1. 1 CHAPTER- I INTRODUCTION Leadership is a vital process in
any organization. The success or failure of any organization mainly
depends on its leadership. For instance, when a business venture or
a cricket team is successful, its managing director or superior or
the captain often receives the recognition. But on the other hand
when failure occurs, it is usually the same individual at the top
management is replaced. Thus, one of the key elements of concern in
any organization is the way of inducting, training and retaining
people who shall be effective leaders. People working in business
enterprises, desperately need leaders who could be instrumental in
guiding the efforts of groups of workers in achieving the goals of
both individuals and the organization. All categories of people are
led by superiors or leaders in one way or the other. Leaders or
superiors thus perform key role in an organizations success. At the
same time inefficient leadership leads to the downfall of the
organization. Reasons for employees inability stand amidst
superiors ego, jealous and racial differentiation. And superiors
exploit their power over their subordinates and functional
employees. According to behavioral theory of leadership, particular
behaviors of a leader provides greater satisfaction to the
followers and hence recognize him as a good leader. Thus an
efficient and an able leader always exercise conceptual, human and
technical skills to influence the behavior of his subordinates.
Rensis likert researchers at the University of Michigan conducted
extensive interview with managers and the employees who reported to
them. After studying numerous industrial situations the researchers
concluded that two leadership styles- employee-centered and
production or task centered-influenced employee performance and
satisfaction. In employee centered Leader Behaviour, an effort to
lead employees by developing a cohesive work group and ensuring
employee satisfaction is carried out. The employee-centered leader
emphasizes employees well being rather than the tasks they perform.
On the other hand in task-Centered Leader Behaviour, an effort to
lead employees by focusing on work and how well employees perform
is being found. The task-centered leader pays close attention to
employees work, explains work procedure and is deeply interested in
performance.
2. 2 The Ohio State University studies identified two
leadership behaviours.1) Initiating structure and Consideration
after analyzing actual leadership behavior in a wide variety of
situations. Consideration refers to the ability of the leader to
establish rapport, mutual respect and two way communications with
employees. The leader is friendly, approachable and listens to the
problems of employees and allows them to suggest. Initiating
Structure refers to the extent to which the leaders structure and
define the activities of subordinates so that organizational goals
are accomplished. In transactional leadership, the leader exercises
influence during daily leader subordinate exchanges without any
special emotional inputs or considerations. The leader offers
rewards to subordinates who achieve the tasks assigned to them.
Thus businesses have codes of conduct that are developed to outline
expected, and acceptable, standards of employee behaviors. Codes of
conduct function as resources for the regulations related to the
inner workings of an organization. They are usually provided to
employees at the start of employment so that they are aware of what
is expected of them from their first day forward. When employees do
not comply with the standard of behaviour expected of them, whether
it is behaviour set out in the employment principles, values,
Standards, Codes of Conduct, a contract of employment or in local
policies and procedures, their behaviour may constitute
unsatisfactory performance or misconduct.
3. 3 OBJECTIVES OF THE STUDY: 1. To establish industrial peace.
2. To identify the functional employees grievances 3. To promote a
mutual relationship between the functional employees and superiors.
4. To facilitate the organization to retain the employees. SCOPE OF
THE STUDY: 1. Avoiding conflict among the employees. 2. Retention
of employees and thereby reducing the overall attrition rate of
organization. 3. To meet the needs and challenges of employees. 4.
Enhancing employees motivation by superiors. LIMITATIONS Some
employees were hesitant to provide information. Sample size was
restricted to take up to 110. Employees busy work schedule was a
hurdle to conduct the study. Employees did not disclose true
information in finding out present situation. The period of study
is limited.
4. 4 1.2 INDUSTRY PROFILE The Indian textile industry is one of
the largest in the world with a massive raw material and textiles
manufacturing base. Our economy is largely dependent on the textile
manufacturing and trade in addition to other major industries.
About 27% of the foreign exchange earnings are on account of export
of textiles and clothing alone. The textiles and clothing sector
contributes about 14% to the industrial production and 3% to the
gross domestic product of the country. Around 8% of the total
excise revenue collection is contributed by the textile industry.
So much so, the textile industry accounts for as large as 21% of
the total employment generated in the economy. Around 35 million
people are directly employed in the textile manufacturing
activities. Indirect employment including the manpower engaged in
agricultural based raw-material production like cotton and related
trade and handling could be stated to be around another 60 million.
A textile is the largest single industry in India (and amongst the
biggest in the world), accounting for about 20% of the total
industrial production. It provides direct employment to around 20
million people. Textile and clothing exports account for one-third
of the total value of exports from the country. There are 1,227
textile mills with a spinning capacity of about 29 million
spindles. While yarn is mostly produced in the mills, fabrics are
produced in the powerloom and handloom sectors as well. The Indian
textile industry continues to be predominantly based on cotton,
with about 65% of raw materials consumed being cotton. The yearly
output of cotton cloth was about 12.8 billion m (about 42 billion
ft). The manufacture of jute products (1.1 million metric tons)
ranks next in importance to cotton weaving. Textile is one of
Indias oldest industries and has a formidable presence in the
national economy inasmuch as it contributes to about 14 per cent of
manufacturing value-addition, accounts for around one-third of our
gross export earnings and provides gainful employment to millions
of people. They include cotton and jute growers, artisans and
weavers who are engaged in the organised as well as decentralised
and household sectors spread across the entire country.
5. 5 INDIAN TEXTILE INDUSTRY STRUCTURE AND GROWTH Indias
textile industry is one of the economys largest. In 2000/01, the
textile and garment industries accounted for about 4 percent of
GDP, 14 percent of industrial output, 18 percent of industrial
employment, and 27 percent of export earnings (Hashim). Indias
textile industry is also significant in a global context, ranking
second to China in the production of both cotton yarn and fabric
and fifth in the production of synthetic fibers and yarns. In
contrast to other major textile-producing countries, mostly mostly
small-scale, nonintegrated spinning, weaving, cloth finishing, and
apparel enterprises, many of which use outdated technology,
characterize Indias textile sector. Some, mostly larger, firms
operate in the organized sector where firms must comply with
numerous government labor and tax regulations. Structure of Indias
Textile Industry Unlike other major textile-producing countries,
Indias textile industry is comprised mostly of small-scale,
nonintegrated spinning, weaving, finishing, and apparel-making
enterprises. This unique industry structure is primarily a legacy
of government policies that have promoted labor-intensive,
small-scale operations and discriminated against larger scale
firms: Composite Mills. Relatively large-scale mills that integrate
spinning, weaving and, sometimes, fabric finishing are common in
other major textile-producing countries. In India, however, these
types of mills now account for about only 3 percent of output in
the textile sector. About 276 composite mills are now operating in
India, most owned by the public sector and many deemed financially
sick. Spinning. Spinning is the process of converting cotton or
manmade fiber into yarn to be used for weaving and knitting.
Largely due to deregulation beginning in the mid-1980s, spinning is
the most consolidated and technically efficient sector in Indias
textile industry. Average plant size remains small, however, and
technology outdated, relative to other major producers. In 2002/03,
Indias spinning sector consisted of about 1,146 small-scale
independent firms and 1,599 larger scale independent units.
6. 6 Weaving and Knitting. Weaving and knitting converts
cotton, manmade, or blended yarns into woven or knitted fabrics.
Indias weaving and knitting sector remains highly fragmented,
small-scale, and labor-intensive. This sector consists of about 3.9
million handlooms, 380,000 powerloom enterprises that operate about
1.7 million looms, and just 137,000 looms in the various composite
mills. Powerlooms are small firms, with an average loom capacity of
four to five owned by independent entrepreneurs or weavers. Modern
shuttleless looms account for less than 1 percent of loom capacity.
Fabric Finishing. Fabric finishing (also referred to as
processing), which includes dyeing, printing, and other cloth
preparation prior to the manufacture of clothing, is also dominated
by a large number of independent, small scale enterprises. Overall,
about 2,300 processors are operating in India, including about
2,100 independent units and 200 units that are integrated with
spinning, weaving, or knitting units. Clothing. Apparel is produced
by about 77,000 small-scale units classified as domestic
manufacturers, manufacturer exporters, and fabricators
(subcontractors). Growth of Textile Industry India has already
completed more than 50 years of its independence. The analysis of
the growth pattern of different segment of the industry during the
last five decades of post independence era reveals that the growth
of the industry during the first two decades after the independence
had been gradual, though lower and growth had been considerably
slower during the third decade. The peak level of its growth has
however been reached during the fifth decade i.e., the last ten
years and more particularly in the 90s. The Textile Policy of 1985
and Economic Policy of 1991 focussing in the direction of
liberalisation of economy and trade had in fact accelerated the
growth in 1990s. Size of Textile Industry in India
7. 7 The textile industry in India covers a wide gamut of
activities ranging from production of raw material like cotton,
jute, silk and wool to providing high value-added products such as
fabrics and garments to consumers. The industry uses a wide variety
of fibres ranging from natural fibres like cotton, jute, silk and
wool to man made fibres like polyester, viscose, acrylic and
multiple blends of such fibres and filament yarn. The textile
industry plays a significant role in Indian economy by providing
direct employment to an estimated 35 million people, by
contributing 4 per cent of GDP and accounting for 35 per cent of
gross export earnings. The textile sector contributes 14 per cent
of the value-addition in the manufacturing sector. Textile exports
during the period of April-February 2003-2004 amounted to $11,698.5
million as against $11,142.2 million during the same period in the
previous year, showing an increase of around 5 per cent. Estimates
say that the textile sector might achieve about 15 to 18 per cent
growth this year following dismantling of MFA ROLE OF INDIAN
TEXTILE INDUSTRY IN THE ECONOMY Textile industry plays a
significant role in the economy. The Indian textile industry is one
of the largest and most important sectors in the economy in terms
of output, foreign exchange earnings and employment in India. It
contributes 20 per cent of industrial production, 9 per cent of
excise collections, 18 per cent of employment in industrial sector,
nearly 20 per cent to the countrys total export earnings and 4 per
cent ton the GDP. The sector employs nearly 35 million people and
is the second highest employer in the country. The textile sector
also has a direct link with the rural economy and performance of
major fibre crops and crafts such as cotton, wool, silk,
handicrafts and handlooms, which employ millions of farmers and
crafts persons in rural and semi-urban areas. 1.3 COMPANY PROFILE
Shri Renuga Textiles Ltd.,
8. 8 Shri Renuga Textiles Ltd., with a Two Star Export House
status and its Towels division Shri Renuga Soft-X Towels, are ISO
9001 certified enterprises. We are among the leading manufacturers
of a wide range of textile products, located in Theni, Tamilnadu in
the southern part of India. Shri Renuga, with over five decades in
the industry runs a self reliant and composite operation. Its
operation spans Spinning, Weaving, Yarn Dyeing, Wider Width Fabric
Printing, Wider Width Processing and Sewing. Its products range
from 100% Cotton & Blended Yarn, Bleached & Dyed Yarn,
Bleached & Dyed Terry Towels, Made-ups, Bathrobes, Bed &
Table Linen, Non-Sterilized Operation Room Towels, Lap Sponges to
Blankets. Shri Renuga has an annual turnover of 1500 million rupees
and a 3500 strong work force of skilled and dedicated employees
maintaining uncompromising quality & efficiency while meeting
ISO 9001 standards. Shri Renuga Spinning Division Yarn: Shri Renuga
with its highly modernized state-of-the-art equipment from Reiter
and Schlafhorst produces high quality Ring Spun, Compact and Open
End (Carded & Combed) Yarn in both 100% Cotton and Blends. With
a Spinning Capacity of 100,000 spindles and 384 rotors it can
produce 30 tonnes/day of quality Yarn in counts ranging from 6s to
100s. in Singles, Ring Double and TFO. Quality is monitored at
various stages using modern testing equipment like Uster AFIS,
Uster HVI to ensure the manufacture of high quality yarn that meets
international standards. Yarn Dyeing: Shri Renuga to meets its
commitment to Quality is equipped with imported High Temperature -
High Pressure Micro Processor Controlled Yarn Dyeing machines,
RF-Dryers & MacBeth Color Matching Systems to produce 3000
kgs/day of high quality Bleached & Dyed Yarn using Reactive,
Vat or Disperse dyes, in lot sizes ranging from 25 Kgs to 200 Kgs .
Shri Renuga Soft-X Home Textiles Division Home Textiles:
9. 9 Shri Renuga Soft-X has a well organized Sewing facility to
produce Home Textiles and Terry Products. Its product range
includes Bed Linen, Table Linen, Oven Mittens, Pot Holders,
Napkins, Aprons, Bed-Entourage, Baby Quilted Beds, Baby Quilted
Sleeping Bags and Terry products like Bath Towels, Face Towels,
Hand Towels, Beach Towels, Bathrobes, Terry Hooded Towels, Terry
Bibs, Placemats, Terry Plaids and Baby Diapers. Fabric Printing:
Shri Renugas fabric printing facilities is well equipped with
Brugman & Holland CBR, Bruckner Stenters, Zimmer wider width 12
color printing machines, Kusters Calendaring machines and in-house
design and engraving capabilities. It produces about 50,000 mtr/day
of high quality printed fabric. Products of the Company Yarn Terry
Fabric Quality Policy "It is the policy of Shri Renuga., to provide
textile products with conformance to agreed specifications at the
most competitive price, on time, to ensure the satisfaction and
confidence of our valued customers.This will be achieved by our
total commitment and involvement in our Quality Assurance Systems"
1.5 REVIEW OF LITERATURE Employees are the back bone of any
organization. They shoulder organizations responsibility. In most
of the organizations the functional level employees are treated as
close associates by their superiors. At the same time in few
organizations functional employees are
10. 10 badly treated by their superiors. Functional employees
are refused to reap monetary or non- monetary benefits which are
given by organization by superiors. Superiors abuse power over
their subordinates and functional employees. TERRY R.BACON YEAR:
2011 PAGE: 10 JOURNAL: LEADERSHIP EXCELLENCE Power of leadership is
the most important factor to lead the people. Some believe that
power by its very nature, is moral, and that whenever people have
any degree of control over the lives of others, they will likely
abuse that power. Top managers must possess a high need for power a
concern for influencing people. However, this need must be
disciplined and controlled so that it is directed toward the
benefit of the organization-not their personal aggrandizements.
DONALD SANDEL, YEAR: 2011 PAGE: 7 JOURNAL: LEADERSHIP EXCELLENCE In
early days of the American Revolution occurred at the battle of
Bunker Hill. It demonstrates that is a valid response to all
leaders. Organizations are bricks and mortar, spread sheets and
policies and cannot accomplish anything without their people. Some
leaders blame the economy for their loss. But focusing on people
are not a response only to good times, but a strategic approach
that understands that it is throughout people that customers
return. Dr.NOUR MOHAMMAD YAGHOUBI, YEAR: 2011 PAGE: 46 JOURNAL:
INDIAN JOURNAL OF MANAGEMENT Regarding the extent of changes in
operational organization which are form structural and conceptual
perspective. Organizational behavior of employees and leader play
an important role of performance and development of organizational
creativity and codifying human strategies. And it demonstrated that
there is positive correlation organizational intelligence and
creativity. Good relationship between leaders and employees or
subordinates will help the organization to have good production.
YAPING GONG, YEAR: 2009 PAGE:770 JOURNAL: ACADEMY OF MANAGEMENT
JOURNAL The experience and leadership effectiveness in the
organization affect human resources management and leadership
encourages employees creativity. Here good leadership
motivates
11. 11 employees to demonstrate their ability towards
development. And it allows employees to think innovatively for the
development of the organization. Proposed study investigates the
effect of transformational style on employees creativity. ERIC
KEARNEY, DIETNER GEBERT, YEAR: 2006 PAGE:580 JOURNAL: ACADEMY OF
MANAGEMENT JOURNAL Emotions are omnipresent in leadership followed
interactions, both arising from and exerting influence of these
interactions. Because leaders have profound impact on the
functioning of organization and leaders emotional displays have
strong potential to influence on the way of subordinates feel.
Leaders emotional behavior leads the subordinate under stress.
MARCUS BUCKINGHAM, YEAR:2011 PAGE:5 JOURNAL: LEADERSHIP EXCELLENCE
Since using strength makes you feel strong, pay close attention to
how you feel as you complete your day-to-day tasks. When you notice
yourself at work you find that you experience strong moments times
when you feel invigorated, inquisitive or successful. Those moments
are clues to your personal strength. If you feel these feelings
while doing a task, then that activity is like one of your
strengths. You should consider as a leader in order to discover
your strengths. GAETANE JEAN-MARIE, YEAR:2009 PAGE:562 JOURNAL:
ADVANCES IN DEVELOPING HUMAN RESOURCES The experiences of black
women educational leaders are highlighted to examine the
intersection of race and gender in their leadership experience and
tease out approaches to gender inclusiveness. The participants
transcendence of racial and gender stereotypes became the impetus
for developing a leadership style that is inclusive builds
consensus and is collaborative. CHAPTER-II RESEARCH METHODOLOGY
Research Design
12. 12 A research design is plan that specifies the objectives
of the study, method to be adopted in the collection of the data,
tools in analysis of data and helpful to frame hypothesis, A
research design is the arrangement of conditions for collections
and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure. A research design
is needed because it facilitates the smooth sailing of the various
project operations, thereby making the project as efficient as
possible towards yielding maximum information with minimum
expenditure of effort, time and money. It also minimizes bias and
maximizes the reliability of the data collected. Descriptive
Research This study involves the descriptive research design. It
includes the surveys and fact findings enquiries of different
kinds. The main purpose of this research design is to describe the
state of affairs as it exists at present. It has no control over
the variables. This research design gives only report what has
happened or what is happening. Source of data - Primary: The data
which are collected is fresh. Since it is original in character is
called as primary data. Data collected from the functional level
employees of Veesons Energy Systems (P) Ltd through the
questionnaire method is first hand information and in research
terms can be called as primary data. Secondary data: Secondary data
which are collected from already published in magazine, websites.
Data (Company profile, Industry profile, Review of literature)
collected from websites. Sample size: It refers to the number of
items to be selected from the universe to constitute a sample. The
sample size should be neither excessively large nor too small. It
should be optimum. 110
13. 13 numbers of functional level employees from blue collars
of Veesons Energy Systems (P) Ltd., were selected as size of sample
(n). The sample size is 110 i.e. 18%.from the population of 607.
Type of sampling: Simple Random sampling has been used to conduct
the study. Statistical Tools: To make an effective research, the
following two statistical tools were used to analyze and interpret
the collected data. 1. PERCENTAGE METHOD 2. ANOVA TEST Percentage
Method: NO. OF RESPONDENT PERCENTAGE OF RESPONDENT =
-------------------------------------------- X 100 TOTAL NO. OF
RESPONDENTS Tools for Analysis: SPSS 17.0 Measurement scale: 1.
Nominal scale which is used to express exact opinion of respondents
has been used. 2. Ordinal scale which is used to express different
opinion of respondents has been used. CHAPTER-III ANALYSIS AND
INTERPRETATION TABLE: 3.1
14. 14 AGE Source: Primary data The above table reveals that
33.6% of the respondents are between the age group of 25-35 and
32.7% of the respondents are between 35-45 and 24.5% of the
respondents are between 45-55 and 9.1% of the respondents are above
55 respectively. CHART: 3.1 AGE SL.NO AGE NO.OF THE RESPONDENTS
PERCENTAGE 1 25-35 37 33.6 2 35-45 36 32.7 3 45-55 27 24.5 4 above
55 10 9.1 Total 110 100.0
16. 16 EDUCATIONAL QUALIFICATION SL.NO EDUCATION NO.OF THE
RESPONDENTS PERCENTAGE 1 HSC 13 11.8 2 Diploma 44 40.0 3 Graduate
37 33.6 4 Post Graduate 16 14.5 Total 110 100.0 Source: Primary
data Above table reveals that 78.2% of the respondents are literate
and 21.8% of the respondents are illiterate. CHART: 3.2 EDUCATIONAL
QUALIFICATION
17. 17 HSC 12% Diploma 39% Graduate 34% Post Graduate 15% HSC
Diploma Graduate Post Graduate TABLE: 3.3 JOB SATISFACTION
18. 18 SL.NO OPINION NO. OF THE RESPONDENTS PERCENTAGE 1 Highly
satisfied 7 6.4 2 Satisfied 11 10.0 3 Neutral 3 2.7 4 Dissatisfied
46 41.8 5 Highly dissatisfied 43 39.1 Total 110 100.0 Source:
Primary data Above table reveals that 6.4% of the respondents are
highly satisfied with their job and 10.0% of the respondents are
satisfied and 2.7% of the respondents are neutral with their job
and 41.8% of the respondents are dissatisfied with their job, 39.1%
of the respondents are highly dissatisfied. CHART: 3.3 JOB
SATISFACTION
20. 20 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Good 48
43.6 2 Better 35 31.8 3 Normal 26 23.6 4 Bad 1 .9 Total 110 100.0
Source: Primary data Above table reveals that 43.6% of the
respondents have a good relationship with superior and 31.8% of the
respondents have a better relationship with superior and 23.6% of
the respondents have a normal relationship with their superior and
only 0.9% of the respondent opined that bad relationship. CHART:
3.4 RELATIONSHIP WITH SUPERIORS
21. 21 Good 43% Better 32% Normal 24% Bad 1% Good Better Normal
Bad TABLE: 3.5 IMMORAL BEHAVIOR
22. 22 SL.NO OPINION NO.OF OF THE RESPONDENTS PERCENTAGE 1 Yes
12 10.9 2 No 98 89.1 Total 110 100.0 Source: Primary data The above
table reveals that 10.9% of the respondents have accepted that
superiors behave with them immorally and 89.1% of the respondents
have accepted that superiors behave with them morally. CHART: 3.5
IMMORAL BEHAVIOR
23. 23 Yes 11% No 89% Yes No TABLE: 3.6 EMPLOYEE
MOTIVATION
24. 24 SL.NO OPINION NO.OF OF THE RESPONDENTS PERCENTAGE 1
Above average 81 73.6 2 Average 24 21.8 3 Below average 5 4.5 Total
110 100.0 Source: Primary data The above table reveals that 73.6%
of the respondents have opined that employee motivation is above
average and 21.8% of the respondents have opined that average and
4.5% of the respondents have opined that below average. CHART: 3.6
EMPLOYEE MOTIVATION
25. 25 Aboveaverage 73% Average 22% Belowaverage 5%
Aboveaverage Average Belowaverage TABLE: 3.7
26. 26 CHANCE FOR RECTIFICATION OF ERRORS SL.NO OPINION NO.OF
THE RESPONDENTS PERCENTAGE 1 Mostly 84 76.4 2 Rarely 5 4.5 3
Sometimes 21 19.1 Total 110 100.0 Source: Primary data The above
table reveals that 76.4% of the respondents have opined that Error
rectification chance is given mostly and 4.5% of the respondents
have opined that chance is given rarely and 19.1% of the
respondents have opined that chance is given at sometimes. CHART:
3.7 CHANCE FOR RECTIFICATION OF ERRORS
27. 27 Mostly 76% Rarely 5% Sometimes 19% Mostly Rarely
Sometimes TABLE: 3.8 SHARING OF OPINION AMONG THE SUPERIORS
28. 28 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1
Strongly Agreed 12 10.9 2 Agreed 18 16.4 3 Disagreed 31 28.2 4
Strongly disagreed 49 44.5 Total 110 100.0 Source: Primary data The
above table reveals that 10.9% of the respondents are strongly
agreed regarding allowed to share opinion and 16.4% of the
respondents are agreed and 28.2% of the respondents are disagreed,
44.5% of the respondents are strongly disagreed. CHART: 3.8 SHARING
OF OPINION AMONG THE SUPERIORS
29. 29 Strongly Agreed 11% Agreed 16% Disagreed 28% Strongly
disagreed 45% OPINION Strongly Agreed Agreed Disagreed Strongly
disagreed TABLE: 3.9 ALLOWING TO ENGAGE IN EFFECTIVE DIALOGUE AMONG
THE EMPLOYEES
30. 30 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1
Committed listening 28 25.5 2 Speaking 11 10.0 3 Observing 71 64.5
Total 110 100.0 Source: Primary data The above table reveals that
25.5% of the respondents have opined that committed listening is
allowed and 10.0% of the respondents have opined that speaking is
allowed and 64.5% of the respondents have opined that observing is
allowed. CHART: 3.9 ALLOWING TO ENGAGE IN EFFECTIVE DIALOGUE AMONG
THE EMPLOYEES
32. 32 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Mostly
78 70.9 2 Rarely 1 .9 3 Sometimes 31 28.2 Total 110 100.0 Source:
Primary data The above table reveals that 70.9% of the respondents
have opined that Mostly superiors assist morally and 0.9% of the
respondents have opined that superiors assist rarely and 28.2% of
the respondents have opined that superiors assist at sometimes.
CHART: 3.10 SUPERIORS MORAL ASSISTANCE
33. 33 Mostly 71% Rarely 1% Sometimes 28% Mostly Rarely
Sometimes TABLE: 3.11
34. 34 EMPLOYEES ENGAGED IN UNRELATED WORK SL.NO OPINION NO.OF
THE RESPONDENTS PERCENTAGE 1 Yes 5 4.5 2 No 105 95.5 Total 110
100.0 Source: Primary data The above table reveals that 4.5% of the
respondents have opined that they are allowed to engage in
unrelated work and 95.5% of the respondents have opined that hey
are allowed to engage in unrelated work . CHART: 3.11 EMPLOYEES
ENGAGED IN UNRELATED WORK
35. 35 Yes 5% No 95% Yes No TABLE: 3.12 LEVEL OF GRIEVANCE
REDRESSAL
36. 36 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Mostly
32 29.1 2 Rarely 69 62.7 3 Sometimes 9 8.2 Total 110 100.0 Source:
Primary data The above table reveals that 29.1% of the respondents
have opined that grievance redressed often mostly and 62.7% of the
respondents have opined that rarely and 8.2% of the respondents
have opined that sometimes grievance is redressed. CHART: 3. 12
LEVEL OF GRIEVANCE REDRESSAL
37. 37 Mostly 29% Rarely 63% Sometimes 8% OPINION Mostly Rarely
Sometimes TABLE: 3.13 OPEN COMMUNICATION AMONG THE EMPLOYEES
38. 38 Source: Primary data The above table reveals that 5.5%
of the respondents strongly agreed regarding open communication and
7.3% of the respondents agreed and 47.3% of the respondents
disagreed regarding open communication, 40.0% of the respondents
are strong disagreed. CHART: 3.13 OPEN COMMUNICATION AMONG THE
EMPLOYEES SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Strongly
Agreed 6 5.5 2 Agreed 8 7.3 3 Disagreed 52 47.3 4 Strongly
disagreed 44 40.0 Total 110 100.0
40. 40 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Highly
Satisfied 69 62.7 2 Satisfied 37 33.6 3 Neutral 4 3.6 Total 110
100.0 Source: Primary data The above table reveals that 62.7% of
the respondents are highly satisfied with current remuneration and
33.6% of the respondents are satisfied and 3.6% of the respondents
are neutral regarding current remuneration. CHART: 3.14
SATISFACTION LEVEL OF CURRENT REMUNERATION
42. 42 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Yes 98
89.1 2 No 12 10.9 Total 110 100.0 Source: Primary data The above
table reveals that 89.1% of the respondents have opined that fair
remuneration is given to overtime duty and 10.9% of the respondents
have opined that they are not given fair remuneration for overtime
duty. CHART: 3.15 REMUNERATION FOR OVERTIME DUTY
43. 43 Yes 89% No 11% Yes No TABLE: 3.16 EMPLOYEE RELATIONSHIP
WITH THEIR COLLEAGUES
44. 44 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Good 68
61.8 2 Better 26 23.6 3 Normal 16 14.5 Total 110 100.0 Source:
Primary data The above table reveals that 61.8% of the respondents
have good relationship with colleagues and 23.6% of the respondents
have better relationship with colleagues and 14.5% of the
respondents have normal relationship with their colleagues. CHART:
3.16 EMPLOYEE RELATIONSHIP WITH THEIR COLLEAGUES
45. 45 Good 61% Better 24% Normal 15% Good Better Normal TABLE:
3.17 PARTICIPATION LEVEL IN ANALYSING ISSUES
46. 46 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Mostly
88 80.0 2 Rarely 3 2.7 3 Sometimes 19 17.3 Total 110 100.0 Source:
Primary data The above table reveals that 80% of the respondents
have opined that they are allowed to participate in analyzing
issues and problems mostly and 2.7% of the respondents opined that
rarely they are allowed to participate in analyzing issues and
17.3% of the respondents have opined that sometimes they are
allowed to participate in analyzing issues. CHART: 3.17
PARTICIPATION LEVEL IN ANALYSING ISSUES
47. 47 Mostly 80% Rarely 3% Sometimes 17% Mostly Rarely
Sometimes TABLE: 3.18
48. 48 EVALUATING FACTOR FOR EMPLOYEES ENHANCEMENT SL.NO
OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Performance 19 17.3 2
Strong affiliation towards your superior 68 61.8 3 any other factor
23 20.9 Total 110 100.0 Source: Primary data The above table
reveals that 17.3% of the respondents have opined that evaluation
is conducted on the basis of performance of employee. And 61.8% of
the respondents have opined that evaluation is conducted on the
basis of affiliation and 20.9% of the respondents have opined that
other factor is used to evaluate performance. CHART: 3.18
49. 49 EVALUATING FACTOR FOR EMPLOYEES ENHANCEMENT Performance
17% Strong affiliation towards your superior 62% any other factor
21% OPINION Performance Strong affiliation towards your superior
any other factor TABLE: 3.19 ORGANIZING LEVEL OF LEARNING
PROGRAMMES
50. 50 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1
Strongly Agreed 80 72.7 2 Agreed 25 22.7 3 Disagreed 5 4.5 Total
110 100.0 Source: Primary data The above table reveals that 72.7%
of the respondents are strongly agreed regarding organization
learning programme and 22.7% of the respondents are agreed and 4.5%
of the respondents are disagreed in organization learning
programme. CHART: 3.19 ORGANIZING LEVEL OF LEARNING PROGRAMMES
52. 52 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 1
Rarely 85 77.3 2 Sometimes 12 10.9 3 Mostly 13 11.8 Total 110 100.0
Source: Primary data The above table reveals that 77.3% of the
respondents have opined that rarely performance conveyed in right
manner and 10.9% of the respondents have opined that sometimes
performance conveyed in right manner and 11.8% of the respondents
have opined that mostly performance conveyed in right manner.
CHART: 3.20 ASSESSMENT OF EMPLOYEE PERFORMANCE TO SUPERIORS
53. 53 Rarely 77% Sometimes 11% Mostly 12% OPINION Rarely
Sometimes Mostly TABLE: 3.21 SHARING OF WORK RELATED
INFORMATION
54. 54 SL.NO OPINION NO.OF THE RESPONDENTS PERCENTAGE 1 Yes 17
15.5 2 No 93 84.5 Total 110 100.0 Source: Primary data The above
table reveals that 15.5% of the respondents have opined that work
related information is hidden and 84.5% of the respondents have
opined that work related information does not hide. CHART: 3.21
SHARING OF WORK RELATED INFORMATION
55. 55 ANALYSIS Null Hypothesis (0) There is no relationship
between superiors and functional employees. Descriptive Leader
Relationship N Mean Std. Deviation Std. Error 95% Confidence
Interval for Mean Minimum MaximumLower Bound Upper Bound 25-35 37
1.4595 .73009 .12003 1.2160 1.7029 1.00 3.00 35-45 36 2.0278 .81015
.13503 1.7537 2.3019 1.00 3.00 45-55 27 2.0370 .89792 .17281 1.6818
2.3922 1.00 4.00 above 55 10 1.8000 .63246 .20000 1.3476 2.2524
1.00 3.00 Total 110 1.8182 .82598 .07875 1.6621 1.9743 1.00
4.00
56. 56 ANOVA Leader Relationship Sum of Squares Df Mean Square
F Sig. Between Groups 7.639 3 2.546 4.045 .009 Within Groups 66.724
106 .629 Total 74.364 109 Inference: The significant value of
superior and age group of functional employees is 0.009 which is
less than 0.05. So there is a relationship between superiors and
the functional employees. Majority of the employees age group of
35-45, 45-55 have a good relationship with their superior.
57. 57 Null Hypothesis (0): There is no employee motivation
Descriptives Employee Motivation N Mean Std. Deviation Std. Error
95% Confidence Interval for Mean Minimum MaximumLower Bound Upper
Bound 25-35 37 1.2162 .47930 .07880 1.0564 1.3760 1.00 3.00 35-45
36 1.2778 .56625 .09437 1.0862 1.4694 1.00 3.00 45-55 27 1.5185
.64273 .12369 1.2643 1.7728 1.00 3.00 above 55 10 1.2000 .42164
.13333 .8984 1.5016 1.00 2.00 Total 110 1.3091 .55431 .05285 1.2043
1.4138 1.00 3.00
58. 58 Inference: The significant value of motivation according
to age group of functional employees is 0.144 which is greater than
0.05 So there is no motivation to the functional employees. ANOVA
Employee motivation Sum of Squares Df Mean Square F Sig. Between
Groups 1.658 3 .553 1.840 .144 Within Groups 31.833 106 .300 Total
33.491 109
59. 59 Null Hypothesis (0): There is no job satisfaction with
the functional employees. Descriptives Job Satisfaction N Mean Std.
Deviation Std. Error 95% Confidence Interval for Mean Minimum
MaximumLower Bound Upper Bound 25-35 37 3.9189 1.23330 .20275
3.5077 4.3301 1.00 5.00 35-45 36 4.1667 1.23056 .20509 3.7503
4.5830 1.00 5.00 45-55 27 4.0000 .96077 .18490 3.6199 4.3801 1.00
5.00 above 55 10 3.4000 1.34990 .42687 2.4343 4.3657 1.00 5.00
Total 110 3.9727 1.18445 .11293 3.7489 4.1966 1.00 5.00
60. 60 Inference: ANOVA Job satisfaction Sum of Squares df Mean
Square F Sig. Between Groups 4.761 3 1.587 1.136 .338 Within Groups
148.157 106 1.398 Total 152.918 109
61. 61 The significant value of job satisfaction according to
the age group of functional employees is 0.338 which is greater
than 0.05 So there is no job satisfaction. CHAPTER-IV 4.1 FINDINGS
1. 41.8% of the respondents dissatisfied and 39.1% of respondents
highly dissatisfied regarding job satisfaction. 2. 43.6% of the
respondents have good relationship with their leader. 3. Two-way
communication has been found in the organization with the support
of 100% of respondents. 4. 44.5% of the respondents have been found
with the opinion of strongly disagreed and 28.2% of respondents
disagreed regarding sharing opinion on work. 5. 62.7% of the
respondents have opined that rarely grievance is redressed.
62. 62 6. 47.3% of the respondents have been found with the
opinion of disagreed and 40% of the respondents have been found
with strongly disagreed regarding open communication between
superior and them. 7. Satisfaction of current remuneration has been
found with the support of 62.7% of the respondents with opinion of
highly satisfied. 8. Majority of the respondents have been found
with the opinion of mostly superior assists at working place. 9.
Most of the respondents (80%) are allowed to participate in
analyzing issues and problems mostly. 10. Employees performance
which is evaluated on the basis of strong affiliation towards
superior has been found with the support of 61.8% of the
respondents. 11. Employees performance which is conveyed rarely in
right manner has been found with the support of majority of people
(77.3%). 4.2 SUGGESTIONS 1. Job rotation shall be recommended to
increase employees job satisfaction and to eliminate fatigue of
employees and know about various jobs in the organization. 2.
Parent child relationship shall be recommended to enhance the level
of affiliation to reduce the mistake of superior and functional
employees and to build mutual understanding. 3. Grievance Redressal
shall be recommended to conduct twice in a year to reduce
discontent or dissatisfaction of employees. 4. Employee engagement
activity shall be recommended to increase which will help employees
get away from the boredom and relax from work burden.
63. 63 5. Counseling shall be recommended to all superiors to
eliminate mistake over their colleagues. 6. Open communication
shall be recommended which will help the employees to know about
current status of work and company and will help the employees
bonding with organization and superior. 7. Independent opinion over
the job shall be recommended to execute the work efficiently. 8.
Evaluation of employees shall be recommended to conduct on the
basis of personal observation, statistical reports, oral reports
and written reports. 4.3 CONCLUSION Leadership is a vital process
in any organization. The success or failure of any organization
mainly depends on its leadership. Employees are led by their
superiors in order to achieve the target which is set by the
company. Effective leadership helps the employees to have a strong
affiliation towards the organization. Parent child relationship
between the superiors and functional employees shall help to reduce
the mistakes on the work. And leader should admire about his/her
colleagues in presence of others which will create mutual
relationship among them. Findings of the study have revealed lack
of open communication and grievance redress, job satisfaction,
evaluation factor. In the organization leader should not hide work
related problem which will cause belief of employees over the
leader and the organization. Open
64. 64 communication will help to assess the employees opinion
over the job and Grievance should be redressed promptly without
showing indifference. Employees performance should be assessed by
personal observation and statistical reports, oral reports and
written reports. Evaluation should be conducted based on
affiliation towards superior. It will cause morale of employees.
Effective leadership shall shoulder the organization and helps in
the development of the business. APPENDIX QUESTIONNAIRE Employees
Details: Name : Gender : (a) Male (b) Female Age : (a) 25-35 (b)
35-45 (c) 45-55 (d) above 55 Educational Qualification: (a) HSC (b)
Diploma (c) Graduate (d) Post Graduate 1. Are you satisfied with
your current job? a) Highly satisfied. b) Satisfied c) Neutral d)
Dissatisfied e) Highly dissatisfied. 2. How is your relationship
with your team leader? a) Good b) Better c) Normal d) Bad e)
Worst
65. 65 3. Have you noticed any behavior in your team leader
that you feel is not morally right? a) Yes (b) No 4. How would you
rate employee motivation in this organization? a) Above average (b)
Average c) Below average 5. Do you think that you been given a
chance for rectification of your mistake or not? a) Mostly b)
Rarely c) Sometimes 6. Do you agree that you are allowed to share
your opinion on work? a) Strongly Agree (b) Agree c) Disagree d)
Strongly disagree 7. What type of communication is taking place
between you and your superior? a) One-way (b) Two-way 8. Are you
allowed to engaging in effective dialogue with others? a) Committed
listening b) Speaking c)Observing d) Writing e) Delivery of
presentations. 9. Does your superior assist you morally at working
place? a) Mostly b) Rarely c) Sometimes 10. Are you asked to do
unrelated work during your work hours? a) Yes b) No 11. Do you
agree that your grievances are all redressed often? a) Mostly b)
Rarely c) Sometimes 12. Do you agree that open communication is
being held between you and your superior? a) Strongly Agree (b)
Agree c) Disagree d) Strongly disagree 13. Are you satisfied with
your current remuneration? a) Highly Satisfied. b) Satisfied c)
Neutral d) Dissatisfied e) Highly dissatisfied. 14. Are you given
fair remuneration during overtime hours? (a) Yes (b) No 15. How is
your relationship with your colleagues? a) Good b) Better c) Normal
d) Bad e) Worst
66. 66 16. Are you allowed to participate in analyzing issues
and problems systematically and thoroughly? a) Mostly b) Rarely c)
Sometimes 17. Are you evaluated based on the following factors? a)
Performance b) Strong affiliation towards your superior c) any
other factor 18. Do you agree that you are given organization
learning programme? a) Strongly Agree (b) Agree c) Disagree d)
Strongly disagree 19. Do you agree that your performance is
conveyed to the superior in right manner? a) Rarely (b) Sometimes
(c) Mostly 20. Does your superior hide work related information
from you? a) Yes (b) No BIBLIOGRAPHY G.Yukl, Leadership in
Organizations, Prentice Hall, NY, 1994 S.P.Robbins, Organizational
Behaviour, Prentice Hall, New Delhi,2000. Terry R.Bacon year: 2011
page: 10 journal: leadership excellence George. P. Johnston,
Management Research- Emerging employment relationship Gaetane
Jean-Marie, Year: 2009 page:562 journal: advances in developing
human resources Derek Stockley, A journal of Human Resource-
Dealing with positive employee performance.