sample project 1 - mam
TRANSCRIPT
EFFECT OF HUMAN RESOURCE DEVELOPMENT
MECHANISM ON THE LEVEL OF COMMITMENT OF
EMPLOYEES
(With special reference to CAI Industries Limited, Coimbatore)
MAJOR PROJECT REPORT
SUBMITTED BY
E. PRIYALAKSHMI(Reg. No: 09PIT31)
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
Ms. SASHIKALA V., MBA
AVINASHILINGAM SCHOOL OF MANAGEMENT TECHNOLOGY
AVINASHILINGAM DEEMED UNIVERSITY FOR WOMEN
COIMBATORE –641 043
MARCH - 2011
EFFECT OF HUMAN RESOURCE DEVELOPMENT
MECHANISM ON THE LEVEL OF COMMITMENT OF
EMPLOYEES
(With special reference to CAI Industries Limited, Coimbatore)
SUBMITTED BY
E. PRIYALAKSHMI(Reg. No: 09PIT31)
MAJOR PROJECT REPORT SUBMITTED TO
AVINASHILINGAM SCHOOL OF MANAGEMENT TECHNOLOGY
COIMBATORE- 641043
MARCH - 2011
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
CERTIFIED AS BONAFIDE RESEARCH WORK
________________ ___________________ ________________
SIGNATURE OF SIGNATURE OF THE SIGNATURE OF
THE DEAN EXTERNAL EXAMINER THE GUIDE
ACKNOWLEDGEME
NT
ACKNOWLEDGEMENT
First of all, the researcher would like to thank the Lord Almighty for giving me the
courage and confidence to take up this project and complete it successfully.
The researcher humbly thanks the Chancellor Dr.(Mr).T.S.K. Meenakshi
Sundaram M.A., M.Phil., Ph.D., The Vice Chancellor Dr.(Mrs). Sheela
Ramachandran M.Sc., PG Dip., PhD, and the Registrar Dr.(Mrs). Gowri
Ramakrishnan M.Sc., M.Phil., Ph.D., of Avinashilingam Deemed University For
Women, Coimbatore, for having given an opportunity to undertake this project work,
which forms part of the curriculum.
The researcher also expresses her gratitude and sincere thanks to the Dean, Faculty
of Avinashilingam School of Management Technology, Mrs. Shantha. B. Kurup
M.Com. M.B.A., M.Phil., Ph.D., for her valuable advice and timely encouragement to
complete my project.
The researcher also expresses her indebtedness to her project guide Ms. Sashikala
V., MBA., Lecturer, Avinashilingam School of Management Technology, for her timely
advice, constant encouragement and guidance, constructive ideas and valuable
suggestions for corrections in the successful completion of the project. The researcher
also expresses her thanks to all the Faculty Members of Avinashilingam School of
Management Technology for their constant support and encouragement.
The researcher would like to express her sincere thanks to Mr. E.A.G. Soundar,
HR Manager for the approval to carry out this project work. She would also like to
express her sincere thanks to Mr. Prabhu and Mr. Saravanan for having extending
their co-operation and all the staff members for providing her with necessary inputs,
valuable suggestions and the co-operation they rendered.
The researcher expresses her wholehearted gratitude to her family members for
their continuous support, encouragement and a special word of thanks to all her friends
and well wishers who helped to make this study a successful one.
SYNOPSIS
CONTENTSCONTENTS
CHAPTER PARTICULARS PAGE
NO.
List of Tables
List of Charts
I INTRODUCTION
1.1. Automotive Industry 1
1.2. CAI Industries Limited 8
1.3. Effect of HRD Mechanism and Organizational
Commitment
13
1.4. Objectives 20
1.5. Scope 21
1.6. Limitations 22
II REVIEW OF LITERATURE 23
III RESEARCH METHODOLOGY 33
IV ANALYSIS & INTEPRETATION 36
V SUMMARY
5.1. Findings
5.2. Suggestions
5.3. Conclusions
BIBLIOGRAPHY
ANNEXURE
LIST OF TABLESLIST OF TABLES
Table No TITLE PAGE NO
4.1 Age 37
4.2 Gender 39
4.3 Educational Qualification 41
4.4 Years of Experience 43
HRD Mechanism 1
4.5 Frequency of Training 45
4.6 Duration of the Training Period 47
4.7 Participants of the Training and Development Program 49
4.8 Procedure for Evaluation of Training 51
4.9 Methods of Training 53
4.10 Impact of Training and Development Programs 55
HRD Mechanism 2
4.11 Performance Appraisal 57
HRD Mechanism 3
4.12 Counseling/Mentoring 59
HRD Mechanism 4
4.13 Reward System 61
HRD Mechanism 5
4.14 Types of Communication 63
4.15 Communication System in the Company 65
HRD Mechanism 6
4.16 Welfare 67
HRD Mechanism 7
4.17 Safety standards 69
4.18 Safety Measures improves Performance 71
4.19 Employees follow Safety Instructions 73
4.20 Commitment Level 75
4.21 Chi-Square test for Experience and Performance Appraisal 78
LIST OF CHARTS
LIST OF CHARTS
Table No TITLE PAGE NO
4.1 Age 38
4.2 Gender 40
4.3 Educational Qualification 42
4.4 Years of Experience 44
HRD Mechanism 1
4.5 Frequency of Training 46
4.6 Duration of the Training Period 48
4.7 Participants of the Training and Development Program 50
4.8 Procedure for Evaluation of Training 52
4.9 Methods of Training 54
4.10 Impact of Training and Development Programs 56
HRD Mechanism 2
4.11 Performance Appraisal 58
HRD Mechanism 3
4.12 Counseling/Mentoring 60
HRD Mechanism 4
4.13 Reward System 62
HRD Mechanism 5
4.14 Types of Communication 64
4.15 Communication System in the Company 66
HRD Mechanism 6
4.16 Welfare 68
HRD Mechanism 7
4.17 Safety standards 70
4.18 Safety Measures improves Performance 72
4.19 Employees follow Safety Instructions 74
4.20 Commitment Level 77
CERTIFICATE
CHAPTER I
INTRODUCTIONCHAPTER I
INTRODUCTION
1.1. AUTOMOTIVE INDUSTRY
The automotive industry designs, develops, manufactures, markets, and sells
motor vehicles, and is one of the world's most important economic sectors by revenue.
The term automotive industry usually does not include industries dedicated to
automobiles after delivery to the customer, such as repair shops and motor fuel filling
stations.
CONSUMPTION TRENDS
About 250 million vehicles are in use in the United States. Around the world, there
were about 806 million cars and light trucks on the road in 2007, consuming over 260
billion gallons of gasoline and diesel fuel yearly. In the opinion of some, urban transport
systems based around the car have proved unsustainable, consuming excessive energy,
affecting the health of populations, and delivering a declining level of service despite
increasing investments. Many of these negative impacts fall disproportionately on those
social groups who are also least likely to own and drive cars. The sustainable transport
movement focuses on solutions to these problems.
The Detroit branch of Boston Consulting Group predicts that, by 2014, one-third of
world demand will be in the four BRIC markets (Brazil, Russia, India and China). Other
potentially powerful automotive markets are Iran and Indonesia.
AUTOMOTIVE INDUSTRY IN INDIA
The Automotive industry in India is one of the largest in the world and one of the
fastest growing globally. India manufactures over 11 million vehicles (including 2
wheeled and 4 wheeled) and exports about 1.5 million every year. It is the world's second
largest manufacturer of motorcycles, with annual sales exceeding 8.5 million in 2009.
India's passenger car and commercial vehicle manufacturing industry is the seventh
largest in the world, with an annual production of more than 2.6 million units in 2009. In
2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan,
South Korea and Thailand.
As of 2009, India is home to 40 million passenger vehicles and more than 2.6
million cars were sold in India in 2009 (an increase of 26%), making the country the
second fastest growing automobile market in the world. According to the Society of
Indian Automobile Manufacturers, annual car sales are projected to increase up to 5
million vehicles by 2015 and more than 9 million by 2020. By 2050, the country is
expected to top the world in car volumes with approximately 611 million vehicles on the
nation's roads.
A chunk of India's car manufacturing industry is based in and around the city of
Chennai, also known as the "Detroit of India". with the Indian city accounting for 60 per
cent of the country's automotive exports. Gurgaon and Manesar near New Delhi are hubs
where all of the Maruti Suzuki cars in India are manufactured. The Chakan corridor near
Pune, Maharashtra is another vehicular production hub with General Motors,
Volkswagen/ Skoda, Mahindra and Mahindra, Tata Motors in the process of setting up or
already set up facilities. Ahmedabad with Tata Motors Nano plant and Halol with
General Motors in Gujarat, Aurangabad in Maharashtra, Kolkatta in West Bengal are
some of the other automotive manufacturing regions around the country.
HISTORY
Following economic liberalization in India in 1991, the Indian automotive industry
has demonstrated sustained growth as a result of increased competitiveness and relaxed
restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti
Suzuki and Mahindra and Mahindra, expanded their domestic and international
operations. India's robust economic growth led to the further expansion of its domestic
automobile market which has attracted significant India-specific investment by
multinational automobile manufacturers. In February 2009, monthly sales of passenger
cars in India exceeded 100,000 units and has since grown rapidly to a record monthly
high of 182,992 units in October 2009. From 2003 to 2010, car sales in India have
progressed at a CAGR of 13.7%, and with only 10% of Indian households owning a car
in 2009 (whereas this figure reaches 80% in Switzerland for example) this progression is
unlikely to stop in the coming decade. Congestion of Indian roads, more than market
demand, will likely be the limiting factor.
The first car ran on India's roads in 1897. Until the 1930s, cars were imported
directly. Embryonic automotive industry emerged in India in the 1940s. Following the
independence, in 1947, the Government of India and the private sector launched efforts to
create an automotive component manufacturing industry to supply to the automobile
industry. However, the growth was relatively slow in the 1950s and 1960s due to
nationalization and the license raj which hampered the Indian private sector. After 1970,
the automotive industry started to grow, but the growth was mainly driven by tractors,
commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers
entered the Indian market ultimately leading to the establishment of Maruti Udyog. A
number of foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for
building motorcycles and light commercial-vehicles. It was at this time that the Indian
government chose Suzuki for its joint-venture to manufacture small cars. Following the
economic liberalization in 1991 and the gradual weakening of the license raj, a number of
Indian and multi-national car companies launched operations. Since then, automotive
component and automobile manufacturing growth has accelerated to meet domestic and
export demands.
COMPANY PROFILE1.2. CAI INDUSTRIES LIMITED
A. MAHINDRA & MAHINDRA LTD.
Mahindra & Mahindra is amongst the most respected companies in India. For its
SUV model 'Scorpio,' the comapany won the National Award for outstanding in-house
research and development. Bolero, Commander, Voyager are the popular brands of the
comapany.
Mahindra & Mahindra Limited (M&M), the flagship company of US $ 2.59
billion Mahindra Group, has a significant presence in key sectors of the Indian economy.
M&M is one of the most respected companies in India. The Company over the years has
transformed itself into a Group that caters to the Indian as well as foreign markets with a
presence in vehicles, farm equipment, information technology, trade and finance related
services, as well as infrastructure development. Now, they have started with a separate
sector, Mahindra Systems and Automotive Technlogies (MSAT) in order to focus on
developing components as well as offering engineering services.
Mahindra & Mahindra currently employs around 11,600 people and has eight
manufacturing facilities spread over 500,000 square meters. The company has 49 sales
offices that are supported by a network of over 780 dealers across the country. The
company's outstanding manufacturing and engineering skills allow it to innovate and
launch new products constantly for the Indian market. The "Scorpio", a SUV developed
by the company from the ground up, resulted in the Company winning the National
Award for outstanding in-house research and development from the Department of
Science and Industry of the Government in the year 2003.
In the community development sphere, M&M has implemented several
programs that have benefited the people and institutions in its areas of operations. On the
auspicious occasion of its 60th anniversary, the Company announced a range of CSR
activities supported by a commitment of 1% of Profit after Tax for its CSR initiatives.
FACTS
Founder - The two brothers, J.C. Mahindra and K.C. Mahindra and Ghulam Mohammed
Country – India
Year of Establishment - October 2, 1945
Listings & its codes - NSE: M&M; BSE: 500520
Plants - 1. Mumbai
Akruli Road, Kandivli (East)
Mumbai 400 101
Tel.: +(91)-(22)-28874601
2. Nasik
89, MIDC Road No. 17
Satpura, Nasik 422 007
Tel.: +(91)-(253)-2351496
3. Mouje Talegaon
Taluka: Igatpuri
Nasik 422 403
Tel.: +(91)-(2553)-284226/ 8
4. Andhra Pradesh
Near Bidar, "T" Junction
Zaheerabad 502 220
Andhra Pradesh
Tel.: +(91)-(8451)-282285/ 223
Website - www.mahindra.com
PRODUCTS OF MAHINDRA & MAHINDRA
AUTOMOTIVE SEGMENT
o Bolero Range – Bolero, Bolero Camper
o Sedan Range – Logan
o SUV Range – Scorpio, Mahindra Thar new
o Bike Range - Mahindra Stallio, Mahindra Mojo
o Pickup Range – Utility, NC 640DP, Pik-Up, Pik-Up CBC
o MaXX Range – MaXX, MaXX-LX
o CL Range - 500-550MDI
o MMRange - 540/550 DP, 550 PE, 540/550 XDB
o Commander Range - 650 DI, 750 DI Long, 750 ST
o Hard Top Range – Economy, 5 Door, Marshall DI, Marshall Deluxe, 775
XDB, 3 Door, Marshall Royale
o Voyager Range – Voyager, Voyager Ambulance, Voyager Delivery Van
o LCV Range - CabKing 576, Tourister, FJ470-DS4 High Roof,
Omnibus, Cabking 576DI, DI 3200, Loadking DI, FJ Minibus
o Three Wheeler Range - Champion DX, Champion
o Alternative Fuel Range – CNG, FJ CNG Minibus, Bijlee
o Army Range – Rakshak, 550 XD
o Export Range - Single Cab, MM-775, Double Cab, Classic, 4WD
FARM EQUIPMENT SEGMENT
o Tractor Below 30 HP – Yuvraj, 265 DI Bhoomiputra, 265 DI Sarpanch
o Tractors Between 30-40 HP - Arjun 445 DI, 475 DI – Sarpanch, 275 DI TU
Sarpanch, 475 DI – Bhoomiputra, 275 DI TU Bhoomiputra
o Tractors Above 40 HP - Arjun 555 DI, 575 DI Bhoomiputra, 2Arjun 605 DI, 585
DI – Sarpanch, 575 DI – Sarpanch
o Farm Implements - Rigid Tine Cultivator, Mounted Mould, Mounted Offset Disk
Harrow, Board Plough, Spring Loaded Tiller, Heavy Duty Tiller, Mounted Disc
Plough, Reversible Plough, Leveller
PRODUCTS
1. COMMERCIAL VEHICLES
o Alfa
o Gio
o Mahindra Navistar Trucks
o Bolero Maxi Truck
o Loadking
o Maxximo
o Tourister Buses
2. PERSONAL VEHICLES
o Bolero
o Logan
o Mahindra REVA Electric Cars
o Scorpio
o Thar
o Xylo
B. CAI INDUSTRIES LIMITED
CAI Industries Limited deals with the marketing of Mahindra Tractors and Automotive
vehicles. CAI Industries Limited are a part of the prestigious Rajshree group, which
apart form textiles, has diversified its domain in to Automotive Trading, Transport,
Travel, Finance and Sugar with the annual turnover mounting to Rs. 300 crores.
CAI industries was established in 1957 as a workshop for servicing all kinds of vehicles.
In1971 CAI got the Mahindra & Mahindra Dealership for selling tractors. Subsequently
in 1986, they obtained the dealership for selling Utility Vehicles and LCV Range
Vehicles form Mahindra & Mahindra.
The Tractor Division and The Automotive division at CAI are involved in the marketing
of Mahindra Tractors and Automotive Vehicles respectively.
CAI industries lay emphasis on customer satisfaction and their Quality Policy reads:
"The Quality Policy of CAI Industries is to achieve "Customer
Satisfaction" by offering comprehensive quality service consistently and
assuring "CARE BEYOND COMPARE" to every customer by
dedicated team work".
As a landmark in vehicle dealership, CAI has sold 20, 000 tractors and 7500 Utility
Vehicles.
MILESTONES IN THE HISTORY OF CAI
1993
o Started Spares and Service Outlet at Trichur
o Crossed 10, 000th Tractor Sales
1995
o Constructed new workshop at Coimbatore for servicing Mahindra Utility Vehicles
and LCVs
1996
o Company's Name changed as CAI Industries Limited
o Started Sales Outlet at Gudalur
1997
o Separate branch at Erode for Automotive division
o Crossed 5000th vehicle sales (Utility Vehicles and LCVs)
1998
o Distributorship for Bharat Shell Automotive Lubricants.
1999
o P. Velur branch was upgraded as main dealer
2000
o Dealership for "Piaggio Diesel 3 - Wheeler" at Trichy
o Opened new branch (Sales, Service and Spares) at Uthangarai
o Got ISO 9002 Certification for Sales and servicing of tractors, utility vehicles,
LCVs and Spare parts sales.
o Crossed 20, 000th tractor sales
2002
o Started Spares and Service outlet at Kottakkal
Landmarks crossed by CAI in marketing Mahindra Vehicles Milestones in
marketing Mahindra Tractors
1970 - Dealership (Sold 47 tractors)
1974 - Crossed 1000th Tractor Sales
1980 - Crossed 2000th Tractor Sales
1986 - Crossed 5000th Tractors Sales
1993 - Crossed 10, 000th Tractors Sales
1997 - Crossed 16, 000th Tractors Sales
1998 - Crossed 17, 000th Tractors Sales
2000 - Crossed 20, 000th Tractors Sales
DEALERS
CAI has a well-knit network of dealers in South India. The tractor dealership
encompasses 7 districts in Tamilnadu namely Coimbatore, Nilgiris, Erode, Salem,
Namakkal, Uthangarai and Dharmapuri and 3 districts in Kerala namely Palakkad,
Trichur and Malappuram. The utility vehicle dealership has 6 districts namely
Coimbatore, Nilgiris, Erode, Salem, Namakkal and Dharmapuri. The main branches at ,
Erode, Salem, Dharmapuri and Palakkad are equipped with full-fledged showroom and
service stations. Branches at Velur, Attur, Pollachi, Ooty, Kalpetta and Trichur are Spare
Parts and Service Outlets to cater to the needs of tractor owners. As a landmark in vehicle
dealership, CAI has sold 20, 000 tractors and 7500 Utility Vehicles. Pondicherry Branch
turns to be a billing point.
EMPLOYMENT POLICIES AND PROCEDURES OF THE
ORGANISATION
Whenever people work together, some rules and guidelines for conduct are
necessary. CAI Industries Ltd has not attempted to list every dealership rule or policy but
instead have listed some basic rules. The dealership will discipline, up to and including
discharge, for violations of any dealership rule or policy including the following, or for
any other inappropriate conduct or action:
Dishonoring dealership instructions or rules (including safety rules), or other
policies.
Interference with business, inefficiency, in competency, or neglect of duties.
Repeated tardiness or absences from work without notice.
Dishonesty and other integrity issues.
Abusive or discourteous language, threats, fighting or injury to the person or
property of dealership personnel or others doing business with or seeking to do
business with the dealership.
Being under the influence, possession, sale or use of alcohol during dealership
working hours.
Soliciting or distributing literature in violation of dealership policy.
EMPLOYEE BENEFITS IN THE ORGANISATION
Holidays
Life Insurance
Accidental death or Dismemberment plan
Leave of Absence
Employee Referral Bonus plan
Employee compensation
Health and safety policies
The great need for organization to focus on their Human Resource Development.
CAI Industries Limited is a sales and service division of Mahindra & Mahindra vehicles.
It is engaged in selling and servicing Mahindra & Mahindra personal vehicles and
commercial vehicles with more than 180 employees. This unit finds itself competing with
well established players in the Indian market. The need for this study is to improve the
competencies of the personnel to perform better and develop themselves and the
organization.
HRD MECHANISM AND
ORGANISATIONAL
COMMITMENT
1.3. HRD MECHANISM AND ORGANISATIONAL
COMMITMENT
A) MEANING OF HRD MECHANISM
Human Resource Development (HRD) is concerned with the development of
human resources in an organization. The term 'Human Resource Development' has two
parts namely: 'Human Resource' and 'Development'.
"Human Resource" may be thought of as "the total knowledge, skill, creative
abilities, talents and aptitudes of an organization's work force, as well as the values,
attitudes and benefits of an individual involved (Panigrahy,1990) in the organization.
"Development" means enhancing/improving skills/capabilities of an individual
in the present job as well as bringing into the light the hidden qualities of an individual
for a future job assignment (Gupta, 1996) . These skills/capabilities have to seek
congruence/correlation between organisational and individual goals. The essence of
Human Resource Development (HRD) is to bring out the best in man. To bring out the
best in people means the better performance of the employees at all levels in the jobs they
hold. Better performance or higher productivity depends upon the levels of knowledge,
skills, capacities and positive work attitudes and values of all employees in the
organisation. It is a process of raising increasing potentialities of manpower resources
(Singh, Kaur and Kumar, 1995). This process may result in integration of the goals of
individuals with organisation goals, improving performance of individuals and effective
groups (Panigrahy, 1990) . The organisation as a whole aims at optimum utilisation of
human resources in the organisation. To achieve this, organizations should provide a
development climate as well as opportunities to the employees.
The goal of HRD systems is to develop:
The capabilities of each employee as an individual.
The capabilities of each individual in relation to his or her present role.
The capabilities of each employee in relation his or her expected future
role(s).
The dynamic relationship between each employee and his or her
supervisor.
The team spirit and functioning in every organizational unit
(department, group, etc).
Collaboration among different units of the organization.
The organization’s overall health and self-renewing capabilities which,
in turn, increase the enabling capabilities of individuals, dyads, teams,
and the entire organization.
To achieve these objectives, HRD systems may include the following process
MECHANISM OR SUBSYSTEMS
1. Performance Appraisal
2. Potential Appraisal and Development
3. Feedback and Performance Coaching
4. Career Planning
5. Training
6. Organization Development (OD)
7. Rewards
8. Employee Welfare and Quality of Work Life
9. Human Resources Information
10. The Contribution of Subsystems to HRD Goals
Performance Appraisal
An HRD oriented performance appraisal is used as a mechanism to:
i) Understand the difficulties of their subordinates and try to remove these
difficulties & encouraging them to accept more responsibilities & challenges.
ii) Understand the strength and weaknesses of their subordinates and help the
subordinates to realize these.
iii) Help the subordinates to become aware of their positive contributions.
Potential Appraisal and Development
It is assumed under this system that the company is growing continuously. A
dynamic and growing organization needs to continually review its structure and systems,
creating new roles and assigning new responsibilities. Capabilities to perform new roles
and responsibilities must continually be developed among employees.
Feedback and Performance Coaching
Supervisors in HRD system have the responsibility for ongoing observation and
feedback to subordinates about their strengths and their weaknesses, as well as for
guidance in improving performance capabilities.
Career Planning
The HRD philosophy says that people perform better when they feel trusted and
see meaning in what they are doing. In the HRD system, corporate growth plans should
not be kept secret. Long-range plans for the organization are made known to the
employees. Most people want to know the possibilities for their own growth and career
opportunities. Because managers and supervisors have information about the growth
plans of the company, it is their responsibility to transmit information to their
subordinates and to assist them in planning their careers within the organization.
Training
Training is linked with performance appraisal and career development.
Employees generally are trained on the job or through special-in-house training
programs.
Organization Development
This function includes research to ascertain the psychological health of the
organization. This generally is accomplished by means of periodic employee surveys.
Efforts are made to improve organizational health through various means in order to
maintain a psychological climate that is conducive to productivity.
Rewards
Rewarding employee performance and behavior is an important part of HRD.
Appropriate reward is not only to recognize and motivate employees, but also
communicate the organization's values to the employees. In HRD systems, innovations
and use of capabilities are rewarded in order to encourage the acquisition and application
of positive attitudes and skills.
Employee Welfare and Quality of Work Life
Quality-of-work-life programs generally focus on the environment within the
organization. HRD systems focus on employee welfare and quality of work life by
continually examining employee needs and meeting them to the extent feasible.
B. MEANING OF ORGANISATIONAL COMMITMENT
As an attitude, organizational commitment is most often defined as (1) a
strong desire to remain a member of a particular organization; (2) a willingness to exert
high levels of effort on behalf of the organization; and (3) a definite belief in, and
acceptance of, the values and goals of the organization.
In other words, this is an attitude reflecting employees’ loyalty to their
organization and is an ongoing process through which organizational participants express
their concern for the organization and its continued success and well-being.
The organizational commitment attitude is determined by a number of
personal (age, tenure in the organization, and dispositions such as positive or negative
affectivity, or internal or external control attributions) and organizational (the job design,
values, support, and the leadership style of one’s supervisor) variables. Even non-
organizational factors, such as the availability of alternatives after making the initial
choice to join an organization, will affect subsequent commitment.
Also, because of the new environment where many organizations are not
demonstrating evidence of commitment to their employees, recent research has found that
an employee’s career commitment is a moderator between the perceptions of company
policies and practices and organizational commitment.
For example, even though employees perceive supervisory support, they
would also need to have a commitment to their careers, say, in engineering or marketing,
in order to have high organizational commitment. Because of multidimensional nature of
organizational commitment, there is growing support for the three-component model
proposed by Meyer and Allen. The three dimensions are as follows:
1. AFFECTIVE COMMITMENT involves the employee’s emotional attachment
to, identification with, and involvement in the organization.
2. CONTINUANCE COMMITMENT involves commitment based on the costs
that the employee associates with leaving the organization. This may be because
of the loss of seniority for promotion or benefits.
3. NORMATIVE COMMITMENT involves employees’ feelings of obligation to
stay with the organization because they should; it is the right thing to do.
Organizational commitment in the fields of Organizational Behavior and
Industrial/Organizational Psychology is, in a general sense, the employee's psychological
attachment to the organization. It can be contrasted with other work-related attitudes,
such as job satisfaction, defined as an employee's feelings about their job, and
organizational identification, defined as the degree to which an employee experiences a
'sense of oneness' with their organization.
Beyond this general sense, organizational scientists have developed many
nuanced definitions of organizational commitment, and numerous scales to measure
them. Exemplary of this work is Meyer & Allen's model of commitment, which was
developed to integrate numerous definitions of commitment that had proliferated in the
literature.
MODEL OF COMMITMENT
According to Meyer and Allen's (1991) three-component model of commitment,
prior research indicated that there are three "mind sets" which can characterize an
employee's commitment to the organization:
1. Affective Commitment
Affective Commitment is defined as the employee's positive emotional attachment to the
organization. An employee who is affectively committed strongly identifies with the
goals of the organization and desires to remain a part of the organization. This employee
commits to the organization because he/she "wants to".
2. Continuance Commitment
The individual commits to the organization because he/she perceives high costs of losing
organizational membership, including economic costs (such as pension accruals) and
social costs (friendship ties with co-workers) that would be incurred. The employee
remains a member of the organization because he/she "has to".
3. Normative Commitment
The individual commits to and remains with an organization because of feelings of
obligation. These feelings may derive from many sources. For example, the organization
may have invested resources in training an employee who then feels a 'moral' obligation
to put forth effort on the job and stay with the organization to 'repay the debt.' It may also
reflect an internalized norm, developed before the person joins the organization through
family or other socialization processes, that one should be loyal to one's organization.
The employee stays with the organization because he/she "ought to".
This study tried to find out how Human Resource Development Mechanisms
help the employees to commit in the organization and strive to improve the competencies
of the personnel to perform better and develop themselves and the organization. This
study also tried to find out how human resource development mechanisms are instituted
by the organization and how it links them with their contribution to the level of
commitment of the employees to the organization.
OBJECTIVES
1.4. OBJECTIVES
To study the impact of Human Resource Development Mechanisms on the level
of commitment of the employees of CAI Industries Limited.
To analyze the response of the various categories of the employees regarding
different HRD Mechanisms and their satisfaction levels.
To understand and review the various HRD Mechanisms instituted by CAI
Industries Limited.
To identify the most preferred and effective mechanism.
SCOPE
1.5. SCOPE
The study has been conducted to collect information relating to the employees
views and satisfaction level for various mechanisms. The study analyzes and
gives suggestions to improve the implementation of the various mechanisms
which in turn will lead to increase levels of commitment of employees. The study
would help the company to review the performance of the different mechanisms
and institute necessary changes and fine turn them to evoke better responses.
There is scope to extend the study to other CAI Industrial branches.
The study has helped the researcher have an industrial exposure and has helped to
identify the HRD Mechanism in the concern. It has helped the researcher make an
analysis as to finding the effect of the HRD Mechanism on the level of employee
commitment in CAI Industries ltd. Hence a good analysis had been possible.
The study also helps the employees identify their level of commitment as well as
the relationship between the HRD Mechanism and the Level of Commitment,
hence helping them to know the importance of employee commitment.
LIMITATIONS
1.6. LIMITATIONS
This study suffers from the following limitations:
This study is restricted to the company’s unit at Peelamedu, Coimbatore and does
not include the company’s employees of vehicle servicing department.
The sample size is 60 out of a total population of 180 employees this works out to
33.3 percent of the population.
The primary data collected from employees were during their leisure hours, which
may not be accurate.
This study links the level of commitment of the employees with the human
resources development mechanisms mentioned and does not take into
consideration any other external factors that influences the commitment level of
the employees.
This is a descriptive study based only on CAI Industries Limited, so the results
may not be generalized to other industries which are having various
organizational climate and culture.
CHAPTER II
REVIEW OF
LITERATURE
CHAPTER II
REVIEW OF LITERATURE
A literature review is an account of what has been published on a topic by
accredited scholars and Researchers. It is part of the introduction to an essay, research
report, or Thesis. The literature review must be defined by a guiding concept. It is not
just descriptive list of the material available, or a set of summaries. Once the problem is
formulated a brief summary of it should be written down. For this purpose, the
abstracting and indexing of journals and published or unpublished bibliographies are the
first place to go.
The study aims to identify the vital role of HRD Mechanisms and its impact on the
level of commitment of the employees. This study helps to reveal the level of
commitment and involvement an employee has towards their organization, so the
organization can go for improving overall performance and productivity of the
organization.
HUMAN RESOURCE DEVELOPMENT
Srimannarayana, M1 says Human Resource Development (HRD) is a
process by which the employees of an organization are helped, in a continuous, planned
way, to: 1) acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles, 2) develop their general capabilities
as individuals and discover and exploit their potentials for their own and/or
organizational development purposes, and 3) develop an organizational culture in which
supervisor-subordinate relationships, teamwork, and collaboration among sub-units are
strong and contribute to the professional well being, motivation, and pride of employees.
PERFORMANCE APPRAISAL
Susan M.Heathfield2 has stated in an article that, in the conventional performance
appraisal or review process, the manager annually writes his opinions of the performance
of a reporting staff member on a document supplied by the HR department. In some
organizations, the staff member is asked to fill out a self-review to share with the
supervisor. Most of the time, the appraisal reflects what the manager can remember; this
is usually the most recent events. Almost always, the appraisal is based on opinions as
real performance measurement takes time and follow-up to do well. The documents in
use in many organizations also ask the supervisor to make judgments based on concepts
and words such as excellent performance (what's that?), exhibits enthusiasm (hmmm,
laughs a lot?) and achievement oriented (likes to score?).
TRAINING AND DEVELOPMENT
Rodrigues and Lewlyn L.R.3 says that the concept of HRD was formally
introduced by Prof. Dr. Leonard Nadler in 1969 in a conference organised by American
Society of Training and Development (Rao, 2000). In India, Larson & Toubro Ltd. was
the first company to introduce this concept in 1975 among private sector companies with
an objective of facilitating growth of knowledge workers. Among the public sector
government companies it was BHEL which introduced this concept in 1980. HRD is the
process of enabling people to make things happen. It deals with the process of
'competency development' in people and creation of conditions through public policy,
programmes and other interventions to help people apply these competencies for their
own benefit and the benefit of others. Competencies may include knowledge, skills
attitudes and values. The capabilities may be developed in individuals, groups and
communities or collectives. HRD is the process of improving, moulding and changing the
skills, knowledge, creative ability, aptitude, attitude, values and commitment etc. based
on present and future job and organisational requirements.
Rao4 (2005) says training is the act of increasing the knowledge and skills of an
employee for performing a particular job. The major outcome of training is learning. A
trainee learns new habits, refined skills and useful knowledge during the training that
helps him improve performance. Training enables an employee to do his present job more
efficiently and prepare himself for a higher level job.
McNamara, Carter5 (1997-2007) Training involves an expert, working with
learners to transfer to them certain areas of knowledge or skills to improve themselves in
their current jobs. Development is a broad, ongoing multi-faceted set of activities
(training activities among them) to bring someone or an organization up to another
threshold of performance, often to perform some job or new role in the future.
The OECD6 (Organisation for Economic Cooperation & Development) (1997)
defines training as "all the various processes by which an individual develops the
competencies required for employment-related tasks". Development is also sometimes
distinguished from training, with development defined in terms of broader capability to
take up future work and career opportunities, beyond the competencies required for a
current position.
Maurer and Rafuse7 (2001) suggested two perspectives to avoid age
discrimination in training and development. First, a lack of training can be detrimental to
older workers. Second, the legal perspective, that a lack of training opportunities may be
discriminatory. Some suggestions for avoiding discrimination in training and
development are offered including: Culture and policies; decisions about training and
development opportunities; supervisors and developmental relationships; and training
managers on stereotypes.
MENTORING
McGregor8 (2000) presents two models of mentoring. The traditional view of
mentoring is facilitated mentoring where the more experienced person (mentor) acts as a
role model for the less experienced person (mentee). Another approach is also offered –
guided learning. A more experienced co-worker uses guided learning to teach a less
experienced worker new skills.
REWARDS
Griffin and Moorhead9 (2009) Reward system is composed of all organizational
components, which include people, processes, rules and procedures, together with the
decision-making activities, which involved the process in allocating compensation and
benefits to employees, in exchange for their contribution to the organization. The main
purpose of reward system is to attract, retain and motivate qualified employees. This help
to maintain the equality and fairness of rewards being offered towards the employees,
which are primarily based on their performance and contributions to the company. There
are different types of rewards, which help in order to attract qualified candidates and
retain useful and valuable employees in the company. These include: base pay, incentive
systems, indirect compensation, perquisites and awards.
Lee-Ross10 (2002) Employee motivation has been accepted and widely studied in
human resource from 1930s onwards. Motivation is defined as the process of gratifying
internal needs of individual through different actions and behaviors. It pertains on the
complexity of mental and physical drives, joint with the environment which makes the
people perform the way they do.
Wiersma11 (1992) and Wiley (1997) The idea that the firm’s reward system is a
significant situational factor that influences employees’ job performance has long been
accepted in the motivation literature.
Taylor, (1967) and Wiley12 (1997) Commentators in the field have shown that
rewards, particularly extrinsic rewards are powerful factors impelling motivation and job
performance.
Sankar, Ledbetter, Snyder, Roberts, McCreary and Boyles13 (1991)
researchers in the technology domain have observed the positive relationship between a
supportive reward system and motivation of technologists in information technology
companies.
Hamner and Hamner14 (1976); Komaki and Frederiksen15 (1982) given that,
there are notable volumes of studies on employees’ work performance including
laboratory experiments and field interventions have shown that improvements in external
contingencies such as reward structures have resulted in subsequent rise in employees’
motivation and work performance.
Abbey and Dickson16 (1983) found that an individual’s innovative performance
is influenced by perceived attractiveness of the firm’s reward system and perceived
willingness of the organization in supporting innovative work.
SAFETY MEASURES
Simola17 (2005) defines Safety as a state or status of a system in which all
business-related risks are at an acceptable level. Naumanen and Rouhiainen18 (2006)
Safety is mainly related to unintentional accidents, incidents and losses, whereas security
contains the aspect of intentional damage, crime and terrorism.
ORGANISATIONAL COMMITMENT
Paul and Anantharaman19 in their study in India “Influence of HRM practices on
organizational commitment: A study among software professionals in India”, reveals that
HRM practices such as employee-friendly work environment, career development,
development oriented appraisal, and comprehensive training show a significant positive
relationship with organizational commitment. The study's results emphasize the role of
such HRD variables as inculcating and enhancing organizational commitment, and
suggest that HRD practitioners and researchers should further develop commitment-
oriented organization policies.
Judith W. Tansky and Debra J. Cohen20 in their empirical study conducted in a
major mid western hospital found that organizational commitment and perceived
organizational support were significantly correlated with satisfaction with career
development. Results suggested that when organizations make efforts to develop their
managers, the managers become more committed to the organization and also more likely
to develop their employees.
Rajendran Muthuveloo and Raduan Che Rose21 (2005) Organisational
commitment is a subset of employee commitment, which is comprised of work
commitment, career commitment and organisational commitment. Organisational
commitment, in turn, can be subdivided into affective commitment, continuance
commitment and normative commitment. As a combination of both attitudinal and
behavioural approaches, organizational commitment is defined as employees’ acceptance,
involvement and dedication (AID) towards achieving the organisation’s goals. It is the
willingness of employees to accept organisational values, and goals, and to work towards
achieving these; to be fully involved, and participate, in all the activities, both work and
non-work related, of the organisation; and to dedicate time, and effort, towards the
betterment of the organisation.
Wim J. Nijhof, Margriet J. de Jong, Gijs Beukhof22 argue that Commitment of
employees can be an important instrument for improving the performance of
organizations. Based on international literature and studies, commitment has been defined
as organizational and task commitment, and is related to personal, job and organizational
characteristics. The study intends to explore some important relations between the
characteristics of commitment and organizational effects. Between commitment and the
level of the organization the most important relations are a better communication and less
illness; at the level of the individual employee the commitment to change and to take part
very actively in change processes, bringing up new ideas, is important. Commitment is
strongly connected with colleagues and the style of management and could be seen as an
important asset of the learning company.
According to Meyer and Allen's23 (1991) three-component model of
commitment, prior research indicated that there are three "mind sets" which can
characterize an employee's commitment to the organization:
1. Affective Commitment
AC is defined as the employee's positive emotional attachment to the
organization. An employee who is affectively committed strongly identifies with
the goals of the organization and desires to remain a part of the organization. This
employee commits to the organization because he/she "wants to".
2. Continuance Commitment
The individual commits to the organization because he/she perceives high costs of
losing organizational membership, including economic costs (such as pension
accruals) and social costs (friendship ties with co-workers) that would be
incurred. The employee remains a member of the organization because he/she
"has to".
3. Normative Commitment
The individual commits to and remains with an organization because of feelings
of obligation. These feelings may derive from many sources. For example, the
organization may have invested resources in training an employee who then feels
a 'moral' obligation to put forth effort on the job and stay with the organization to
'repay the debt.' It may also reflect an internalized norm, developed before the
person joins the organization through family or other socialization processes, that
one should be loyal to one's organization. The employee stays with the
organization because he/she "ought to".
Steers24 (1977), and Mottaz25 (1988) has identified factors which help create
intrinsically rewarding situations for employees to be antecedents of affective
commitment. These factors include such job characteristics as task significance,
autonomy, identity, skills variety and feedback concerning employee job performance,
perceived organizational support or dependence (the feeling that the organization
considers what is in the best interest of employees when making decisions that affect
employment conditions and work environment), and the degree that employees are
involved in the goal-setting and decision-making processes.
REFERENCE:
1. Srimannarayana, M., “Human resources development climate in India”, Indian
Journal of Industrial Relations, October 1, 2008.
http://www.highbeam.com/doc/1G1-210171581.html
2. Susan .M. Heathfield “Performance Appraisals Don't Work”. The Traditional
Performance Appraisal Process.
http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=766
3. Rodrigues and Lewlyn L.R., “Industry-institute correlates of HRD climate:
empirical study based implications”, Indian Journal of Industrial Relations, October 1,
2005.
http://www.highbeam.com/doc/1G1-189653492.html
4. Rao. V.S.P., “Human Resource Management”, Second edition, Excel Books, New
Delhi, P-190.
5. McNamara, Carter, (1997-2007) “Employee Training and Development: Reasons and
Benefits.”
http://university-essays.tripod.com/employee_training_and_development.html
6. Organisation for Economic Cooperation & Development (1997). “Manual for Better
Training Statistics: Conceptual, Measurement and Survey Issues”, OECD, Paris, P-19.
7. Maurer, T. & Rafuse, N. (2001). “Learning, Not Litigating: Managing Employee
Development And Avoiding Claims Of Age Discrimination”. Academy of Management
Executive, Vol. 15 No. 4, pp. 110-121.
8. McGregor, L. (2000). “Mentoring an Australian Experience”. Career Development
International. Vol. 5 No. 4/5, pp. 244-249.
9. Griffin, R and Moorhead, M 2009, Organizational behavior: managing people and
organizations, Cengage Learning.
http://ivythesis.typepad.com/term_paper_topics/2010/11/literature-review-on-
employee-motivation-and-reward-system-.html
10. Lee-Ross, D 2002, ‘An Exploratory Study of Work Motivation Among Private and
Public Sector Hospital Chefs in Australia’, Journal of Management Development, Vol.
21, no. 8, pp. 576 – 588.
11. Wiersma, U.J.,1992. “The effects of intrinsic rewards in intrinsic motivation: A meta-
analysis”, Journal of Occupational and Organisational Psychology, Vol. 65, no. 2, pp
101-114.
12. Willey, C. 1997, “What motivates employees according to over 40 years of
motivation surveys?” International Journal of Manpower, Vol. 18 no. 3, pp 263-280.
13. Sankar, C.S., Ledbetter, W.N., Snyder, C.A., Roberts, T.L., McCreary, J., and Boyles,
W.R. 1991. Perceptions of reward systems by technologists and Managers I Information
Technology companies. IEEE Transactions on Engineering Management 38(4): pp 349-
358.
14. Hamner, W.C., and Hamner. E.P. 1976. Behaviour modification and the bottom line.
Organizational Dynamics, 4(4): pp 3-21.
15. Komaki, J., and Frederiksen, L.W. 1982. Managerial effectiveness: Potential
contributions of the behavioural approach. Journal of Organizational Behaviour
Management, Vol. 3 no. 3, pp 71-89.
16. Abbey, A., and Dickson, J. 1983. R&D work climate and innovation in
semiconductors. Academy of Management Journal, Vol. 26 no. 2, pp 362-368.
17. Simola A. Safety management superior piece of work. Doctoral dissertation. Oulu,
Finland: Oulu University Publications 2005.
http://www.bentham.org/open/tomanaj/articles/V002/17TOMANAJ.pdf
18. Naumanen M, and Rouhiainen V. Security research roadmap. VTT press releases
2327. Espoo, Finland: Otamedia Publications Ltd, 2006.
http://www.bentham.org/open/tomanaj/articles/V002/17TOMANAJ.pdf
19. Paul A.K., and Anantharaman R.N., “Human Resource Development Quarterly”,
Volume 15, Issue 1, pp 77–88, 2004.
20. Judith W. Tansky and Debra J. Cohen, “The relationship between organizational
support, employee development, and organizational commitment: An empirical study”,
Human Resource Development Quarterly, Volume 12, Issue 3, pp 285–300, 2001.
21. Rajendran Muthuveloo and Raduan Che Rose, “Typology of Organisational
Commitment”, American Journal of Applied Science 2 (6), Science Publications, pp
1078-1081, 2005.
22. Wim J. Nijhof, Margriet J. de Jong, Gijs Beukhof, (1998) "Employee commitment in
changing organizations: an exploration", Journal of European Industrial Training, Vol. 22
Iss: 6, pp.243 – 248.
http://www.emeraldinsight.com/journals.htm?articleid=836959&show=abstract
23. Meyer, J P and Allen, N J (1991). "A three-component conceptualization of
organizational commitment: Some methodological considerations", Human Resource
Management Review, 1, pp. 61-98.
24. Steers, R. M.1977. Antecedents and outcomes of organizational commitment.
Administrative Science Quarterly, 22: pp: 46-56.
25. Mottaz, C.J., 1988. Determinants of organizational commitment", Human Relations,
41: pp : 467-482.
CHAPTER III
RESEARCH
METHODOLOGYCHAPTER III
RESEARCH METHODOLOGY
A research methodology defines what the activity of research is, how to proceed,
how to measure progress, and what constitutes success. Research is a diligent and
systematic inquiry or investigation into a subject in order to discover or revise facts,
theories, applications, etc. Methodology is the system of methods followed by particular
discipline.
The research methodology is used to systematically solve the research
problems. It may be understood as a science of studying how research is done
systematically. It is necessary for the researcher to know not only research but also
methodology.
RESEARCH DESIGN
Research is a systematized effort to gain knowledge. It represents a scientific
approach based research for pertinent information on a scientific topic for solving a
problem. In fact, the research design is the conceptual structure within which research
is conducted; it constitutes the blueprint for the collection, measurement and analysis
of data.
The design used here is “Descriptive Research”. It is a fact finding method or the
detailed study of the project that is undertaken. Descriptive Research Studies are those
studies, which are concerned with describing the characteristics of a particular
individual, or of a group.
SOURCES OF DATA
The two sources through data could be collected were Primary data and
Secondary data.
Primary Data
The primary data for the research study were collected through structured
questionnaire from the employees of CAI Industries Limited. The questions were
structured and direct as to make the respondents understand it easily. General
information related to the company that has been collected through personal interaction
with the authorities of the company.
Secondary Data
The secondary data are mainly consists of information collected from journals,
articles, books and websites related to the topic.
SAMPLING DESIGN
The study procedure used or adopted for selecting the sample for the present
study is known as convenient sampling. The total population size of the workers is
around 180. Sample size refers to the number of the objected to be selected from the
population. A sample of 60 workers has been taken for the study considering the time
factor of data collection.
TOOLS FOR ANALYSIS
The data collected through questionnaire was analyzed by using Percentage
analysis and Mean score value. The scaling techniques used in the research method are
5-point Likert-scales it consisted of the points like strongly disagree, disagree, neutral,
agree, and strongly agree. Chi Square analysis was also used for analysis. The data has
been represented using charts and tables.
Mean score value = score value/no of respondents.
Score value = no. of respondents * score.
SCORE GIVEN
Strongly Agree – 5
Agree – 4
Neutral – 3
Disagree – 2
Strongly Disagree – 1
ABBREVIATION
SA – Strongly Agree
A – Agree
N – Neutral
D – Disagree
SD – Strongly Disagree
MSV- Mean Score Value
CHAPTER IV
ANALYSIS AND
ITERPRETATION
CHAPTER IV
ANALYSIS AND INTERPRETATION
Analysis is a systematic approach to problem solving. It refers to the
computation of certain measures along with searching for patterns of relationship that
exists among data collected. Complex problems are made by separating them into more
understandable elements. This involves the identification of purpose and facts, the
statement of defensible assumptions, and the formulation of conclusion.
The study is primarily based on data collected from the primary data
collected from employees. For the analysis, different tables have been prepared and these
tables have been used to prepare the various types of charts. The interpretation of the
analysis has been given just below the tables prepared in each of the analysis. Percentage
analysis, Mean Score Value, Chi Square test, Microsoft Excel tools were used in
analyzing the data.
The researcher has done an analysis and interpreted the results from such
analysis in an efficient manner. The research instrument has been used in an appropriate
manner for the analysis. All such interpreted results are derived from the analysis of the
data collected.
PERSONAL FACTORS
AGE
Age indicates the level of maturity in each individual. It makes a difference in the
engagement level of their work.
Table 4.1
Age
Age (in years) No. of Respondents Percentage
Below 20 years 1 2
20 – 25 years 37 62
26 – 30 years 15 25
31 – 35 years 5 8
Above 36 years 2 3
Total 60 100
It is inferred that 62% of the respondents were between 20-25 years. Hence it is
evident that majority of the respondents were between 20-25 years.
Chart 4.1
Age
2
62
25
83
0
10
20
30
40
50
60
70
Below 20yrs
21 – 25 yrs 26 – 30 yrs 31 – 35 yrs ABOVE 36yrs
Age
Per
cen
tage
GENDER
The table shows the gender of the employees working in CAI Industries Limited.
Table 4.2
Gender
Gender No. of Respondents Percentage
Male 29 48
Female 31 52
Total 60 100
It is inferred that 52% of the employees’ are Female and 48% are Male. Hence it is
evident that majority of the respondents are Female.
Chart 4.2
Gender
48
52
46
47
48
49
50
51
52
53
Male Female
Gender
Per
cen
tage
EDUCATIONAL QUALIFICATION
The table shows the educational qualification of the employees in the
organization.
Table 4.3
Educational Qualification
Qualification No. of Respondents Percentage
SSLC 1 2
HSC 0 0
Diploma 14 23
Graduate 19 32
Post Graduate 26 43
Total 60 100
It is inferred that 43% of the respondents were Post Graduates.
Chart 4.3
Educational Qualification
20
23
32
43
0
5
10
15
20
25
30
35
40
45
50
SSLC HSC DIPLOMA GRADUATE POSTGRADUATE
Qualification
Pe
rce
nta
ge
YEARS OF EXPERIENCE
The table shows the experience of the respondents in the organization. The
commitment level increases as the employees’ working experience in the organization
increases.
Table 4.4
Years of Experience
Experience (in years)
No. of Respondents Percentage
Below 1 year 9 15
1 – 5 years 41 68
5 – 10 years 9 15
10 – 15 years 1 2
Above 15 years 0 0
Total 60 100
Majority (68%) of the respondents have 1-5 years of experience.
Chart 4.4
Years of Experience
15
68
15
2 00
10
20
30
40
50
60
70
80
Below 1 yr 1 – 5 yrs 5 – 10 yrs 10 – 15 yrs Above 15 yrs
Experience (in years)
Pe
rce
nta
ge
HRD MECHANISM 1 : TRAINING AND DEVELOPMENT
The training program organized by the organization should make the employee
improve and involve in work. It should provide knowledge and also make the employee
enhance his personal skills. Training is linked with performance appraisal and career
development. Employees generally are trained on the job or through special training
programs. The employee should feel that the company organizes training for their
betterment and so they should be committed to work and make the organization
successful.
FREQUENCY OF TRAINING
Table 4.5
Frequency of Training
Frequency No. of Respondents Percentage
Only once 4 8
Once in a month 17 28
Once in 6 months 2 3
Once in a year 5 8
Whenever needed 32 53
Total 60 100
It is inferred that 53% of the respondents are training whenever they feel they
need it. This helps to increase the commitment level of the employees.
Chart 4.5
Frequency of Training
8
28
3
8
53
0
10
20
30
40
50
60
Only once Once in a month Once in 6months
Once in a year Wheneverneeded
Frequency
Pe
rce
nta
ge
DURATION OF THE TRAINING PERIOD
Table 4.6
Duration of the Training Period
Level of Satisfaction
No. of Respondents MSV
Highly Satisfied
6 0.5
Satisfied 50 3.3
Neutral 4 0.2
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 60 4
It is inferred that, most of the respondents were satisfied with the duration
or time period allotted for the training program. And it is understood that the employees
feel that after training they get better knowledge and it also enables them to work better.
Chart 4.6
Duration of the Training Period
0.5
3.3
0.2
0
0
0 0.5 1 1.5 2 2.5 3 3.5
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied
Le
ve
l of
Sa
tis
fac
tio
n
MSV
PARTICIPANTS OF THE TRAINING AND DEVELOPMENT PROGRAM
Table 4.7
Participants of the Training and Development Program
Participants No. of Respondents Percentage
Managers10 16
Technical Staff4 7
Staffs6 10
Workers0 0
All Categories40 67
Total60 100
It is inferred that 67% of the respondents told that employees in all categories were
given training. Hence it is evident that all the employees were given enough training to
improve their performance.
Chart 4.7
Participants of the Training and Development Program
16
710
0
67
0
10
20
30
40
50
60
70
80
Managers Technical Staff Staff Workers All categories
Participants
Pe
rce
nta
ge
PROCEDURE FOR EVALUATION OF TRAINING
Table 4.8
Procedure for Evaluation of Training
Agreement Level No. of Respondents MSV
Strongly Agree
5 0.42
Agree 51 3.4
Neutral 3 0.15
Disagree 0 0
Strongly Disagree 1 0.02
Total 60 3.99
It is understood that the employees feel that after the training, proper evaluation
is done which helps them to gain better knowledge about their past and current
performance.
Chart 4.8
Procedure for Evaluation of Training
0.42
3.4
0.15
0
0.02
0 0.5 1 1.5 2 2.5 3 3.5 4
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Ag
ree
me
nt
Le
ve
l
MSV
METHODS OF TRAINING
The employees can be given different types of training based on their
performance. The training method also determines the employee commitment level in the
organization.
Table 4.9
Methods of Training
Training Methods No. of Respondents Percentage
On the Job training 45 75
Classroom training 7 11
External Programs 4 7
Others 4 7
Total 60 100
It is inferred that 75% of the respondents had on the job training. Hence it is evident
that most of the employees had on the job training, which is very effective in the
organization.
Chart 4.9
Methods of Training
75
117 7
0
10
20
30
40
50
60
70
80
On the Job training Classroom training External Programs Others
Training Methods
Pe
rce
nta
ge
IMPACT OF TRAINING AND DEVELOPMENT PROGRAMS
The training and development programs were given to employees in
order to improve their performance. So every training program has its impact. The impact
can be seen in employees’ performance.
Table 4.10
Impact of Training and Development Programs
Agreement Level No. of Respondents MSV
Strongly Agree
12 1
Agree 48 3.2
Neutral 0 0
Disagree 0 0
Strongly Disagree 0 0
Total 60 4.2
It is inferred that, the training and development programs influence the performance
on the employees’ work and increases the commitment level towards their job and also
the organization.
Chart 4.10
Impact of Training and Development Programs
1
3.2
0
0
0
0 0.5 1 1.5 2 2.5 3 3.5
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Ag
ree
me
nt
Le
ve
l
MSV
HRD MECHANISM 2 : PERFORMANCE APPRAISAL
Performance Appraisal plays a major role in rewarding and encouraging the
employee. Every employee feels very happy if they get recognition for the work they has
done, which may be a word of appreciation or rewards, which makes them to put their
heart and soul in the work they do.
Table 4.11
Performance Appraisal
Performance Appraisal
SA A N D SD MSV
Performance Appraisal System in the company
5 51 4 0 0 4.02
Impact of Performance Appraisal System
6 50 4 0 0 4.03
Commitment level of Employees
3 53 2 2 0 3.95
4
It is inferred that, the performance appraisal system has a positive impact
towards increasing the commitment level of the employees in the organization.
Chart 4.11
Performance Appraisal
4.02
4.03
3.95
3.9 3.92 3.94 3.96 3.98 4 4.02 4.04
MSV
Performance AppraisalSystem
Impact of PerformanceAppraisal System
Commitment Level ofEmployees
Per
form
ance
Ap
pra
isal
HRD MECHANISM 3: COUNSELING
Counseling is a dyadic relationship between two persons: a manager who is
offering help (counselor) and an employee whom such help is given (counselee). The
traditional view of mentoring is facilitated mentoring where the more experienced person
(mentor) acts as a role model for the less experienced person (mentee). This counseling
helps the employees to overcome their difficulties and gives encouragement to do their
job in a right manner.
COUNSELING PROVIDED BY THE ORGANIZATION
Table 4.12
Counseling/Mentoring
Level of Satisfaction
No. of Respondents MSV
Highly Satisfied
4 0.33
Satisfied 45 3
Neutral 10 0.5
Dissatisfied 1 0.03
Highly Dissatisfied 0 0
Total 60 3.86
It is inferred that, the counseling provides better knowledge to the employees to
know themselves and helps in engaging themselves fully towards their job.
Chart 4.12
Counseling / Mentoring
0.33
3
0.5 0.03 0
0
0.5
1
1.5
2
2.5
3
MSV
HighlySatisfied
Satisfied Neutral Dissatisfied HighlyDissatisfied
Level of Satisfaction
HRD MECHANISM 4 : REWARDS
Rewards are the compensation to the employees for their services to the
organization. Rewards are necessary to retain the services of efficient employee, motivate
the employee for better performance, and to attract capable and efficient potential
employees to the organization. Employees must be suitably rewarded for their
contribution to the organization. Rewards may be extrinsic reward or intrinsic reward.
Extrinsic reward is related to monetary benefits such as salary, promotion, etc, intrinsic
reward is related to the job itself i.e. job satisfaction, pride in word, recognition as an
individual, etc.
Table 4.13
Reward System
Rewards SA A N D SD MSV
Reward System 6 45 7 2 0 3.92
Monetary Benefits 3 17 37 3 0 3.33
Reward System Increases Employee Commitment
6 50 3 1 0 4.01
Reward System results in high performance
10 41 7 0 2 3.94
3.80
It is inferred that, the reward system helps in increasing the employee
commitment and results in better performance. But monetary benefits influence more
than non-monetary benefits.
Chart 4.13
Reward System
3.92
3.33
4.01
3.94
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5
MSV
Reward System
Monetary Benefits
Reward SystemIncreases Employee
Commitment
Reward System resultsin high performance
Re
wa
rds
HRD MECHANISM 5 : COMMUNICATION SYSTEM
There should be a two-way communication in the organization. The employee
should be given necessary instructions and information to do work. They should be
allowed to express their ideas and also be encouraged to give innovative ideas. They
should have the right to make decisions. The superior who have other information should
share with his sub-ordinates. The employee feels delighted when the ideas given by him
are valued and he is further motivated which leads to increase their commitment levels
towards their job.
Table 4.14
Types of Communication
Types of Communication
No. of Respondents Percentage
Upward
17 28
Downward 1 2
Both the ways 42 70
Total 60 100
It is inferred that there is a good communication system existing and this system
allows employees to express their views, suggestions and opinions. So both employees
and the organization are getting the information which is happening in each and every
stage of their development.
Chart 4.14
Types of Communication
28
2
70
0
10
20
30
40
50
60
70
80
Upward Downward Both the ways
Types of Communication
Pe
rce
nta
ge
COMMUNICATION SYSTEM IN THE COMPANY
Table 4.15
Communication System in the Company
Options No. of Respondents MSV
Excellent
3 0.25
Good 44 2.93
Average 12 0.6
Below Average 1 0.03
Poor 0 0
Total 60 3.81
It is inferred that, the communication system in the organization is good, hence it
provides correct and required information to all employees. Timely information given to
the employees makes them to feel that their work is recognized and improves their
commitment level towards the job.
Chart No. 4.15
Communication System in the Company
0.25
2.93
0.6
0.03
0
0 0.5 1 1.5 2 2.5 3
MSV
Excellent
Good
Average
Below Average
Poor
HRD MECHANISM 6 : WELFARE
Welfare is a comprehensive term including various services, benefits and
facilities offered to employees by the employer. The basic purpose of labor welfare is to
enrich the life of employees and keep them happy. The welfare system enables
employees to have a satisfying life and raises the standard of living.
Table 4.16
Welfare
Welfare SA A N D SD MSV
Company’s concern for employee welfare
4 48 7 0 1 3.90
Employee Welfare Schemes
1 45 12 2 0 3.75
Employee Welfare Scheme increases motivation & commitment
3 52 5 0 0 4
Employees are benefited by Welfare schemes
5 43 12 0 0 3.72
3.84
It is inferred that welfare schemes are good in the organization which has increased
the motivation and commitment level of the employees. And employees are highly
benefited by the welfare schemes.
Chart 4.16
Welfare
3.9
3.75
4
3.72
3.55 3.6 3.65 3.7 3.75 3.8 3.85 3.9 3.95 4
MSV
Company’s concern for employee welfare
Employee Welfare Schemes
Employee Welfare Scheme increases motivation& commitment
Employees are benefited by Welfare schemes
We
lfa
re
HRD MECHANISM 7: SAFETY MEASURES
Organizations are obliged to provide employees with a safe and healthful
environment. Health is a general state of physical, mental and emotional well being.
Safety is protection of a person’s physical health. The main purpose of health and safety
policies is the safe interaction of people and the work environment. Poor working
conditions affect employee performance badly. Employees may find it difficult to
concentrate on work. A company with a poor safety record may find it difficult to hire
and retain skilled labour force. The overall quality of work may suffer. Many deaths,
injuries and illnesses occur because of safety violations so it is very important for
employees to follow safety provisions and security procedures. Therefore every
organization should adopt appropriate methods and systems for the health and safety of
their employees.
Table 4.17
Safety Standards
Options No. of Respondents MSV
Excellent
4 0.33
Good 44 2.93
Adequate 12 0.6
Inadequate 0 0
Poor 0 0
Total 60 3.86
It is inferred that, the safety standards in the organization is good and the safety
measures possess a strong impact in the minds of the employees
Chart 4.17
Safety Standards
0.33
2.93
0.6
0
0
0 0.5 1 1.5 2 2.5 3
MSV
Excellent
Good
Adequate
Inadequate
Poor
SAFETY MEASURES IMPROVES PERFORMANCE
Table 4.18
Safety Measures improves performance
Options No. of Respondents Percentage
Always
16 27
Mostly 33 55
Sometimes 11 18
Never 0 0
Total 60 100
From the above table, it is inferred that 55% of the respondents were told that most
of the times safety measures in the organization helps them to perform well. Hence it is
proved that the company’s safety measures help the employees to perform their job.
Chart 4.18
Safety Measures improves performance
27
55
18
00
10
20
30
40
50
60
Always Mostly Sometimes Never
Pe
rce
nta
ge
EMPLOYEES FOLLOW SAFETY INSTRUCTIONS
Table 4.19
Employees follow Safety Instructions
Options No. of Respondents Percentage
Always
20 33
Mostly 30 50
Sometimes 10 17
Never 0 0
Total 60 100
From the above table, it is inferred that 50% of the respondents were told that most
of the times they follow the safety instructions. Hence it is proved that most of the times
the employees are following the company’s safety instructions.
Chart 4.19
Employees follow Safety Instructions
33
50
17
00
10
20
30
40
50
60
Always Mostly Sometimes Never
Per
cen
tag
e
COMMITMENT LEVEL
The work allotted to the employee should serve as a roadmap to attain the career
the employee has chosen to attain in his life time. The work allotted to them must be
interesting, challenging and provide the opportunity to expand their knowledge, abilities,
skill and should motivate them to learn more. It should also make the employee feel that
their fullest ability is utilized in work and also provide opportunity for personal
development thus leading to high engagement and commitment level.
Table 4.20
COMMITMENT LEVEL
Statement SD D N A SA MSV
Happy to work 2 3 11 42 2 3.65
Takes organisation's problem
as own
2 1 17 38 2 3.61
Feel emotionally attached 1 5 20 32 2 3.49
Feel sense of belongingness 1 5 14 36 4 3.62
Hard to leave right now 2 5 12 37 4 3.60
Have few option to leave 3 10 27 19 1 3.08
Scarcity of alternatives 2 10 30 17 1 3.07
Personal sacrifice 2 1 21 32 4 3.57
Believe in loyalty 2 3 11 38 6 3.71
Jumping from organization to
organization seems unethical
3 5 24 23 5 3.37
Don’t have feelings to leave
organisation
3 9 21 27 0 3.20
Better days in the organisation 1 2 19 34 4 3.64
Overall MSV = 3.47
From the above table, it is understood that most of the employees are loyal to the
organisation, happy to work and want to stay in the organization for most of their careers,
have high sense of belongingness to the organization, feels organization’s problems as
their problems. Therefore the employees have high commitment level towards their job
and extend their support to the company.
Chart 4.20
COMMITMENT LEVEL
3.65
3.61
3.49
3.62
3.6
3.08
3.07
3.57
3.71
3.37
3.2
3.64
0 0.5 1 1.5 2 2.5 3 3.5 4
Happy to work
Takes organisation's problem asown
Feel emotionally attached
Feel sense of belongingness
Hard to leave right now
Have few option to leave
Scarcity of alternatives
Personal sacrifice
Believe in loyalty
Jumping from organization toorganization seems unethical
Don’t have feelings to leaveorganisation
Better days in the organisation
MSV
Table 4.21
CHI SQUARE TEST
H0 – there is no significant relationship between Experience and Performance Appraisal
H1 – there is significant relationship between Experience and Performance Appraisal
O E O-E (O-E)2 (O-E)2/E0 0.45 -0.45 0.2025 0.452 2.05 -0.05 0.0025 0.001221 0.45 0.55 0.3025 0.6722220 0.05 -0.05 0.0025 0.050 0 0 0 07 7.95 -0.95 0.9025 0.113522
37 36.22 0.78 0.6084 0.0167978 7.95 0.05 0.0025 0.0003141 0.88 0.12 0.0144 0.0163640 0 0 0 01 0.3 0.7 0.49 1.6333331 1.37 -0.37 0.1369 0.0999270 0.3 -0.3 0.09 0.30 0.03 -0.03 0.0009 0.030 0 0 0 01 0.3 0.7 0.49 1.6333331 1.37 -0.37 0.1369 0.0999270 0.3 -0.3 0.09 0.30 0.03 -0.03 0.0009 0.030 0 0 0 0
Total 8.1111
X2 = 8.1111 (Calculated Value)
Level of Significance = 5%
Degree of Freedom = (r-1) x (c-1)
= (5-1) x (5-1)
= 16
X2 = 26.296 (Table Value)
Since calculated value is less than table value, null hypothesis (H0) is accepted. The
employees are satisfied with performance appraisal system in the organization. The
performance appraisal system has a positive impact towards increasing the commitment
level of the employees in the organization.
So there is a significant relationship between experience and performance appraisal.
MEAN SCORE VALUE
HRD Mechanisms and Commitment
Level
MSV
Training and Development 4
Performance Appraisal 4
Counseling 3.86
Rewards 3.80
Communication System 3.81
Welfare 3.84
Safety Measures 3.86
Commitment Level 3.47
Commitment Level MSV
1. Affective Commitment 3.59
2. Continuance Commitment 3.33
3. Normative Commitment 3.48
It is inferred that the commitment level of the employees is little low while
comparing the HRD mechanisms and commitment level together. It can be increased by
taking the necessary steps, such as, key factors like training and development programs,
performance appraisal systems can be modified by adopting latest technologies.
Therefore the employee can be fully satisfied. Other factors like counseling, rewards,
communication system, welfare and safety measures have little difference when
compared to commitment level. So it is understood that there is a relationship between
HRD mechanisms and the commitment level of employees in the organization. And it is
also inferred that there is a significant relationship between HRD mechanisms and
affective commitment level of the employees.
CHAPTER V -
SUMMARY
FINDINGSCHAPTER V
5.1. FINDINGS
On the basis of analysis of the data collected, the following findings were made.
Most of the respondents belong to the age group of 20 -25 years.
Most of the respondents were female employees.
Most of the respondents are post graduates.
Most of the respondents have 1- 5 years of experience.
HRD MECHANISMS:
Training given to the employees in the organization seems to be effective because
the company has systematic procedure, frequency, methods, duration for the
training program.
Training program has improved employees performance level.
When performance appraisal is considered it is inferred that employees get
motivated to work extra when they get recognition and improved their
performance and commitment level.
Most of the respondents were satisfied with the counseling given by the
organization.
It is inferred that reward system is at satisfactory level which results in high
performance and increases the commitment level of employees, but it is found
that monetary benefits provided by the company is moderate.
It is found that the information got to do work, the freedom to express their ideas
and the guidance and encouragement given by the superiors are preferred when
the communication is considered than their ideas being valued and their power
towards decision making.
It is found that employees are highly benefited from the welfare facilities
provided by the organization and it motivates them to work.
It is inferred that the organization has got enough safety measures to protect the
employees which gives employees a tension free working environment.
The factors like safety measures and healthy climate possess a strong impact in
the minds of the employees when the health and safety conditions of the
organization are considered and they feel that accidents don’t make them
disengaged from work.
ORGANISATIONAL COMMITMENT:
Most of the respondents are loyal to the organization.
Most of the respondents are willing to spend the rest of the career with the
organization
Most of the respondents think that organisation’s problems are their own
problems and have huge sense of belongingness towards the organisation.
Most of the respondents are emotionally attached to the organization and in
future they like to work in the same organization.
It is found that most of the employees thus not want to leave the organization
even though get a better offer than the present job. It was because most of the
employees were satisfied with the benefits and other factors offered by the
organization.
There is a significant relationship between experience and performance
appraisal.
The relationship between HRD mechanisms and commitment level is little
low.
SUGGESTIONS5.2. SUGGESTIONS
After analyzing the various factors relating to the HRD mechanisms and its
impact on the level of employee commitment in the organization, it is observed that there
is still scope for improvement. Keeping this view in mind the following suggestions are
made so that all the employees of the organization feel highly satisfied/strongly agreed
and thus committed whole heartedly in their work.
HRD Mechanism Suggestions
1. Training and DevelopmentThe duration of the training period can be extended
which gives high satisfaction to the employees. The
employee would feel very much satisfied if the
organization takes part to improve the employees’
personality along with the training program. Therefore
the organization can go for conducting personality
development training programs for individuals as well
as teams.
Feedback should be reviewed periodically.
2. Performance AppraisalThe organization can improve the performance
appraisal evaluation methods which will give further
more motivation to the individuals and helps in
increasing his/her commitment level towards their job.
360 degree performance appraisal can be used.
3. Counseling Counseling can be given by expertise like Consultants
or Counselors from outside. It may help employees to
get rid of their stress.
4. Rewards Rewards would encourage and motivate the employee
to work better. If it is not there, they would feel
discouraged and disengaged from the work. So
Rewards can be increased to make them fully engaged
in work.
5. Communication Communication between the colleagues, management
helps the employee gain more knowledge and hence
keeps them engaged. So communication channel
should always clear. The organization can go for
creating a portal in which all can share the information
they know so that it can be viewed thought out the
organization.
5. Welfare Measures The basic purpose of labor welfare is to enrich the life
of employees and keep them happy. So the
organization can provide canteen facilities to the
employees. And the organisation can form a welfare
committee to address the employees’ requirements.
6. Safety Measures Safety is a major concern for every organization. So
the organization should strictly instruct the employees
to follow the safety standards. Employees must have
training in the safety measures provided. So
employees will always obey the company’s rules and
procedures.
CONCLUSION5.3. CONCLUSION
Commitment is an inner force in the employee which takes years to develop.
Several factors influence the levels of commitment. This study highlights some HRD
mechanisms such as Training and Development, Performance appraisal, Rewards,
Communication system, Employee welfare and Safety measures. The high commitment
level of employees leads to increased productivity and create loyal employees.
A committed employee is aware of business context, and works with colleagues
to improve performance within the job for the benefit of the organization They are
naturally curious about their company and their work. They perform at consistently high
levels. They want to use their talents and strengths at work every day. They work with
passion and they drive innovation and move their organization forward.
In order to improve the performance and productivity of workers it is necessary to
increase the commitment level of the employee and provide the facilities required. This
study was conducted with a sample size of 60, so the results are limited to this sample
size. The major findings of the study and suggestions made through descriptive analysis
may help the organization to increase their employees’ commitment levels thus make the
organization march forward towards ever growing success.
BIBLIOGRAPHYBIBLIOGRAPHY
BOOKS:
Dinkar Pagare, “Principles of Management”, Fifth revised edition, Sultan Chand
& Sons Publishers, New Delhi, 1997.
Rao, V.S.P “Human Resource Management”, Excel Books, New Delhi, 2005.
Stephen P. Robbins and Timothy A. Judge, “Organizational Behavior”, Prentice
Hall of India Pvt. Limited, New Delhi, 2007.
Mowday, R.T., Porter, L.W., and Steers, R.M. ‘Employee – Organisation
Linkages’, Academic Press, New York, 1982.
Fred Luthans, “Organisational Behavior”, International Edition, The McGraw-
Hill Companies, 2005, pg no: 217 & 218.
Kothari, C.R., “Research Methodology, Methods and Techniques”, Second
revised edition, New Age International Publishers, New Delhi, 2008.
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http://en.wikipedia.org/wiki/Automotive_industry_in_India
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http://www.mahindra.com/mahindra/industry.page?cname=what-we
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http://www.performance-appraisals.org/cgi-bin/links/jump.cgi?ID=766
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Sandhya Mehta, “Revisiting HRD: From Human Resource Development to
Performance Perfection Consultant”, HRM Review, IUP Publications, Dec 2010,
Vol – I, Issue – XII, pg: 39-45.
ANNEXUREEFFECT OF HUMAN RESOURCE DEVELOPMENT
MECHANISM ON THE LEVEL OF COMMITMENT OF EMPLOYEES
1. Name:
2. Age: a)<20 yrs b) 21-25 yrs c) 26-30 yrs d) 31-35 yrs e) >36 yrs
3. Sex: a) Male b) Female
4. Educational Qualification: a) SSLC b) HSC c) Diploma d) Graduate e) Post Graduate
5. Experience of the employee a) < 1 year b) 1-5 years c) 5-10 years d) 10 -15 years e) >15 years
HRD MECHANISM 1 : TRAINING AND DEVELOPMENT
6. Frequency of the training provided? a) Only once b) once in month c) once in 6 months d) Once in a year e) whenever needed
7. Are you satisfied with the duration of the training period? a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
8. Training and development is conducted for a) Managers b) Technical staff c) Staffs d) Workers e) All categories
9. The organization has a good and systematic procedure for the evaluation of training a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
10. Method of Training and Development followed at present a) On the job training b) Class room training c) External Programs d) Any other (please specify) ________________
11. Training and Development programs improved the performance of employees as well as induces commitment a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
HRD MECHANISM 2: PERFORMANCE APPRAISAL
12. Performance appraisal system followed in the company a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
13. Performance appraisal has improved the performance of the employees a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
14. Performance appraisal system results in increasing the commitment of employees towards their work a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
HRD MECHANISM 3: COUNSELING
15. Counseling/Mentoring provided by the organization induces commitment a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
HRD MECHANISM 4 : REWARDS
16. Reward system at present a) Highly Satisfied b) Satisfied c)Neutral
d) Dissatisfied e) Highly Dissatisfied
17. Monetary benefits (i.e., reward amount is) a) Very High b) High c) Moderate d) Low e) Very Low
18. Reward system plays a role in increasing the commitment of employees a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
19. Reward system results in high performance a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
HRD MECHANISM 5 : COMMUNICATION SYSTEM
20. Communication is mostly a) Upward b) Downward c) Both the ways
21. Communication system in the company a) Excellent b) Good c) Average d) Below Average e) Poor
HRD MECHANISM 6 : WELFARE
22. Company’s concern for employee welfare a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
23. Company’s employee welfare scheme is a) Excellent b) Good c) Average d) Below Average e) Poor
24. Employee welfare scheme has helped the company in increasing the motivation and commitment of employees a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
25. Employees are highly beneficial by welfare schemes a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
HRD MECHANISM 7: SAFETY MEASURES
26. Safety standards in the company are a) Excellent b) Good c) Adequate d) Inadequate e) Poor
27. Safety measures enable employees to perform well a) Always b) Mostly c) Sometimes d) Never
28. Employees follow safety instructions a) Always b) Mostly c) Sometimes d) Never
COMMITMENT LEVEL
ABBREVIATION
SD - STRONGLY DISAGREED - DISAGREEN - NEUTRALA - AGREESA - STRONGLY AGREE
Please tick the appropriate answer:
S.NO.
QUESTIONS SD D N A SA
29. I would be happy to spend the rest of my career with this organization
30. I feel as if this organization’s problems are my own
31. I feel emotionally attached to this organization
32. I feel a strong sense of belonging to my organization
33. It would be hard for me to leave my organization right now; even if I wanted to
34. I feel that I have few options to consider leaving this organization
35. One of the serious consequences of leaving this organization would be scarcity of available alternatives
36. One of the major reasons I continue to work for this organization is that leaving would
require personal sacrifice – another organization may not match the overall benefits I have here.
37. I believe that a person must always be loyal to his/her organization
38. Jumping from organization to organization seems unethical to me
39. If I got another offer for a better job elsewhere I would not feel it was right to leave my organization
40. Things were better in the days when people stayed with one organization for most of their careers.
“THANK YOU FOR YOUR KIND SUPPORT AND HELP”