HUMAN BEHAVIOUR AND ITS IMPACT IN LOGISTICS INDUSTRY

WITH REFERENCE TO DTDC COURIER AND CARGO LTD, KOLKATA

Presented By,

Nilanjan Paul

SAMPLING PLAN BASE POINTS

INFORMATIONS

SAMPLING UNIT 30

SAMPLING TECHNIQUE RANDOM SAMPLING METHOD

RESEARCH INSTRUMENT QUESTIONNAIRE

CONTACT METHOD DIRECT

SAMPLING PLAN

DATA ANALYSIS

STRUCTURE

LEADERSHIP

CULTURE

MOTIVATION

PARAMETERS LEADERSHIP

Transformational leadership

53.33%

Transactional leadership 26.67%

Laissez faire 20%

PARAMETERS MOTIVATION

Highly Self Desired 56.67%

Average Self Desired 43.33%

PARAMETERS ORGANISATIONAL STRUCTURE

Satisfied 58.33%

Dissatisfied 41.67%

PARAMETERS ORGANISATIONAL CULTURE

Satisfied 67.5%

Dissatisfied 32.5%

5

17

3

5

Recognition

Monetary Benefit

Growth Opportunities

Gifts/Awards

The kind of motivation generally given to employees

Most employees are satisfied with Monetary

benefit.

Followed by Recognition and Gifts/Awards

Growth opportunities is not of utmost priority for

employees.

Security is the primary factor that employees

consider most important.

Training opportunities is their next priority.

Preferable working condition is given third

most priority.

The other factors may include Vacation leaves,

Convenient locations and Retirement benefits.

10

52

5

7

1Security

Preferable Working Hours

Vacation Leaves

Convenient Loca-tions

Training Opportuni-ties

Retirement Benefits

Reasons for which employees prefer their present job

Most employees have said that job rotation is not

familiar.

Meanwhile few have said that it is never practiced.

Whereas a small portion of people

7

18

5

Never

Not Very Often

Often

How often employees shift in practice from one role to another

10

2

4

14

Safety and Assurance of Goods

Focusing On the Devel-opment of its Workforce

Developing Existing Transportation Mode

Ensuring Fastest Delivery

Most DTDC seeks to achieve productivity by

ensuring fastest delivery.

Followed by Safety and assurance of goods and few

other mediums.

Medium through which DTDC tends to achieve higher productivity

14

13

7

5Transformational

Instructive

Sedation (collabora-tion)

Transactional

Consultative

Declarative

Most of the respondents have replied that DTDC follows Transformational

Leadership.

Followed by Transactional Leadership.

And finally by Consultative, Sedation and

Instructive

The manner in which DTDC characterizes their style of leading in their organization.

10

2

2

16

Result / Output

Competency

Work Experience / Seniority

Performance

The basis of promotion policy adopted by DTDC

DTDC promotes mainly on the basis of Performance.

Followed by Result/output.

And finally by Competency and Work Experience.

Whether the organization gives importance to employee’s needs/suggestions

26

4

YES NO

DTDC gives importance to employees needs.

Whereas very few do not give importance to employees needs.

INFERENCES

Job accomplished is recognised through various HR initiatives.

Quality Circle & Management. Business process is Decentralised. Matrix Organisational Structure. Good span of control. Resistance to Change Failure of Motivation Job Security

RECOMMENDATION

Introduction of Flex-Time. Promoting “Stress Management Programmes”. Increasing Supporting Staff. Rigorous training to avoid human errors. Emphasis on incentives and increment policies. Employee Engagement.

CONCLUSION

There is a scope for capacity creation and efficiency improvement in logistics performance index (Time and Cost).

The opportunity in both sectors is enormous and they have eventually set ambitious targets for expanding these capacities significantly over the planned period.

Employees effective and efficient work outcomes. Motivational policy.

THANK YOU