifuddin.

1.3. Scope

Questionnaire survey was done on a company named ‘Mirror’. The survey was

done at the Dhanmondi branch of the company. Most of the employees who filled

up the questionnaires were middle level employees whereas few others were from

entry and operational level.

1.4. Methodology

Both Primary data and Secondary data were collected for this report. Primary

data was collected by means of a Questionnaire survey which was done on a

random sampling basis to collect necessary information about ‘Employee attitude

towards Top Management’ in a small organization in Bangladesh. For Secondary

data collection Internet and relevant books on this topic were used to gather

information, details of which can be found on the bibliography section.

7



1.5. Limitations

While filling out the questionnaire there were some limitations-

• Lack of cooperation while filling the questionnaire due to company’s restriction.

• The numbers of questionnaires used were inadequate to make good decision.

• The answers of the employees were hugely based on the mood of the employees.

8



2. Organizational Overview

2.1. Company ProfileThe Mirror Media & Productions Ltd

The Mirror Media & Productions Ltd, a Bangladesh-India joint venture company was established in 2003 as a professional event management company to caterthe needs of a good event management in the prospect of Bangladesh.

The Mirror Media & Productions Ltd specializes in various sectors which includes:

•Event Management• Documentary • Visual Production• Advertising• Printing and Publishing

Mirror Media & Productions Ltd is a joint venture company. It started out its in2003 a financial news paper company. After having success in newspaper thecompany expanded its business to several sister concerns of which The MirrorBeauty & Lifestyle magazine is really a famous one. It also provides exhibitions,

fairs, conferences and requires world class exhibitors. Its total employee isaround 250 but for the ‘Beauty and Lifestyle’ magazine it has 60 employees.

Mirror has a fair number of sister concerns-

• The Financial Mirror newspaper

• Mirror Telecom magazine

• Mirror Beauty & Lifestyle magazine

• Mirror Aviation magazine

• Mirror Health magazine• Mirror Wedding Planners

• Mirror Beauty & Lifestyle Institute

• Mirror Aviation Academy

• Mirror Modeling Institute

9



Company Profile

Company name Mirror Media & Production Ltd

Product/ServicesProvides: Exhibitions , Fairs , ConferencesRequire: Exhibitors

Company Address Flat 3-A, House 79, Road 12/A, Dhanmondi

Employees Total 250, Mirror Beauty & Lifestyle magazine (60 employees)

Company Website http://www.mirrormediabd.com

Year of Establishing Jan 1, 2003

Time to Join Busy TradeMay 21, 2008

Capital Assets USD 7M - 10M

Annual Revenue Below US$ 1 M

10

http://www.mirrormediabd.com/

http://www.mirrormediabd.com/



3. Theoretical Perspective

3.1. Employee Attitude: Attitude is a mental position consisting of a feeling, emotion, or opinion evolved

in response to an external situation. It can be momentary or can develop into a

habitual position that has a long-term influence on an individual's behavior.

Employee attitude is the behavior pattern, manners, body language of an

employee towards his/her co-workers, colleagues, sub-ordinates, boss etc.

It is very much important to keep a good relation between an employee and

his/her boss. As well as his/her sub-ordinates and co- workers .a good

relationship enables an employee to succeed in his/her work field and helps the

company to reach up to its goals and maximizes its benefit.

In order to be an ideal employee, he/she should be attentive to his/her work. He

should be always ready to accept any sort of challenge for the betterment of

his/her company. A hard working employee often leads his/her company to the

maximum achievements. The profit of the company is under the hands of the

workers. So it is the workers who bring a company to a higher standard.

On the other contrary an ill-mannered, negative attitude employee always

becomes an obstacle for the company. No one likes to do business with people

who are negative minded. And so company having negative minded workersoften fails to survive in the industrial world. An ill mannered employee is not only

the cause for an unsuccessful company but he also damages his work career. Such

employee might escape from failure in his/her career for short run but usually

suffers in the long run. He/she is often paid low salaries.

An employee can never be judged by his education skills. Good behavior, positive

mind, out knowledge, interacting power is a must for an ideal employee.

11



3.2. Work and Safety Condition

The internal environment within the organizations as well as security issues of

the organization can be defined together as work and safety conditions. Working

in a pleasant environment has always been proved effective in matters

concerning employee efficiency and effectiveness. So it is a crucial measure forany organization to take the working conditions of its employees as well as safety

precautions before taking any decisions since it will have direct effect with

efficiency of the employees and the organization as a whole.

Quality of working life has been differentiated from the broader concept of

Quality of Life. To some degree, this may be overly simplistic, it may be

concluded that quality of work performance is affected by Quality of working life.

3.3. Supervisory Effectiveness

A supervisor’s job is to look after the entire work force. An effective supervisor

can thus build a strong work force by guiding the employee’s attitude and

building strong communication. It is also important to avoid conflict in the work

environment and to handle problems smoothly to maintain a better work

condition.

Avoiding conflicts entirely is impossible, but a good manager can resolve conflicts

and keep them to a minimum. All you need is to put a plan in place to help

prevent conflicts from arising in the first place and to resolve them when they do

crop up.

Keeping a peaceful work environment benefits both employers and employees by:

1. Allowing employees to avoid added stress at work

2. Enabling more productive and effective work days

3. Attracting good employees and retaining them

4. Creating a team environment

A good supervisor does not always fire employees for their mistakes or whenever

problem arises. Firing an employee risks litigation and other expenses and brings

unpleasantness for all involved. But even though you may want to avoid swinging

the axe, it does not mean you should allow problems to fester and drag down

morale and productivity. An effective supervisor deals with problems as soon as

12



they arise and take disciplinary actions to correct them. Problem employees can

be rehabilitated if:

1. Expectations are clear from the start.

2. Communication is strong.

3. Discipline is taken when required

To avoid problems and conflicts it is necessary to build a strong network among

the workforce.

Team-building exercises, loved by managers, are often looked upon by employees

as time-wasters. But beyond the touchy-feely stuff is what managers know well:

Information gets trapped when people don't have communication skills, or when

they think communication in the workplace is happening but simply isn’t.

Building a strong communication is thus an important job for the supervisor’s.

Freeing up the flow is a matter of building trust, but it's also hard behaviors that

often have to be learned through practice. People talk a lot, but communication in

the workplace, getting through -- and listening well – is necessary business

communication skills. A supervisor can thus guide employees by-

1. Improving their Communication skills as a learned skill

2. Giving training for effective business communication

3. Setting electronic means of workplace communication and employee

communication.

4. Showing the importance of consistent employee communication.

By building up strong bond among the workforce can improve the work

condition.

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3.4. Pay and Employee Benefits

Employee benefits and (especially in British English) benefits in kind (also calledfringe benefits, perquisites, perks) are various non-wage compensations providedto employees in addition to their normal wages or salaries. Where an employeeexchanges (cash) wages for some other form of benefit, this is generally referredto as a 'salary sacrifice' arrangement. In most countries, most kinds of employee benefits are taxable to at least some degree.

Fringe benefits can include, but are not limited to: (employer-provided oremployer-paid) housing, group insurance (health, dental, life etc.), disability income protection, retirement benefits, daycare, tuition reimbursement, sick leave, vacation (paid and non-paid), social security , profit sharing, funding of education, and other specialized benefits.

The purpose of the benefits is to increase the economic security of employees.

Advantages of employee benefits

There are a number of advantages to employee benefits for both employer andemployee.

Employer advantages

• Helps attracts and retain better qualified employees.

• Provides high risk coverage at low costs easing the company's financial burden.

• Improves efficiency and productivity as employees are assured of security forthemselves and their families.

• Premiums are tax deductible as corporation expense, which means savings with quality coverage.

Employee advantages

• Peace of mind leading to better productivity as employees are assured of provision for themselves and families in any mishap.

•

Employees with personal life insurance enjoy additional protection• Confidence in company's EB schemes boost staff morale and pride incompany

14

http://en.wikipedia.org/wiki/British_English

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Wage

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Health_insurance

http://en.wikipedia.org/wiki/Dental_insurance

http://en.wikipedia.org/wiki/Life_insurance

http://en.wikipedia.org/wiki/Disability_insurance


http://en.wikipedia.org/wiki/Retirement_plan

http://en.wikipedia.org/wiki/Daycare

http://en.wikipedia.org/wiki/Tuition

http://en.wikipedia.org/wiki/Sick_leave


http://en.wikipedia.org/wiki/Vacation

http://en.wikipedia.org/wiki/Social_security

http://en.wikipedia.org/wiki/Profit_sharing

http://en.wikipedia.org/wiki/British_English

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Wage

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Health_insurance

http://en.wikipedia.org/wiki/Dental_insurance

http://en.wikipedia.org/wiki/Life_insurance



http://en.wikipedia.org/wiki/Retirement_plan

http://en.wikipedia.org/wiki/Daycare

http://en.wikipedia.org/wiki/Tuition



http://en.wikipedia.org/wiki/Vacation

http://en.wikipedia.org/wiki/Social_security

http://en.wikipedia.org/wiki/Profit_sharing



3.5. Communication and Recognition

3.5.1. Communication

Effective employee communications is essential to a successful business strategy.

It is a vital link in achieving a company’s objectives and a critical component of good management. High-performing companies place great value on

communications to help build organizational trust and to improve employee

engagement, productivity and retention.

Following are the seven Cs of effective communication:

1. Content – Information must be relevant and let associates know why they should care.

2. Clarity – IC’s task is to translate complex information into simple, easy-to-

understand, jargon-free language.3. Conciseness – Due to the daily influx of information from multiple sources,communications to associates must enable them to understand key point’squickly.

4. Credibility – Communications must be straightforward, honest, accurate andsincere.

5. Consistency – To engender organizational trust, associates need to hear thesame message from multiple sources (in-person, electronic, print, etc.) over thecourse of time.

6. Context – The communication process must connect the dots for associates,providing line of sight from their job to the big picture of the Company’s strategic vision.

7. Contact – Research shows that face-to-face is the preferred method of communication, especially for critical information about the Company’s andassociates’ futures.

3.5.2. Recognition

Retaining talent is one key to growing a successful business. To do so, you need toreward them for great performance. By giving your employees special rewards, you can:

1. Foster a positive, productive workplace.

2. Encourage loyalty and a sense of ownership in your business

15



3. Surprise employees without creating a feeling of entitlement.

4. Keep your customers happy — because happier employees do better work.

Employee recognition awards are powerful motivators in the workplace – both

for those who receive these employee awards, and for other employees, who seethe concrete proof that hard work does truly pay off, but also promote employeeloyalty, and professional and personal satisfaction levels.

The top three things to know about employee recognition awards:

1. Corporate recognition awards inspire all of your employees (not only the giftrecipients).

2. Employee gifts promote employee loyalty.

3. Employee awards increase workers’ professional and personal satisfaction and

fulfillment

Promotional plaques and other awards in the workplace can tell employees their work is noticed and valued. More than just a pat on the back or money that'squickly spent a seemingly simple piece of engraved wood or gift certificate canprovide a visual reminder to the recipient and those around them that you'repaying attention.

Plaques, trophies, certificates and having your work praised in a mass email areall effective. Non-cash gifts with a personal touch can make a more profound,

long-lasting and less expensive impact.

Here are three reasons to use awards to increase motivation for excellence and build a team:

1. Rewarding employees inspires strong performance and competitiveness in battling absenteeism and workplace accidents. It also can promote customerservice and sales growth.

2. Providing incentives for setting and reaching goals keeps everyone focused onthe bottom line and builds your business.

3. Expensive turnover is reduced by recognizing employees as individuals andteams.

It is important to give incentive to the workers for their better performance andeffort.

Numerous studies have shown that money alone won't fully motivate employees.Sure, money is important, but employees respond to recognition and other non-

16



cash perks as well. An occasional pat on the back for a job well done goes a long way.

Rewarding your employees helps you:

1. Retain the best employees

2. Reduce recruiting, hiring and training expenses

3. Foster a positive environment

4. Motivate your employees to give their all at work

5. Keep your customers happy; after all, happy employees equal happy customers.

3.6. Job Security and Promotion

3.6.1. Job Securities

Job security is the probability that an individual will keep his or her job; a job with a high level of job security is such that a person with the job would have asmall chance of becoming unemployed.

Typically, government jobs and jobs in education, healthcare and law enforcement are considered very secure while private sector jobs are generally believed to offer lower job security and it usually varies by industry , location,

occupation and other factors.

Job security is dependent on the state of a country's economy and prevailing business conditions and it has been found that people have more job security intimes of economic expansion and less in times of a recession. Unemployment rateis a good indicator of job security and the state of the economy and is tracked by economists, government officials, and banks.

In individual cases, employment contracts, labor law , trade union activity (including collective bargaining), job performance, the specific job market, andease of replacement have an effect.

3.6.2. Promotion

A promotion is the advancement of rank or position in an organizationalhierarchy system. The opposite is a demotion.

Promotion may be an employee's reward for good performance i.e. positiveappraisal. Before a company promotes an employee to a particular position it

17

http://en.wikipedia.org/wiki/Job_(role)

http://en.wikipedia.org/wiki/Unemployed

http://en.wikipedia.org/wiki/Government_jobs

http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/Healthcare

http://en.wikipedia.org/wiki/Private_sector

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Location_(geography)

http://en.wikipedia.org/wiki/List_of_occupations

http://en.wikipedia.org/wiki/Economy

http://en.wikipedia.org/wiki/Economic_expansion

http://en.wikipedia.org/wiki/Recession

http://en.wikipedia.org/wiki/Economist

http://en.wikipedia.org/wiki/Government_official

http://en.wikipedia.org/wiki/Bank

http://en.wikipedia.org/wiki/Employment_contract

http://en.wikipedia.org/wiki/Labour_law

http://en.wikipedia.org/wiki/Trade_union

http://en.wikipedia.org/wiki/Collective_bargaining

http://en.wikipedia.org/wiki/Job_market

http://en.wikipedia.org/wiki/Rank_order

http://en.wikipedia.org/wiki/Position

http://en.wikipedia.org/wiki/Hierarchy

http://en.wikipedia.org/wiki/Demotion

http://en.wikipedia.org/wiki/Job_(role)

http://en.wikipedia.org/wiki/Unemployed

http://en.wikipedia.org/wiki/Government_jobs

http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/Healthcare

http://en.wikipedia.org/wiki/Private_sector

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Location_(geography)

http://en.wikipedia.org/wiki/List_of_occupations

http://en.wikipedia.org/wiki/Economy

http://en.wikipedia.org/wiki/Economic_expansion

http://en.wikipedia.org/wiki/Recession

http://en.wikipedia.org/wiki/Economist

http://en.wikipedia.org/wiki/Government_official

http://en.wikipedia.org/wiki/Bank

http://en.wikipedia.org/wiki/Employment_contract

http://en.wikipedia.org/wiki/Labour_law

http://en.wikipedia.org/wiki/Trade_union

http://en.wikipedia.org/wiki/Collective_bargaining

http://en.wikipedia.org/wiki/Job_market

http://en.wikipedia.org/wiki/Rank_order

http://en.wikipedia.org/wiki/Position

http://en.wikipedia.org/wiki/Hierarchy

http://en.wikipedia.org/wiki/Demotion



ensures that the person is trained to handle the added responsibilities. This ismarked by job enrichment and various training activities.

A promotion can involve advancement in terms of designation, salary andemoluments nature of job or what the job can be described as.

3.7. Attitude towards Fellow Members

Employee relations may be defined as those policies and practices which are

concerned with the management and regulation of relationships between the

organization, the individual staff member, and groups of staff within the working

environment.

Employee’s attitude towards the fellow workers has to be positive. A good

relation among the co-workers is needed for a better performance andproductivity. A competitive attitude can hamper the main objective. Competitive

attitude towards fellow workers will stray them from main objective and will

involve them in more personal goal.

Employee’s attitude towards fellow members has to be supportive to maintain a

better relationship. If any of the co-workers has any work related problems the

other co-workers should come forward to resolve among themselves instead of

going to the supervisor. More over, if any of the co-workers get sick or have some

personal problem regarding their family the other co-workers should Offer to

share the responsibility of the work.

All workers should take equal responsibility for the work and should share the

credit among them for each success. They should also have the attitude to share

the faults in work instead of blaming each other.

Workers should also criticize each others work but the criticism has to be

constructive. Co-workers should help each other to improve their performance.

Co-workers attitude towards each other can thus improve the level of productivity and reach the goal easily.

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4. Analysis and Findings

The survey was taken on a random basis selecting 20 people from the

organization of 60 to analysis on the categories in which we have divided thequestionnaire. Here we will be discussing about the relationships of this following

topics into which we have divided the questionnaire with the Employee Attitude

towards Top Management –

• Work and Safety Condition

• Supervisory Effectiveness

• Pay and Employee benefits

• Communication and Recognition

• Job Security and Promotion

•

Attitude towards Fellow Members

4.1. Employee Attitude towards Top Management

This part of the questionnaire shows the employee’s attitude towards the topmanagement of the organization. By the summarized data table as you can see below, it shows the employees reaction towards the following questions as a whole.

Employee Attitude towards Top Management

No Statement/CommentStrongly

Agree

Somewhat

Agree

No

Opinion

Somewhat

Disagree

Strongly

Disagree

1 I always feel free to speak to anyone in

top management.

9 6 0 5 0

2 Our top management tries to make

this Company a good place to work.

4 11 3 2 0

17 Many times, top management tries to

speak to anyone in top management

here do not have my interest in mind.

1 8 7 3 1

31 Top management here is not friendly

toward the employees.

1 5 5 3 6

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Employee Attitude towards Top Management


Agree

Somewhat

Agree

No

Opinion

Somewhat

Disagree

Strongly

Disagree

32 In my opinion, top management here

could operate the company moreefficiently.

7 4 5 4 0

35 Top management here does not supply

me with the necessary equipment to

do a good job.

0 6 6 6 2

Attitude towards Top Management

0

2

4

6

8

10

12

1 2 17 31 32 35

Question no.

N o . o f E m p l o y e e

Strongly Agree

Somewhat Agree

No Opinion

Somewhat Disagree

Strongly Disagree

Figure 1

From the chart we can see that number of people who responded to the questionis on the X axis and question no. is on the Y axis. We can observe that it is the

graphical representation of the data table above. It shows the number of employees in each criteria from strongly agree to strongly disagree based on eachquestion respectively according to the table.

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4.2. Relationship

For showing the relationship between the employee attitudes towards the topmanagement and the following as mentioned above we have marked the answers

on the basis of a scale from (-2 to +2) to denote from strongly agree to strongly disagree respectively for the positive questions. The following are thedenominators of our analysis-

-2= Strongly Disagree

-1= Somewhat Disagree

0= No Opinion

+1= Somewhat Agree

+2= Strongly AgreeFor the questions that shows the negative attitude we have scaled them vice versathat is

+2= Strongly Disagree

+= Somewhat Disagree

0= No Opinion

-1= Somewhat Agree

-2= Strongly Agree

For example

No Statement/Comment Strongly Agree

Somewhat Agree

No Opinion SomewhatDisagree

Strongly Disagree

2 Our top management tries to makethis Company a good place to work.

2 1 0 -1 -2

This is a positive question that is strongly agreeing to this question shows positiveattitude towards the top management.


Somewhat Agree


Strongly Disagree

31 Top management here is notfriendly toward the employees.

-2 -1 0 1 2

On the other hand this is negative question that is strongly agreeing to thisquestion shows negative attitude towards top management

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Using the Following Scale we calculated the mean for each category such as‘Work and Safety Conditions’ and others as mentioned above for each individualand represented the data in a comparable graph to show relation betweenEmployee Attitude towards Top Management and the following categories

• Work and Safety Condition

• Supervisory Effectiveness

• Pay and Employee benefits

• Communication and Recognition

• Job Security and Promotion

• Attitude towards Fellow Members

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4.2.1. Work and Safety Conditions

Relation beetween 'Attitude Towards Top Managem

'Work And Safety Condition'

-1

-0.5

0

0.5

1

1.5

2

A t t i t u d e T o w

a r d s T o p

M a n a g e m e n t

-1

-0.5

0

0.5

1

1.5

2

W o r k A n d

S a f e t y

C o n d

i t i o n

W ork And Safety Conditions Attitude towards Top Management

P oly . (W ork A nd Safety Conditions ) P oly . (A tt itude towards Top Managem ent)

Figure 2

From the graph above we can see that ‘Work and Safety Conditions’ (represented

by the black line) and ‘Attitude towards top management’ (represented by pink

line) showing the overall responses of all the employees in the organization

regarding the two factors.

In the graph it shows there is no relationship between ‘Work and Safety

Conditions’ and ‘Attitude towards Top Management’ as shown by the graph. The

attitude towards top management can be good irrespective of the work and safety

conditions provided that it is above the satisfactory level. That is after we havereached the satisfactory level for the working conditions attitude towards top

depends on itself and may be on other factors.

Example

• Good working condition but bosses and top management can be rude.

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• Top management always takes the employees point of view into consideration,employees likely to follow their supervisors better.

• Supervisors are not up to the mark then employees have negative attitudetowards top management.4.2.3 Pay and Employee Benefits

Relationship between Attitude towards top management and Pay And

Employee benifits

-1

-0.5

0

0.5

1

1.5

2

A t t i t u d e t o w

a r d s t o p m a n

-1

-0.5

0

0.5

1

1.5

2

P a y A n d E

m p l o y e e

Pay And Employee benifits Attitude Towards Top Management

Poly. (Attitude Towards Top Management) Poly. (Pay And Employee benifits)

Figure 4

From the following graph we can see that ‘Pay and Employee Benefit’

(represented by the black line) is below ‘Attitude towards Top management’

(represented by pink line) showing the overall responses of all the employees in

the organization regarding the two factors.

Pay and Employee and Attitude towards Top Management have close

relationship up to a certain point after which they tends to have no relationship

between them. That is if all necessities are fulfilled within the pay and benefit

scale then pay scales don’t matter any more. When the employees are under-paidthen they would have negative attitude but it is not necessary that they would

have a positive attitude even if they are well paid.

Example

25



• Your boss or top management is a fraud and a cheat and you are none, even if they pay you double of what you should get we will have a negative attitudetowards them.

4.2.4 Communication and Recognition

Relationship between Attitude towards top management &

Communication & recognization

-1

-0.5

0

0.5

1

1.5

2

A t t i t u d e t o w

a r d s t o p m a n a

-1

-0.5

0

0.5

1

1.5

2

C o m m u n i c a

t i o n & r e c o g n

Communication & recognization Attiude towards top anagement

Poly. (Attiude towards top anagement) Poly. (Communication & recognization)

Figure 5

From the following graph we can see that ‘Communication and Recognition’




Communication and recognition and Attitude towards Top Management have

close relationship between them because they tend to move together. If the

communication between the top management and the employees is good then it

can be denoted that the employee will have positive attitude towards top

management. And for recognition if the top management is recognizing theemployees talent and is working accordingly then the employee tends to have

positive attitude towards top management

Example

26



• Top management asks your opinion on each matter then you tend to feel you arepart of the organization and have positive attitude towards top management.

4.2.5. Job Security and Promotion

Relationship between Attitude towards Top Management & Job

Security and Promotion

-1

-0.5

0

0.5

1

1.5

2

A t t i t u d e t o w a r d s t

m a n a g e m e n t

-1

-0.5

0

0.5

1

1.5

2

J o b S e c u r i t y A n d p r o m o

Job Security And promotion Attitude towards top management

Poly. (Attitude towards top management) Poly. (Job Security And promotion)

Figure 6

From the following graph we can see that ‘Job Security and Promotion’


(represented by pink line) showing the overall responses of all the employees inthe organization regarding the two factors.

Job Security and Attitude towards Top Management keeping aside some

exceptions has close relationship with each other. If the job security of an

efficient employee is high than he/she is suppose to have positive attitude

towards Top Management and vice versa. Promotion is more or less similar to

recognition, if the employee is a valid candidate for promotion and is not

promoted then he/she is suppose to have negative relationship with Top

Management and vice versa. The exception is that if the employee is a part time worker then he/she have high probability of having a low job security but the

employee might not have negative attitude towards Top Management

Example

27



• If you work hard for your organization but in return you have a high chance of getting sacked that is low job security, you are likely to a negative relationship with the Top Management.

• If you get your deserving promotions then you are likely to have positive attitudetowards Top Management.4.2.6. Attitude towards Fellow Workers

Relationship of Attitude Towards To

Managem ent & Fellow Workers

-1

-0.5

0

0.5

1

1.5

2

A t t i t u d e T o w a r d s

T o p

M a n a g e m e n t

-1

-0.5

0

0.5

1

1.5

2

A t t i t u d e T o w a r d s F

e l l o w

W o r k e r s

Attitude Towards Fellow Workers 'Attitude Towards Top Management

Poly. ('Attitude Towards Top Management) Poly. (Attitude Towards Fellow Workers)

Figure 7

From the following graph we can see that ‘Attitude towards Fellow Workers’




Employee attitude towards fellow workers have no relationship with the attitudetowards Top Management. Employee attitude towards the fellow workers mightnot be good whereas on the other hand employee attitude towards TopManagement might either be positive or negative depending on itself.

28



5. Recommendation

For a long time organizations didn’t take account the importance of employeeattitude in the company. But in the last 10-15 years the organizations have foundthe importance of this subject. During our survey we have found that employeeattitude towards top management has direct relation with the growth and successof the organization. From the analysis and findings we have come with thefollowing observations for this organizations-

1. Work and Safety Condition: Has no direct relation with attitude towards topmanagement. So changing the work and safety condition of Mirror will notprobably change the attitude towards top management.

2. Supervisory Effectiveness: Has close relationship with attitude towards topmanagement. So any improvement in the supervisory level is like to have aneffect on the attitude towards the top management.

3. Pay and Employee benefits: Has close relationship with attitude towards TopManagement up to a certain point, that is up to the level it fulfills all thenecessities. So it is suggested that for better attitude towards TopManagement that employees are paid based on a pay scale that takes abovepoint into considerations.

4. Communication and Recognition: Has close relationship with attitudetowards Top Management. Effective communication and upbeat recognitioncan be useful to improve employee attitude.

5. Job Security and Promotion: Job security and promotion is probably the most vital aspect for the dedication of the employees. More secured jobs andpersistent promotion would lead to better attitude towards the topmanagement. Our analysis supports the above judgment.

6. Attitude towards Fellow Members: The analysis shows no relation betweenemployees towards bosses and fellow members. So we would like to suggesttraining for the organization.

Employee Relations Training

• Staff induction course: Induction courses and refresher training sessions areprovided to ensure that staffs are familiar with the company’s policies andprocedures.

29



• Management/supervisory training: Staff who manages others are provided with training in the skills necessary to give effect to the University's policies (e.g.communicating and consulting).

Since this data was taken from in a small fashion magazine. So the analysis is only valid for such companies. Though it might be true for other organizations but we

have no valid proof of such in our analysis.

6. Appendix

6.1 Summarized Data Sheet

6.1.1. Employee Attitude towards Top Management

No Statement/Comment

Strongly

Agree

Somewhat

Agree

No

Opinion

Somewhat

Disagree

Strongly

Disagree

1 I always feel free to speak toanyone in top management.

9 6 0 5 0

2Our top management tries to makethis Company a good place towork.

4 11 3 2 0

17 17. Many times, top managementtries to speak to anyone in topmanagement here does not havemy interest in mind.

1 8 7 3 1

31 Top management hare is notfriendly toward the employees.

1 5 5 3 6

32 In my opinion, top managementhere could operate the companymore efficiently.

7 4 5 4 0

35 Top management here does notsupply me with the necessaryequipment to do a good job.

0 6 6 6 2

6.1.2. Work & Safety Conditions


AgreeSomewhat

AgreeNo

OpinionSomewhatDisagree

StronglyDisagree

3 Starting and quitting times aresatisfactory.

4 11 4 1 0

4 Management tries to make this asafe place to work.

11 5 4 0 0

30



6.1.2. Work & Safety Conditions


AgreeSomewhat

AgreeNo


StronglyDisagree

20 I am never bored with my job. 2 6 6 6 0

21Our washrooms are adequateand they are kept clean.

9 8 0 1 2

27My work is pleasant –I am notpushed for more than I can do.

5 3 6 6 0

32 In my opinion, top managementhere could operate the companymore efficiently.

7 4 5 4 0

6.1.3. Supervisory Effectiveness

ID Statement/CommentStrongly

Agree

Somewhat

Agree

No

Opinion

Somewhat

Disagree

Strongly

Disagree5 My Supervisor gives praise

where praise is due.8 1 10 1 0

14 Often, my supervisor doesn’tkeep promises.

0 10 7 2 1

16 I have been well-trained on all jobs to which I have beenassigned.

6 3 6 3 2

6.1.4. Pay & Employee Benefits


AgreeSomewhat

AgreeNo


StronglyDisagree

7 Our insurance plan providesgood coverage.

2 1 4 4 9

11 I believe the quality at thiscompany is a better now than ayear ago.

4 9 2 5 0

33 I understand the companyinsurance plan.

0 4 3 1 12

6.1.5. Communication & Recognition


AgreeSomewhat

AgreeNo


StronglyDisagree

8 My performance is recognized bythis company.

5 6 6 3 0

31



6.1.5. Communication & Recognition


AgreeSomewhat

AgreeNo


StronglyDisagree

9 Our management keeps usinformed about new plans anddevelopments.

5 4 6 4 1

25We are encouraged to makesuggestions for improvements inour work.

5 9 3 3 0

28We are never informed aboutchanges, even those that affect uspersonally.

2 6 5 3 4

30Consideration and attention areshown to me when I use good

judgment and initiative.

2 10 6 2 0

36 feel my family receives worthwhileinformation about the companyfrom the News Dispenser.

2 2 10 6 0

6.1.6. Job Security and Promotion


AgreeSomewhat

AgreeNo


StronglyDisagree

12 The Company is a good placeto work.

6 7 4 3 0

13 Things at this company arebetter than they were a year ago.

4 8 4 4 0

18 My abilities and skills are used

by this company.

4 4 6 4 2

6.1.7. Employee Attitude towards Fellow Workers


AgreeSomewhat

AgreeNo


StronglyDisagree

6 Good cooperation existsbetween departments.

6 9 4 1 0

10 I would recommendemployment at this company tomy friends.

3 11 1 4 1

15 My co-workers are cooperativeand work well together.

5 10 2 1 2

19 Frequently I am sorry that Iwork here.

3 3 0 12 2

26 I am pleased to tell otherswhere I work.

4 9 3 3 1

32



6.1.7. Employee Attitude towards Fellow Workers


AgreeSomewhat

AgreeNo


StronglyDisagree

29 Some of my co-workers thinkthey run the company.

9 4 3 2 2

34 Too many problems exist here

between co-workers.

4 6 5 2 3

6.2. Calculations

For showing the relationship between the employee attitudes towards the topmanagement and the following as mentioned above we have marked the answerson the basis of a scale from (-2 to +2) to denote from strongly agree to strongly disagree respectively for the positive questions. The following are thedenominators of our analysis-

-2= Strongly Disagree

-1= Somewhat Disagree

0= No Opinion

+1= Somewhat Agree

+2= Strongly AgreeFor the questions that shows the negative attitude we have scaled them vice versathat is

+2= Strongly Disagree

+= Somewhat Disagree

0= No Opinion

-1= Somewhat Agree

-2= Strongly Agree

For example

33




Somewhat Agree


Strongly Disagree

2 Our top management tries to makethis Company a good place to work.

2 1 0 -1 -2

This is a positive question that is strongly agreeing to this question shows positiveattitude towards the top management.


Somewhat Agree


Strongly Disagree

31 Top management here is notfriendly toward the employees.

-2 -1 0 1 2

On the other hand this is negative question that is strongly agreeing to thisquestion shows negative attitude towards top management

Documents

Employee Attitude Towards Top MGT