1.1. INTRODUCTION TO THE STUDY
Statistics: The only science that enables different experts using the same figure to draw different conclusions.
- Evan Essar (Essar Comic Dictionary)
A world – class organization, weather it is the public sector or private sector doesn’t do different things, but do things differently, They apply performance measurements to gain insight in to and come to conclusions about their organization, effectiveness and efficiency its business processes and people, Such leading organizations do not stop at collecting the performance data but use them.. They use the performance measurement data to drive improvements and successfully translate strategy in to action.
One of the important principles of TQM is to measure for success Therefore performance should be measured to know clearly whether an organization is achieving its objectives and goals.
According to Stephen Convey, “people and their managers are working so hard to be sure things are done right that they hardly have time to decide if they are doing the right things”, For doing the right things an organization needs he right business strategies. Right strategies will result in continuously improving operations to deliver the product and services right the first time and every time. However, in many strategies, that is the reason, why fail to achieve their vision.
According to 1998 Fortune Magazine article, an estimated 70 percent failures of initiatives of senior executives are not caused by a poor strategy, rather by poor execution of the strategy. Many organizations look at the bottom line of balance sheets to determine success. No doubt, good financial results are the success of the strategies in the past. They are lagging indicators or delayed snapshots to know whether they were successful in the past. Therefore, on organization needs leading indicators for ensuring success in the future. The Leading indicators provide an early indication of whether an organization will achieve its business goals or will it be able to sustain these achievements in the future. That should be the right business strategy.
Beyond Balanced Scorecard
Corporate world is known for management fads, like ice – cream parlor, management gurus with a fresh ice cream flavor every new season. But there are always exceptions to any phenomenon. One such exception was the “balanced Scorecard”, which brought a revolutionary a revolutionary change in approach as well as process in the corporate world. It is a tool to show how results are achieved; did the cost of setups fall because of shorter set up times or bigger batch size.
One must understand that the organization’s measurement system’ strongly affects the behavior of managers and employees alike. One must also understand those traditional financial accounting measures like ROI and earning per share can sometimes give misleading signals. The financial results can be manipulated by compromising with the developmental activities and various strategies for creating an innovative organization that today’s competitive environmental demands.
Kalpan and Norton have a leapfrog using the ‘balanced Scorecard’ as s springboard. It is not an armchair perspective but based on a mammoth research study and ground reality. The authors claim that most of the time their focus remains on ‘strategy’ and they hardly realize that none bothered to apply mind, how such strategy will be put into practice through process
Balanced Scorecard – a Management system
The balanced scorecard is new approach to strategic management. The balanced scorecard is not only a measurement system, but also a management system. It enable organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance results.
Kaplan and Norton describe the innovation of the balanced scorecard as follows
“The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long –term capabilities and customer relationship were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation”.
The balanced scorecard suggests that we view the organization from four perspectives as give in Fig. And to develop metrics, collect data and analyze it relative to each of these perspectives.
The customer is the nucleus of the whole business. Business processes are aimed at delighting the customers this needs continuous learning of the employees, which is the foundation of the organizations All these lead to financial growth, which will be visible.
Metrics
Essentially we have to collect the metrics from all the four perspective to get a balanced view of the current status and make realistic plans for improvement in the future, so as to consistently be in business and be growing.
The metrics must be developed based on priorities of the strategic plan. Processes are then designed to collect information relevant to these metrics and reduces it to numerical form. This will enable the management to examine the out come of various plans and strategies and track the results to guide the company and provide feedback to employees and suppliers.
The metrics of Balanced Scorecard enable the following:
Ø Strategic feedback to show the present status of the organization from many perspectives for senior management as well as employee.
Ø Feedback on various processes to guide improvement on a continuous basis.
Ø Trend in performance over time
Ø Quantitative inputs for forecasting and use in models for decision support systems.
Balanced Scorecard Perspectives
Balanced Scorecard (BSC) is a conceptual framework for translating the organizations vision into a set of performance indicators distributed among four perspectives are.
Ø The Learning and Growth perspective
Ø The Business Process Perspective
Ø The Customer Perspective
Ø The Financial Perspective
Performance indicators are used to measure an organizations progress towards achieving its vision. An organization monitors both its current performance (financial, customer satisfaction and business process results) and its effort to improve processes, motivate and educate employees and enhance information systems – its ability to learn and improve.
The Balanced Scorecard developed by Kaplan and Norton provides a strategic framework for identifying and linking the enablers with the desired results by defining the relationship between performance levels in four district perspectives. BSC can be applied both in commercial organizations as well as in the public sector.
The Customer Perspective
The perspectives captures the ability of the organizations to provide quality product and service, the effectiveness of their delivery systems and overall customer service and satisfaction, Customer include both internal as well as external, It must provide answer to the question.
“ to achieve our vision, how must be look our customers?
Financial Perspective
The Financial Perspective is different for public and private sector; Private sector financial objective generally represents clear long range targets for profit fort the organization. Success of public organizations should be measured buy how effectively and efficiently they meet the need of he target sector. Therefore, for the government, the financial perspectives capture cost, efficiency, delivering maximum value of the customer, etc
Internal Business Process
Internal business processes are the mechanisms through which performance expectations are achieved, it should provide answer to “To satisfy our customer’s value proposition as well as satisfy our other stake holders, what process must we excel at”. This perspective provide data regarding the internal business results against measures that lead to financial success and satisfied customers expectations, organization must identify the key business processes at which they must excel Key process are monitored to ensure that the outcomes are satisfactory.
For instance a software organization must excel at the 18 key process areas (KPAs) of software Capability Maturity Mode (SW – CMM) of software engineering institute. Those organizations that excel at all KPAs are considered to at level five. Level five software companies satisfy all stakes holders and achieve succession all the four perspectives. Thus internal business process perspective is quite important.
Learning and Growth Perspective
This perspective capture the ability of the employees, the quality of the information system and organizational alignment to mange the business and adaptability to change, in supporting accomplishment of organizational goals. Processes will be successful. Only if adequately skilled and motivated employees are used and they are provided with accurate and timely information. In order to meet customer requirement and customer expectations, employees may be required to take on new responsibilities, which require skills capabilities, technologies that were not available before. The employees should ask the questions “if wears to succeed, what must we do to learn and improve?’ To quote Kaplan and Norton, to satisfy this perspective of BSC. The organizations must ask “To achieve our vision, how will we sustain our ability to change and improve?”
Thus Kaplan described the balanced scorecard as a framework for translating an organizations vision into strategy by focusing on shareholders, customers, and internal and external processes and learning requirement and how the strategy describe the strategy of an organization and how the strategy can be achieved.
1.2 STATEMENT OF THE PROBLEM
Apparently if you see both a balanced scorecard and employee satisfaction are found to be two extreme disconnects but careful analyzers can build a bridge to connect the gulf knowledge and awareness.
As every one knows that the company’s mission vision and goals are transferred in to a Balanced Scorecard on financial business process, Learning and growth and customers rating. This Balanced scorecard needs to be broke down in to achievable tasks and growth to the lower level enheleory if not then it remains as mere paper.
Usually first quarter win will be the time on which individuals goals will be framed, discussed and agreed and if individuals employee are not properly motivated, allowed by the internal working environment to perform and achieve the goals then term goals or department’s goals take a back seat even as one members failure. Hence employee satisfaction survey (ESS) comes in to purview here.
Under this background ESS becomes the precursor to achieve a Balance Scorecard in the company. Here this study was designed to exclusively to study the parameter, which are directly affecting employee to achieve and sustains target and goals.
1.3. OBJECTIVES OF THE STUDY
v The objectives of the study is to analysis the relevance and effective implementation of balance scorecard.
v To internal operation metrics of employee satisfaction survey.
v To study the leadership benefits of balance scorecard.
v To study the reward and recognition offered to employees through balance scorecard.
v To study the management style and practices for effective development.
1.4. SCOPE OF THE STUDY
The topic was infact suggest by the HR manager and was supported by the whole HR Department. The researcher made an attempt to assess the employee’s level of satisfaction on the company. The researcher wanted to find out or assess how balanced scorecard can deploy through employees satisfaction survey in the organization. Also the researcher wanted to find out how many employees are fully satisfied in the organization. Thus study enables us to understand the degree of satisfaction of employees are fully satisfied in the organization. This study enables us to understand the degree of satisfaction of employees in the organization.
1.5 COMPANY PROFILE
M/s. SUNRISETHAM SPINING MILLS PRIVATE LIMITED, a private limited company established during the year 1996, a new medium scale spinning mills started at plot No. 59-A, Sipcot industries complex, Hosur – 635 126 of krishnakiri District, T.N.
The main activities of the unit is manufacturing cotton yarn of different counts (from 6’s to 20’s counts), incorporated under the companies act. 1956.
The company was established with the founder chairman of Late. Sri. C. ARUNACHALAM and his family members who are well known in the manufacture of textile machinery and having good knowledge and experience in the textile field for the 3 decades.
The project was set up for the manufacturing of different counts of cotton yarn to meet the requirements of local as well as for export. The company has purchased 2 nos Czechoslovakia open-end Spinning machine of 200 rotors each and the capacity of the unit are around 12,00,000 kgs of yarn per year based on the 3 shifts workings at the beginning.
The area of the company is about 2.9 acres. The company has also installed all brand new machines such as blow room, carding machines, Draw frame, and Humidification plant in addition to the machines of open end spinning, which are imported from
The company has made all arrangements at procure the cotton from local market where the materials are available in plenty. The company has made arrangement of power supply with TNEB and also installed 250KVA generator set to meet the power crisis period.
Further in the expansion the company has purchased 3 more open-end spinning machine to increase the production of the unit and with this the employment opportunity of the company also increased.
PRODUTION CHART
Showing the manufacturing of cotton yarn:
1. Mixing:
Raw cotton, the principle raw material require is mixed as uniformly as possible to produce yarn of desired quality unconditional it may be composition deferent type of waste and virgin cotton.
2. Blow Room
The Process involves opening of cotton and elimination of impurities such as sand, seed, etc., and this function carried out by passing cotton through series of machine know as Blow room line. The cleaned waste cotton are converted in to a lap. The laps are free determined weight per unit’s length to meet desired standard. The machines used here are bale breaker, upper, feeder step cleaner, porcupine opener Beater, Suscuter, etc.,
3. Cording
After the function of laps at Blow room, the laps are next feed to card, where the fibers or thoroughly individualized impurities eliminated and the material delivered in the form of thin web and his conduced into long think rope form called SLIVER
4. Drawing Machines
Card Slivers have variations over length and this need improvement both in weight uniformly and fibers strengthening. The carding sliver are fed into drawing machining. In drawing, the fibers are drawn parallel and collected in cans and stored in a place for open and spinning process.
5. Open end Spinning
This process can be described as a process of separating the fibers from an input feed transporting than in separated form to a recording assembly print, twisting the fibers to form yarn and them winding up that yarn in to a packages. This is achieved by the followed system The fibers are delivered in an air stream to continuous form a fiber ring in the inner peripheral surphass of a rotor rotating at high speed. To comments this spinning operation all that is recorded to introduced a seed yarn into the rotor, in such a way that its tail fix up the fibers in the ring which are than twister to form a yarn by the rotations of rotor.
The yarn is also wound in the winding in on the machine into cylindrical package this complains the process of
1. Drawing
2. Simplex
3. Spinning
4. Winding
Customer Area :
1. Erode
2. Thirupur
3. Coimbathur and all over Tamilnadu
Purchasing Method:
The company prequires raw materials such as raw cotton and cotton waste directly from various spinning mills and as well as market. The main raw material required are waste and virgin cotton in the ratio of 70:30.
The company is purchase the virgin cotton from various states, mainly Karnataka, Andhra Pradash.
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1.6. REVIEW OF LITERATURE
According to Law of Management “when we start to care for people they start caring for us”
Business today is dynamic with steadily increasing pace of change Timely and actionable information is the best way to combat the elements. Research has proven that wholly engaged employees tend to be more self-motivated, reliable, and have higher levels of organizational loyalty. Additionally, studies have revealed that an engaged personal tends to retain employment and has fewer absences, Plus, these engaged employees have higher levels of customers approval and service quality and they regularly achieve and often surpass, goals.
Investigating the engagement level at every organization can also lead to a more productive work force with fewer compensation and accident claims. Employee satisfaction has a survey items were developed in order to bring you a method to examine the commitment, ownership, pride, loyalty, and satisfaction of employees.
Employee satisfaction surveys help employers measure and understand their employees attitude opinions,, motivation, and satisfaction.
Employees satisfaction survey will find out what engages the people within the organization, understand their perceptions, especially those that are driving the work behaviors that in turn drive business outcomes. This information will allow you to reinforce engaged employee behaviors and develop methods to repair areas with deficient engagement scores.
Employee satisfaction survey allow an organization to understand employee perceptions, Perception is reality. Because employees at every organization act on the basis of their perceptions, management must be keenly aware of employees views employee opinion surveys deliver a successful means of measuring and acting upon, employees current beliefs on many job – related subjects.
The study employee’s satisfaction is very much essential to every management to improve motivation and morale. The management comes to know the areas of satisfaction and dissatisfaction and satisfied and dissatisfied groups in companies. Generally it welcomes the employee’s comments and suggestions. Which in turn enable the management to recognize the organization structure and work environment when the employees real use that they have been recognized, they feel satisfied in the organization, this type of study also gives a clear picture to the management. The defective areas particularly in supervision and training to shape the employee perception, it has been contrast and persuasive thought for the researcher to have their genioud feedback, an understanding and level of intelligence of the supervisor employees satisfaction plays an integral part of the organization with regards to his inter personal, company’s policies and other benefits.
The following are just a few benefits of an Employee Satisfaction Survey :
More Accurate Perspective
Organization achieve a more accurate view of current policies and a more clear perspective of issues that are of higher priority to employees than others, such as benefits versus career development, versus compensation.
Increased Employee Loyalty
By quantifying and analyzing employee attitudes and opinions, enterprises can identify problem areas and solutions to create a supportive work environment encouraging a motivated and loyal workforce.
Training Needs Assessment
Employee Satisfaction Surveys aid in developing individual goals and career potential. With more insight into their opinions and attitudes, management can establish professional development initiatives.
Improved Customer Service
Because motivated employees are critical to improved organizational initiatives, such customer as increasing satisfaction, enterprises that value and strive for greater employee satisfaction ultimately create higher customer satisfaction.
DEFINITION OF TERMS
Employee satisfaction is considered with attitude and industrial morale
v Employee
Any individual who is creating a Development Plan
v Satisfaction
Satisfaction is the general attitude, which is the result of various attitudes the employee’s holds towards their job related factors and towards life in general.
v Supervisor
The primary individual who assists an employee in the creation of his / her Development Plan
BUILDING EMPLOYEES SATISFACTION
Building or promoting of employees satisfaction is recognized as the fundamental functions of personal departments. To influence favorably the attitudes of employees, these should be good working conditions, pay opportunity for advancement and supportive environment etc, as stated above this plan must be followed because many employees who have reasons to be satisfactions among the theories, Maslow Hiearchy of needs is considered as an important theory.
According to him, there are five needs, viz, physiological, safety, social, esteem, and self – actualization.
FOLLOWING ARE THE SURVEY OBJECTIVE SURVEYS
They present both a question and choice of answer in such away that employees mea rely mark the answer that is their choice. Since the management writes the answer, the real feelings of the employees are not property conveyed. Instead management can seek open – end question and welcome the exact feelings of the persons.
DESCRIPTIVE SURVEYS
The responses are directly the employees in the own words through and indirect relatives to employee’s area of the job and the indirect question merely a discussion. These surveys are developed by psychiatrists to penetrable the personality or probe in to mental health. They are rarely used in processional counseling of individuals, Examples of projective technique would include inkblot tests and Thematic Apperception Test.
MEASUREMENT OF EMPLOYEES SATISFACTION
There were difficulties faced since measuring the level of satisfaction since the were no proper scales to measure. Now a days two types of scales are used to measure of employee’s satisfaction. Namely Tailor – made and standardized scales. The tailor made scales ensure reliability and validity of measuring instrument and establishment of groups norms. In other words, they monitor the measuring instrument. The respondents are asked to quote their performance of the company. Once the data collected and analyzed, to ascertains the items, which make distinction among then where excluded in the final scale. The final covers areas like work; supervision pay, promotion, relationship and the individuals are asked to make their preference.
Likert Scale
Likert scale has been well known. His scale is used in the research very much. It is a five point ranging from highly positive to highly negative. The sum is thus derived by a simple addition of values.
In summary, employees satisfaction is utmost significant, which determined company’s growth, Higher employees satisfaction higher morale Lower employees; satisfaction more the confrontations. The organization should keep its employees in satisfaction. So that they may be productive and contribute effectively towards the organizational goals.
1.7. LIMITATIONS OF THE STUDY
v The survey was conducted during the time of audit. Hence interactive with people less because of their preoccupation.
v The research is focused only on the employee in sinrise thangam hosur.
v Highly confidential information’s cannot be brought into the focus of this project.
CHAPTER - 2
2.1. RESEARCH METHODOLOGY
Methodology is defined, as the specification of methods and procedures for acquiring the information needed. It is a plan or framework for doing the study the collecting the data. Research methodology minimizes the degree of uncertainty involved in management decisions. Research is characterized by systemic objective, reproducible relevant and control.
This project is a study market by promulgation of research questions. The investigator already knows the substantial amount the research problems before the project is imitated.
Area of the study :
1
The sample area means that place where the survey has been conducted. The sample area was sunrise thangam (P) ltd, Hosur.
Purpose of the Study:
Descriptive research design,
A descriptive study is undertaken in order to ascertain and be able to describe the characteristic of the variables of interest in a situation.
Study Setting :
Non – Contrived Study,
The research can be done in the natural environment where the work proceeds with Co – relational study.
Unit of Analysis :
Individual analysis,
The data has been gathered from each individuals, by treating each employees response as an individual data source.
Measurement :
Three scales are used for measurement,
1. Nominal Scale
2. Interval Scale
3. Dichotomous Scale
Nominal Scale:
Always used for obtaining personal data such as gender, designation and department.
Interval Scale:
Interval scale is used when responses to various item that measures a variable can be tapped on a five point scale.
Dichotomous Scale:
Used to elicit Yes or No answers.
2.2 DATA COLLECTION
2.2.1. Sources of data
Primary data :
The primary data are those, which are collected a fresh and for the first time for the collection as primary data a sample survey method was used in the study. Personal interview as conducted with the help a questionnaire prepared for the survey.
Secondary data:
Information gathered from sources already existing, such as collected from company records and books has been taken in to consideration in preparing the final schedule.
2.2.2. Research instruments:
The research instrument in this case was questionnaire. It was framed with both open - ended and close-ended questions.
2.2.3. Sampling:
As it is not possible to collect the information from the whole population so sampling method is adopted. A small representative may serve the purposes. Thus, sample means a small group taken from a large lot. The group selected must be representative in character.
Sampling Plan:
Sample Unit:
The sample unit means that place where the survey has been conducted. The sample unit was
Sample Size:
The sample size was limited to 100 employees.
Sampling Method:
Convenience Sampling,
This consists in the collection of information from any convenient group whose view may be relevant to the subject of enquiry. In this “on the spot” sampling is made without fixing the group or size earlier.
2.2.4. Tools for analysis:
The data collected was analyzed with the help of the following tools :
1. Percentage Analysis
2. Correlation Analysis
3. Chi – Square Analysis
4. Analysis of Variance (ANOVA)
1. The Percentage Analysis:
Percentage refers to a special kind of ratio; Percentage is used in making comparisons between two or more series of data. Since percentage reduce every thing to a common near and thereafter-meaningful comparison can be made. This method was used to obtain the statistics of the responses.
Percentage is calculated are as follows:
= d / n * 100
Where,
‘d’ is the number of the respondents.
‘n’ is the base of figure or the sample group.
2. Correlation Analysis :
Correlation analysis measures relationship and testing hypothesis. The correlation coefficient measures the degree of association between the variables. The correlations could be positive or negative. It involves three main aspects.
i). Measuring the degree of association between variables.
ii). Testing relationship is significant.
iii). Establishing cause and effect relationship.
Karl person’s Coefficient of correlation (or Simple correlation):
This is most widely used method of measuring the degree relationship between two variables. This coefficient assumes the following.
i). That there is linear relationship between the two variables.
ii). That the two variables are casually which means related which means that one of the variables is independent and the other one is dependent.
iii). A large number of independent cases are operating in both variables so as to produce
a normal distribution.
N å xy – (å x) (åY)
=
ÖNåx2 - (åx)2 ÖNåY2 - (åY)2
Correlation is the two type:
1. Positive correlation
2. Negative correlation
1. Positive Correlation:
If both the variables are varying in the same direction i.e. if one variable is increasing the other variable is also increasing or if one variable is deceasing the other on an average is also decreasing. The correlation is said to decreasing the other on an average is also decreasing the correlation the correlation is used to be positive.
2. Negative Correlation:
If on the other hand, the variables are varying in the opposite direction i.e one variable is increasing and the other is decreasing and vice versa correlation is said to be negative.
3. Chi – Square Analysis:
Chi square analysis a statistical measure in the context of sampling analysis for comparing the variance to a theoretical variance. Sit can be used to determine if categorical data shows comparisons between theoretical population and actual data when categories are used.
Step -1 : Define the hypothesis
Null hypothesis (Ho): There is no significant relationship between the variables
Alternate hypothesis (H1): There is significant relationship between the variables.
Step - 2 : Specify the value of significance (= 5%)
Step – 3 : With the sample data find out the chi - square value using the formula.
X2 = (Oij – Eij)2 / Eij
Step – 4 : Calculate the degree of freedom (df = (r-1) (c-1)
Step – 5 : Calculate the table value of chi - square using the level of significance and degree of freedom.
Step – 6 : Compare the chi - square value and table value
Step – 7 : If chi – square value is greater than the table value of chi – square reject.
Ho else accept it.
ANALYSIS OF VARIANCE :
The analysis of variance is a method which separate the variation ascribable – to one set of causes from the variation ascribable to other set. In other words, analysis of variation is a method of splitting the total variation of a data in to constituent parts which measures different sources of variations. The total variation is split up in to the following two components.
a) Variation with in the Sub group of Samples
b) Variation between the subgroups of the samples.
ANOVA TABLE :
The techniques of analysis of variance is referred to as ANOVA a table showing the source of variation, the sum of squares, degree of freedom, mean square (variance) and the formula for the F-ratio is known as ANOVA TABLE. This techniques was developed by R.A. Fisher .
Variance b/w the sample F – Satistic =
Variance with in the sample
2.3. RESEARCH DESIGN
1. Correlation Analysis:
Analysis Table No. 2.4.9 & 2.4.10
| X | 27 | 43 | 21 | 7 | 2 |
| Y | 36 | 30 | 25 | 4 | 5 |
Solution:
| X |
dx = (X-X) X-20 | dx2 | Y |
Y-20 | dy2 | dxdy |
| 27 43 21 7 2 | 7 23 1 -13 -18 | 49 529 1 169 324 | 36 30 25 4 5 | 16 10 5 -16 -15 | 256 100 25 256 225 | 112 230 5 208 270 |
| 100 | ådx =0 | 1072 | 100 | ådy=0 | 862 | 825 |
X = åx / n = 100/5 = 20
Y = åy / n = 100/5 = 20
r = ådxdy / Ö ådx2 * ådy2 = 825 / Ö 1072 * 862
r = 0.858
r = + 0.858 accepted
2. Chi – square Analysis:
Analysis Table No. 2.4.7 & gender
Use of skills and ability & Gender
| Male Female | ||
| SA A NAD DA SDA | 26 4 23 10 17 5 5 4 4 2 | 30 33 22 9 6 |
| 75 25 | 100 | |
Solution:
Step –1
Ho : There is no association between gender and use of skills and ability.
H1 : There is an associated between gender and use skills ability.
Calculation of test statistic :-
Row total * column total
Using the formula E =
Grand total
The expected frequencies are calculated in the table below:-
Step -2
Expected Frequency :
Male Female
(75 * 30) / 100 22.5 7.5 (25*30)/100
(75*33) / 100 24.75 8.25 (25* 33) /100
(75*22) /100 16.5 5.5 (25*22) /100
(75*9) / 100 6.75 2.25 (25*9) / 100
(75*6) /100 4.5 1.5 (25*6) / 100
Step – 3
| O | E | (O-E) | (O-E)2 | (O-E)2 / E |
| 26 23 17 5 4 4 10 5 4 2 | 22.5 24.75 16.5 6.75 4.5 7.5 8.25 5.5 2.25 1.5 | 3.5 -1.75 0.5 -1.75 -0.5 -3.5 1.75 -0.5 1.75 0.5 | 12.25 3.06 0.25 3.06 0.25 12.25 3.06 0.25 3.06 0.25 | 0.55 0.123 0.015 0.453 0.055 1.633 0.370 0.045 1.36 0.166 |
| Total | | | | 4.77 |
Step – 4
y2 = å [ (O-E)2 / E] = 4.77
Degree of freedom V = (r-1) (c-1)
= (5-1) (2-1)
= 4 *1 =4
V = 4
Table value at 0.05 = 9.488
Step – 5
Decision: The calculated value of y2 is less than the table value. The null hypothesis is accepted. Hence, there is no association between gender and use of skills and ability.
3. Analysis of variance (ANOVA TABLE):
Analysis of Table No 2.4.7 & 2.4.8
Recommended my organization as a good place to work and use of skills and ability
Use skills and ability
| Respondents | SA | A | NAD | DIS | SD | Total |
| SA | 10 | 13 | 9 | 3 | 2 | 37 |
| A | 10 | 4 | 5 | 2 | 2 | 23 |
| NAD | 6 | 12 | 5 | 2 | 1 | 26 |
| DIS | 3 | 3 | 2 | 1 | 1 | 10 |
| SD | 1 | 1 | 1 | 1 | 0 | 4 |
| Total | 30 | 33 | 22 | 9 | 6 | 100 |
Recommended my organization as a good place to work
Here,
T = 100
N = 25
Correlation factor C = T2 / N
= 100 2 / 25
C = 400
Total sum of square (SST) = åå x ij2 - C
SST = (102 + 102 +62 +32+ 12+ 132+ 42+122+ 32+12+92+52+52+22+12+32+22 +22+12+12
+22+22 +12+12+02) – 400
SST = (100+100+36+9+1+169+16+144+9+1+81+25+25+4+1
+9+4+4+1+1+4+4+1+1+0) - 400
= 750 – 400 = 350
SST = 350
Sum of square between columns (SSC)
= 302/5 + 332/5 + 222/5 + 92/5 + 62/5) – C
= 180 + 217.8 + 96.8 + 16.2 + 7.2) - 400
= 518 – 400
SSC = 118
Sum of square between rows (SSR)
= (372/5 + 232/5 + 262/5 + 102/5 + 42/5) – C
= (273.8 + 105.8 + 135.2 + 20 + 3.2) - 400
= 538 – 400
SSR = 138
Error SSE = SST – (SSC +SSR)
= 350 – (118 + 138)
= 350 – 256
SSE = 94
ANOVA TABLE
| Sources of Variance | Sum of square | Degree of Freedom | Mean square = Sum of square / Degree of freedom | F- Ratio |
| Between skills & ability | SSC = 118 | R-C = 4 (5-1) | SSC / D.of f. =118 / 4 =29.5 | Fc = 29.5 /5.875 = 5.021 |
| Between Recommended my org. as a good place to work | SSR = 138 | R-C = 4 (5-1) | SSR / D.of. f. = 138 /4 =34.5 | Fc = 34.5 / 5.875 = 5.872 |
| Error | SSE = 94 | = (5-1) (5-1) = 4*4 = 16 | SSE / D.of. f. = 94 / 16 =5.875 | --- |
| Total | 350 | 24 | --- | --- |
Conclusion:
Ho : is accepted because of calculated value is less than the table value.
Therefore, Ho : There is no association between Recommended
a good place to work and use of skills and ability.
2.4. DATA ANALYSIS AND INTERPRETATON
GENDER AND RESPONDENTS
Table:2.4
| S.No | Gender | No. Of. Respondents | Percentage |
| 1 | Male | 75 | 75% |
| 2 | Female | 25 | 25% |
| | Total | 100 | 100% |
Interpretation:
The above table shows that 75% of the respondents are male and 25% of the respondents are female.
Figure: 2.4
Table:2.4.1
Supervisor effectively communicates the Organizational goals and objectives.
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 40 | 40% |
| Agree | 37 | 37% |
| Neither Agree disagree | 15 | 15% |
| Disagree | 8 | 8% |
| Strongly disagree | 0 | 0% |
| Total | 100 | 100% |
Interpretation :
From the table, it can be interred that 40% of the employees strongly agree that supervisor effectively communicate the organizational goals and objectives and 8% of the employees disagrees with the above concept.
Figure 2.4.1
Supervisor effectively communicates the Organizational goals and objectives.
Table – 2.4.2
Supervisor give feedback that helps to improve my performance
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 47 | 47% |
| Agree | 20 | 20% |
| Neither Agree disagree | 23 | 23% |
| Disagree | 10 | 10% |
| Strongly disagree | 0 | 0% |
| Total | 100 | 100% |
Interpretation :
From the table, it can be interred that 47% of the employee strongly agreed that supervisor give feedback that helps to improve the performance of the employees and 20% of the employees are agree and 23% of the employees neither agree nor disagree and 10% of the employee disagree with the statement.
Figure 2.4.2
Supervisor give feedback that helps to improve my performance
Table – 2.4.3
Supervisor encouragement and Development of skills abilities
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 39 | 39% |
| Agree | 22 | 22% |
| Neither Agree disagree | 20 | 20% |
| Disagree | 12 | 12% |
| Strongly disagree | 7 | 7% |
| Total | 100 | 100% |
Interpretation:
From the above table it is found that 61% of the employees agreed that supervisor encourage in development of skill and abilities related to job and 20% are neither agree nor disagree and 19% of the employees disagree with the statement
Figure 2.4.3.
Supervisor encouragement and Development of skills abilities
Table – 2.4.4.
Management listen my ideas and concerns
| Respondents | No. Of. Respondents | Percentage |
| Yes | 70 | 70% |
| No | 30 | 30% |
| Total | 100 | 100% |
Interpretation:
From the above table it can be concluded that 70% of the employees feel that the management listen to idea by the employees and 30% of the employees reject the above.
Figure 2.4.4
Management listen my ideas and concerns
Table – 2.4.5.
Good of job you feel is being done by your supervisor
| Respondents | No. Of. Respondents | Percentage |
| Excellent | 39 | 39% |
| Good | 31 | 31% |
| Fair | 17 | 17% |
| Poor | 8 | 8% |
| Very Poor | 5 | 5% |
| Total | 100 | 100% |
Interpretation:
The above table shows that 39% of the employees are excited and 31% of employees are that service facilities are good, 17% are fair, 8% for poor and 5% for very poor. From the above table most of the employees are very much satisfied on the overall effectiveness of job is being done by the supervisor.
Figure 2.4.5.
Good of job you feel is being done by your supervisor
Table – 2.4.6.
People are treated with respect here regardless of their job
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 35 | 35% |
| Agree | 32 | 32% |
| Neither Agree disagree | 13 | 13% |
| Disagree | 14 | 14% |
| Strongly disagree | 16 | 16% |
| Total | 100 | 100% |
Interpretation:
From the above table it is clearly understood that 67% of the employee agreed that people are treated with respect and regardless of their job and 13% are neither agree nor disagree and 30% of the employees disagree with the statement.
Figure 2.4.6.
People are treated with respect here regardless of their job
Table 2.4.7.
Job makes good are of my skills and abilities
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 30 | 30% |
| Agree | 33 | 33% |
| Neither Agree disagree | 22 | 22% |
| Disagree | 9 | 9% |
| Strongly disagree | 6 | 6% |
| Total | 100 | 100% |
Interpretation:
From the above table reveals that 63% of employees agreed that job makes good use of employees skills and abilities and 22% are neither agree nor disagree and 15% of the employees disagree with the above concept.
Figure 2.4.7
Job makes good are of my skills and abilities
Table 2.4.8.
Recommend organization as a good place to work
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 37 | 37% |
| Agree | 23 | 23% |
| Neither Agree disagree | 26 | 26% |
| Disagree | 10 | 10% |
| Strongly disagree | 4 | 4% |
| Total | 100 | 100% |
Interpretation:
From the above table it is inferred that 60% of the employees agreed that organization as a good place to work and 26% are neither agree nor disagree and 14% of the employees disagree with the above statement.
Figure 2.4.8
Recommend organization as a good place to work
Table 2.4.9.
Work give feeing of personal accomplishment
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 27 | 27% |
| Agree | 43 | 43% |
| Neither Agree disagree | 21 | 21% |
| Disagree | 7 | 7% |
| Strongly disagree | 2 | 2% |
| Total | 100 | 100% |
Interpretation:
From the above table it is inferred that most of the employees agree they are satisfied with workplace and their of personal accomplishment is the organization and few where disagree with above concept.
Figure 2.4.9
Work give feeing of personal accomplishment
Table 2.4.10
Our organization helps to learn development my self
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 36 | 36% |
| Agree | 30 | 30% |
| Neither Agree disagree | 25 | 25% |
| Disagree | 4 | 4% |
| Strongly disagree | 5 | 5% |
| Total | 100 | 100% |
Interpretation:
From the above table it is clearly signifies that 36% of the employees strongly agree that organization helps to learn and develop myself and 30% are agree and 25% are neither agree nor disagree and 9% of the employees disagree with the above statement.
Figure 2.4.10
Our organization helps to learn development my self
Table 2.4.11
Satisfied with
| Respondents | No. Of. Respondents | Percentage |
| Highly satisfied | 32 | 32% |
| Satisfied | 40 | 40% |
| Neutral | 20 | 20% |
| Dissatisfied | 8 | 8% |
| Highly Dissatisfied | 0 | 0% |
| Total | 100 | 100% |
Interpretation:
From the above table, it is understood that 32% of the employees responses that opportunity of get better job in sunrise thangam spinning bills is highly satisfied and 4o% of the employees are responded that they are satisfied with the opportunity and 20% are neutral and 8% are dissatisfied
Figure 2.4.11.
Satisfied with
Table 2.4.12.
Leadership helps to raise performance of the employees
| Respondents | No. Of. Respondents | Percentage |
| Yes | 60 | 60% |
| No | 40 | 40% |
| Total | 100 | 100% |
Interpretation:
The above table, it is reveals that 60% of the employee are responds that leadership helps to raise performance of the employees and 40% of the employees referred the above.
Figure 2.4.12.
Leadership helps to raise performance of the employees
Table 2.4.13.
The people will work co operate together to get the job done (Team Work)
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 33 | 33% |
| Agree | 24 | 24% |
| Neither Agree disagree | 25 | 25% |
| Disagree | 12 | 12% |
| Strongly disagree | 6 | 6% |
| Total | 100 | 100% |
Interpretation:
The above table indicates that 57% of the employees agreed that people will co-operate together to gel the job done and 25% are neither agree nor disagree and 18% of the employees disagree with the above statement.
Figure 2.4.13.
The people will work co operate together to get the job done (Team Work)
Table 2.4.14.
People are rewarded according to their job performance
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 38 | 38% |
| Agree | 25 | 25% |
| Neither Agree disagree | 15 | 15% |
| Disagree | 12 | 12% |
| Strongly disagree | 10 | 10% |
| Total | 100 | 100% |
Interpretation:
The above table it is inferred that 63% of the employee’s responds that they are rewarded through their job performance and 22% are disagree wills that statement. Hence the researcher comes to comes to conclusion based on majority of employees are rewarded only their job performance.
Figure 2.4.14.
People are rewarded according to their job performance
Table 2.4.15.
Satisfied with recognition you receive for doing good job.
| Respondents | No. Of. Respondents | Percentage |
| Strongly agree | 32 | 32% |
| Agree | 41 | 41% |
| Neither Agree disagree | 18 | 18% |
| Disagree | 8 | 8% |
| Strongly disagree | 4 | 4% |
| Total | 100 | 100% |
Interpretation:
From the table, it is reveals that 73% of the employees are responds that they are agreed with the recognition received which doing good job good job only few of then dissatisfied with recognition received while doing good job. Hence researcher comes to conclusion levels of receiving recognition is sunrise thangam spinning mills is excellent.
Figure 2.4.15.
Satisfied with recognition you receive for doing good job.
Table 2.4.16.
You have indirect Compensation given by company
| Respondents | No. Of. Respondents | Percentage |
| Yes | 85 | 85% |
| No | 15 | 15% |
| Total | 100 | 100% |
Interpretation:
From the above table, it can be reveals that 85% of the employees receiving indirect compensation given by the company where as few employees reject the above.
Figure 2.4.16.
You have indirect Compensation given by company
Table 2.4.17.
Supervisor takes an active interest in our skills and career development.
| Respondents | No. Of. Respondents | Percentage |
| Yes | 85 | 85% |
| No | 15 | 15% |
| Total | 100 | 100% |
Interpretation:
From the above table it can be concluded that 84% of the employees felt supervisor takes an active interest in our skill and career development and 16% of employees felt that their supervisor are not interest.
Figure 2.4.17
Supervisor takes an active interest in our skills and career development.
Table 2.4.18
Performance in the Organization leads to opportunity for promotion
| Respondents | No. Of. Respondents | Percentage |
| Yes | 92 | 92% |
| No | 8 | 8% |
| Total | 100 | 100% |
Interpretation:
The above table it can be concluded that 92% of the employees feels that performance in the organization leads to opportunity for promotion.
Figure 2.4.18.
Performance in the Organization leads to opportunity for promotion
Table 2.4.19.
Training and development helps to prevent manpower obsolescence
| Respondents | No. Of. Respondents | Percentage |
| Yes | 75 | 75% |
| No | 25 | 25% |
| Total | 100 | 100% |
Interpretation:
From the above table, it can be inferred that 75% of the employees feels that training and development helps to prevent manpower obsolescence.
Figure 2.4.19
Training and development helps to prevent manpower obsolescence
Table 2.4.20.
| Respondents | No. Of. Respondents | Percentage |
| Yes | 78 | 78% |
| No | 22 | 22% |
| Total | 100 | 100% |
Interpretation:
From the above table it is clearly understood that most of employees are felt that the opportunities job personal growth and development.
Figure 2.4.20.
3.1 FINDINGS
v The majority of the respected strongly agreed that the supervisor are effectively communicate the organizational goal and objectives.
v 47% of employee are agreed that supervisor giving feedback that help to improve the performance of the employees.
v 39% of respondent agreed that the supervisor encourage in development of skills and abilities related to job.
v 70% of employees respondent that the management are listen to their ideas.
v 39% of employees respondent that the over all level of job being done by the supervisor is good.
v 35% of employees agreed that people are treated with respect and regardless of their job.
v About 33% of the employee agreed that the job make good use of their skills and abilities.
v 43% of employees are satisfied with work place and personal accomplishment.
v 60% of employees felt that leadership helps to raise the performance of employees.
v About 33% of employees had agreed that the people well work with co-operate together to get the job done.
v It is found that 38% of employees are agreed with reward scheme due to their performance offered by company.
v 85% of the employees satisfied with the indirect compensation given by the company such as insurance plan premium.
v This study reveals that majority of employees had agreed that the recognition received only through their job performance.
v 84% of employees felt that the supervisor takes an active interest in their skills and career development.
v 92% of the employee’s respondent that the performance in the organization leads to opportunity for promotion.
v About 75% of employees feel that their training and development prevent the manpower obsolescence.
v Over 75% of the employees have the opportunity for personal development and growth.
3.2. SUGGESTIONS
The Balance scorecard is new approach to strategic management. It enables organizations to clarify their vision and strategy and translate them in to action. It provides feedbacks around both internal process and external out comes in order to continuously improve the performance results. From the analysis it is been to understood that the issues with the supervisory role performed by the second line manager are criticized wide the industry since most of the doing the role of supervisor are not trained. A proper model of training / counseling session need to be initiated for supervisors.
People forum needs to be created where teams meets together to share ideas / issues and hence it paves way for team to get together here employees engagement activities plays a major role like fun at work initiatives, connect corners, news letter, department open houses plays a major role to do thus. Proper career / succession planning process need to be framed their leads to providing training plans for young people to shoulder future responsibilities. All these plans leads to a better focus to the goals and development and hence need to a balance scorecard.
3.3. CONCLUSION
This study provokers lots of insights about the satisfactory parameter and dissatisfied among the employees, the parameter identified in the survey process help the company’s goals and objectives for the effective deployment and hence it leads to other quantifiable of improved Balanced sheet figure.
From the study it is apparent that the satisfaction level of employees. The key factors leading to employees satisfaction were found to be balanced work life, career move, people safety, are given important it really helped the employees to development the personality. To further enhance satisfaction, the organization must consider the suggestion and implement them as it benefits both the organization and the employees.
APPENDIX
“A study on Balance scorecard towards the employee satisfaction in the organization”
in
QUESTIONNAIRE
Part - A
Name of the respondent : …………………………………………………
Gender : Male Female
Designation / Job :
Department :
Part – B
1. My supervisor effectively communicate the organizational goals and objectives
a). Strongly agree b). Agree c). Neither agree d). Dis agree e). Strong Dis- Agree
2. My supervisor give me feedback that helps me to improve my performance
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis. agree
3. My supervisor encourage me in development of skill and abilities related too job
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
4. Management listen to my ideas and concerns
a). Yes b). No
5. Overall, how good of job you feel is being done by your supervisor
a) Excellent b). Good c). Pair d). Poor e). Very Poor
6. People are treated with respect here regardless of their job
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
7. My job makes good use of my skills and abilities
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
8. I would recommend my organization as a good place to work
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
9. My work give me a feeling of personal accomplishment
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
10 Our organization helps me to learn and develop my self
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
Leadership Benefits
11. How satisfied are you with your opportunity to gets a better job in the organization
a). Highly Satisfy b). Satisfy c). Neutral d). Dis Satisfy e). Highly Dissatisfy
12. Do you accept leadership helps to raise performance of the employee
a). Yes b). No
13. The people will work with Co –operate together to get the job done.
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
14. In this company people are rewarded according to their job performance.
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
15. How satisfied are you with the recognition you receive for doing good job.
a) Strongly Agree b). Agree c). Neither Agree d). Dis Agree e). Strongly Dis agree
16. In this company do you have indirect compensation or protection programme scheme (such as Insurance plan premium)
a). Yes b). No
Training and development of offered by the organization
17. Your supervisor take an active interest in our skill and career development.
a). Yes b). No
18. Do you agree, strong performance in the organization leads to opportunity for promotion.
a). Yes b). No
19. Training and development helps to prevent manpower obsolescence.
a). Yes b). No
20. I have the opportunity for personal development and growth.
a). Yes b). No
Thank you
***********************
3.5 REFERENCES
1. Kaplan Rebort, S and Norton David. P. The Balanced Scorecard”.
2. Mike Bourne Pippa Bourne “The Balanced Scorecard in a week” Hodder and
3. Subbaraj Ramaswamy “Total Quality management TataMcGrawHill –
4. Website: Google search.
