Report Main Body

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1. Introduction

This report-content is a result of a survey conducted at Supersign Cables during fall

semester 2008.Industrial Relation is about people who work and pursue careers today in new and

highly demanding settings. It is about people who seek fulfillment in their lives and

jobs in a variety of ways and in certain times. It is about common themes that now

characterized the modern workplace, including high performance, ethical behavior,

productivity improvement, technology utilization, product and service quality,

workforce diversity, work-life balance, and competitive advantage in a global

economy.

Industrial Relation is the study of individuals and groups in organization regarding

reciprocal interest. People at work in organization today are part of a new era. The

institutions of society and people who make them work are challenged in many and

very special ways. In this new era of work and organizations, the body of knowledge

we call Industrial Relation offer many insights of great value.

1.1 Origin of the Report

Mr. AKM Mominul Haque Talukder, Core faculty of School of Business at North

South University authorized the preparation of this study on October, 2008. Mr.


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Haques letter of authorization instructed Group 1 to begin work on the study at the

earliest possible time.

This report has been prepared to fulfill the requirement of Industrial Relations (HRM-

410) as a part of its course schedule. This report titled Unpaid Overtime of White-collar Employees at Supersign Cables aims to track the impacts on the company

performance in response to their goals and objectives.

1.2 Objective

Industrial Relation is a useful knowledge base for better work-related understanding

and potential career success within an organization. Our objective was to find out

some answers related to the Industrial Relations of Super Sign Cables. They are-

How Industrial Relation theories work inside Super Sign Cables?

How increased job responsibility impacts performance level in Supersign

Cables?

How Our Independent variables effect Dependent Variables inside Super

Sign Cable?

1.3 Statement of purpose

The purpose of our project is to understand how Unpaid Overtime of White-collar

Employees at Super Sign Cables functions within the company. How the different

elements of organizational behavior contribute to the companys success? What are

the problems of Unpaid Overtime and how the functions can be improved to achieve

further success?

1.4 Scope

The intention of the study is to understand how Unpaid Overtime impacts

performance within the organization.


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1.5 Limitations

We faced many problems in our research. The main problems are-

Time

Subjective dataThe quality of this report is limited by the accuracy with which the employees

responded to the questionnaire. If they responded honestly, the content of the

report is considered to be accurate.

1.6 Methodology

Our objective was to first find out the Impacts of Unpaid Overtime on Company

performance.

1.6.1 Sample design

Sample refers a portion of total population. It is a portion of the total population

carefully selected to represent that population. There are three types of sampling

techniques such as simple random sampling, stratified sampling and quota sampling.

For our research we have selected Supersign Cables. For our research we have taken

some days randomly to get a whole picture of the company to analyze the data. We

have chosen managers and executives as our population sample (15 respondents). The

respondents were selected based on quota sampling technique, which is choosing the

respondent according to researchers choice. By taking the samples we have the

whole idea about Impacts of Unpaid Overtime on Company performance.

1.6.2 Methods of data collection

We have used some procedure for collecting our data. Hence, we have used two types

of data such as primary data & secondary data.


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1.6.2.1 Primary Data

Primary refers core data. Which we get from primary sources for instance

questionnaire, standardized tests, observational

forms, laboratories notes which are also called

raw data. We used a sample q uestionnaire

which is made up by our group and under the

observation of our faculty. The questionnaire

was filled up by the managers. We have collect data from managers and non-

managers such as officers.

1.6.2.2 Secondary Data

Secondary data refers literature studies made by others for their own purpose.

Secondary data helps current

researchers while working on

related fields. While doing

this research we have taken

some secondary data which

helped us to make our

concept understandable. Assecondary data we have

collected our relevant

information from the internet.

We accessed internet for reviewing the information that provide us some usefu l

information about Supersign Cables. In addition, we have also collected lots of

valuable information from books which discussed Indusrial Relations . This book

proved to be very handy for us while doing this project.


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2. Company Profile

Supersign Industries (Electrical) Ltd. Is one of the best cable and wire manufacturers in

the country? It was established in 1963 and recognized by the ministry of commerce and

industries department of the then Government of East Pakistan in 1968.

For three decades, it has been one of the leading manufacturers of quality wires and

cables. It manufactures various types of domestic, power, control, Telecommunication

and submersible cables according to standard specification.

Through design and quality control we continually improve our existing technology and

cable while creating new solution to ever increasing demands. From design and quality

control our job is to provide with trouble free cable for maximum performance. The

factory is well-equipped with modern machines to manufacture quality cables according

to recognized institutions, i.e., Bangladesh Standard (BDS), German Standard (VDE),

IEC and other international standards. Cables are also made according to customers

special requirement. The license has been awarded by Bangladesh Standard Institution to

use the standard mark.


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2.1 Vision-Mission

2.1.1 Our Vision

To be the best Private Wire manufacturer in Bangladesh in terms of efficiency, capital

adequacy, asset quality, sound management and profitability having strong liquidity.... upholding ethical values and best practices

2.1.2 Our Mission

To build Super Sign Cables into an efficient, market driven, customer focused institution

with good corporate governance structure.

Continuous improvement in our business policies, procedure and efficiency through

integration of technology at all levels.

2.2 Strategic Priority To have sustained growth, broaden and improve range of products and services in all areas

with the aim to add increased value to investment and offer highest possible benefits to our

customers.

2.3 For our CustomersTo become most caring in terms of product quality and customer satisfaction - by

providing the best product and efficient service in every area of our business.

2.4 Core Values

2.4.1 for our EmployeesBy promoting well - being of the members of the staff.

industries department of the then Government of East Pakistan in 1968.

For three decades, it has been one of the leading manufacturers of quality wires and

cables. It manufactures various types of domestic, power, control, Telecommunication

and submersible cables according to standard specification.


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2.4.2 for our ShareholdersBy ensuring fair return on their investment through generating stable profit.

2.4.3 for our Community

By assuming our role as socially responsible corporate entity in a tangible manner throughclose adherence to national policies and objectives.


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3. Data Analysis

Data analysis usually involves reducing accumulated data to a manageable size,

developing summaries, looking for patterns and applying statistical techniques. We

have done our analysis according to the managers point of view. To check whether

our data are reliable or not we have done reliability test of the data in SPSS. If there

are some problems in the data we have done factor analysis to solve the problem. We

have also done liner regression to find out whether the data are relational or not.

Through our research we have some results and our findings are given below.

3.1 Performance Level

Performance level is the matter of great concern in todays dynamic world of

business. Our purpose was to determine the following things:

1. Does unpaid overtime decrease productivity?

2. Does unpaid overtime increase absenteeism or attentiveness?

3. Does unpaid overtime increase turnover rate?

4. Does unpaid overtime create unfriendly work environment?

5. Does unpaid overtime decrease efficiency?

Interpretation: Addressing these questions was immensely important for the success

of this report, analyzing our questionnaire data; we found that the value of alpha is

0.7049 for this section. It clearly shows that our data is very much reliable.


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3.2 Job Satisfaction

Job satisfaction is the key element of get things done in an effective and efficient

manner; thats why todays Business organizations are very much concern about

employees job satisfaction as it determines company success. We tried to address

following facts:

1. Unpaid overtime motivates to work

2. Unpaid overtime may lead to take biased decisions

3. Unpaid overtime may mean as discrimination

4. Unpaid overtime may hinder further career development

5. Unpaid overtime may lead you to go for alternative job

Interpretation: Addressing these questions was immensely important for the successof this report, analyzing our questionnaire data; we found that the value of alpha is



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3.3 Increased Job Responsibility- Independent Variable :

Increased job responsibility can be viewed in a positive manner; does it happen all thetime? We tried to figure it out through following things:

1. Increased job responsibility decreases morale2. Too much work without payment may be unethical3. Increased job responsibility dignifies employees role or position4. Increased job responsibility may be cost-efficient5. Organizational politics influences job assigning procedure





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3.5 Qualitative Job- Independent Variable

Quality is the key to be successful in any arena in todays dynamic world of business.

There is no compromise as far as quality is concerned following things need to

addressed:

1. Long working hours tends to decrease the attention in job

2. Unpaid overtime degrades quality

3. Long work hours tends to decrease employees expertise

4. Substantial differences between normal and overtime working hours

5. Stress might influence job quality

Interpretation: Addressing these questions was immensely important for the successof this report, analyzing our questionnaire data; we found that the value of alpha is

0.5488 for this section. It clearly shows that our data is very much reliable


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3.6 Less Recognition- Independent Variable

Recognition for well performance is the basic human desire & a very important

motivational factor; we felt the following things need to be addressed:

1. Unpaid overtime may not be recognized

2. Unpaid overtime may not dignifies the position

3. Unpaid overtime may have lack of reinforcement

4. Unpaid overtime may underestimate the potential of the employee

5. Unpaid overtime may be a tool for pressurizing the employees to do the

work


of this report, analyzing our questionnaire data; we found that the value of alpha is0.7596 for this section. It clearly shows that our data is very much reliable


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3.7 Grievances- Independent Variable

We felt the following things need to be addressed for this section:

1. Unpaid overtime creates dissatisfaction

2. Excessive working hours without payment may create rival relationship

with the management

3. Management is taking interest by not giving the employees overtime

payment

4. Excessive work hours is not a concern rather the payment

5. The company does not have any schedule for paying the overtime to white

collar employees



0.7316 for this section. It clearly shows that our data is very much reliable


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At a glance:

The alpha values are represented in the following chart:

0.70490.6386

0.53220.5488

0.75960.7316

0 0.2 0.4 0.6 0.8

GIVLRIVQJIVIJRIVJSDVPLDVOLTVIV


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Interpretation of relationship

4.1 Performance Level VS Increased job responsibility

When comparing workplace performance with increased job responsibility, we found

out very predictable results that are workplace performance does have relation with

unpaid overtime. The factors of include practice of unpaid overtime may decrease

productivity, increase absenteeism or attentiveness, increase turnover rate, increase

deviant workplace behavior, decrease job satisfaction.

When comparing workplace performance with increased job responsibility, we

analyzed the data in the following way:

We set the null hypothesis

Ho = There is no relationship between workplace performance and unpaid overtime &

increased job responsibility.

And the alternate as:

H1= There is relationship between workplace performance and unpaid overtime &


ANOVA

Model Sum of Squares

df MeanSquare

F Sig.

1 Regression

5.470 1 5.470 25.094 .000

Residual 2.834 13 .218Total 8.304 14

a. Predictors: (Constant), MIJRIV b. Dependent Variable: MPLDV

Decision Rule: Reject H o if F > F 1, n-1 , /2

F1, n-1, =F1, 5-1, .01 =21.20< F=25.094

Therefore, we reject the null or we do not accept the null.


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Therefore, there is substantial relationship between workplace performance and unpaid

overtime & increased job responsibility.

Model SummaryModel R R Square Adjusted

R SquareStd. Error

of theEstimate

1 .812 .659 .632 .46689a. Predictors: (Constant), MIJRIV

We can see here that R 2=.659(coefficient of determination)

Therefore we can say that about 65.90% of the total variation is estimated by the regression

equation can be explained.

MPLDV

MIJRIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear


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4.3 Performance Level VS Qualitative job

When comparing workplace performance with Qualitative job, we analyzed the data

in the following way:


Ho = There is no relationship between workplace performance and Qualitative job



Qualitative job.

ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

6.146 1 6.146 37.034 .000

Residual 2.158 13 .166Total 8.304 14

a. Predictors: (Constant), MQJIV b. Dependent Variable: MPLDV


F1, n-1, =F1, 5-1, .01 =21.20< F=37.034


Therefore, there is substantial relationship between workplace performance and unpaid

overtime qualitative job.


R SquareStd. Error

of theEstimate

1 .860 .740 .720 .40739a. Predictors: (Constant), MQJIV


Therefore we can say that about 74% of the total variation is estimated by the regression



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MPLDV

MQJIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear

4.4 Performance Level VS less Recognition

When comparing workplace performance with less Recognition, we analyzed the data

in the following way:


Ho = There is no relationship between workplace performance and less Recognition



less Recognition.


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ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

8.143 1 8.143 658.669 .000

Residual .161 13 .012

Total 8.304 14a. Predictors: (Constant), MLRIV

b. Dependent Variable: MPLDV


F1, n-1, =F1, 5-1, .01 =21.20< F=658.669


Therefore, there is substantial relationship between workplace performance and less

recognition.

Model SummaryModel R R Square AdjustedR Square

Std. Error of the

Estimate1 .990 .981 .979 .11119

a. Predictors: (Constant), MLRIV





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4.5Performance Level VS Grievances

When comparing workplace performance with Grievances, we analyzed the data in

the following way:


Ho = There is no relationship between workplace performance and Grievances


H1= There is relationship between workplace performance and Grievances

ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

8.272 1 8.272 3350.183 .000

Residual .032 13 .002Total 8.304 14

a. Predictors: (Constant), MGIV b. Dependent Variable: MPLDV


F1, n-1, =F1, 5-1, .01 =21.20< F=3350.183


Therefore, there is substantial relationship between workplace performance and Grievances.


R SquareStd. Error

of theEstimate

1 .998 .996 .996 .04969a. Predictors: (Constant), MGIV





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MPLDV

MGIV

5.04.54.03.53.02.52.01.5

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear

5.1 Job Satisfaction VS Increased job responsibility

Job satisfaction is the key element of get things done in an effective and efficientmanner; thats why todays Business organizations are very much concern aboutemployees job satisfaction as it determines company success.

When comparing Job Satisfaction with unpaid overtime, we analyzed the data in the

following way:


Ho = There is no relationship between Job Satisfaction and unpaid overtime&

Increased job responsibilityAnd the alternate as:

H1= There is relationship between Job Satisfaction and unpaid overtime& Increased job responsibility


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ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

4.564 1 4.564 37.435 .000

Residual 1.585 13 .122

Total 6.149 14a Predictors: (Constant), MIJRIV

b Dependent Variable: MISDV


F1, n-1, =F1, 5-1, .01 =21.20< F=37.435


Therefore, there is substantial relationship between Job Satisfaction and unpaid overtime &


Model SummaryModel R R Square AdjustedR Square

Std. Error of the

Estimate1 .862 .742 .722 .34918

a. Predictors: (Constant), MIJRIV





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5.2 Job Satisfaction VS Overtime-Leisure

When comparing Job Satisfaction with Overtime-Leisure, we analyzed the data in the

following way:


Ho = There is no relationship between Job Satisfaction and Overtime-Leisure


H1= There is relationship between Job Satisfaction and Overtime-Leisure

ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

4.380 1 4.380 32.186 .000

Residual 1.769 13 .136Total 6.149 14

a Predictors: (Constant), MOLTIV b Dependent Variable: MISDV

Decision Rule: Reject H o if F > F 1, n-1 , /2F1, n-1, =F1, 5-1, .01 =21.20< F=32.186



Leisure


R SquareStd. Error

of theEstimate

1 .844 .712 .690 .36890a Predictors: (Constant), MOLTIV





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MISDV

MOLTIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

Observed

Linear

5.3 Job Satisfaction VS Qualitative job

When comparing Job Satisfaction with Qualitative job, we analyzed the data in the

following way:


Ho = There is no relationship between Job Satisfaction and Qualitative job


H1= There is relationship between Job Satisfaction and Qualitative job


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ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

4.385 1 4.385 32.304 .000

Residual 1.765 13 .136

Total 6.149 14a Predictors: (Constant), MQJIV



F1, n-1, =F1, 5-1, .01 =21.20< F=32.304



Qualitative job


R SquareStd. Error

of theEstimate

1 .844 .713 .691 .36842a Predictors: (Constant), MQJIV





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5.4 Job Satisfaction VS less recognition

When comparing Job Satisfaction with less recognition, we analyzed the data in the

following way:


Ho = There is no relationship between Job Satisfaction and less recognition and the

alternate as:

H1= There is relationship between Job Satisfaction and less recognition

ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

4.667 1 4.667 40.939 .000

Residual 1.482 13 .114Total 6.149 14

a Predictors: (Constant), MLRIV b Dependent Variable: MISDV


F1, n-1, =F1, 5-1, .01 =21.20< F=40.939


Therefore, there is substantial relationship between Job Satisfaction and less recognition.


R SquareStd. Error

of theEstimate

1 .871 .759 .740 .33765a Predictors: (Constant), MLRIV





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MISDV

MLRIV

5.04.54.03.53.02.52.01.5

5.0

4.5

4.0

3.5

3.0

2.5

2.0

Observed

Linear

5.5 Job Satisfaction VS Grievances

When comparing Job Satisfaction with Grievances, we analyzed the data in the

following way:


Ho = There is no relationship between Job Satisfaction and Grievances and the

alternate as:

H1= There is relationship between Job Satisfaction and Grievances.


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ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

4.910 1 4.910 51.505 .000

Residual 1.239 13 .095

Total 6.149 14a Predictors: (Constant), MGIV



F1, n-1, =F1, 5-1, .01 =21.20< F=51.505


Therefore, there is substantial relationship between Job Satisfaction and Grievances


R SquareStd. Error

of theEstimate

1 .894 .798 .783 .30876a Predictors: (Constant), MGIV





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6 Conclusion

Analyzing the data from the questionnaire on the basis of our textual knowlwdge, we

found that this concerned industry (Supersign Cables) does not pay the overtime to

the white-collar employees. Therefore, we found some psychological changes in the

attitude or workplace behaviour of the employees. Due to increased job

responsibility,lack of leisure time, less recognition in the workplace impact employees

performance and job satisfaction in the workplace.

7 Recommendation

There should be a proper payment structure for the white-collar employees;

In the corporate world it is a common scenario that eployees are working

longer hours in their office. Therefore, fringe benefits (e.g. bus service,

promotion, gift etc.) should be given.

The company sould give the employees proper holidays, otherwise, there is

every possibility that they will lose their productivity.

As employees are one of the major key stakeholders in the organization, they

should be taken proper care by the company. If they fail to satisfy their

employees, they will be out of their market.


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BIBLIOGRAPHY Robbins, P., Stephen and Judge, A., Timonthy; "Organizational Behavior"; ed:12th ,

New Delhi, Prentice Hall India Private Limited: 2007.

Newbold, Paul, Carlson, L., William, Thorne, Betty; "Statistics for Business and

Economics"; ed:6th , New Delhi, Prentice Hall India Private Limited: 2007.Prime Bank Limited, "Annual Report", http://www.prime -

bank.com/annual_report2007.pdf : 2007

Mr. Hira Chand Dugar, Chairman of Supersign Cables.
http://www.prime-bank.com/annual_report2007.pdfhttp://www.prime-bank.com/annual_report2007.pdfhttp://www.prime-bank.com/annual_report2007.pdfhttp://www.prime-bank.com/annual_report2007.pdf


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APPENDIX

Reliability Analysis


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Regression Analysis

MPLDV

MIJRIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear

MPLDV

MOLTIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear


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MPLDV

MQJIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear

MPLDV

MLRIV

5.04.54.03.53.02.52.01.5

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear


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MPLDV

MGIV

5.04.54.03.53.02.52.01.5

5.0

4.5

4.0

3.5

3.0

2.5

2.0

1.5

Observed

Linear

MISDV

MIJRIV

4.54.03.53.02.52.0

5.0

4.5

4.0

3.5

3.0

2.5

2.0

Observed

Linear


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MISDV

MLRIV

5.04.54.03.53.02.52.01.5

5.0

4.5

4.0

3.5

3.0

2.5

2.0

Observed

Linear

MISDV

MGIV

5.04.54.03.53.02.52.01.5

5.0

4.5

4.0

3.5

3.0

2.5

2.0

Observed

Linear


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Dear Respondent: We are the BBA students of North South University doing a survey for the partial fulfillment of INDUSTRIAL RELATIONS course that involves the relationship and effects of unpaidovertime, dependent and independent variables of an organization. It will take only few minutes of your time. Your response would be of great help in accomplishing the study. However, thisinformation is only for academic purpose and will not be disclosed elsewhere. I heartily thank you for

your cooperation.

For the following questions, PLEASE tick ( ) your answer according to the degree of your agreement.[e.g., 5 = Highly Agree, 4 = Moderately Agree, 3 = Agree, 2 = Moderately Disagree, 1=Highly Disagree]

Background Information

Company/Firm: ________________ Position: ______________ Education level: ______

Tenure of job: ________ Gender: _______ Age: _____ Total number of employees: _____

Section One

Performance Level- Dependent Variable 1 2 3 4 51. Unpaid overtime decreases productivity2. Unpaid overtime increases absenteeism or attentiveness3. Unpaid overtime increases turnover rate4. Unpaid overtime creates unfriendly work environment

5. Unpaid overtime decreases efficiency

Section Two

Job Satisfaction- Dependent Variable

1 2 3 4 5

1. Unpaid overtime motivates to work 2. Unpaid overtime may lead to take biased

decisions3. Unpaid overtime may mean asdiscrimination4. Unpaid overtime may hinder further career development5. Unpaid overtime may lead you to go for alternative job


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Section Three

Increased Job Responsibility-Independent Variable

1 2 3 4 5

1. Increased job responsibility decreasesmorale2. Too much work without payment may beunethical3. Increased job responsibility dignifiesemployees role or position4. Increased job responsibility may be cost-efficient5. Organizational politics influences jobassigning procedure

Section Four

Overtime Vs Leisure Time-IndependentVariable

1 2 3 4 5

1. Increasing work hours clashes with sociallife2. There is hardly any time to enjoy withfriends and family3. Company tends to cut-off Govt. holidays4. Sudden overtime roaster causesdissatisfaction

5. Long work hours bring monotonous life

Section Five

Qualitative Job- Independent Variable 1 2 3 4 51. Long working hours tends to decrease theattention in job2. Unpaid overtime degrades quality3. Long work hours tends to decrease

employees expertise4. Substantial differences between normaland overtime working hours5. Stress might influence job quality


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Section Six

Less Recognition- IndependentVariable

1 2 3 4 5

1. Unpaid overtime may not be recognised

2. Unpaid overtime may not dignifies the position3. Unpaid overtime may have lack of reinforcement4. Unpaid overtime may underestimate the

potential of the employee5. Unpaid overtime may be a tool for

pressurising the employees to do the work

Section Seven

Grievances- Independent Variable

1 2 3 4 5

1. Unpaid overtime creates dissatisfaction2. Excessive working hours without paymentmay create rival relationship with themanagement3. Management is trying take interest by notgiving the employees overtime payment4. Excessive workhours is not a concern rather the payment5. The company does not have any schedule for

paying the overtime to white collar employees

Any other opinion/suggestion/recommendation that you may have or has notcovered yet:

________________________________________________________________________

T hanks for your cooperation


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TABLE OF CONTENTS

Table of ContentsExecutive Summary...................................................................................................................ii

1. Introduction................................................................................................................... 11.1 Origin of the Report................................................................................................ 11.2 Objective ................................................................................................................ 21.3 Statement of purpose............................................................................................... 21.4 Scope...................................................................................................................... 21.5 Limitations.............................................................................................................. 31.6 Methodology........................................................................................................... 3

1.6.1 Sample design.................................................................................................. 31.6.2 Methods of data collection ............................................................................... 3

2. Company Profile ........................................................................................................... 52.1 Vision-Mission........................................................................................................ 7

2.1.1 Our Vision ........................................................................................................ 72.1.2 Our Mission...................................................................................................... 7

2.2 Strategic Priority.................................................................................................. 72.3 For our Customers ................................................................................................ 72.4 Core Values........................................................................................................... 7

2.4.1 for our Employees............................................................................................ 72.4.2 for our Shareholders.......................................................................................... 82.4.3 for our Community ............................................................................................ 8

3. Data Analysis ................................................................................................................ 93.1 Performance Level .................................................................................................. 93.2 Job Satisfaction..................................................................................................... 103.3 Increased Job Responsibility- Independent Variable :............................................ 113.4 Overtime Vs Leisure Time-Independent Variable .................................................. 123.5 Qualitative Job- Independent Variable .................................................................. 133.6 Less Recognition- Independent Variable .............................................................. 143.7 Grievances- Independent Variable......................................................................... 15

Interpretation of relationship ............................................................................................... 174.1 Performance Level VS Increased job responsibility............................................... 174.2 Performance Level VS Overtime-Leisure.............................................................. 194.3 Performance Level VS Qualitative job .................................................................. 204.4 Performance Level VS less Recognition................................................................ 214.5 Performance Level VS Grievances ........................................................................ 235.1 Job Satisfaction VS Increased job responsibility................ ......... ........... ......... ....... 245.2 Job Satisfaction VS Overtime-Leisure................................................................... 26

5.3 Job Satisfaction VS Qualitative job....................................................................... 275.4 Job Satisfaction VS less recognition...................................................................... 295.5 Job Satisfaction VS Grievances............................................................................. 30

6 Conclusion .................................................................................................................. 327 Recommendation......................................................................................................... 32BIBLIOGRAPHY............................................................................................................... 33

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