human resources

ISSN No–2348-5973

AN EP JOURNAL OF

HUMAN RESOURCES

Jan – April 2013

Vol – 1

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Issue – 1

AN EP JOURNAL OF HUMAN RESOURCES Aims & Scope An EP Journal of Human Resources (EJHR) is a peer-reviewed journal that provides a specialized encouragement and dissemination of research and practice in human resource management research. It is a journal that aims to provide a forum for discussion and debate, and to stress the critical importance of people management to a wide range of economic, political and social concerns. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable.

AN EP JOURNAL OF

HUMAN RESOURCES Managing Editor Mr. Amit Prasad

Editorial Assistant Ms. Preeti Sharma

Editorial Board Members Dr. N. Venkateswaran Professor, Department of Management Studies Panimalar Engineering College Chennai 600 056.

Dr Surender Gupta HOD, Maharaja Agarsen Institute of Management & Technology Jagadhri

Dr. Sita Neelakantan Professor, Sri Sai Ram Institute of Management Studies (A Unit of Sri Sai Ram Engg. College)

B. Venkateswara Prasad (Phd.,) Associate Professor, Sri Sai Ram Institute of Management Studies, Chennai

AN EP JOURNAL OF

HUMAN RESOURCES (Volume-1, Issue-1, 2013) Contents Jan - April 2013 S. No.

Vol – 1 Title

Issue - 1 Authors

Pages

1.

Satisfaction of Employees Towards Labour Welfare Activities

Dr. Anju Batra, Ms. Shweta Garg

1-12

2.

Impact of Demographic Factors on Employee Morale and Attrition – An Empirical Analysis

B.Venkateswara Prasad, Dr.K.Maran

13-22

3.

“Employee Perception on Two Critical Components of HRD Practices with Referene to Cement Company in Chennai City”

B.Venkateswra Prasad Dr. K.Maran

23-36

4.

Analysis of Enfeeblement and Employees

Dr Surender Gupta

37-58

5.

'Influence of emotional intelligence and

Raies Hamid gender on job satisfaction among the Dr. Sayeeduz Zafar faculty members of higher educational institutions in kashmir valley of india''.

59-65

EP Journal of Human Resources

Satisfaction of Employees Towards Labour Welfare Activities Dr. Anju Batra Faculty, Delhi Institute of Advanced Studies, Rohini, Delhi-85 Ms. Shweta Garg MBA (Asstt. Professor) Maharaja Agrasen Institute of Management and Technology Jagadhri (135003) [email protected]

Abstract Labour is the lifeline of a country. The growing attention that is being paid to various labour problems in the present times is an indication of the increasing importance of the working class in the economic and social structure of modern communities. Labour welfare activities are also major aspect of national programmes towards bettering the lot of labour and creating a life work environment of decent comfortable for the workers community. As India gained her independence in 1947 and since in 1947 its work force is in the low-income group. They are not in position to enjoy even the basic requirements under these conditions; it becomes the responsibility of the employer to provide the welfare facilities to the workers. Welfare activities may include – housing, medical and education facilities, nutrition (including provisions of canteens), and facilities for rest. Research on “Welfare Activities” is a study of the various labour welfare measures and their effectiveness is shown investigating the state of workers attitude towards labour welfare measures. An attempt has been made to present the relevant facts and opinions in the proper perspective and in an objective manner. Keywords: Labour, Welfare Activities, Labour Welfare, Employees Satisfaction Introduction

Labour Welfare “The development of harmonious relations will lead to develop healthy relationship between the two groups of industry and paves the way for industrial peace.” The Oxford Dictionary defines Labour Welfare as betterment of work for employees relates to taking care of the well being Page | 1, Vol -1, Issue-1

Satisfaction of Employees Towards Labour Welfare Activities of workers by employer’s trade union govt. and non-govt. agencies. The concept of labour welfare cannot be concisely defined b’coz of the relativity of the concept. However, efforts have been taken by the expert bodies to do each his own way. Labour welfare is an important dimension of industrial relation; labour welfare includes overall welfare facilities designed to take care of well being of employee's and in order to increase their living standard. It does not generally constitute monetary benefits nor these are provided by employers alone, it can also be provided by government, non government agencies and trade unions. Industrialization, mechanization and globalization have increased importance of labour welfare in industries. The importance of labour in industrialization and economic development has been recognized globally. In global scenario need and importance of labour welfare has been increasingly appreciated. In India the labour welfare started sometime during the 1st world war (19141918). Till then wellbeing of workers in factories was hardly thought by anybody. Since, 1st world war labour welfare has been expanding on voluntary basis. Industrial Labour Organization has played a very significant role for labour welfare. Much labour legislation has been formed by Indian central government and state governments for welfare of labours in Industries. Government has laid down minimum standards for employment and working conditions in organizations. Besides the government, the employers, trade unions and various social organizations also function as agencies for implementation of labour welfare measures. An Industrial labour organization (ILO) is an advisory body so it cannot force any country to introduce any welfare measures. The need of labour welfare was powerfully felt by the Royal Commission of Labour far back in 1931; Indian constitution emphasized this need under its directive principles of state policy. Principles of Labour Welfare Labour Welfare is dependent on certain basic principle, which must be kept in mind and properly followed to achieve a successful implementation of welfare programmers. Labour Welfare measures cannot be a substitute for wages. Workers have a right to adequate wages. But high wages rate alone cannot create a healthy atmosphere, for bringing a sense of commitment on the part of workers a combination of social welfare; emotional welfare and economic welfare together would achieve good results. According to this principle, industry has an obligation or duty towards its employees to look after their welfare. It is based on the relationship between welfare and efficiency, though it is difficult to measure the relationship. Whether one accepts the social responsibility for implementing such labour welfare measure as would increase efficiency. The development of the human personality is given here as the goal of industrial welfare which acc.

Page | 2, Vol-1, Issue-1

EP Journal of Human Resources To this principle, should counter-act benefits effects of the industrial system. Employees at all levels must accept this total concept of labour welfare because without this acceptance, labour welfare programmes will never really get-off the ground. A co-coordinated approach will promote a healthy development of the workers; in his work, home and community. This principle is based on the assumption that the worker is “a mature and rational individual”. Industrial democracy is the driving force here workers also develop a sense of pride when they are made to feel that labour welfare programmes are created by them and for them. When responsibility is shared by different groups (Employers, Employees and Trade Unions), Labour welfare work becomes simple and lazier. This may also be called the principle of evaluation. Here, one responsible person gives an assessment or evaluation of existing welfare services on a periodical basis to a higher authority. This is very necessary, for them one can judge and analyze the success of labour welfare programmers. The timeliness of any service helps in its success. To identify the labour problem and to discover what kind of help is necessary to solve it and to provide the help is very necessary in planning labour welfare programmers. Labour welfare must aim at helping workers to help themselves in the long run. This helps them to become more responsible and more efficient. Labour Welfare Scheme Labour Welfare scheme are generally divided include to broad category:

EXTRA-MURAL Those welfare activities, which are undertaken outside the vicinity of the undertaking. For e.g. Facility of transport to & from the place of work, good accommodation, maternity benefit, medical benefit, PF etc.

INTRA-MURAL The welfare activity which are undertaken inside the premises of factory For e.g. canteen, rest room, first aid equipment, proper rent & sanitation etc.

Benefits Provided to Workers Educational Facilities, Sickness & Maternity Benefit, Provident Fund & Pension, Compensation Facility, Leave Facility, Canteen Facility, Drinking Water Facility, Various Allowances. These benefits if provided to worker reduce the rate of Absenteeism, Strengthening of cordial relationship, Increases mental efficiency & economic productivity, Developing sense of belongingness, Minimizing industrial strike, Better management & workers relationship. Thus, we can say that the overall objective of labour welfare activities is to win over

Page | 3, Vol -1, Issue-1

Satisfaction of Employees Towards Labour Welfare Activities the employee’s loyalty, to increase productivity, reduce absenteeism and turnover. Promote better relationships with the employees and to enhance the image or create goodwill between labour and mgt. and mgt. and public. Various Laws Aiming at Welfare of Labour Class 1. Factory Act, 1948 The state legislation of working conditions in factory in India started only in 1881 when the 1st Indian factory act was passed. The factory act was quit-1st step to safeguard int. of workers. It was subsequently amended in 1891, 1911, 1922, 1923, and 1926 & in 1931. The Act is a social piece of legislation and it aims at providing projection to workers against the ind. Occupational hazards. It imposes certain obligations upon the owner to provide such condition as are conducive to health and safety of workers. The act applies to factories all over India including the state of J&K. The need for adoption of welfare measures as a means to increase the workers productive efficiency to keep up their morale & for the maintenances of industrial peace. It has been realized by all sections of society. Provisions relating to welfare of factory workers have been made in section 4250 in ch. 5 to factories act 1948 which are Washing Facilities, Facilities for Storing, Facilities for Sitting, First-aid appliances, Canteen. 2. The Workmen’s Compensation Act, 1923 This Act marked the beginning of social security system in India. The main object of the Act is to impose an obligation upon employers to pay compensation to workers for accidents arising out of and in the course of employment. The Act covers all workers employed in factories, mines, plantations, transport undertakings construction works, railways, ships and other hazardous occupations specified in Schedule II of the Act. State Governments have appointed commissioners for administering the Act. The employer is liable to pay compensation to a workman for all personal injuries caused to him by accident arising out of and in the course of employment which disable him for more than 3 days. The Act provides that if a workman contracts any occupational disease specified in the III Schedule it shall ordinarily be deemed as an employment injury. The amount of compensation depends upon the wages, age and the type of injury of the workman. The employer is not liable to pay compensation in the following cases: Where the injury does not result in total or partial disablement for a period exceeding 3 days, The willful disobedience of the workman to an order or rule, The willful removal or disregard by the workman of any safety guard or other safety devices which he knew to have been provided for the purpose of securing the safety of workers. 3. The Employees State Insurance Act, 1948 The industry Worker is exposed to various kind of risk and dangers. These risks are such that an industry of small means cannot effectively provide for them by


EP Journal of Human Resources his own ability. It was in 1931 that the royal com on lab. It raised the need for health of industrial worker. It came into force from 19th April, 1948. Grant of cash benefits to employees in contingence of sickness, Injury, Medical benefit in kind to the employee & their family. All non-seasonal factory operation with power employ in 10 persons or more and non power using factory provisional employees to 20 or more workers. 4. Employees Provident Fund & Misc. Provision Act, 1953 This Act provides for retirement benefits in the form of Provident Fund, Family Pension & Deposit Linked Insurance. The objective of this law is Substantial measure of the sec. 4 timely monetary assistance. This act is applicable in Whole of India except J& K. The Benefits of this act are Provident Fund Scheme, Employees Family Pension Scheme, 1971, Employees Deposit Linked Insurance Scheme, 1976 5. The Maternity Benefit Act, 1961 The main purposes of this Act are to regulate the employment of women in certain establishments for certain specified periods before and after child-birth, To provide for the payment of maternity benefits to women workers, To provide for certain benefits in case of mis-carriage, premature birth or illness arising out of pregnancy. The Act is applicable to all establishments not covered under the Employees State Insurance Act. Under this Act, a women worker can get maternity leave upto 12 weeks & is entitled to full wage/salary. Out of this 6 weeks must be prior to the delivery of the child and 6 weeks immediately thereafter. In addition, a medical bonus of Rs. 25/day is given if the employer provides no free medical care. 6. Welfare activities at RPL Interest free loan of Rs. 2300/- is given to every permanent worker. (For this Rs. 57 is deducted from the wages of the worker). Two vehicles have been kept for the welfare of the workers and are being provided @ Rs 1.5/km. Two sets of tricot uniform and Rs 150/- towards stitching charges are being given to all employees every year. One pair of shoe costing Rs 200/- is being provided to all employees every year. 750 Gms mix sweets are given to all permanent workmen on occasion of Diwali and 500 Gms sweets to casual and contractor workmen. Under common fund a worker can get an amount of Rs 2000/- which is free of interest recoverable in 8 instalments. For this fund Rs 9/- per month per employee is deducted from salary and the management is giving a matching grant. If any employee donates blood to any one then mill is making payment of Rs 500/- plus one day OD. Rs 500/- is being given out of the common fund. A canteen is being run in the unit as per statutory requirements, where the employees are being provided facilities of food and snacks at subsidized rates. Employees are being charged at a very nominal rate of RS 18/meal.


Satisfaction of Employees Towards Labour Welfare Activities Administration of quality control and rate is under the welfare sections. These are being conducted and organized by the company on Republic Day. Reserch Methodology Research is an original contribution to the existing stock of knowledge making for its advancement search of knowledge through objective & systematic method of finding solution to the problem of research. Success of any research & getting genuine results from that depends upon the research method used by the research. “A careful investigation or inquiry especially through search for new facts in any branch of knowledge.” The factors that provide base to the research are Desire to get a research degree along with its consequential benefits, Desire to face challenge in solving the unsolved problem, Desire to get intellectual joy of doing some creative work, Desire to be of service to the society, Desire to get respectability. Researcher has used Descriptive Research as a tool to study labour welfare measures of workers because the researcher describe the relevance of labour welfare in the company. Collection of Data Research Data is collected from both Primary source and secondary source. Primary data is collected with the help of Personal Interview, Questionnaire and observations. Secondary data is collected from books, Journals, Magazines, Newspaper, Reports and internet. All the Questions are open-ended and close-ended. Area covered for research is Kalaamb and sample size is 50. Satisfaction of Employees Towards Labour Welfare Activities 

Are You Satisfied With Washing, Storing And Drying Clothes? WASHING, STORING AND DRYING FACILITY (Table-1) Level of Satisfaction Excellent Satisfactory Unsatisfactory Total


No. of Respondents 15(30%) 25(50%) 10(20%) 50

EP Journal of Human Resources Figure-1 25 25 20 20 15 15 10 10 5 0

no. of respondents no. of respondents

5 0

excellent excellent

satisfactory unsatisfactory satisfactory unsatisfactory

Here figure-1 state that most of the workers are satisfied with the storing facilities while a few of them found to be unsatisfied with these facilities because the company has made rules for the provision of suitable places for keeping clothing not worn during working hours and for the drying of wet clothing. 

Are You Provided With Recreational Facilities? Recreational Facilities (Table-2)

Responses Provision for workers Club Facilities Provided Maintenance on Facilities Rest House Provision Games and Sports Facilities

Yes 50 12 10 05 35

No -38 40 45 15

Figure-2 60 50

50 35

40

Yes No

30 20

12

10

10

5

0 Provision for Worker's Club

Facilities Provided Maintainence on Facilities

Rest House Provision

Games & Sports Facilities

Figure-2 interpret that the respondents were satisfied with workers club and rest


Satisfaction of Employees Towards Labour Welfare Activities house facilities provided to them. As for recreational facilities are concerned, there are various types of recreational facilities which are provided to the workers in the organization like worker’s club, rest house, sport ground etc. 

Are The Sanitary Conditions In The Organizations Hygienic? Sanitary Conditions (Table-3) Sanitary Conditions

No. of Respondents

Hygienic Semi hygienic Unhygienic

12(24%) 32(64%) 06(12%)

Total

50

Figure-3 35 30 25 20 15

sanitary condition

10 5 0 hygienic

semi-hygienic

unhygienic

Table-3 & figure-3 shows that according to 64% of the workers sanitary condition of the canteen were semi hygienic and 24% felt that it was hygienic. 12% called unhygienic Majority of the workers were satisfied with the sanitary conditions facilities provided but some were dissatisfied also as they did not considered the facilities up to the mark.


EP Journal of Human Resources 

Are You Satisfied With The Health Care Facilities?

Health Care Facilities (Table-4) Level of Satisfaction

No. of Respondents

Excellent Satisfactory Unsatisfactory

36 10 4

Total

50

Figure-4 Worker's Attitude Towards Health Care Facilities 4 10

36

Excellent

Satisfactory

Unsatisfactory

From among the 50 workers surveyed 40 says health care facilities are excellent and 10 workers says that they are satisfied. No one was found unsatisfied because there are proper provisions for the proper disposal of wastes and effluents and arrangement of adequate temperature and ventilation in the factory premises. 

Are you satisfied With Regard To Labour Welfare Measures? Table-5 Responses

No of Respondents

Inadequate Wages Poor working Conditions Lesser Opportunities

25 10 15

Total

50


Satisfaction of Employees Towards Labour Welfare Activities Figure-5

Satisfaction Level With Regard to Labour Welfare Measures 50 40 30 20 10 0 Inadequate Wages

Poor Working Conditions

Lesser Opportunities

Responses

Figure-5 reveals Workers responses that 50% workers were not satisfied with present management because they were inadequately paid and lesser opportunities available to grow which was the concern of 30% workers and 20% were not satisfied with working conditions 

Are You Satisfied With The Transportation Facility To & From The Place Of Work? Table-6 Response No of Respondent % of Response Yes 35 70% No 15 30% Total 50 100% Figure-6


EP Journal of Human Resources Figure-6 shows that 70% workers were satisfied with the transportation facility provided by the company and 30% were not satisfied with the transportation facility because most of them are satisfied with facility because company availedthe facility of bus from kala amb to Narayangarh and Sadhora. Conclusion Welfare Activities, the project has been a valuable experience for me. What I conclude is that labour welfare is an important tool for development of the employees. Due care is taken that the workers are provided with basic welfare benefits of leave & allowances, canteen, medical facility etc. and the workers feel quite motivated & satisfied by the type of amenities provided to them. Labour Welfare is concerned with activities that lead to improved morale and loyalty of workers, Improves the goodwill and public image of the enterprise, Reduce the threat of Govt. intervention, Improvement in material, intellectual and cultural conditions of workers life. In the present scenario of liberalization, implementation of labour laws is the need of the hour & for this various labour reforms has been enacted but there is an urgent for the proper implementation of labour reforms in the contemporary context of Human Resource Management. Hence, it can be said that this had been a source of knowledge & experience and gave me lot of exposure which is valuable for my bright future References [1] Werther, “ Human Resource And Personnel Management” , Publisher : McGraw Hill ISE ( Published 1996), Reprint 2005,Edition -5 [2] T.N. CHHABRA, “Human Resource Management” , Publisher : DHANPAT RAI & CO ,Reprint 2008,Edition-5 [3] Deepak Kumar Bhattacharyya, “Human Resource Planning” ,Publisher:Anurag jain for Excel Books,2002,Edition-1 [4] Dessler & Varakkey , “Human Resource Management”, Publisher: Pearson Education 2012, 12th Edition. [5] K.Aswathapa , “Human Resource Management”, Publisher: Tata McGraw Hill, New Delhi, 2012, 6th Edition [6] Edwin B. Flippo, “Personnel Management”, Publisher: Himalaya Publication House, Edition-7 [7] Venkataratnam, “Industrial Relations”, Oxford University Press.2009. [8] Padhi P.K, “Labor and Industrial Laws”, Publisher: Prentice Hall of India. 2010. [9] Mamoria, Mamoria & Gankar, “Dynamics of IR”, Publisher: Himalaya Publication House, New Delhi 2009 [10] Malhotra Naresh K, “Marketing Research an Applied Orientation”, publisher: Pearson Education 2012, 5th edition.


Satisfaction of Employees Towards Labour Welfare Activities [11] Cooper and Schindler, “Business Research Methods”, Publisher: Tata McGraw Hill, 8th edition. [12] Kothari, C. R, “Research Methodology”, New Age International Publishers, 4th Edition. [13] Shekharan & Uma, “Business Research Methods-A Skill- Building Approach”, New York, John Willy, 2002, 7th Edition. Websites • • • • • •

www.google.com www.answer.com www.citehr.com www.wikipedia.com www.tradeindia.com www.humanresource.about.com



Impact of Demographic Factors on Employee Morale and Attrition – An Empirical Analysis B.Venkateswara Prasad PHD, Associate Professor, Sri Sai Ram Institute of Management Studies (Sri Sai Ram Engineering College) ,Sai Leo Nagar,Chennai-600044 Email Id: [email protected] Dr.K.Maran Director & Professor, Sri Sai Ram Institute of Management Studies,Chennai-44

Abstract The survey involved in understanding the mindset of the employees in the organization as it has been conducted with the aim of collecting information about the morale level of the employees and the reasons for employee attrition and its impact on demographic factors. The survey was conducted through collection of primary data in a reputed Finance Corporation Ltd., in South India. The data has been collected through a well-framed questionnaire with a sample size of 150. Both Branch Managers and Customer Relationship Executives from all the branches in Chennai City have been included as targeted respondents. The Convenience Sampling Technique has been used, the collected data have been analyzed and interpreted using percentage analysis, Statistical tools such as Kruskal Wallis and Mann-Whitney Test were also used along with simple percentage and descriptive statistics in this paper. Key Words: Productivity, Job Satisfaction, Morale, Organization. Introduction Morale is a mental condition or attitudes of individuals and groups which determine their willingness to co-operate. Morale – “the state of the spirits of an individual or group as shown in the willingness to perform assigned tasks” (Morris 1981). Morale can also be described as a state of mind, mood, or mental condition (Bennett 1998). Morale affects the output, the quality of the product, costs, co-operation, discipline, enthusiasm, initiative and other aspects of success. Low morale can lead to poor cooperation, low productivity and increased turnover and ultimately hinder a business from reaching its goals. It is a measure seeking positive, confident, satisfied employees. Morale may range from very Page | 13, Vol-1, Issue-1

Impact of Demographic Factors on Employee Morale and Attrition high to very low. High Morale is evident from the positive feelings of employees such as enthusiasm; desire to obey orders, willingness to cooperate with coworkers. Poor or low Morale becomes obvious from the negative feelings of employees such as dissatisfaction, discouragement or dislike of the job. The factors that affect employee morale are: nature of work, working conditions, supervision, interpersonal relations, management policies, personal factors of the employee. Review of Literature 1. Amon Myeni, (2011) Analyzed that the behavior of the leader has a direct impact on the morale of the followers. . Firstly, leaders are expected to act exemplary (model the way) by ensuring that what they say is what they do. Secondly, leaders are expected to inspire a shared vision so that their followers are able to assimilate the vision being pursued. Thirdly, leaders are expected to challenge the existing institutional processes and systems so that all resources can be directed towards the realization of the new vision. Fourthly, leaders are expected to enable their followers to act by creating an environment that is conducive to effective service delivery and fifthly, leaders are expected to encourage their followers to endure where challenges seem overwhelming so that followers should not be discouraged and give up. 2. Jill Stowe, (2009) This paper incorporates morale into a standard principalagent model. When morale is observable, the worker’s effort level, the optimal piece rate, and the firm’s expected profits are all generally increasing in the worker’s level of morale. Furthermore, under reasonable conditions, higher-morale individuals are more responsive to incentives. Finally, when considering morale interdependence, conditions are derived which determine optimal organization strategies in terms of pooling or separating workers, and corresponding staffing policies are discussed. 3. Michael Behm, (2009) Analyzed the relationship between occupational safety and health performance and employee morale, using the Great Placeto Work Institute’s data as the construct for employee morale. It was found that an employee who feels psychologically unsafe tends to be focused inwardly and can be more reactive and volatile depending on the extent of the stress, all of which can cause a person to lose focus in the moment, which can adversely affect organizational safety. 4. Dallis Perry, Thomas A. Mahone (2006) Measures of employee knowledge of information given to them by their companies were compared with measures of morale for the same employees. Negligible correlations were found between information and attitude scores. It is concluded that there is no significant relationship between employees' attitudes toward the company

Page | 14, Vol-1, Issue -1

EP Journal of Human Resources and their knowledge about the company as measured by tools used in this study. 5. Susan J. Linz, Linda K. Good, Patricia Huddleston (2006) The paper finds that among the workers participating in the study, expectation of receiving a desired reward contributes to high morale, with expected monetary rewards having a higher influence than expected non-monetary rewards, but praise for a job well done and a feeling of accomplishment also contribute positively to employee morale. There is a significant correlation between positive attitudes toward work and morale, and a positive correlation between performance assessment and morale. 6. David Sirota ET.AL, (2005) The high morale of their workers is a result of specific policies and practices that engender enthusiasm in their employees about their jobs and their companies. And, on average, organizations with enthusiastic employees are much higher performing organizations than the rest. Enthusiastic employees routinely produce significantly more than the job requires, often working all kinds of hours to get things done right; search for ways to improve things rather than just reacting to management’s requests; encourage co-workers to high levels of performance; and welcome rather than resist change. Problem Focus It has been observed that a renowned Finance Corporation in Chennai has been witnessing a very high record of employee turnover. . In order to improve employee attitude, the management must see to it that the employees are motivated and are comfortable in the working environment. Morale building in the organization is a continuous process and the responsibility of every manager. The morale of the employees directly affects productivity. Dissatisfied and negative employees portray negative, low employee morale about their work environment. Positive or highly confident employees who are happy and positive at work have high morale. Hence in order to have higher productivity and better quality, it is very essential that the employees have high morale. Lower morale will directly affect the productivity and will result in high employee turnover. The main focus of study is to understand the morale level of the employees and the impact of demographic factors on employee morale and attrition. Objectives 1. To ascertain the impact of demographic factors on employee morale and attrition 2. To determine the level of employee morale. 3. To understand the major reasons for high employee attrition.


Impact of Demographic Factors on Employee Morale and Attrition Research Design: The study has been designed as descriptive in nature as it endeavors to obtain a complete and accurate description on the situation. Primary data has been collected through a structured questionnaire with closed ended questions. The sampling unit for the study was various branches of a Finance Corporation in Chennai City, both Branch Managers and the Customer Relationship Executives were included as targeted respondents. The Convenience Sampling Technique has been used with a sample size of 150. Simple percentage has been used for data analysis and interpretation. Kruskal values and correlation tests have been used as statistical tools. Table.1 Gender of the Respondents Gender of the Respondents Male Female Total

No of responses

Percentage

31

20

119

80

150

100

Interpretation: The above table shows that 80 percent of the respondents are female whereas 20 percent of the respondents are male.The study reveals that most of the respondents are female and this is one of the reasons for attrition in the organization. The woman employees leave the organization due to matrimonial reasons due to their spouse choice to work elsewhere. Table.2 Age Wise Classification of the Respondents

Age of the Respondents 21- 25

No of responses 96

Percentages 64

26-30

33

22

Above 30

21

14

Total

150

100

Interpretation: The above table shows that 64 percent of the respondents belong to the age group of 21-25 years, 22 percent of the respondents belong to the age group of 26-30 and 14 percent of the respondents belong to the age group of above 30 years. Page | 16, Vol-1, Issue -1

EP Journal of Human Resources Table. 3 Designation of the Respondents Designation Branch Manager Customer Service Executive Total

No of Responses

Percentage

41

28

109

72

150

100

Interpretation: The above table shows that 72 percent of the respondents are Customer Service Executives whereas another 28 percent of the respondents are Branch Managers. Only these two categories of employees have been chosen for the study as the attrition was more compared to the other categories of employees Table.3 Experience of the Respondents Experience < 6 months

No of responses

Percentage

53

36

6 months - 1 yr

37

25

1 yr - 2 yrs

37

25

2 yrs - 3 yrs

8

4

> 3 yrs

15

10

Total

150

100

Interpretation: The above table shows that, 36 percent of the respondents have experience less than 6 months,25 percent of the respondents have experience between 6 months to 1 year , 25 percent of the respondents have experience between 1- 2 year , 4 percent of the respondents have experience, between 2-3 years and 10 percent of the respondents have experience more than 3 years. Kruskal-Wallis Test H0: There is no significant difference between age and morale of the employees H1: There is a significant difference between age and morale of the employees


Impact of Demographic Factors on Employee Morale and Attrition Table.4 Ranks

Level of Morale

Age

N Mean Rank

21- 25

96

72.58

26-30

33

85.61

Above 30

21

72.98

Total

150

Test Statistics Level of Morale Chi-Square Df Asymp. Sig.

3.516 2 .172

Inference The significant value 0.172 is greater than 0.05. Hence Ho is accepted. So there is no significant difference between experience and morale level of the employees. Mann-Whitney Test Table.5 Ranks Matrimonial reasons

Gender Male

N

Female Total

Mean Rank

Sum of Ranks

31

134.48

4169.00

119 150

60.13

7156.00

Test Statistics Mann-Whitney U Z P Value


Matrimonial reasons 16.000 -10.784 .000

EP Journal of Human Resources Ho: There is no significant difference between employees gender and attrition due to matrimonial reasons H1: There is a significant difference between employees gender and attrition due to matrimonial reasons Result Since the p value is less than .05, reject Ho. Hence, There is a significant difference between employees gender and attrition due to matrimonial reasons. Descriptive Statistics: Table.6 Level of Morale

Mean

2.0200 Level of Morale

Level of Morale Low Moderate High Total

Frequency 20 107 23 150

Percentage 13.3 71.3 15.3 100.0

Result The above table shows that employee morale seems to moderate (71.3%) compared to other levels. Hence we can conclude that the level of employee morale is moderate. Results & Discussion The Study reveals that 73 percent of the respondents were Customer Service Executives.80 percent of the respondents are female as it was found that attrition is higher among female employees. The study also revealed that women employees are leaving the job due to matrimony and maternity reasons. 64 percent of the respondents were between the age group of 21-25 years. This is another significant reason which contributes to attrition as most of the employees seek job changes during this age.36 percent of the respondents were with the Page | 19, Vol-1, Issue-1

Impact of Demographic Factors on Employee Morale and Attrition experience of less than 6 months, shows low experience. 56 percent of the respondents stayed neutral towards job satisfaction.45 percent of the respondents strongly agreed that they have job security.48 percent of the respondents agreed they have a good rapport with their peers.66 percent of the respondents strongly agreed that their superior is friendly and approachable. 34 percent of the respondents stayed neutral regarding their opinion towards pay package which is a strong indicator for low morale.76 percent of the respondents say that the increment is considered once in a year. 43 percent of the respondents stayed neutral when they were asked to express their willingness to continue in the organization, 41 percent of the respondents agreed that they often think of seeking employment elsewhere, from this we can understand there is going to be an intended attrition among employees who are looking for greener pastures in the immediate future. 46 percent of the respondents are not inclined to recommend their friends to join in the organization as the pay package is not satisfactory. 60 percent of the respondents said that marriage is the reason which is influencing the employees to leave the organization. It has been found that 70 percent of the respondents have moderate morale level. Conclusion As the study reveals that there is an impact of demographic factors on employee morale and attrition, major reasons for high employee turnover seems to be marriage and maternity as most of the employees are female between the age group of 21-25. It has been observed that the management is not taking any initiative to facilitate women employees to relocate their jobs as per their spouse choice in other branches of other cities to prevent attrition as the company has a wide network throughout South India. Eventually it has been found that the employees however have moderate morale level, it is imperative that managers foster an environment of encouragement if they seek the highest levels of output and employees who will go the extra mile for the company. Lower morale will directly affect the productivity and will result in high employee turnover. Hence it is important to keep the employees motivated by understanding their needs and providing them the appropriate facilities to improve their morale level and retain them in the organization. References [1] Amon Myeni, Leadership behavior and employee morale within the Department of Agriculture, University of South Africa, November 2010. [2] Anne Bruce, Building a High Morale Workplace, McGraw-Hill Publishers, Bruce2FM.qxd, 2002. [3] Dallis Perry, Thomas A. Mahoney, Personnel Psychology, In-plant Communications and Employee Morale, Dec 2006.


EP Journal of Human Resources [4] Darrell E. Roach, Personnel Psychology, “Dimensions of Employee Morale”, Volume 11, Issue 3, pages 419–431, 2006. [5] David Sirota, Louis A. Mischkind and Michael Irwin Meltzer, The Enthusiastic Employee, Wharton School Publishing, Vol. 27, No. 11 (3 parts), Part 1, November 2005 [6] Deepak Chawla, Neena Sondhi, Research Methodology Concepts and Cases,Vikas Publishing House, New Delhi.2011. [7] Graham, Marlene Law, Ed.D. Business ethics: An analysis of a company's training program influence on employee behavior and morale, Pepperdine University, 2009. [8] Jill Stowe Incorporating morale into a classical agency model: implications for incentives, effort, and organization , Economics of Governance, Volume 10, Number 2 , 2009. [9] Michael Behm, Employee Morale `Examining the link to occupational safety and health, Professional Safety, Volume 54, Number 10, October, 2009. [10] Susan J. Linz, Linda K. Good, Patricia Huddleston, "Worker morale in Russia: an exploratory study", Journal of Managerial Psychology, Vol. 21 Iss: 5, pp.415 – 437 Emerald Group Publishing Limited, 2006. Websites www.asse.org www.citehr.com www.managementparadise.com www.scribd.com



“Employee Perception on Two Critical Components of HRD Practices with Reference to Cement Company in Chennai City” B.Venkateswra Prasad(PHD) Associate Professor, Sri Sai Ram Institute of Management Studies, Chennai, e-mail: [email protected] Dr. K.Maran Professor and Director Sri Sai Ram Institute of Management Studies, Chennai, (e-mail: [email protected]) Abstract Human Resource Development refers to the function or discipline that focuses on the people who work for a company. HRD specialists use a variety of performance assessment and management tools to help the company’s workers improve their job skills, increase their job satisfaction and plan for a full and rewarding future. In this study two critical components of HRD practices have been chosen for the purpose of the study. The study examines the perceptions of employees towards the HRD Practices and their satisfaction level. The structured questionnaire has been administered to conduct the survey. The targeted respondents were the employees of a renowned cement company in Chennai. The sample size of the study was confined to 125 employees who are working at the corporate office, stratified sampling has been adopted to conduct the survey. The data has been analyzed and interpreted using tables, kruskual Wallis tests used to prove the hypothesis and the results of the tests have been discussed and relevant suggestions were also presented in this paper Keywords: Performance Appraisal, Training & Development, HRD Practices Introduction Human Resource Development (HRD) is the framework for helping employees develops their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus on all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Organizations have many opportunities for human resources or employee development, both within and outside of the workplace. Human Resource Development can be formal such as in classroom training, a Page | 23, Vol-1, Issue-1

Employee Perception on Two Critical Components of HRD Practices college course, or an organizational planned change effort. Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. Performance Appraisal No organization is complete without its employees. Performance appraisal is concerned with the employees. The organizations are able to participate employees in developing criteria and appraisal formats improve the effectiveness of the performance appraisal system. Thus performance appraisal can be explained as the process of evaluating the performance and qualifications of the performance and qualifications of the employees in terms of the requirements of the job for which they are employed for purpose of administration including section for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members Training and Development It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors’ to enhance the performance of employees. Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development. Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge to an employee. For an organization, training and development are important as well as organizational growth, because the organizational growth and profit are also dependent on the training. But the training is not a core of organizational development. It is a function of the organizational development. Need for the Study For manufacturing or any other concern the biggest asset is their human resources The company in order to retain its current position must develop their human resource to reach the organizational and individual goals. Though the company practices many methods to develop their employees’ potential there is no proper feedback from them. Therefore this study is helpful to know the perception and the satisfaction level toward the two critical components of HRD Practices namely Training and Performance Appraisal.


EP Journal of Human Resources The study aimed at improving the HRD practices by learning the perception of the employees towards the practices. The study mainly focuses on the practices such as performance appraisal & training and development. The response received from employees would enable the top management to take adequate steps to increase the effectiveness of the HRD practices. The study helps in deriving more understanding and expectation between the human resource department and employee. These practices will help to continuous improvement in performance of employees. It also helps in achieving corporate excellence. Objectives To ascertain the perception of the employees towards Human Resource Development practices in a cement company. To determine the satisfaction level of employees towards the Human Resource Development Resource Development Practices. To give suggestions to improve the HRD practices as desired by the employees Review of Literature Casse and Banahan (2007) Studied that the different approaches to training and development need to be explored. It has come to their attention by their own preferred model and through experience with large Organizations’. The current traditional training continuously facing the challenges in the selection of the employees, in maintaining the uncertainty related to the purpose and in introducing new tactics for the environment of work and by recognizing this, they are advising on all the problems, which reiterates the requirement for a flexible approach. . Colette Henry, Kate Johnston (2003) Examined the effectiveness of entrepreneurship training and support initiatives, with recent studies focusing on the provision of training and other skills development opportunities. An important theme that has emerged from this work is the failure of many programmes and initiatives to take on board the particular needs of the entrepreneurs in developing training and support systems. Peter Van Der Sijde (2003) Examined that successful measuring effectiveness in management training and development can be a difficult task. Design of a valid measurement programmed should include evaluation in key areas; including emotional reaction and knowledge gain measured after training interventions. Behavioural change and organizational impact measurements should be used on a longer time horizon to evaluate the progress and currency of the management development programme. Finally, research shows that maintaining a balance of the above measurements is the final key to success in measuring the effectiveness of management training and development.


Employee Perception on Two Critical Components of HRD Practices Singh (2003) Stated that the Performance Appraisal (PA) is a formal system of measuring, evaluating and influencing an employee’s job-related attributes, behavior and outcome. The objective is to determine how productive an employee is and to determine the way in which an employee’s productivity can be improved. Overall Performance Appraisals serve as an important purpose in managing people and meeting company goals. From the employee perspective, the Performance Appraisal informs them about what is required from them in order to do their job. It guides them how well they have achieved those objectives and helps them to take Corrective measures to improve their performance, and consequently it may reward them for meeting the required standards. Diarmuid De Faoite, Colette Henry (2002) discussed the importance of proving the effectiveness of training. Effectiveness is the primary motive for training. Describes ways to evaluate the training’s effectiveness, behavior changes on the job being the most important. Defines an approach whereby individuals can see how they have changed and quantify the amount of change. Methodology Research Design The study was designed as Descriptive in nature, both primary and secondary data have been adopted. Primary data have been collected while using a structured questionnaire. The sampling size has been restricted to 125 as per the company’s restriction, the respondents used for the study belongs to the corporate office of cement company in Chennai. Stratified random sampling has been used. Kruskal Wallies tests have been applied to prove the hypothesis. The major limitation of the study was the restriction of sample respondents to corporate office alone, Table. 1 Age of the respondents Age group

No. of respondents

Percentage

Below 30 30-40 40-50 Above 50

18 35 45 28

14 28 36 22

125

100

Total

Inference: From the table it is inferred that, 36% of the respondents are in the age group of 40-50. Page | 26, Vol-1, Issue-1

EP Journal of Human Resources Table. 2 Gender of the respondents Gender Male Female Total

No. of respondents

Percentage

97

78

28

22

125

100

Inference From the table it is inferred that, 78% of the respondents are male. Table. 3 Qualifications of the Respondents Qualification

No. of respondents

Percentage

Diploma

13

10

Under Graduate

47

37

Post Graduate

35

28

Others

30

25

Total

125

100

Inference From the table it is inferred that, 37% of the respondents are undergraduates. Table. 4 Years of Experience of the Respondents Years of Experience

No. of respondents

Percentage

29

24

10-20

33

26

Above 20 years

63

50

Total

125

100

Below 10 years


Employee Perception on Two Critical Components of HRD Practices Inference From the table it is inferred that, 50% of the respondents have above 20 years of experience. Table. 5 Frequency of training programs Frequency

No. of respondents

Percentage

Five

30

24

Less than five

73

59

More than five

22

17

Total

125

100

Inference From the table it is inferred that, 59% of the respondents attend less than five programs in a year. Table 6. Type of training used Type of training

No. of respondents

Percentage

On the job training

31

25

Off the job training

94

75

Total

125

100

Inference From the table it is inferred that, 75% of the respondents attend off the job training. Table 7. Satisfaction towards performance appraisal tool Satisfaction level

No. of respondents

Percentage

Highly Satisfied

11

9

Satisfied

43

35

Neutral Dissatisfied

12 37

9 29

Highly Dissatisfied

22

18

Total

125

100


EP Journal of Human Resources Inference From the table it is inferred that, 35% the respondents are satisfied with the performance appraisal tool at the same time 29% of the respondents are dissatisfied . Kruskal-Wallis Test (H test) Test-1 The null hypothesis (H0): There is no significant relationship between satisfaction level with the trainers and qualification of the employees.

Satisfaction level with the trainers

Table . 8 Qualification Diploma

N 13

Mean Rank 12.50

Undergraduate Post graduate Others Total

47 35 30 125

39.39 79.50 102.62

Test Statistics Chi-Square Df P value

98.159 3 .000

a. Kruskal Wallis Test b. Grouping Variable: Qualification Result P value: .000 P value is less than .05 Reject H0 Hence there is a significant relationship between satisfaction level with the trainers and qualification of the employees Test-2 The null hypothesis (H0): There is no significant relationship between satisfaction level with the trainers and experience of the employees.


Employee Perception on Two Critical Components of HRD Practices

Satisfaction level with the trainers

Table . 9 Years of Experience Below 10 years

N 29

Mean Rank 16.98

10-20 years Above 20 years Total

33 63 125

50.92 90.51

Test Statistics Chi-Square

96.411

Df

2

P value

.000

a . Kruskal Wallis Test b. Grouping Variable: Years of Experience Result P value: .000 P value is less than .05 Reject H0 Hence there is a significant relationship between satisfaction level with the trainers and experience of the employees. Test-3 The null hypothesis (H0): There is no significant relationship between the usefulness of the training program and age of the employees. Table . 10 Age of the employee Below 30

Comments about the usefulness of training programs

30-40 40-50 Above 50 Total Test Statistics Chi-Square Df P value


N 18

Mean Rank 16.83

35 45 27 125

33.40 75.93 110.59

114.414 3 .000

EP Journal of Human Resources a. Kruskal Wallis Test b. Grouping Variable: Age of the employee Result: P value: .000 P value is less than .05 Reject H0 Hence there is a significant relationship between the usefulness of the training program and age of the employees. Test-4 The null hypothesis (H0): There is no significant relationship between the usefulness of training program and qualification of employees. Table . 11


Qualification N Diploma 13

Mean Rank 11.38

Undergradua te Post graduate Others Total

47

39.04

35

73.94

30 125

110.13

Test Statistics Chi-Square Df P value

110.039 3 .000

a . Kruskal Wallis Test b. Grouping Variable: Qualification Result P value: .000 P value is less than .05 Reject H0 Hence there is a significant relationship between the usefulness of training program and qualification of employees.


Employee Perception on Two Critical Components of HRD Practices Test-5 The null hypothesis (H0): There is no significant relationship between the usefulness of the training program and experience of the employees. Table . 12


Years of Experience

N

Below 10 years

29

10-20 years Above 20 years Total

33 63 125

Mean Rank 22.21 45.00 91.21

Test Statistics Chi-Square Df Asymp. Sig.

90.619 2 .000

a. Kruskal Wallis Test b. Grouping Variable: Years of Experience Result P value: .000 P value is less than .05 Reject H0 Hence there is a significant relationship between usefulness of training program and experience of the employees. Result & Discussion It is found that 36% of the respondents are in the age group of 40-50 and 78% of the respondents are male. 37% of the respondents are undergraduates, 50% of the respondents have more than 20 years of experience. Training and development It is found that 75 percent of the respondents attend Off the Job training and 25 percent of the respondents attend On the Job training. 22 percent of the respondents are satisfied with Off the Job .training.It is observed that 36 percent of the respondents receive feedback about the job performance every quarter in a year. 61 percent of the respondents say that training programs are implemented Page | 32, Vol-1, Issue-1

EP Journal of Human Resources based on the feedback of the job performance. 38 percenetof the respondents say that only some objectives are met during the training program which is due to the lack of availability of skilled trainers and time. 67 percent of the respondents prefer internal trainers because they lost interest with the external trainers and they want a change. 43 percent of the respondents stated that are moderately satisfied with the trainers because they don’t possess enough skills to meet all the objectives. 30 percent of the respondents opined that the barrier is the non availability of the skilled trainer. It is also observed that 34 percent of the respondents do not agree that the training programs of the organization is useful due to the trainers inability or lack of sufficient skill on their part and the number of training programs being organized is not sufficient Performance appraisal It is found that 56 percent of the respondents are motivated by the appraisal tool. 34 percent of the respondents say that they are appraised every quarterly in a year. 57 percent of the respondents were not aware of the criteria of performance appraisal before they were appraised because the appraisal system is not transparent. 67 percent of the respondents say that they require changes in the present appraisal system due to its ineffectiveness causing serious dissatisfaction among the employees. It is observed that 56 percent of the respondents say that they don’t receive any increment after the appraisal which means the employers does not concentrate in the hike based on the appraisal which is the big drawback. 42 percent of the respondents are moderately satisfied in their opinion as the performance appraisal helps achieve goals, hence they are not aware with the criteria of appraisal and how they are being appraised. 32 percent of the respondents are satisfied with the weighting given against each activity in appraisal at the same time 31 percent of the respondents are dissatisfied. It can be noted that there is an equal amount of satisfaction and dissatisfaction among the respondents which means the appraisal criteria to re framed as desired by the employees. 54 percent of the respondents are comfortable to express their views with the appraiser. 34 percent of the respondents are dissatisfied because the appraisers need more skills. 55 percent of the respondents are dissatisfied as felt that due to lack of competency on the part of their appraiser and lack of transparency in performance appraisal system Suggestions Training and development As the employees were asked to attend more of an Off- the Job training than Onthe job training which may not always be effective. The HR department should take necessary steps to provide on the job training like, internships, special assignments and special projects will be more effective than just lectures and demonstrations. Page | 33, Vol-1, Issue-1

Employee Perception on Two Critical Components of HRD Practices Feedback on job performance should be given every month so that it will be able to understand where they stand as far as their performance is concerned which enable them to enhance their required competency in order to meet the job demands... Most of the employees feel that the training program given by the organization is not useful to them. So the HR department should know more about the needs of employees and then arrange for the training. This can be achieved by through formal discussions with supervisors to make training effective and objective oriented. The training session’s duration should be increased and most skilled trainers should be engaged and the number of training programs also should be increased based on identification of training needs. Performance appraisal The criteria of performance appraisal should be briefed to the employees before the appraisal so as they take the employees into confidence for including certain criterion standards for effective appraisal. The management can adopt new methods of appraisal than the present performance evaluation system as most of the employees felt the current system is highly ineffective not trustworthy. Hence management can introduce 360 Degree Performance Appraisal as desired by the employees The employee should be considered for the increment in salary if their performance exceeds beyond predetermined performance standards as it has been completely overlooked. Conclusion Human resource development is an important part of every organization. Through HRD, organization can help employees in adjusting and accommodating themselves to the organization’s and market competitive environment. The present study has been undertaken with the objective of analyzing the perception of employees towards the HRD practices namely Performance appraisal and Training and Development. After carefully analyzing the empirical study which mainly focusses on two practices I Performance Appraisal and Trainin g & Development, It can conclude that the practices need lot more improvement, transparent and periodical revision of policies and extension of the same to all the levels in the organization will help the organization to develop mutual trust among employees as they aspire. A complete and effective HRD practices and its proper implementation are very essential. A regular periodical feedback and evaluation is necessary so that it can be made all HRD Practices more effective.


EP Journal of Human Resources References [1] Colette Henry, Kate Johnston “Implications for Education Training and Policy” [2] Routledge Publications, USA, 2007, first edition. [3] Dick Grotes “The complete guide to performance appraisal”, AMACOM, Newyork, 1996. [4] Fred luthans,Biswajeet Patnayak, “Human Resource Management”, Himalaya publications. [5] Gilley, J.W& Eggland, “Principles of Human Resource Development”, Addison-Wesley, New York, 1989, Edition 2005, p. 5. [6] McLagan & Patricia A., "Models for HRD Practice." Training and Development Journal, September 1989, pages 49-59. [7] Murphy K.R. and Cleveland, J.N. “Performance Appraisal: An Organizational Perspective”, Boston: Allyn and Bacon, 1991, Edition 2007. [8] Peter van der sijde “Teaching Entrepreneurship” Physica Verlag publications, USA, 2008, first Edition [9] Roa V.S.P., “Human resource management text & cases”, Excel Books, New Delhi second Edition,2005 [10] Singh “Principles & Techniques of PM/HRM” Deep &Deep publications , NewDelhi,2003, second edition.



Analysis of Enfeeblement and Employees Dr Surender Gupta HOD, Maharaja Agarsen Institute of Management & Technology Jagadhri Email:[email protected] Abstract This paper is an endeavour to know the effect of emotional and physical exhaustion also known as burn out factors, on the employees. Enfeeblement causes the employees to be less efficient. These factors mostly are viable on the front line employees who have to deal with the customers. They have to be attentive and courteous having a pleasing personality and unfortunately these are the employees who are most prone to enfeeblement or burn out. The symptoms such as mental and physical fatigue, irritability, frustration causes them to be less productive and competent. For the research, primary data was collected through questionnaire and secondary data was obtained by books, internet and employee records. Results were analyzed through SPSS. Results depicted that enfeeblement is caused through work overload, long shift hours, unsatisfactory compensation, job dissatisfaction, and struggle with seniors and monotonous job. Keywords: Enfeeblement, Burnout syndrome, Psychological stress, Physical exhaustion, Front line employees, Job pressure Introduction Enfeeblement can be defined as psychological stress, which may develop into physical illness when no relief appears to be forthcoming. The burnouts among the front line employees have started to become a prominent predicament as they are the face of the company and represent it to the outside world. But if they are irritated, exhausted or under enfeeblement then they cannot put their best foot forward and hence their proficiency is lowered and the company’s goodwill is affected. This study develops and tests a model that scrutinizes the effects of work-family conflict, emotional exhaustion, and intrinsic motivation on affective job outcomes using data from frontline employees. Results show that workoverload, conflict with associates, monotonous job, unfriendly work environment, long shift hours, irrational demands of customers and personality type of a person are positively related to emotional exhaustion. Work-family conflict was found to be negatively associated with job satisfaction. The study results demonstrate that work-family conflict did not depict any significant relationships with affective organizational commitment and intention to leave. Page | 37, Vol-1, Issue-1

Analysis of Enfeeblement and Employees Results indicate that emotional exhaustion leads to job dissatisfaction, decreased affective organizational commitment, and high levels of intention to leave. According to the study Burnout can lead to deterioration in the quality of service provided and appears to be a contributor to job turnover, absenteeism and low morale of the employee. Research Design The major objective of the study is to find out and combat the factors leading to enfeeblement in the frontline employees. The other objective is to find out the effect of enfeeblement on employees performance, productivity and efficiency. Study is carried out with the fashion assistants of Pantaloons, Globus and Shoppers stop. The sample size for the study is 50. The primary data was collected through a structured questionnaire and random sampling technique was applied. The secondary data was collected through employee’s records, books and internet. The data collected was analyzed through SPSS software using mean, median, correlation, Anova and Turkey tests to have a thorough study. Literature Review Various studies have been conducted on psychological stress, burn out also known as enfeeblement. It is estimated that currently over 6,000 books, chapters, dissertations, and journal articles have been published on burnout (Schaufeli and Enzmann, 1998;Maslach et al., 2001; Halbesleben and Buckley, 2004).Stress can be defined as the physical and emotional reaction to stressors (Maslach et al., 1996, Zastrow, 1984). Burnout is a particularly serious feature of chronic stress and one that can impair the human service worker’s effectiveness (Collins & Murray, 1996). According to a survey conducted by Physician Wellness Service (PWS) and Cejka Search (November, 2011) 63% of the respondents suffered from enfeeblement and only 15% admitted that their organization did something to help them through it. As Farber (1983, p. 11) noted, the combination of the trends toward individualization and towards narcissism produces “a perfect recipe for burnout”: the former produces stress and frustration while the latter undermines people’s coping resources. Theoretical Framework Leiter(1990,1991,1993) has given a model on burnout aka enfeeblement. He proposed that the demanding aspects of the work environment aggravate exhaustion or enfeeblement which increases depersonalisation, while the presence of resources influences personal accomplishment



Figure:- 1. The Job Demands Kodel on Burnout aka Enfeeblement Results and Discussion A. The Basic Results Q1. The work experience of the employees in their respective organization is? 60% 50%

50% 40% 30% 20%

18%

18%

14%

10% 0% < 1 year

1-5 years

5-10 years

> 10 years


Analysis of Enfeeblement and Employees Q2. Are the employees able to spend enough time friends and family?

Strongly disagree

12%

Disagree

54% 6%

Neutral

26%

Agree

2%

Strongly agree

0%

10%

20%

30%

40%

50%

60%

Q3.The relationship between the employees and the management is cordial?

6%

10% Strongly Agree

40% 44%

Agree Disagree Strongly Disagree


EP Journal of Human Resources Q4. The employees feel emotionally attached to their organization?

Disagree 20%

Strongly Agree 32%

Neutral 2%

Agree 46%

Q5. The employees feel they work more than their shift hours hence increasing their work load pressure?

6%

Never

68%

Sometimes 26%

Always 0%

20%

40%

60%

80%


Analysis of Enfeeblement and Employees Q6. The employees believe that they are being compensated satisfactorily?

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

42%

20%

20% 12% 6%

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

B. Discussion and Analysis As per the results, the two factors: Whether the employees opinion is taken into account or not and the effect on emotional attachment of the employees are found to be correlated at .01 significance level. These factors are highly correlated and hence we can conclude that the consideration given to the employee’s opinion has a large impact on the attachment he has with the organization. Next, the correlation among the employee’s awareness of his job and the employee’s prior work experience is found to be independent. It infers that most of the employees who recently joined or some years ago are also well versed with their job description. The other factors are whether employees have enough time for their family and friends get positively motivated to give their best performance. These factors are found to be correlated at .01 significance level. It infers that the well balanced personal life acts as a stimulus to raise their performance and give their best at the work place. Subsequently the factor of compensation and the employee’s belief of having an opportunity to grow are found to be correlated at .01 significance level. Hence we can conclude that the employees who are satisfied with the compensation plans of the organization find the workplace conducive for their work growth and career development. It shall also be noted that the number of employees who are satisfied with their compensation are very less. It is also a major factor of burnout or enfeeblement amongst the employees. Page | 42, Vol-1, Issue-1

EP Journal of Human Resources Now we take up the effect of employee’s age group and the attachment with the organization. These two factors are found to be correlated at .05 significance level. It infers that the employees in the higher age group are more attached to the organization and hence have less enfeeblement. The younger generation are more likely to switch jobs but again this is not the only factor in the loyalty of an employee. The next factor is if working for long shift hours has an impact on employee’s performance or in other words does that cause enfeeblement. The study tries to find that whether it hampers the performance of the employee and reduces their efficiency or does it provides with the time to complete his/her work in more detail and with ease. These factors were found to be independent of each other i.e. the long shift hours doesn’t have any significant effect on the employee performance. But again this shall also be noted that the employee shall be paid overtime to avoid any feeling of being exploited. C. Further Analysis C.1Overall Satisfaction compared for Gender Descriptive Statistics GENDER 1 2

N Overall Sat Valid N (listwise) Overall Sat Valid N (listwise)

23 23 67 67

Minimum 1

Maximum 5

Mean 3.22

Std. Deviation 1.00

1

5

2.96

1.13

ANO VA O v era ll S a t S u m of S q ua re s B e tw e en G ro up s 1 .17 7 W ith in G ro up s 1 06 .77 9 To ta l 1 07 .95 6

df 1 88 89

M ea n S q ua re 1 .17 7 1 .21 3

F .9 70

The difference in the overall satisfaction between the male and female respondents was found out to be significant.



Male

Female

Descriptive Statistics (Gender) Gender

N

Min

Max

Mean

Std. Deviation

Compensation

23

1

4

2.61

0.94

Job Content

23

1

2

1.65

0.49

Career Dev & Training

23

3

6

4.7

0.97

Work Climate & Org Culture

23

1

8

5.57

1.7

Resources & Facilities

23

1

5

2.35

1.34

Org Communication

23

6

10

8.7

1.43

Performance Mgmt

23

7

9

8.26

0.96

Reward & Recognition

23

4

8

5.3

1.4

Group & Social Activities

23

7

10

8.96

1.3

Employee Empowerment

23

3

9

6.91

2.09

Valid N (listwise)

23

Compensation

67

1

4

1.7

0.84

Job Content

67

1

3

1.6

0.59


67

3

6

4.23

0.97


67

5

9

6.02

0.92


67

2

5

3.13

0.86

Org Communication

67

6

10

8.46

1.66

Performance Mgmt

67

6

9

7.76

0.98


67

4

8

4.82

1.12


67

8

10

9.33

0.72


67

7

9

7.95

0.83

Valid N (listwise)

67



ANOVA (Gender)

Compensation

B/w Groups Within Groups Total

Sum of Squares 14.015 66.39 80.404

df 1 88

Mean Square 14.015 0.754

F 18.6**

89

B/w Groups

4.75E02 1 Within Groups 27.92 88 Total 27.967 89 B/wGroups 3.731 1 Career Dev & Within Groups 83.49 88 Training Total 87.221 89 B/w Groups 3.501 1 Work Climate & Org Within Groups 119.414 88 Culture Total 122.915 89 B/w Groups 10.592 1 Resources & Facilities Within Groups 87.508 88 Total 98.1 89 B/w Groups 0.929 1 Org Communication Within Groups 226.193 88 Total 227.122 89 B/w Groups 4.275 1 Performance Mgmt Within Groups 83.281 88 Total 87.556 89 B/w Groups 4.085 1 Reward & Within Groups 125.729 88 Recognition Total 129.814 89 B/w Groups 2.399 1 Group & Social Within Groups 70.739 88 Activities Total 73.138 89 B/w Groups 18.244 1 Employee Within Groups 141.811 88 Empowerment Total 160.054 89 **.01 significance level *.05 significance level Job Content

4.75E-02 0.317

0.15

3.731 0.949

3.93*

3.501 1.357

2.58

10.592 0.994

10.7**

0.929 2.57

0.36

4.275 0.946

4.52*

4.085 1.429

2.86

2.399 0.804

2.99

18.244 1.611

11.3**

There was a significant difference in the importance of the factors Compensation, Resources & Facilities and Employee Empowerment (.01 level) between male & female respondents. There was a significant difference in the importance of the factors Performance Management and Career Development & Training (.05 Page | 45, Vol-1, Issue-1

Analysis of Enfeeblement and Employees level) between male & female respondents. Male respondents rated Compensation as significantly more important than female respondents whereas Resources & Facilities and Employee Empowerment were rated as significantly more important by female respondents. Performance Management was rated as significantly more important by male respondents vis-à-vis female respondents whereas Career Development and Training was rated as significantly more important by female respondents (.05 level). C.2 Overall Satisfaction compared for Tenure within the Organization Descriptive Statistics RLL_EXP 1 2 3 4

N Overall Sat Valid N (listwise) Overall Sat Valid N (listwise) Overall Sat Valid N (listwise) Overall Sat Valid N (listwise)

39 39 29 29 10 10 12 12

Minimum 1

Maximum 5

Mean 3.28

Std. Deviation 1.10

1

4

2.55

.69

1

4

2.30

.95

1

5

3.92

1.24

ANO VA O v era ll S a t S u m of S q ua re s B e tw e en G ro up s 2 3.8 69 W i th in G ro up s 8 4.0 87 To ta l 1 07 .95 6

df 3 86 89

M ea n S q ua re 7 .95 6 .9 78

F 8 .13 7

**

** .01 significance level The difference in overall satisfaction between respondents with varying lengths of tenure in the organization was found to be significant. Further analysis using Turkey Test for Multiple Comparisons indicated that the difference in overall satisfaction between respondents that have been in the organization for 3-4 years and those that have been there for more than 7 years was found significant with the former group having a lower degree of satisfaction. The difference between respondents that have been in the organization for 5-6 years and those that have been there for more than 7 years was also found significant with the former group having a lower degree of satisfaction. The difference in overall satisfaction between respondents that have been in the organization for 0-2 years and those that have been there for 3-4 years was found significant (.05 level) with the former group having a higher degree of satisfaction. The difference in overall satisfaction between respondents that have been in the organization for 0-2 years


EP Journal of Human Resources and those that have been there for 5-6 years was also found significant (.05 level) with the former group having a higher degree of satisfaction. Descriptive Statistics (Tenure within the Organization)

7 Years & above

5-6 Years

3-4 Years

0-2 Years

Tenure within the Org

N

Min

Max

Mean

Std. Deviation

Compensation

39

1

4

1.91

0.94

Job Content

39

1

3

1.65

0.53


39

3

6

4.35

1.03


39

5

8

6.01

0.95


39

1

5

2.83

1.14

Org Communication

39

6

10

8.5

1.62

Performance Mgmt

39

6

9

7.71

1.1


39

4

8

4.96

1.25


39

7

10

9.2

1.03


39

4

9

7.89

1.31

Valid N (listwise)

39

Compensation

29

1

3

1.9

0.8

Job Content

29

1

3

1.55

0.55


29

3

6

4.59

0.93


29

1

9

5.73

1.62


29

1

5

3.05

0.92

Org Communication

29

6

10

8.41

1.69

Performance Mgmt

29

6

9

7.97

0.81


29

4

8

4.79

1.23


29

8

10

9.33

0.73


29

4

9

7.68

1.13

Valid N (listwise)

29

Compensation

10

1

4

2

1.05

Job Content

10

1

3

1.7

0.82


10

3

5

4.3

0.82


10

5

7

5.9

0.88


10

1

5

2.7

1.16

Org Communication

10

6

10

8.3

1.89

Performance Mgmt

10

8

9

8.7

0.48


10

4

8

5.2

1.4


10

7

10

9

1.15


10

3

9

7.2

1.69

Valid N (listwise) Compensation Job Content Career Dev & Training Work Climate & Org Culture Resources & Facilities Org Communication

10 12

1

4

2.06

1.29

12 12

1 3

2 5

1.56 3.79

0.48 0.98

12 12 12

5 2 8

7 5 10

5.98 3.17 9.06

0.81 1.01 0.96



Performance Mgmt

12

6

9

7.61

1.06


12

4

6

5.05

0.91


12

8

10

9.31

0.67


12

3

9

7.43

1.61

Valid N (listwise)

12

ANOVA (Tenure within the Organization)

Compensation

Job Content




Org Communication

Performance Mgmt




Sum of Squares

df

Mean Square

F

Between Groups

0.298

3

9.94E-02

0.11

Within Groups

80.106

86

0.931

Total

80.404

89

Between Groups

0.262

3

8.74E-02

Within Groups

27.705

86

0.322

Total

27.967

89

Between Groups

5.526

3

1.842

Within Groups

81.695

86

0.95

Total

87.221

89

Between Groups

1.404

3

0.468

Within Groups

121.511

86

1.413

Total

122.915

89

Between Groups

1.994

3

0.665

Within Groups

96.106

86

1.118

Total

98.1

89

Between Groups

4.275

3

1.425

Within Groups

222.847

86

2.591

Total

227.122

89

Between Groups

8.932

3

2.977

Within Groups

78.624

86

0.914

Total

87.556

89

Between Groups

1.497

3

0.499

Within Groups

128.317

86

1.492

Total

129.814

89

Between Groups

0.928

3

0.309

Within Groups

72.21

86

0.84

Total

73.138

89

Between Groups

4.734

3

1.578

Within Groups

155.32

86

1.806

Total

160.054

89

0.27

1.94

0.33

0.6

0.55

3.26*

0.33

0.37

0.87

*.05 significance level No significant difference was found in the rated importance of all the above factors in motivating employees except Performance Management. Further analysis using the Turkey Test revealed that respondents who have been in the Page | 48, Vol-1, Issue-1

EP Journal of Human Resources organization for 0-2 years gave Performance Management significantly less importance than those who have been in the organization for 5-6 years (.05 level). Also respondents who have been in the organization for 5-6 years gave Performance Management significantly more importance than those who have been in the organization for more than 7 years. This may be due to the fact that at entry level respondents may not know enough about Performance Management to have expectations whereas employees with more than 7 years tenure with the organization are well aware of the system and may be a bit laid back. It is the middle level managers who would be most concerned about the outcome of the performance management. C.3 Overall Satisfaction comparison based on Total Experience Descriptive Statistics Total Exp 1 2 3 4

N Overall Sat Valid N (listwise) Overall Sat Valid N (listwise) Overall Sat Valid N (listwise) Overall Sat Valid N (listwise)

19 19 27 27 19 19 25 25

Minimum 3

Maximum 5

Mean 4.16

Std. Deviation .50

2

3

2.59

.50

1

4

2.16

.76

1

5

3.28

1.31

ANO VA O v era ll S a t S u m of S q ua re s B e tw e en G ro up s 4 5.3 44 W ith in G ro up s 6 2.6 11 To ta l 1 07 .95 6

df 3 86 89

M ea n S q ua re 1 5.1 15 .7 28

F ** 2 0.7 61

**01 significance level The difference in overall satisfaction between respondents with varying lengths total work experience was found to be significant. Further analysis using the Turkey test reveals that the difference in overall satisfaction between respondents that have a total experience of 0-2 years versus 3-4 years is significant with the former having a higher degree of satisfaction. The difference in overall satisfaction between respondents that have a total experience of 0-2 years versus 5-6 years is also significant with the former having a higher degree of satisfaction. The difference in overall satisfaction between respondents that have


Analysis of Enfeeblement and Employees a total experience of 0-2 years versus 7 years and above is again significant with the former having a higher degree of satisfaction. The difference in overall satisfaction between respondents that have a total experience of 3-4 years versus 5-6 years is not significant. No significant difference was found in the overall satisfaction of respondents with 3-4 years versus 7 years and above experience. However the difference in overall satisfaction was significant between respondents with 5-6 years experience vis-àvis those with more than 7 years with the latter having a higher degree of satisfaction.


EP Journal of Human Resources Descriptive Statistics (Total Work Experience) Total Work Experience

N

Min

Max

Mean

Std. Deviation

Job Content Career Dev & Training Work Climate & Org Culture Resources & Facilities Org Communication

19 19 19 19 19 19

1 1 3 5 1 6

3 2 5 8 4 10

1.74 1.89 4.16 6 2.79 8.74

0.99 0.32 1.01 1.05 1.27 1.41

Performance Mgmt

19

6

9

7.63

1.26


19

4

8

5.37

1.3


19

7

10

9.05

1.22


19

4

9

7.63

1.71

Valid N (listwise)

19

Compensation

27

1

3

2.02

0.77

Job Content

27

1

3

1.46

0.55


27

3

6

4.74

0.89


27

1

7

5.87

1.26


27

1

5

2.89

0.91

Org Communication

27

6

10

8.27

1.68

Performance Mgmt

27

6

9

7.73

0.84


27

4

8

4.63

1.2


27

8

10

9.46

0.6


27

4

9

7.93

1.09

Valid N (listwise)

27

Compensation

19

1

4

1.95

0.97

Job Content

19

1

3

1.74

0.73


19

3

5

4.32

0.82


19

1

9

5.74

1.56


19

1

5

2.84

1.17

Org Communication

19

6

10

8.32

1.77

Performance Mgmt

19

7

9

8.47

0.7


19

4

8

5.16

1.38


19

7

10

9.11

1.1


19

3

9

7.37

1.38

Valid N (listwise) Compensation

19 25

1

4

1.99

1.1

Job Content

25

1

2

1.47

0.49


25

3

6

4.1

1.11


25

5

7

5.99

0.85


25

2

5

3.16

0.93

Org Communication

25

6

10

8.79

1.54

Performance Mgmt

25

6

9

7.81

0.99


25

4

6

4.78

0.91


25

8

10

9.23

0.73


25

3

9

7.68

1.27

Valid N (listwise)

25

7 Years & above

5-6 Years

3-4 Years

0-2 Years

Compensation


Analysis of Enfeeblement and Employees ANOVA (Total Work Experience)

Compensation

Job Content




Org Communication

Performance Mgmt




Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total

Sum of Squares

df

1.001 79.404 80.404 2.943 25.024 27.967 6.349 80.872 87.221 0.92 121.995 122.915 1.889 96.211 98.1 5.129 221.993 227.122 8.594 78.962 87.556 7.544 122.269 129.814 2.331 70.807 73.138 3.633 156.421 160.054

3 86 89 3 86 89 3 86 89 3 86 89 3 86 89 3 86 89 3 86 89 3 86 89 3 86 89 3 86 89

Mean Square

F

0.334 0.923

0.36

0.981 0.291

3.37*

2.116 0.94

2.25

0.307 1.419

0.22

0.63 1.119

0.56

1.71 2.581

0.66

2.865 0.918

3.12*

2.515 1.422

1.77

0.777 0.823

0.94

1.211 1.819

0.67

*.05 significance level No significant difference was found in the perception of the importance of all the above factors in motivating employees except Job Content & Performance Management Further analysis using Turkey Test revealed that respondents who have a total experience of for 0-2 years gave Job Content significantly more importance than those who have an experience of 3-4 years. Respondents who have an experience of 5-6 years gave Performance Management significantly more importance than those who have an experience of 0-2 years. Here again respondents who have a total work experience of 5-6 years may be more aware of the outcomes and repercussions of a good or bad performance management Page | 52, Vol-1, Issue-1

EP Journal of Human Resources system, therefore it would be more important for them rather than those with a lower experience who may not be well – versed with the same. Conclusion & Suggestions Conclusion From the results, it can be concluded that the factors playing a kingpin role in the efficiency of the employee are monotonous job, clashes of ego on the workplace, working overload, working for longer shift hours without being paid overtime, conflicts with the boss. The impact of family relations is less and hence does not affect the commitment for job. Maximum number of employees is dissatisfied with the compensation plan. Results indicate that these factors create enfeeblement, exhaustion, stress and burnout making them annoyed, frustrated, irritable and cynical. Suggestions 1. Revision of compensation plans and appraisals shall be done periodically. 2. As these factors are a major factor in increasing the attrition rate hence these matters shall be handled with care personally and individually. 3. Training on time management can be provided so that the employees can have a work- life balance. 4. A workshop can be done on a particular day of the week on yoga and meditation to help employees achieve bliss. 5. Employee engagement activities should be given due credit and hence shall be performed frequently. Suggestions for HR practices/initiatives Suggestions from respondents for HR practices/initiatives to motivate/satisfy employees and retain them were as below. • • • • • • • •

Sharing of Company Plans, Policies through forums of interaction with management Making performance appraisal more transparent Having discounts for employees – coupons More frequent job rotations Training managers on how to give feedback and develop people under them More training opportunities Having clear cut career growth plans for people to see More communication from management


Analysis of Enfeeblement and Employees References [1] [2] [3] [4] [5]

http://www.wilmarschaufeli.nl/publications/Schaufeli/311.pdf http://www.emeraldinsight.com/journals.htm?articleid=1795266 http://en.wikipedia.org/wiki/Burnout_(psychology) http://jom.sagepub.com/content/30/6/859.refs HR Magazine: Avoiding HR Burnout 7/1/2003 Linda Wasmer Andrews Vol. 48, No. 7 [6] http://transformingburnout.com/main/ [7] Surviving HR Burnout By Laabs, Jennifer J. Magazine article from Personnel Journal, Vol. 71, No. 4 [8] Burnout By William J. Rothwell Ph.D., SPHR Executive Editor, Robert K. Prescott Ph.D., SPHR Volume One Editor,Michele L. Newhard Published Online: 9 APR 2012 DOI: 10.1002/9781118364741.ch13 [9] http://www.futureretail.co.in/ [10] http://www.globusstores.com/ [11] http://www.shoppersstop.com/index.jsp.vr [12] http://citation.allacademic.com/meta/p_mla_apa_research_citation/5/0/5/2/3 /p505239_index.html http://www.increasemyvocabulary.com/definition/of/enfeeblement/ [13] http://www.ri5.co.uk/site/news/article/empowerment-enfeebled/ Annexure Questionnaire used for collection of data for primary research: Questionnaire Q. 1 My work experience in industry is a) Less than 1 year b) 1 - 5 years c) 5 – 10 years d) More than 10 years Q. 2 At work I have the opportunity to do what I do best a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 3 I like working a) In a group of two b) In a group of more than two c) Alone with all my attention to it Q. 4 I get enough time to spend with my friends and family a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 5 My boss and i share a relationship of understanding a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Page | 54, Vol-1, Issue-1

EP Journal of Human Resources Q. 6 I feel attached to my organization a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 7 When I get problem in dealing with the customer I normally b) Ask my colleague to help me

a) Take advice from my boss c) Consult my friend

d) Try to handle it all myself

Q. 8 I get motivated to give my best when a) I get compliment from customer deadline c) It is associated with some incentive

b) I complete my work before d) I get recognition for it

Q. 9 I work more than my shift hours a) Always b) Sometimes c) Rarely d) Never Q. 10 I know exactly what is expected of me at work a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 11 I have the material I need to do my work right a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 12 At work my opinions do count a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 13 I am totally satisfied with the pay plans of the organization a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 14 In the last year I had opportunities at work to grow and learn a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 15 My all associates are committed to do quality work a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 16 It considerably decreases my efficiency (Please rate the following 1 is minimum and 4 is maximum) a) Pressure from family or seniors b) Irrational demands of customers Page | 55, Vol-1, Issue-1

Analysis of Enfeeblement and Employees c) Work Overload

d) Long hour shifts

Q. 17 I get a leave easily whenever I need to get one a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 18 I learn a lot at work which makes me grow and move ahead a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 19 My job is not interesting enough and I have to keep repeating the same things all the time a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 20 According to me the work environment of the organization is (Please rate the following 1 is minimum and 4 is maximum) a) Not healthy

b) Boring with Monotonous job

c) Non Cooperative

d) Dull

Q. 21 Attitude problem in some of my associates makes it difficult to do my job well a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 22 Incentive plans of my organization motivate me to give my best every time a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 23 Training provided by organization is exactly aligned with my job responsibilities a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 24 When I go with a problem my boss always listens to it attentively a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 25 I always have a mentor cum friend at work a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Q. 26 I have worked before also joining the organization also a) Yes


b) No

EP Journal of Human Resources Q. 27 I found work culture of my current organization more conducive and employee friendly than previous organization a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree Name Department Age Group Sex: a) Male

b) Female


An Ep Journal of Human Resources

“Influence of Emotional Intelligence And Gender on Job Satisfaction Among the Faculty Members of Higher Educational Institutions In Kashmir Valley of India”. Raies Hamid1, Dr. Sayeeduz Zafar2 Research Scholar, Punjab Technical University, Kapurthala 2 Professor and Director, Innocent Heart Group of Institutions, Jallandhar 1

Abstract: The emotional intelligence and job satisfaction of faculty members are important contributors in imparting relevant education in higher education institutions. The paper aims to analyze the relationship between emotional intelligence and job satisfaction. The primary data was collected from faculty members of higher educational institutions of Kashmir Valley through questionnaire. The data was analyzed using SPSS. Personal adjustment and job related factors showed highest correlation with overall satisfaction. Age was found to have weak negative correlation with overall job satisfaction and non significant correlation with emotional intelligence. Gender had no significant impact on job satisfaction of faculty members. Keywords: Emotional Intelligence (EI), Job Satisfaction, Faculty members, Kashmir Valley, Higher Education Introduction In the era of knowledge economy the faculty members have a key role to play in shaping the young minds of students into skilled human resource. The emotional intelligence (EI) and job satisfaction of faculty members thus are crucial parameters to support and sustain a vibrant higher education system. Five elements of emotional intelligence were identified by Goleman (1995) as self awareness, self management, self motivation, empathy, and social skills. The Kashmir Valley is politically sensitive and due to historical reasons had occupied a special status. The youth of Kashmir can become agents of social change leading to economic growth and development by getting relevant education. The availability of faculty members with good EI and satisfaction is crucial for providing good higher education to youth of Kashmir Valley. The study is an attempt to analyze


“Influence of Emotional Intelligence and Gender on Job....

the status of emotional intelligence and job satisfaction among the faculty members in Kashmir Valley along with the impact of various demographic variables of EI and satisfaction. Objectives: 1. To evaluate the impact of gender on different aspects of job satisfaction 2. To examine the correlation of age with emotional intelligence and overall satisfaction 3. To analyze correlation of different aspects of job satisfaction with overall satisfaction. Literature Review: Patra (2004) in his study on the relationship between emotional intelligence and job satisfaction found that those employees who are emotionally intelligent find their place of work satisfying and this influence their satisfaction and overall productivity that lead to efficient management and organizational development. Villard.J, (2004) in his study on Determining the relation between job satisfaction of county extension unit employees and the level of emotional intelligence of extension county chair found that there was no significant association between subscale intrapersonal skill and subscale stress management with job satisfaction. It seems that lack of significant association between subscale self-motivation and subscale self-control with job satisfaction is logical. Self-motivation is related to commitment, hopefulness and optimism. Self-control is related to internal emotion. Casper (2007) in examined that there is no significant relationship between managers' emotional intelligence and age, education, organizational post, and career roles. On the other hand, there was no significant relationship between emotional intelligence and job satisfaction. Ngah . R et al, (2009) found in Malaysian faculty study that EI is positively related to work attitude. It was also found that expression of emotions have moderate correlation with job performance and job satisfaction. Monfared et al (2010) in their study on the relationship between emotional intelligence and job satisfaction among physical education teachers found there was significant positive relationship between emotional intelligence and job satisfaction among physical education teachers. They also concluded that there was not significant association between subscale self-awareness and subscale self control with job satisfaction. Abdulazim. G et al, (2011). In their research article impact of emotional intelligence and gender on job satisfaction among Egyptian Government sector employees of information and decision support system, MCIT and NBE. The results found that the employees who are of high emotional intelligence are more satisfied with their work than the employees with low emotional intelligence. Study also revealed that gender has insignificant influence on job satisfaction but



emotional intelligence significantly influences job satisfaction. Further, it is found that emotional intelligence and gender influence job satisfaction. Soleiman et al, (2012) examine the relationship between Iranian teachers' emotional intelligence and their job satisfaction index at senior secondary schools level. The study showed that there were significant relationship between teachers' emotional intelligence and their job satisfaction. Study also revealed that there was a significant difference between teachers' emotional intelligence and their academic degree levels. Also significant relationship was found between teachers' emotional intelligence and five factors of job satisfaction: (nature of the work itself, attitudes towards supervisors, relations with co-workers, opportunities for promotion, work condition in the present environment), but there was no significant relationship with one factor (salary and benefit) of job satisfaction. Toker. B (2012) investigated life satisfaction of faculty members in Turkey. It was found that Professors were more satisfied as compared to other academicians. Lal.S and Shergill.S (2012) found that both male and female faculty members had unfavorable attitude towards teaching and there was no significant difference between the satisfaction of male and female faculty members. Nadia, Ghauri & Iqbal (2012) studied job satisfaction of faculty members in private universities in Pakistan. It was found that there was a difference in perception of male and female faculty members regarding procedural justice and procedural justice has a positive correlation with job satisfaction. Mojgan. E and Nasrin.B (2013) in their study on relation between emotional intelligence and job satisfaction among the men and women employees in Iran examined that there was a relation between emotional intelligence and job satisfaction. It was found that the relation between job satisfaction and each of the emotional intelligence criteria (selfawareness, self-control, and social skills) were upheld which make it clear that there was no significant difference between men and women's emotional intelligence and job satisfaction. Research Methodology In this research descriptive approach has been used. Primary data was collected with the help of questionnaire. For Emotional Intelligence Sungouh (2006) scale was used, and for job satisfaction, Pestonjee (2002) Job Satisfaction Scale was used. The four aspects that comprised the scale were; job related items, management, personal adjustments, and social relation. The sample size was 441. The samples were selected using purposive random sampling. The reliability and validity of these scales were within the acceptable norms because of what these scales were used for the study. The respondents were faculty members teaching in higher educational institutions in Kashmir Valley. The analysis of data was done using SPSS. Hypothesis: H0: There is no correlation between age and emotional intelligence H1: There is a correlation between age and emotional intelligence Page | 61, Vol-1, Issue -1


H0: There is no correlation between age and job satisfaction H1: There is a correlation between age and job satisfaction H0: There is no difference between job satisfaction of male and female faculty members H1: There is a difference between job satisfaction of male and female faculty members Findings This section presents the findings of the study. The impact of demographic factors on job satisfaction is analyzed. It was found that there is weak negative correlation between age and overall job satisfaction. The Pearson correlation was found as –0.017.Age showed no significant correlation with emotional intelligence. The correlation value was found as 0.022, P value was 0.640 as shown in table 1. Thus null hypothesis is not rejected (both P values more than 0.05) and it is concluded that there is no correlation between age and emotional intelligence and job satisfaction. Table 1: Correlation between Age with Emotional Intelligence and Job Satisfaction

Source: Primary Data The overall score of emotional intelligence was obtained as 48. Thus faculty members demonstrated moderate level of emotional intelligence. T test was performed to access the impact of gender on different aspects of job satisfaction. As shown in table 2, gender had no significant impact on four aspects of job satisfaction.



Table 2: T Test for four Aspects of Job Satisfaction for Gender

Source: Survey Data Personal adjustment and job related factors showed highest mean values of job satisfaction. The male respondents showed mean value of 21.19 for personal adjustments and female respondents showed mean of 21.56. Job related factor was the second most significant factor in job satisfaction. The mean value for job related factors was obtained as 16.96 for male and 17.21 for female respondents. The gender was found to have no significant difference in their scores of different aspects of satisfaction, as all P values were above 0.05. Since all P values are more than 0.05, null hypothesis is not rejected and it is concluded that there is no difference between job satisfaction of male and female faculty members. Table 3: Correlation of Different Aspects of Job Satisfaction with Overall Job Satisfaction

Source: Survey Data



It is found that personal adjustment shows the highest positive correlation with overall job satisfaction. Job related factors show second highest positive correlation with overall satisfaction. Social relations showed correlation of 0.275 while management aspects showed weakest correlation (0.253) with overall satisfaction. All the four aspects showed significant correlation with overall satisfaction. Conclusion It is found that age do not have any significant correlation with overall job satisfaction and emotional intelligence of faculty members. Gender also does not have any significant impact on four aspects of job satisfaction. Personal adjustment and job related factors showed highest values on satisfaction scale. Social relations had lowest score in job satisfaction. Personal adjustments showed highest positive correlation with overall satisfaction followed by job related factors. Demographic variables of age and gender did not have any significant difference in the pattern of correlation between job satisfaction and emotional intelligence. The findings imply that administrators of higher educational institutions should give priority to emotional intelligence of all faculty members, irrespective of the age and gender. Moderate level of emotional intelligence among faculty members is a cause of concern. Faculty members are expected to guide the students for constructive activities by playing the role of mentor, teacher and a role model. Even faculty members with high age do not demonstrate high level of emotional intelligence and job satisfaction. It points to the failure of policy of high salary and other facilities given to faculty members with high age. With a weak emotional intelligence faculty members may not be able to understand the problems of students and transform them into critically thinking graduates with a spirit of entrepreneurship, sense of responsibility towards society and mankind. In a country with predominantly young demographic profile, faculty with high level of emotional intelligence and high level of job satisfaction is the need of the hour to propel India to vibrant economy supported by trained manpower. This paper also concludes that Job satisfaction is still a very important topic to be discussed, with a deliberate concern of its relationship with emotional intelligence and the impact on faculty members when they are found to have low EI scores. When faculty member's reaction towards their job is increased, more satisfaction will be found with the job outcomes. The same holds true when it comes to emotional attachment employees have towards their job. Thus, it is highly recommended that Higher Educational Institutions have to conduct training from time to time as it is a key to increase job satisfaction. References 1. Patra.S, (2004). Role of emotional intelligence on educational management Journal of Indian Education, 30(1), 98-104. Page | 64, Vol-1, Issue -1


2. Villard.J, (2004). Determining the relation between job satisfaction of county extension unit employees and the level of emotional intelligence of extension county chair. ProQuest information and learning company 300 north zeeb road. POBox 1364, ann arbor, MI 48106-1346. 3. Casper.V, (2007). A study of the relationship between leader emotional intelligence (EI) ability and demographic, performance, job satisfaction. Proquest in and learning company, UMI number 3268881. 4. Ngah. R, (2009). Emotional Intelligence of Malaysian Academia towards Work Performance, International Education Studies, Volume 2, No. 2. 5. Monfared. Y.S et al, (2010). The relationship between emotional intelligence and job satisfaction among physical education teachers. Movement, 6,47-65. 6. Ghoniem. A et al,(2011). Impact of Emotional intelligence and gender on job satisfaction among Egyptians government sector employees. Current research Journal of Social Sciences 3(1), 22-27. 7. Soleiman et al, (2012). Teachers' Emotional Intelligence and Its Relationship with Job Satisfaction, Advances In Education, Vol 1, No. 1. 8. Lal. R and Shergill. S, (2012). A Comparative Study of Job Satisfaction and Attitude towards Education among Male and Female Teachers of Degree Colleges, International Journal of Marketing, Financial Services & Management Research, Volume 1, No 1. 9. Nadia. A et al, (2012). A Study of Relationship between Perceptions of Equity and Job Satisfaction among University Faculty, Indian Steams Research Journal, Volume 2, Issue 10. 10. Toker. B (2012), Life Satisfaction among Academicians: An empirical Study of Universities of Turkey, Procedia- Social and Behavioral Sciences, 47(2012), pp 190-195 11. Mojgan. E and Nasrin. B (2013). The relation between emotional intelligence and job satisfaction, Pelagia Research Library, European Journal of Experimental Biology, 2013, 3(1):554-558, ISSN:2248-9215.


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