I PUMPS
PROJECT REPORT Submitted in partial fulfillment of the requirements for the award of the degree of
Under the Guidance of Mr. S.RAJESH MBA., Assistant Professor Department of Management Studies
SEPTEMBER - 2013
TABLE OF CONTENTS
S.NO.
Synopsis
PARTICULARS
PAGE.NO.
List of tables
List of tables
3
4
5
6
Review of literature
Research methodology
9.
10.
Findings
Suggestions
11
Conclusion
Appendix
Bibliography
LIST OF TABLES
S. NO
PARTICULARS
PAGE. NO
1. 2. 3. 4. 5. 6. 7.
Showing the Age of Respondents Showing the gender of respondents Showing the Experience of the Respondents Showing the Department of the Respondents Showing the Educational qualification of the Respondents Showing the monthly income of the Respondents Showing the respondents opinion about the company clear conveying of its mission
8.
Showing the respondents opinion towards the right time of the managers communication.
9.
Showing the respondents opinion towards the supervisor listening the words of employees
10.
Showing the respondents opinion towards the opportunities given to the employees for learning.
11.
12.
13. 14.
Showing the respondents opinion of too much of work Showing the respondents of having tools and resources for doing their work
15.
16.
Showing the respondents opinion towards the safety measures provided by the company
17.
18.
19. 20.
Showing the respondents opinion towards their colleagues Showing the respondents opinion towards the department communication
21.
22.
Showing the respondents opinion towards the supervisor active listening to employees suggestions
23.
Showing the respondents opinion towards the enabling of best performance by the supervisor
24.
Showing the Respondents opinion towards the promotion of teamwork atmosphere by the supervisor
25.
Showing the respondents opinion towards the superiors evaluation of employees work on regular basis.
26.
Showing the respondents opinion that the superior will address the employees questions
27.
Showing the respondents opinion towards the satisfaction of support of the co-workers
28.
Showing the respondents opinion towards the helping tendency of one another
29.
30.
Showing the respondents opinion towards the employee motivation by the supervisor to increase their efficiency
31.
LIST OF CHARTS
S. NO
PARTICULARS
PAGE NO
1.
2.
3.
4.
5.
6.
7.
Showing the respondents opinion about the company clear conveying of its mission
8.
Showing the respondents opinion towards the right time of the managers communication.
9.
Showing the respondents opinion towards the supervisor listening the words of employees
10.
Showing the respondents opinion towards the opportunities given to the employees for learning.
11.
12.
13.
14.
Showing the respondents of having tools and resources for doing their work
15.
16.
Showing the respondents opinion towards the safety measures provided by the company
17.
18.
19.
20.
21.
22.
Showing the respondents opinion towards the supervisor active listening to employees suggestions
23.
Showing the respondents opinion towards the enabling of best performance by the supervisor
24.
Showing the Respondents opinion towards the promotion of teamwork atmosphere by the supervisor Showing the respondents opinion towards the superiors evaluation of employees work on regular basis.
25.
26.
Showing the respondents opinion that the superior will address the employees questions
27.
Showing the respondents opinion towards the satisfaction of support of the co-workers
28.
Showing the respondents opinion towards the helping tendency of one another
29.
30.
Showing the respondents opinion towards the employee motivation by the supervisor to increase their efficiency
31.
SYNOPSIS
This research work has been done to measure the satisfaction level of employees with special reference to C.R.I. Pumps. Today to sustain in such a competitive market its very
important for the organization to retain good employees that contribute towards the attainment of Organizational goal and employee satisfaction as well.
The research has been done with a sample size of 100 employees based on random sampling techniques. Data was collected based on structured questionnaire method five factors namely employee motivation and work environment, working relation, salary and future prospects, Training & work involvement and job rotation. We found the employees to be satisfied on the basis of above said five factors.
The statistical tools used in this study by the researcher are simple percentage method, chi-square analysis and Anova. The SPSS software has been used for the purpose of data analysis. The Chi-Square tests, Anova and simple percentage method were performed to view the satisfaction level of the employees. We also found that a few important factors that normally contribute to the employee satisfaction such as welfare measures, role clarity, recognition at work.
CONTRACT LABOUR is a term applied to labour as employed to perform some work, which has no direct employer employee relation with the party called principal employer, for whom that work is ultimately done. The parties who act as intermediary between the principal employers and the worker are called as the contractors and their relationship with the principal employer is governed by contract between them. All over the world, employment is recognized as a contract between employer and employee. Both parties are supposed to honour it. Those were the reasons that even the fifth pay commission headed by Justice Mr. Pandian has suggested: that workers for certain jobs in the government of India also should be engaged through contract system and that will unburden the government to a great extent. The concept of turn key and franchise is also an extension of the contract labour system. Hence, there has been a demand in this country that contract labour act, 1970 be amended to bring it in tune with the changing scenario of the world. In order to taken this study to know the satisfaction level of the contract labour to increase the productivity and their performance in C.R.I Pumps. Thus, this project is undertaken to make a study.
When we use temporary labour we should be getting an employee that has already been screened and interviewed by the temp agency. If we work closely with the same agency they should be able to get a feel for what type of employees we are looking for. This also saves our time having to go through the normal hiring process.
If we are not satisfied with the employee. Well the solution to that is simple. Ask the Contractor to send out someone else. We are not required to use anyone he sends to us.
There are a couple of other advantages to using a temporary labour. One is the ability to let go the employee when we no longer need them. All we have to do is make a call or give a letter and the Contractor will handle the employee.
The other advantage is the ease with which payroll is handled. Thats because the contractor handles the employees payroll. He deals with all the taxes as well as the benefits the employee might be receiving. All we have to do is pay the bill.
Economic and financial feasibility - the contract Labour are able to do a better job in terms of supervision since they have a fear of loss of job as compared to regular workers.
As such the principal employer has no liability towards the contract labours but his liability is limited to the act of payment of bill raised by the contractor.
Under sec. 16 (1) (c) of contract labour Act if the contract labour appointed by the contractor is more than 100 then it is the duty of contractor to provide Canteen for the Labours.
As the contract Labours are appointed by contractor there will be no chance for Labour Unions.
to still make its money on the worker. The other option is to keep the worker on until the employees contract runs out. Either way our business will pay a price. Its up to us to decide whether the employee is worth the price. As the employees are appointed by contractor we have no chance to judge their working ability before appointing them.
VII. Ensuring credentials of labours from list of undesirable person. VIII. Ensuring the declaration from the contractors about good character and antecedents of labours. IX. Ensuring the Photos of labour and thereafter preparation of Gate Pass.
2. Every license granted under cub rule (1) or renewed under rule 29 shall be subject to following conditions namely:a) The license shall be non- transferable. b) The number of workmen employed as contract labour in the establishment shall not, on any day, exceed the maximum under specified in the license. 3. Save as provided in these rules, the fees paid for the grant, or as the as a case may be, for renewal of the license shall be non-refundable. 4. The rates of the wages payable to workmen by the contractor shall not be less than the rate prescribed under the minimum wages act ,1948(11). 5. In cases where the workmen employed by the contractor perform the same or similar kind of work as a workmen directly employed by the principal employee of the establishment, the wage rates, the holidays, the hours of work and the other conditions of service of the workmen of the contractor shall be same as applicable to the workmen directly employed by the employer of the establishment on the same or similar kind of work. 6. In other cases the wage rate, holidays, hours of work & condition of the service of the workmen of the contractor shall be such as may be specified in the behalf of the chief labour commissioner (central) 7. In every establishment where 20 or 20 more women are ordinarily employed as contract labour, there shall be provided two rules of reasonable dimensions for the use of their children under the age of 6 years. 8. One such room shall be used as a play room for the children and the other as bed room for the children. 9. The license shall notify any change in the number of workmen or the conditions of work to the licensing officer. 10. No female contract labour shall be employed by the contract labour before 6.00 am or after 7.00 pm.
Every license granted under rule 25 or renewed under 29 shall remain in force for 12 month from the date it is granted or renewed. Renewal contractor shall apply to the licensing officer for renewal of the license.
1. Rest Room:
In every place wherein contract labour is required to half at night in connection with the working of establishment to which the act applies and in which employment of contract labour is likely to continue for 3 months or more, the contractor shall provide and maintain rest rooms or other suitable alternative accommodation within which 15 days of the coming into force of the rules in the case of existing establishment and within 15 days of the commencement of the employment of contract labour in new establishment.
b) Effective and suitable provision shall be made in every room for securing and maintaining adequate ventilation by the circulation of fresh air and there shall also be provided and maintained sufficient and suitable natural or artificial lighting.
c) The rest room or other suitable alternative accommodation shall be so constructed as to afford adequate protection against heat, wind, rain and shall have smooth, hard and impervious floor surface.
d) The rest room or other suitable alternative accommodation shall be at a convenient distance from the establishment and shall have adequate supply of wholesome drinking water.
2. Canteen:
In every establishment to which the act applies and wherein work regarding the employment of contract labour is likely to continue for 6 months and wherein contract labour numbering 100 or more are ordinary employed an adequate canteen shall be provided by the contactor. a) The canteen shall be maintained by the contractor or principal employer as the case may be in an efficient manner.
b) The canteen shall be sufficiently lighted at all times when any person has access to it.
(2) Before issuing any notification under sub-section (1) in relation to an establishment, the appropriate Government shall have regard to the conditions of work and benefits provided for the contract labour in that establishment and other relevant factors, such as (a) Whether the process, operation or other work is incidental to, or necessary for the industry, trade, business, manufacture or occupation that is carried on in the establishment; (b) whether it is of perennial nature, that is to say, it is of sufficient duration having regard to the nature of industry, trade, business, manufacture or occupation carried on in that establishment; (c) Whether it is done ordinarily through regular workmen in that establishment or an establishment similar thereto; (d) Whether it is sufficient to employ considerable number of whole-time workmen.
Employer Liability Act 1938: Sec. 3 (A) Contracting out. - Any provision contained in a contract of service or
apprenticeship, or in an agreement collateral thereto, shall be void in so far as it would have the effect of excluding or limiting any liability of the employer in respect of personal injuries caused to the person employed or apprenticed by the negligence of persons in common employment with him.
Employees State Insurance Act, 1948: (Sec. 69) Liability of owner or occupier of factories, etc. for excessive sickness benefit
(1) Where the Corporation considers that the incidence of sickness among insured persons is excessive by reason of-
(I) in sanitary working conditions in a factory or establishment or the neglect of the owner or occupier of the factory or establishment to observe any health regulations enjoined on him or under any enactment; or (ii) in sanitary conditions of any tenements or lodgings occupied by insured persons and such insanitary conditions are attributable to the neglect of the owner of the tenements or lodgings to observe any health regulations enjoined on him by or under any enactment, the Corporation may send to the owner or occupier of the factory or establishment or to the owner of the tenements or lodgings, as the case may be, a claim for the payment of the amount of the extra expenditure incurred by the Corporation as sickness benefit; and if the claim is not settled by agreement, the Corporation may refer the matter with a statement in support of its claim, to the appropriate government. (2) If the appropriate government is of opinion that a prima facie case for inquiry is disclosed, it may appoint a competent person or persons to hold an inquiry into the matter. (3) If upon such inquiry it is proved to the satisfaction of the person or persons holding the inquiry that the excess in incidence of sickness among the insured persons is due to the default or neglect of the owner or occupier of the factory or establishment or the owner of the tenements or lodgings, as the case may be, the said person or persons shall determine the amount of the extra expenditure incurred as sickness benefit, and the person or persons by whom the whole or any part of such amount shall be paid to the Corporation. (4) A determination under sub-section (3) may be enforced as if it were a decree for payment of money passed in a suit by a Civil Court. (5) For the purposes of this section, "owner" of tenements or lodgings shall include any agent of the owner and any person who is entitled to collect the rent of the tenements or lodgings as a lessee of the owner.
A pump is a device that moves fluids (liquids or gases), or sometimes slurries, by mechanical action. Pumps can be classified into three major groups according to the method they use to move the fluid: direct lift, displacement, and gravity pumps. Pumps operate by some mechanism (typically reciprocating or rotary), and
consume energy to perform mechanical work by moving the fluid. Pumps operate via many energy sources, including manual operation, electricity, engines, or wind power, come in many sizes, from microscopic for use in medical applications to large industrial pumps. Mechanical pumps serve in a wide range of applications such as wells, aquarium, pond filtering and aeration, in the car industry for water-cooling and fuel injection, in the energy industry for pumping oil and natural gas or for operating cooling towers. In the medical industry, pumps are used for biochemical processes in developing and manufacturing medicine, and as artificial replacements for body parts, in particular the artificial heart and penile prosthesis. In biology, many different types of chemical and bio-mechanical pumps have evolved, and bio mimicry is sometimes used in developing new types of mechanical pumps.
TYPES:
Mechanical pumps may be submerged in the fluid they are pumping or external to the fluid. Pumps can be classified by their method of displacement into positive displacement pumps, impulse pumps, velocity pumps, gravity pumps, steam pumps and valve less pumps.
Advantages:
Rotary pumps are very efficient because they naturally remove air from the lines, eliminating the need to bleed the air from the lines manually.
Disadvantages:
The nature of the pump demands very close clearances between the rotating pump and the outer edge, making it rotate at a slow, steady speed. If rotary pumps are operated at high speeds, the fluids because erosion, which eventually causes enlarged clearances that liquid can pass through, this reduces efficiency.
Gear pumps - a simple type of rotary pump where the liquid is pushed between two gears Screw pumps - the shape of the internals of this pump usually two screws turning against each other pump the liquid
Rotary vane pumps - similar to scroll compressors, these have a cylindrical rotor encased in a similarly shaped housing. As the rotor orbits, the vanes trap fluid between the rotor and the casing, drawing the fluid through the pump.
Rope pumps:
Devised in China as chain pumps over 1000 years ago, these pumps can be made from very simple materials: A rope, a wheel and a PVC pipe are sufficient to make a simple rope pump. For this reason they have become extremely popular around the world since the 1980s. Rope pump efficiency has been studied by grass roots organizations and the techniques for making and running them has been continuously improved.
Impulse Pumps:
Impulse pumps use pressure created by gas (usually air). In some impulse pumps the gas trapped in the liquid (usually water), is released and accumulated somewhere in the pump, creating a pressure that can push part of the liquid upwards.
Hydraulic ram pumps - uses pressure built up internally from released gas in liquid flow. Pulser pumps - run with natural resources, by kinetic energy only. Airlift pumps - run on air inserted into pipe, pushing up the water, when bubbles move upward, or on pressure inside pipe pushing water up.
Velocity pumps:
Rot dynamic pumps (or dynamic pumps) are a type of velocity pump in which energy is added to the fluid by increasing the flow velocity. This increase in energy is converted to a gain in potential energy (pressure) when the velocity is reduced prior to or as the flow exits the pump into the discharge pipe. This conversion of kinetic energy to pressure is explained by the First law of thermodynamics, or more specifically by Bernoulli's principle. Dynamic pumps can be further subdivided according to the means in which the velocity gain is achieved.
A practical difference between dynamic and positive displacement pumps is how they operate under closed valve conditions. Positive displacement pumps physically displace fluid, so closing a valve downstream of a positive displacement pump produces a continual pressure build up that can cause mechanical failure of pipeline or pump. Dynamic pumps differ in that they can be safely operated under closed valve conditions (for short periods of time).
Centrifugal pump:
A centrifugal pump is a rot dynamic pump that uses a rotating impeller to increase the pressure and flow rate of a fluid. Centrifugal pumps are the most common type of pump used to move liquids through a piping system. The fluid enters the pump impeller along or near to the rotating axis and is accelerated by the impeller, flowing radically outward or axially into a diffuser or volute chamber, from where it exits into the downstream piping system. Centrifugal pumps are typically used for large discharge through smaller heads. Centrifugal pumps are most often associated with the radial-flow type. However, the term "centrifugal pump" can be used to describe all impeller type rot dynamic pumps including the radial, axial and mixed-flow variations.
Radial-flow pumps:
Often simply referred to as centrifugal pumps. The fluid enters along the axial plane, is accelerated by the impeller and exits at right angles to the shaft (radically). Radial-flow pumps operate at higher pressures and lower flow rates than axial and mixed-flow pumps.
Axial-flow pumps:
Axial-flow pumps differ from radial-flow in that the fluid enters and exits along the same direction parallel to the rotating shaft. The fluid is not accelerated but instead "lifted" by the action of the impeller. They may be likened to a propeller spinning in a length of tube. Axialflow pumps operate at much lower pressures and higher flow rates than radial-flow pumps.
Mixed-flow pumps:
Mixed-flow pumps function as a compromise between radial and axial-flow pumps. The fluid experiences both radial acceleration and lift and exits the impeller somewhere between 0 and 90 degrees from the axial direction. As a consequence mixed-flow pumps operate at higher pressures than axial-flow pumps while delivering higher discharges than radial-flow pumps. The exit angle of the flow dictates the pressure head-discharge characteristic in relation to radial and mixed-flow.
Gravity pumps:
Gravity pumps include the siphon and Heron's fountainand there also
important quanta or foggier systems that simply use downhill flow to take water from farunderground aquifers in high areas to consumers at lower elevations. The hydraulic ram is also sometimes called a gravity pump.
Steam pumps:
Steam pumps have been for a long time mainly of historical interest. They include any type of pump powered by a steam engine and also piston less pumps such as Savers or the Pulsometer steam pump. Recently there has been a resurgence of interest in low power solar steam pumps for use in smallholder irrigation in developing countries. Previously small steam engines have not been viable because of escalating inefficiencies as vapour engines decrease in size. However the use of modern engineering materials coupled with alternative engine configurations has meant that these types of system are now a cost effective opportunity.
His Vision, determination and undaunted confidence propelled him to confront the hurdles that came in the way and this paved way for the group to start its own offices throughout India. Currently C.R.I has 4500 dealers outlets served by 30 company offices and five foreign subsidiary companies in South Africa, UAE, Brazil, Turkey and Spain. Mr. G. Soundarajan passion and dream of talking company to the global level was made possible in the year 2000. He has made significant moves that have made the presence of CRI felt in over 70 countries if the world.
C.R.I. 60Hz motors are the first one to be certificate by UR (American Standard) in India and most of its 50Hz products have CE certification, which are the testimonies for the quality standards and strength of research & development of C.R.I.
MD
CFO
CHRO
HR manager
Purchase VP (material)
IT manager
Labour s
IT software
IT hardware
Project manager
Civil manager
Central planning
Legal manager
Accounts manager
Finance manager
Costing manager
COMPANY PROFILE
Name of the company Business type Founder Chairman Vice chairman Address of the company
: : : : : :
C.R.I Pumps private limited Trading Company Shri. K Gopal Mr. C. velumani Mr. Soundarajan 7/146.1, keeranatham road, Saravanampatti, Coimbatore- 641035. Tel:-0422-2669971
: : : :
Primary objective:
The primary objective is to study the satisfaction of contract labor in C.R.I. Pumps.
Secondary objective:
To study about the contract labour and contract labour act To find out the expectations and satisfaction level of the contract labour. To fulfill the future needs and aspirations of contract labour. To create an atmosphere of goodwill between labour and management and also between management of the public. To suggest and recommend certain remedial measures to the organization.
The labours where busy with their works, it was difficult to get the data and the information. The contract labour was outsourced, so the language becomes a barrier to communicate with them. It makes me too hard to collect the datas. Due to the restriction of the company, cannot able to make a detail study of contract labours in a limited time. The study is done in Coimbatore branch as it may not applicable to other plant outs. The employees views and opinions varying in nature and hence the results cannot be generalized.
REVIEW OF LITERATURE
6. REVIEW OF LITERATURE
Ahmed Hammed Kaleen has made Studies on Industrial/cognitive task performance in Intec open science Data may be obtained either from the primary source or the secondary source. A primary source is one that itself collects the data; a secondary source is one that makes available data which were collected by some other agency. In an integrated society, changes and disturbances propagate rapidly and widely and the increasing scale of operations requires also that rare events and circumstances are considered during systems design. In this situation, human factors contributions should be increasingly proactive, not only responding to observed problems, but also, they should be based on models of adaptive human behavior in complex, dynamic systems. Lachlan and Deserts (1972), has made a study on centralized contract actual agents. In this study he explained the essence of the firm is the centralized contractual agent in a team productive process. And one method of reducing shirking is for someone to specialize as a monitor to check the input performance of team members. Ann-Sophie Vandenberg has conducted a research in labor contracts. Four Important aspects of the employment relationship will be discussed: Matching of employer and employee, acquisition and retention of firm-Specific human capital, earnings stability as insurance and the effort intensity of employees. These four important areas of the employment relationship are encountered by imperfections, mainly information problems and opportunistic behavior. Some labor market institutions, such as the design of a certain wage policy, can be explained as devices to overcome these imperfections. The employment contract can be viewed as a combination of explicit and implicit agreements. Acaridae s (1975) has made a study on labor and insurance considers the risk-neutral firms to act both as employers and as insurers of homogenous, risk-averse laborers. The use of the employment contract as an insurance contract has been discussed in the implicit contract
theory. The origins of implicit-contract theory lie in the belief that observed movements in wages and employment cannot be adequately explained by a competitive spot labor market in which wages are always equal to the marginal product of labor and the labor market is always in equilibrium. Instead, the observation in the labor market is that over the cycle Azariadis (1987) has a study on labor services. The contract is a complete description, made before the state of nature (good or bad) becomes known, of the labor services to be rendered unto the firm in each state of nature, and of the corresponding payments to be delivered to the worker. These types of risk sharing agreements are termed implicit -contracts in the implicit contract theory. Benjamin Yomba has made a study in evaluation of employees productivity in relation to their contract status. This study uses (a) survey data collected among manufacturing sector firms, having more than 15 employees, in Cameroon between April and May 2006 and (b) information issued by the National Institute of Statistics. Information collected concerned 45 firms spanning the period 2003 to 2005. This study uses the stochastic production frontier, distinguishing employees holding fixed-term contract (FTC) from employees that do not have fixed-term contracts (indefinite-term contract (ITC)). Bentolila and Saint-Paul, 1994) has made a study on a Work contract affects business performance. The fixed-term contracts (FTC) allow the company to manage demand fluctuations in consumer goods and services market by minimizing the adjustment1 costs of the number of employees. Thus, in periods of expansion, the firm may hire employees under fixedterms and they can be dismissed without costs during periods of recession. Beyond this numerical flexibility, FTCs allow the firm to acquire a functional flexibility, which will facilitate access to expensive expertise (Christensen, 1991). Numerical flexibility and functional flexibility allow the firm to manage its payroll and increase profits.
Benton, 1991, Work contracts affects business performance through production cost and the productivity of factors of production. The fixed-term contracts (FTC) allow the company to manage demand fluctuations in consumer goods and services market by minimizing the
adjustment costs of the number of employees. Thus, in periods of expansion, the firm may hire employees under fixed-terms and they can be dismissed without costs during periods of recession. Beyond this numerical flexibility, FTCs allow the firm to acquire a functional flexibility, which will facilitate access to expensive expertise. Bosworth, Dawkins and Stromback (1996, p. 280) has made the study on risks and labor returns. It is not the implicit nature of the insurance contract that is the crucial feature of implicit contract theory, but it is the question how risk is shared between employer and employee. For that reason, risk-sharing agreements would be a better term. It is, however, true that the risk-sharing agreement considered by the implicit contract literature is implicit. Indeed, we do not observe such risk- sharing contracts in the real world.
Carmichael, 1989, A contract to induce the employee to provide a certain effort level is often an understanding that cannot be enforced by third parties, such as courts. Such contracts are labeled implicit contracts. It is, for example, usually understood, but seldom explicitly expressed, that workers who provide a high effort level will be rewarded with a bonus. Implicit contracts are distinguished from explicit contracts which can be enforced by third parties. Carat and Humphreys (2008) has done a research in employees performance. In his study he advise that although it is possible to theoretically separate the human resource function of performance appraisal from broader strategic management processes, such an approach is not realistic for organizational leaders charged with strategy execution... Chen &Huang (2009) has made a research on effective labor performance. In his study he indicates that strategic human resource practices of which performance appraisal are an essential part lead to effective knowledge management. Derby (2001) in his article labor and labor welfare Under Article 246 of the Indian constitution, issues related to labor and labor welfare come under List III that is the Concurrent List2. Exceptional matters related to labor and safety in mines and oilfields and industrial disputes concerning union employees come under Central List. In all there are 47 central labor
laws and 200 state labor laws. The three main acts that are the cause of contention are the Industrial Disputes Act (1947), the Contract Labor (Regulation and Abolition) Act (1970) and the Trade Union Act (1926).
Department of Labor, 2005, concept explains that Labor has become internationally mobile and the number of people migrating to and from New Zealand each year is high and increasing. This is of course a double edged sword, with potential for both gains and losses to our target workforce. The Maori and Pacific proportions of this workforce are expected to increase, while an increasing proportion of our workforce is likely to be made up of migrants from non-English speaking countries, particularly Asian countries. Dr. Richard D. Rinehart has made a study on Conditions of Work and Employment Programmed in micro and small enterprises and the informal economy (MSE/IE). The document is framed to focus on these issues by asking 17 questions and looking to the literature to provide answers and guidance on how to go forward. One main conclusion from the exercise is that we have a long way to go to fully understand the best practices for implementing working and employment conditions projects in MSE/IE. Ehrenberg and Smith has made a study on labor market wages. It has been shown how parties to the employment contract cope with imperfections such as asymmetric information, uncertainty and opportunistic behavior with respect to different areas of the employment relationship. The employment contract has several roles or functions: to match employer and employee, to regulate and divide the surplus from relation-specific investments, to share risks and smooth the income stream and to induce a high effort level . England and Riphahn (2005) has made a study in temporary employees and effort incentive .using the absentee rate and unpaid overtime confirmed the positive relationship between temporary employees and effort incentive. Booth et al. (2002) by integrating the transition confirmed on a 7-year period that nearly 38% of temporary employees obtain an ITC at the end of their FTC. Moreover, while they are under a FTC, effort measured by unpaid overtime is higher than when they sign permanent contracts.
Eyck (2003) states three basic theories for perceived need for flexibility in labor markets. The first one emphasizes on the need for labor force to change according to the market fluctuations which happens because of increase in specialized products that requires firms to quickly change the size, composition, and at times the location of the workforce. The second emphasizes on lowering the labor costs and increasing productivity because of rising competitiveness. The third is the political economy perspective which advocates free markets where there would be no government intervention and interference of trade unionism Gordon Beckerman has made a study in Labor Market Institutions. The studies impacts of four types of labor market institutions: minimum wages, employment protection regulation, unions and collective bargaining, and mandated benefits. The Methodology used by him in this study is both qualitative and quantitative approaches have been used to analyze the impacts of different labor market institutions. The overall conclusion of modest impacts drawn in this review suggests that, in many cases, governments set regulations and workers and employers negotiate contracts that avoid the worst consequences of these potentially extreme risks. Grossman and Hart (1986) on his study economic institutions and contracts explained that the heterogeneity and information also play key roles in the theory of employment contracts reviewed in Section 3. The past forty years have witnessed tremendous progress in the economic theory of contract, especially in terms of teasing out how a particular set of parties should design a contract given the transaction costs characterizing the employment relationship. The inuential principal-agent model, for example, was developed in the context of the insurance contract, which species state-contingent payments. The modern theory of contract, building on the work of Grossman and Hart recognizes that an important function of economic institutions and contracts is the efficient allocation of authority and decision rights within a relationship. Hall and Purcell (2003), has made a study on psychological contract With the reemergence of interest in the psychological contract, a different interpretation was utilized. Rather than focus on a two-way exchange, she explicitly distinguished between conceptualizations at the level of the individual, and at the organizational relationship level. Rousseau sought to focus in on the former by advancing a case for individual employee subjectivity in employment. For
her, the psychological contract is an individual employees be life in mutual obligations between that person and another party such as an employer, re-conceptualization of the psychological contract stressed an emphasis on the individual employees sense of obligations, rather than expectations, on the assumption that unmet obligations would naturally result in a more damaging response than unmet expectations. Holmstrom, (1981) has done a study on cost of contract labor. The problem with contracts that are implicit (understood) compared to explicit (written) contracts is that they are not enforceable by a third party, such as a court. One of the parties might breach the implicit risk sharing agreement; the employer can increase his profits by dismissing the worker whose marginal revenue product is below the fixed wage in the bad state of nature and replace him by a cheaper worker, and the employee has an incentive to quit when his marginal revenue product is higher than the fixed wage in the good state of nature. These implications can be avoided when the implicit contract is self enforcing through labor market institutions such as mobility costs Howard and Foster (1999) has done a research in certain human resource (HR) management practices (such as a good labor performance) establish a platform for basing employee empowerment, and that increasing empowerment would be positively related to perceptions of leadership commitment to quality. Scuba Rae. A.V, (1991) in his study entitled, "Labor Management Co-operation and Conflict in the Indian Steel Industry -A Tale of the Two Sectors", examined the comparative level of labor management co-operation and conflict in public sector Bokhara Steel Plant and private sector Tata Steel Plant. Collective bargaining, recognition of trade unions, closer association of employees with management and workers participation was the aspects studied. Hyde, 2006 has made a study on Labor law rules. it may have redistributive aims, while at the same time giving expression to notions of fair treatment which serve as focal points in bargaining between the parties .The employment contract is a complex legal institution in this sense. It represents a standard form for labor transactions, based on a tradeoff between the powers of coordination reserved to the employer and the employees access to
mechanisms for income-smoothing and insurance which help to offset risks associated with wage-dependence. Ivan Martin has conducted a study on Labor Markets Performance and Migration Flows in Arab Mediterranean Countries: Determinants and Effects The main findings of the Study Despite recent improvements in the availability and the quality of employment and migration statistics for AMCs, any serious analysis of labor markets and migration in AMCs is seriously hampered by a widespread scarcity of data at the national level, the inaccessibility, unreliability and inconsistency of available data and the difficulty of comparing data from across the region. Kaufman, 2007 in his study entitled on labor markets. The theoretical reappraisal represented by this work remains, however, somewhat incomplete. Rather than being seen as undermining the competitive model of the labor market, it has been understood as qualifying it in the narrow sense of showing that, in certain specific contexts, the conditions for perfect competition may not obtain. How far this is the case has come to be viewed as an empirical matter, and because more recent studies have found evidence of negative employment effects from the raising of minimum wage rates (at least in the US context; see section 4.1), Knight (1921), a study on implicit contracts exploits. He argued that inherently confident and venturesome entrepreneurs will offer to relieve their employees of some market risks in return for the right to make locative decisions. The basic idea of implicit-contract theory is that in their dealings employers are less risk-averse than workers. One reason is that owners of capital who represent the employers can divide their capital among many different firms through the stock market, and by this diversification they obtain insurance against the risks faced by individual firms. On the other hand, for workers it is generally difficult to diversify assets which take the form of human capital because workers generally work for only one employer at the time. Kumar (1998) has conducted a study on the customers Satisfaction and Promotional Strategy for ELGI Pump sets in Coimbatore City. The main objective of the study was to find
socio-economic status of the customers and to find out the awareness and preference of customers towards the product. Lazar (1979) has made a research in labor productivity. In his study it shows that it is beneficial to both employer and employee to arrange workers pay over time so that employees are underpaid (less than their marginal productivity) early in their careers and overpaid later on. Holding out payments until late in the individuals lifetime alters the workers incentives to reduce his effort on the job. Workers are less likely to shirk their responsibilities because the penalties for being caught and fired are forfeiture of a late future award. Levinson et al. (1962: 21) has made a study on labor and employment relationship saw the psychological contract as a series of mutual expectations of which the parties to the relationship may not contracts -where employees do not expect a long-lasting relational process with their organization based on loyalty and job security, but rather perceive their employment as a transaction in which long hours are provided in exchange for high contingent pay and training seemed to capture the mood of the day concerning labor market flexibility and economic restructuring of the employment relationship. Lilith Harris had conducted a study on Contract work and employment relation in Jamie Professionals, technical and clerical personnel were more likely to be employed on contract than other occupational categories. Among the main reasons for using contract labor needed specialized skills, lower training costs, uncertainty as it relates to the success of the business, fewer benefits, and higher productivity and better quality of work. Longenecker et al (1988) has done a study on labor perception and attitudes. In this study he postulates that performance appraisal will be effective to the extent that managers and subordinates have a shared perception of its purpose and function and the degree to which it meets the needs of both groups. Marissa and Cannot (1988), has done the study on production function of employees The heterogeneity of production factors, including labor inputs can therefore be taken into
account and introduced the heterogeneity of labor across different socio-professional categories in the production function to assess productivity differences between employees in French industries. He distinguishing employees based on their participation in the capital of French cooperatives and uses a Cobb-Douglas production function to assess productivity differentials between members staff and non members staff of French cooperatives. Malcomson, (1997), a study on the a long term contract and relations . Long-Term, Incomplete and Self-Enforcing Implicit Contract When the motivation for an employment contract is to regulate and divide the surplus of relation-specific investments, to ensure a certain income stream, and to provide incentives to the workers to work hard through deferred forms of pay, long-term employment relationships are in many instances conducive to economic efficiency. Normally, long-term employment contracts are incomplete. A contract is incomplete when it does not specify each partys obligations in every conceivable eventuality. The employment contract might be incomplete if parties are not able to foresee all future contingencies. If they envisage contingencies, it may just be too costly to write all those details into the contract. Minford, 1985 has made a study onLabour laws themselves are seen as an external source of imperfections; they originate in decisions made in the political sphere and reflect rentseeking or distributional demands, by collective groups. Rent-seeking, as it is aimed at redistribution rather than value creation, imposes a deadweight loss on the economy and so constitutes a source of inefficiencies. Further inefficiencies arise from distortions in the operation of the market which are induced by legal interferences with bargaining. Wage regulation (such as minimum wage or pay equity legislation, or the taking of wages out of competition through collective bargaining) depresses demand for labor. Rangarajan (2006) has done a research in labor intensive sectors in order to achieve faster growth rate emphasis should be laid on labor intensive sectors by skill development of the labor force and flexibility of labor laws. He also stressed on the fact that flexibility is not just related to hire and fire strategy and that business units will have to function under legitimate
restrictions. Flexibility in labor laws has also been advocated by the Planning Commission Deputy Chairman Mr. Monte Singh Ahluwalia. Rousseau (2001) has explained the labor relationship. However, the concept has much longer and deeper pedigree, with its antecedents evident in earlier work on social exchange theory. Central to this theory is that social relationships have always been comprised of unspecified obligations and the distribution of unequal power resources Shapiro and Stieglitz (1984), has done a research in contract labors wages and incentives state in their shirking model that if all employers were to follow the strateg y of raising wages, then the incentive not to shirk again disappears; the worst that can happen to a worker who shirks on the job is that he is fired, since he can be rehired (assuming there is no unemployment) at the same high wage. But as all firms raise their wages, supply of labor would exceed demand and unemployment would result. With unemployment, even if all firms pay the same wages, a worker has an incentive not to shirk. Srivastava, 1989 has made a study on Unfreeze labor relations. Some argued that unreel wage labor reflects not only underdeveloped labor markets, but also conjoint exploitation in interlocked markets and an incomplete transition to the capitalist mode of production. By contrast, Brass (1990, 1992, 1997a) and Miles (1987) take an opposing view that unreel relations are compatible with capitalism, comprising part of capitalists' assault on the autonomy and wages of labor. Brass has argued that convict labor and indentured labor were subject to capitalist exploitation. Tailing (1996) has conducted the study on the centralized labor unions and employer organizations solution is to delegate the power to renegotiate to centralized labor unions and employer organizations. Negotiations are then independent of the problems of the workplace and specific investments do not influence the decisions. I n general the fear of opportunistic behavior leads to wage rigidity in long term explicit contracts where specific human capital is present. This argument is distinct from the argument for the existence of rigid long-term implicit labor
contracts as a means of bearing risk. The use of the employment contract as an insurance contract will be discussed in the next section.
The Labor Code, (1952) explains that Labor market reform The Labor Code currently in force in Cameroon is the result of a procedure which started since 1952, before independence. From the Labor Code of 1952 to the Labor Code of 1974 after the code of 1952, instituted by colonial authorities, law-makers successively promulgated other codes in 1967, 1974 and 1992. The provisions of previous codes especially that of 1974, are rigid concerning labor contracts. Initially, Article 30 subparagraphs 2 of the 1974 code provided that if the contract is concluded for a limited duration, this duration cannot exceed two years. As for subparagraph 3, it laid out that When the two-year period envisaged above is exceeded and employment continues beyond such date, the fixed term contract becomes an open-ended contract... Uzi and Zoe (1998) have done a research in the relationship between labor contract and corporate performance. The first group of work focuses on the relationship between FTCs and the minimization of labor costs by using the production cost function. In this logic, have showed that the use of an ITC costs twice as much as using a FTC. Bentolila et al. (1994) indicate that an increase by 1% of the proportion of temporary workers reduces labor costs of 0.64% in private enterprises in the Italian manufacturing sector. W. Bentley Macleod (June 2010) has issued the chapter on employment and labor law. The goal of the study is to understand why every jurisdiction in the world has extensive employment law, particularly employment protection law, while most economic analysis of the law suggests that less employment protection would enhance welfare. He conclude that many aspects of employment law are consistent with the economic theory of contract - namely, that contracts are written and enforced to enhance ex ante match efficiency in the presence of asymmetric information and relationship specific investments. Zhang et al (2008) have found that high performance human resource practices are positively related to corporate entrepreneurship (CE), and that this relationship is mediated by the organizational citizenship behavior (OCB) of employees.
RESEARCH METHODOLOGY
7. RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.
RESEACH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. It constitutes the blue print for collection, measurement and analysis of data. The research conducted is descriptive in nature.
NATURE OF RESEARCH:
The type of research used in this project is descriptive in nature. Descriptive research is essentially a fact finding related largely to the present, abstracting generations by cross sectional study of the current situation.
SECONDARY DATA:
Secondary data were collected from the websites of the company, social networks and magazines. The research also took the other relevant information collected through various websites, books and news papers.
SAMPLE SIZE:
Sample size chosen for the study is 100.
STATISTICAL PACKAGE:
"SPSS is a comprehensive system for analyzing data. SPSS can take data from almost any type of file and use them to generate tabulated reports, charts, and plots of distributions and trends, descriptive statistics, and complex statistical analysis."
19 100
19 100
INTERPRETATION From the above table we can infer that 40% of the respondents are between 30-40 years of age, 21% of the respondents are 18-20 years, 20% of the respondents are 20-30 years and19% of the respondents are above 40 years.
Chart No. 1
48 % 50 45 40 35 30 25 20 15 10 5 0 36%
Percentage (%)
13% 3%
31 40 years
Above 40 years
Age
Table No. 2
No of Respondents 66 34 100
INTERPRETATION
From the above table we can infer that 66% of the respondents are male and 34% of the respondents are female.
Chart No. 2
66 % 70 60 50 40 30 20 10 0 Male Gender
Percentage (%)
34 %
Female
Table No. 3
No of Respondents 25 25 25 25 100
INTERPRETATION
From the above table we can infer that 25% of the respondents are 1-11 months of experience, 25% of the respondents are 1-2 years, 25% of the respondents are 2-3 years and 25% of the respondents are above 3 years.
Chart No. 3
25 %
25 %
25%
1- 2 years
2 3 years
Above 3 years
Experience
Table No. 4
Department
No Of Respondents 17 17 17 33 16
Human resource
Marketing
100
INTERPRETATION
From the above table we can infer that 33% of the respondents are production, 17% of the respondents are human resource, 17% of the respondents are marketing, 17 % of the respondents are Sales and dispatch and 16% of respondents are finance.
Chart No. 4
35 30 Percentage(%) 25 20 15 10 5 0 Human resource Marketing Sales and dispatch Department 17% 17% 17%
33%
16%
Production
Finance
Table No. 5
Educational qualification
No of Respondents
Percentage (%)
33 37 17 13 100
33 37 17 13 100
INTERPRETATION
From the above table we can infer that 37% of the respondents are Diploma holders, 33% of the respondents are higher secondary, 17% of the respondents are Under Graduate and 13% of the respondents are Post Graduate.
Chart No. 5
40 35 Percentage(%) 30 25 20 15 10 5 0
33%
37%
17% 13%
SSLC
HSC/Diploma
UG
PG
Educational qualification
Table No. 6
No of Respondents 38 32 19 11 100
INTERPRETATION
From the above table we can infer that 38% of the respondents are Below Rs 10000, 32% of the respondents are Rs 10001 Rs 15000, 19% of the respondents are Rs 15001 Rs 20000, and 11% of the respondents are above Rs 20001.
Chart No. 6
38% 40 35 Percentage (%) 30 25 20 15 10 5 0 Below 10000 10001 15000 15001 20000 Above 20001 19% 11% 32%
monthly income
Table No. 7
Showing the respondents opinion about the company clear conveying of its mission
Mission
No of Respondents
27
40 18 15 100
27
40 18 15 100
INTERPRETATION
From the above table we can infer that 40% of the respondents are satisfied, 27% of the respondents are highly satisfied, 18% of the respondents are Neutral, 25% of the respondents are dissatisfied.
Chart No. 7
Showing respondents opinion about the company clear conveying of its mission
40% 40 35 30 27%
Percentage (%)
Mission
Table No. 8 Showing the respondents opinion towards the right time of the managers communication.
No of Respondents
Percentage (%)
43
29 14 14 100
43
29 14 14 100
INTERPRETATION
From the above table we can infer that 43% of the respondents are highly satisfied of right communication by managers, 29% of the respondents are satisfied, 14% of the respondents are neutral and 14% of the respondents are dissatisfied.
Chart No. 8 Showing the respondents opinion towards the right time of the managers communication.
29%
percentage (%)
14%
14% 0%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
communication
Table No. 9
Showing the respondents opinion towards the supervisor listening the words of employees
Listening employees word Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied
Total
No of Respondents
Percentage (%)
34
33 17 16 100
34
33 17 16 100
INTERPRETATION
From the above table we can infer that 34% of the respondents are highly satisfied with supervisors listed to employee words, 33% of the respondents are satisfied, 17% of the respondents are neutral amd16% of the respondents are dissatisfied.
Chart No. 9
Showing the respondents opinion towards the supervisor listening the words of employees
35 30 percentage (%) 25 20 15 10 5 0
34%
33%
17%
16%
0%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
managers listening
Table No. 10
Showing the respondents opinion towards the opportunities given to the employees for learning.
Opportunities
No of Respondents
Percentage (%)
33
34 17 16 100
33
34 17 16 100
INTERPRETATION
From the above table we can infer that 34% of the respondents are satisfied, 33% of the respondents are highly satisfied, 17% of the respondents are neutral and 16% of the respondents are dissatisfied.
Chart No. 10
Showing the respondents opinion towards the opportunities given to the employees for learning.
35 30 perentage (%) 25 20 15 10 5 0
33%
34%
17%
16%
Table No. 11
No of Respondents
Percentage (%)
30
33 20 17 100
30
33 20 17 100
INTERPRETATION
From the above table we can infer that 33% of the respondents are satisfied with working hours, 30% of the respondents are highly satisfied, 20% of the respondents are neutral, and 17% of the respondents are dissatisfied.
Chart No. 11
35 30 percentage (%) 25 20 15 10 5 0
Table No. 12
No of Respondents
Percentage (%)
41
28 13 9 9 100
41
28 13 9 9 100
INTERPRETATION
From the above table we can infer that 41% of the respondents are highly satisfied with the working atmosphere, 28% of the respondents are satisfied, 13% of the respondents are neutral, 9% of the respondents are dissatisfied and 9% of the respondents are highly dissatisfied.
Chart No. 12
45 40 35 30 25 20 15 10 5 0
41%
percentage(%)
28%
13%
9%
9%
Highly satisfied
Satisfied
Neutral happiness
Dissatisfied
Highly dissatisfied
Table No. 13
Work burden
No of Respondents
Percentage (%)
24
32 15 14 15 100
24
32 15 14 15 100
INTERPRETATION
From the above table we can infer that 32% of the respondents are satisfied with the work load, 24% of the respondents are highly Satisfied,15% of the respondents are Neutral, 15% of the respondents are Highly dissatisfied and 14% of the respondents are dissatisfied,.
Chart No. 13
32%
15%
14%
15%
Satisfied
Dissatisfied
Highly dissatisfied
Table No. 14
Showing the respondents opinion about the availability of tools and resource to do their job
No of Respondents
Percentage (%)
33
14 20 16 17 100
33
14 20 16 17 100
INTERPRETATION
From the above table we can infer that 33% of the respondents are highly satisfied the availability of tools and resource to do their job, 20% of the respondents are Neutral, 17% of the respondents are highly dissatisfied, 16% of the respondents are dissatisfied and 14% of the respondents are satisfied.
Chart No. 14
Showing the respondents the availability of tools and resource to do their job
35 30 percentage (%) 25 20 15 10 5 0
33%
20% 14%
16%
17%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Table No. 15
Showing the respondents opinion towards the training given by the organization
Training
No of Respondents
Percentage (%)
38
24 13 13 12 100
38
24 13 13 12 100
INTERPRETATION
From the above table we can infer that 38% of the respondents are highly satisfied with the training given by the organization, 24% of the respondents are satisfied, 13% of the respondents are neutral, 13% of the respondents are dissatisfied and 12% of the respondents are highly dissatisfied.
Chart No. 15
40 35 percentage (%) 30 25 20 15 10 5 0
38%
Highly satisfied
Satisfied
Neutral training
Dissatisfied
Highly dissatisfied
Table No. 16
Showing the respondents opinion towards the safety measures provided by the company
Safety measures
No of Respondents
Percentage (%)
37
17 16 17 13 100
37
17 16 17 13 100
INTERPRETATION
From the above table we can infer that 37% of the respondents are highly satisfied the safety measures provided by the company, 17% of the respondents are satisfied, 17% of the respondents are dissatisfied, 16% of the respondents are Neutral and 13% of the respondents are highly dissatisfied.
Chart No. 16
Showing the respondents opinion towards the safety measures provided by the company
40 35 percentage (%) 30 25 20 15 10 5 0
37%
17%
165
17%
13%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
safety measures
Table No. 17
Showing the respondents opinion towards getting recognition for their job
Recognition
No of Respondents
Percentage (%)
43
21 17 13 6 100
43
21 17 13 6 100
INTERPRETATION
From the above table we can infer that 43 % of the respondents are Highly satisfied with getting recognition for their job, 21% of the respondents are Satisfied,17% of the respondents are Neutral, 13 % of the respondents are Dissatisfied and 6% of the respondents are Highly Dissatisfied.
Chart No. 17
45 40 35 30 25 20 15 10 5 0
435
percentage (%)
21%
17% 135 6%
Highly satisfied
Satisfied
Neutral recognition
Dissatisfied
Highly dissatisfied
Table No. 18
Showing the respondents opinion towards the amount of work expected from the employees
Work expectation
No of Respondents
Percentage (%)
32
23 21 13 11 100
32
23 21 13 11 100
INTERPRETATION
From the above table we can infer that 32% of the respondents are highly satisfied, 23% of the respondents are satisfied, 21 % of the respondents are neutral, 13 % of the respondents are dissatisfied and 11% of the respondents are highly dissatisfied.
Chart No. 18
35 30 percentage(%) 25 20 15 10 5 0
13%
11%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
work expectation
Table No. 19
Colleagues
No of Respondents
Percentage (%)
17
53 10 17 3 100
17
53 10 17 3 100
INTERPRETATION
From the above table we can infer that 53% of the respondents are satisfied with their collegues, 17 % of the respondents are highly satisfied, 17% of the respondents are dissatisfied, 10% of the respondents are Neutral and 3% of the respondents are highly dissatisfied.
Chart No. 19
53%
10%
17% 3%
Satisfied
Neutral colleagues
Dissatisfied
Highly dissatisfied
Table No. 20 Showing the respondents opinion towards communication within the departments
communication
No of Respondents
Percentage (%)
28
30 8 14 20 100
28
30 8 14 20 100
INTERPRETATION
From the above table we can infer that 30% of the respondents are satisfied with communication within the departments, 28% of the respondents are highly satisfied, 20% of the respondents are highly dissatisfied, 14 % of the respondents are dissatisfied and 8% of the respondents are neutral.
Chart No. 20
30% 30 25 percentage (%) 20 14% 15 8% 10 5 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied 28% 20%
communication
Table No. 21
Showing the respondents opinion towards having a good relationship with supervisor.
Relationship
No of Respondents
Percentage (%)
43
30 10 17 100
43
30 10 17 100
INTERPRETATION
From the above table we can infer that 43% of the respondents are highly satisfied with the supervisor relationship, 30% of the respondents are satisfied, 17% of the respondents Dissatisfied and 10% of the respondents are Neutral.
Chart No. 21
45 40 35 30 25 20 15 10 5 0
percentage(%)
Highly satisfied
Satisfied
Neutral relationship
Dissatisfied
Highly dissatisfied
Table No. 22
Showing the respondents opinion towards the supervisor active listening to employees suggestions
Employees suggestions
No of Respondents
Percentage (%)
34
32 15 17 2 100
34
32 15 17 2 100
INTERPRETATION
From the above table we can infer that 34% of the respondents are highly satisfied, 32% of the respondents are satisfied, 17 % of the respondents are dissatisfied, 15% of the respondents are Neutral and 17 % of the respondents are highly dissatisfied.
Chart No. 22
Showing the respondents opinion towards the supervisor active listening to employees suggestions
35 30 percentage(%) 25 20 15 10 5 0
34%
32%
15%
17%
2%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
employee sugesstions
Table No. 23
Showing the respondents opinion towards the support gets by the supervisor
Employee performance
No of Respondents
Percentage (%)
33
50 17 100
33
50 17 100
INTERPRETATION
From the above table we can infer that 50% of the respondents are satisfied, 33% of the respondents are highly satisfied and 17 % of the respondents are Neutral.
Chart No. 23
Showing the respondents opinion towards the support gets by the supervisor
50% 50 45 40 35 30 25 20 15 10 5 0
percentage (%)
17%
0%
Highly dissatisfied
employee performance
Table No. 24
Showing the Respondents opinion towards the promotion of teamwork atmosphere by the supervisor
Teamwork promotion
No of Respondents
Percentage (%)
40
31 11 10 8 100
40
31 11 10 8 100
INTERPRETATION
From the above table we can infer that 40% of the respondents are Highly satisfied, 31% of the respondents are Satisfied ,11% of the respondents are Neutral, 10% of the respondents are Dissatisfied, 8%of the respondents are Highly dissatisfied
Chart No. 24
Showing the Respondents opinion towards the promotion of teamwork atmosphere by the supervisor
405 40 35 percentage(%) 30 25 20 15 10 5 0 Highly satisfied Satisfied Neutral promotion Dissatisfied Highly dissatisfied 11% 10% 8% 31%
Table No. 25 Showing the respondents opinion towards the superiors evaluation of employees work on regular basis.
Evaluation of work
No of Respondents
Percentage (%)
47
25 12 16 100
47
25 12 16 100
INTERPRETATION
From the above table we can infer that 47% of the respondents are highly satisfied, 25% of the respondents are satisfied, 16% of the respondents are dissatisfied and 12% of the respondents are Neutral.
Chart No. 25 Showing the respondents opinion towards the superiors evaluation of employees work on regular basis.
50 45 40 35 30 25 20 15 10 5 0
47%
percentage(%0
0%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
evaluation of work
Table No. 26 Showing the respondents opinion that the superior will address the employees questions
Superior responses
No of Respondents
Percentage (%)
23
48 3 20 6 100
23
48 3 20 6 100
INTERPRETATION
From the above table we can infer that 48% of the respondents are satisfied, 23% of the respondents are highly satisfied, 20% of the respondents are dissatisfied, 6% of the respondents are Highly Dissatisfied and 3% of the respondents are neutral.
Chart No. 26 Showing the respondents opinion that the superior will address the employees questions
50 45 40 35 30 25 20 15 10 5 0
485
percentage(%)
23%
20%
3%
6%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
superior responses
Table No. 27
Showing the respondents opinion towards the satisfaction of support of the coworkers
Co-workers support
No of Respondents
Percentage (%)
14
15 20 37 14 100
14
15 20 37 14 100
INTERPRETATION
From the above table we can infer that 37% of the respondents are dissatisfied, 20% of the respondents are neutral, 15% of the respondents are satisfied, 14% of the respondents are highly satisfied and 14% of the respondents are highly dissatisfied.
Chart No. 27
Showing the respondents opinion towards the satisfaction of support of the coworkers
37%
14%
Dissatisfied
Highly dissatisfied
coworker support
Table No. 28
Showing the respondents opinion towards the helping tendency of one another
Helping tendency
No of Respondents
Percentage (%)
14
14 28 29 15 100
14
14 28 29 15 100
INTERPRETATION
From the above table we can infer that 29% of the respondents are dissatisfied, 28% of the respondents are neutral, 15% of the respondents are highly dissatisfied, 14% of the respondents are highly satisfied and 14% of the respondents are satisfied.
Chart No. 28
Showing the respondents opinion towards the helping tendency of one another
29%
15%
Dissatisfied
Highly dissatisfied
helping tendency
Table No. 29
Refreshments
No of Respondents
Percentage (%)
45
30 17 5 3 100
45
30 17 5 3 100
INTERPRETATION
From the above table we can infer that 45% of the respondents are highly satisfied, 30% of the respondents are satisfied, 17 % of the respondents are neutral, 5% of the respondents are dissatisfied and 3 % of the respondents are highly dissatisfied.
Chart No. 29
30%
percentage(%)
17% 5%
3%
Satisfied
Neutral refreshments
Dissatisfied
Highly dissatisfied
Table No. 30
Showing the respondents opinion towards the employee motivation by the supervisor to increase their efficiency
Employee motivation
No of Respondents
Percentage (%)
37
38 12 10 3 100
37
38 12 10 3 100
INTERPRETATION
From the above table we can infer that 38% of the respondents are satisfied, 37% of the respondents are highly satisfied, 12% of the respondents are Neutral, 10% of the respondents are dissatisfied and 3% of the respondents are highly dissatisfied.
Chart No. 30
Showing the respondents opinion towards the employee motivation by the supervisor to increase their efficiency
40 35 percentage(%) 30 25 20 15 10 5 0
38%
12%
10% 3%
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
employee motivation
Table No. 31
Job Satisfaction
No of Respondents
Percentage (%)
18
39 16 14 13 100
18
39 16 14 13 100
INTERPRETATION
From the above table we can infer that 39% of the respondents are satisfied, 18% of the respondents are highly satisfied, 16% of the respondents are neutral, 14% of the respondents are dissatisfied and 13% of the respondents are highly dissatisfied.
Chart No. 31
39%
165
14% 13%
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
job satisfaction
Chi-Square Tests Value df Asymp. Sig. (2sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association 3.755
a
12 12 1
3.501 .888
INTERPRETATION According to the Chi-square table the X = 3.755, degree of freedom is 12 and P ' value is 0.987. Here, the 'p' value is greater than the significant value (0.987>0.05). So the H0 is rejected and the H1 is accepted. Hence there is a significant difference between monthly income of the employees and employees feel about the too much of work.
TABLE 2
HYPOTHESIS
Null hypothesis (H0): There is no significant difference between educational qualification of the employees and employees opinion about that they are recognized their job in workplace Alternative hypothesis (H1): There is a significant difference between educational
qualification of the employees and employees opinion about that they are recognized their job in workplace
Educational Qualification * recognized Work Cross tabulation recognized Work Highly satisfied satisfied neutral Dissatisfied Highly Dissatisfied SSLC HSC Educational Qualification UG PG Total 5 7 43 0 4 21 10 0 17 1 0 13 1 2 6 17 13 100 16 15 6 11 4 3 6 6 1 2 33 37 Total
Chi-Square Tests Value df Asymp. Sig. (2sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association 34.626
a
12 12 1
35.114 .062
INTERPRETATION According to the Chi-square table the X = 34.626, degree of freedom is 12 and P ' value is 0.001. Here, the 'p' value is greater than the significant value (0.001>0.05). So the H0 is accepted and the H1 is rejected. Hence there is no significant difference between educational qualification of the employees and employees opinion about that they are recognized their job in workplace.
TABLE 3 HYPOTHESIS
Null hypothesis (H0): There is no significant difference between Age of the employees and employees got the opportunity to learn something in the workplace Alternative hypothesis (H1): There is a significant difference between Age of the employees and employees got the opportunity to learn something in the workplace
Age * opportunity Cross tabulation opportunity Highly satisfied 18 - 20 yrs 20 - 30 yrs Age 30 40 yrs 40 and above Total 6 9 14 4 33 satisfied 8 8 13 5 34 neutral 3 4 7 3 17 Dissatisfied 4 3 6 3 16 21 24 40 15 100 Total
Chi-Square Tests Value df Asymp. Sig. (2sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 100 Significant = P<=0.05, Not Significant =P>0.05 1.297
a
9 9 1
1.303 .043
INTERPRETATION According to the Chi-square table the X = 1.297, degree of freedom is 9 and P ' value is 0.998. Here, the 'p' value is greater than the significant value (0.998>0.05). So the H0 is rejected and the H1 is accepted. Hence there is a significant difference between Age of the employees and employees got the opportunity to learn something in the workplace.
ANOVA ANALYSIS EXPEREINCE - One-Way Ann ova Analysis One way analyses were conducted to check whether the study variables differ across various level of experience. The department break up among the respondents is as follows
1-11 months 1-2 Yrs 2-3 Yrs Above 3 YRs Total 25 25 25 25 100
To check whether the various study variables differ across different experience, one way ANOVA was conducted. The various hypotheses being considered are:
NULL HYPOTHESIS H0: There is no significant difference between the experience and the various factors related to performance of contract labor ALTERNATIVE HYPOTHESIS H1a: The employees are satisfied with the given tools and resources to need to do their job will differ across different experience groups. H1b: The employees satisfaction level of safety measures provided by the company will differ across different experience groups. H1c: The employees opinion about the supervisors actively listen their employees suggestion will differ across different experience groups. H1d: The employees opinions about the supervisors enable to do their employees performance best will differ across different experience groups. H1e: The employees opinions about the supervisors create good atmosphere for teamwork will differ across different experience groups. H1f: The employees opinions about the supervisors evaluate the employee performance at regular basis will differ across different experience groups. H1g: The employees opinions about the supervisors is able to answer their question will differ across different experience groups.
TABLE SHOWING THE ANOVA ANALYSIS BETWEEN THE EXPEREINCE GROUPS AND THE VARIOUS ASPECTS OF PERFORMANCE OF CONTRACT LABOR
ANOVA Sum of Squares Between Groups Tools Within Groups Total Between Groups safety Within Groups Total Between Groups Suggestion Within Groups Total Between Groups Perform Within Groups Total Between Groups Teamwork Within Groups Total Between Groups Performance Within Groups Total Between Groups Question Within Groups Total 11.960 209.040 221.000 27.600 183.360 210.960 4.510 126.080 130.590 25.680 21.760 47.440 31.390 129.360 160.750 46.110 76.800 122.910 2.120 143.440 145.560 df 3 96 99 3 96 99 3 96 99 3 96 99 3 96 99 3 96 99 3 96 99 .707 1.494 .473 .702 15.370 .800 19.213 .000 10.463 1.348 7.765 .000 8.560 .227 37.765 .000 1.503 1.313 1.145 .335 9.200 1.910 4.817 .004 Mean Square 3.987 2.178 F 1.831 Sig. .147
INTERPRETATION From the above table it can be inferred that there is no significant difference between the experience groups and various aspects of performance of contract labors that the respondents belong to the tools and resources, supervisor listen the employees suggestion, supervisor respond the employees question, and also there is a significant difference between the tools and resources, teamwork and evaluate the performance and contract labors will differ across different experience groups.
TABLE 2 GENDER - One-Way Ann ova Analysis One way analyses were conducted to check whether the study variables differ across various gender groups. The department break up among the respondents is as follows
Male Female Total 66 34 100
To check whether the various study variables differ across gender groups, one way ANOVA was conducted. The various hypotheses being considered are: NULL HYPOTHESIS H0: There is no significant difference between the gender groups and the various factors related to performance of contract labor ALTERNATIVE HYPOTHESIS H1a: The opinion about the supervisor listen their employees words will differ across different gender groups H1b: The opinion about the too much of work in the workplace. Will differ across different gender groups H1c: The opinion about the amount of work expected form the employees by supervisor will differ across different gender groups H1d: The satisfaction level of communication between the departments will differ across different gender groups H1d: The employees opinion about the good relation with supervisor will differ across different gender groups H1e: The employees opinion about the support from the coworkers will differ across different gender groups H1f: The employees opinion about the concern from one another and to help another will differ across different gender groups.
TABLE SHOWING THE ANOVA ANALYSIS BETWEEN THE GENDER GROUPS AND THE VARIOUS ASPECTS OF PERFORMANCE OF CONTRACT LABOR
ANOVA Sum of Squares Between Groups supervisor Within Groups Total Between Groups work feel Within Groups Total Between Groups colleagues Within Groups Total Between Groups communicate Sufficiently Within Groups Total Between Groups goodrelation_Supervisor Within Groups Total Between Groups coworkers Within Groups Total Between Groups People Within Groups Total .000 112.750 112.750 1.224 187.816 189.040 .224 108.816 109.040 1.168 224.592 225.760 .080 120.910 120.990 1.871 157.289 159.160 .027 156.083 156.110 df 1 98 99 1 98 99 1 98 99 1 98 99 1 98 99 1 98 99 1 98 99 .027 1.593 .017 .896 1.871 1.605 1.166 .283 .080 1.234 .065 .800 1.168 2.292 .510 .477 .224 1.110 .201 .655 1.224 1.916 .638 .426 Mean Square .000 1.151 F .000 Sig. .984
INTERPRETATION: From the above table it can be inferred that there is no significant difference between the gender groups and the various factors related to performance of contract labor.
8. FINDINGS
25. 47% of the respondents are highly satisfied with the evaluation of performance by supervisor. 26. 48% of the respondents are Satisfied with the supervisor response 27. 37% of the respondents are dissatisfied with the support of their co-workers. 28. 29% of the respondents are dissatisfied with the helping tendency between the workers 29. 45% of the respondents are highly satisfied with the refreshment facilities. 30. 38% of the respondents are satisfied with the motivation of supervisor. 31. 39% of the respondents are satisfied with their present job.
CHISQUARE ANALYSIS:
There is a significant difference between monthly income of the employees and employees feel about the too much of work. There is no significant difference between educational qualification of the employees and employees opinion about that they are recognized their job in workplace There is a significant difference between Age of the employees and employees got the opportunity to learn something in the workplace.
ANOVA ANALYSIS:
There is no significant difference between the experience groups and various aspects of performance of contract labors There is no significant difference between the gender groups and the various factors related to performance of contract labor.
9. SUGGESTIONS
The recognition is given to the temporary contract labour into permanent contract labour. The accommodations and the food facilities are provided to improve their productivity. The measures is taken to improve the welfare measures to the contract labours The measures can be taken to improve the relationship between the employees and the supervisor. The measures can be taken to improve the communication between the employees with one another.
10.CONCLUSION
This study has enabled me to get a clear insight on satisfaction of contract labors in C.R.I Pumps. A satisfied employee is a productive employee and therefore crucial to the success of any company. This survey identified job satisfaction levels, measured workplace perceptions, and recognized areas of strength and possible improvement opportunities. The study on satisfaction of contract labour helps me to know that the employees satisfaction plays a major role in a successful work environment. Employee satisfaction was by asking several individual factors like Personal Work Experience, Company Values and Employee dedication and employee communication and working environment. The data from each of these question types shows that overall employees with special reference to C.R.I Pumps were satisfied with their organization. The overall satisfaction questions suggest further steps need to be taken to increase employee satisfaction at C.R.I Pumps. To do so, however, every manager and team member needs to establish better communication practices. If the company begins to promote a culture of listening and appropriate action, everyone will be motivated to work toward the same goal.
BIBLIOGRAPHY:
BIBLIOGRAPHY:
a) Research methodology by C.R.Kothari b) Websites www.pumpsindia.com http://www.Flowcontrolnetwork.com/articles/global-pump-market-to-reach-45bilby-2017 http://www.cripumps.com/profile.html http://www.cripumps.com/products_list.html http://www.cripumps.com/index.php https://www.crigroups.com/news.php http://www.legalservicesindia.com/article/article/regulation-of-contract-labour616-1.html http://www.advantageresourcing.com/upload/images/pdf/WhitePapers/ContractLa bor.pdf
APPENDIXES
Questionnaire
c) Sales and dispatch Educational qualification a) SSLC c) UG Monthly income (Rs) a) Below 10000 c) 15000 20000
d) Production
e) Finance
1. Please indicate the extent to which you are satisfied with the following statements.
S.NO
Statement
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
1.
2.
The
informations
are
communicated at the right time by the managers. 3. The supervisors listen to the words of the employees. 4. My job gives me the opportunity to learn 5. Working hours are convenient for me 6. I am happy with my work place
7.
8.
I have the tools and resources I need to do my job I have the training I need to do my job.
9.
10. Safety measures provided by the company are good 11. I am recognized for my work.
S.NO
Statement
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
12. The amount of work expected of me is reasonable. 13. It is easy to get along with my colleagues 14. People in my department
communicate sufficiently with one another. 15. There is a good relation with the supervisor 16. My supervisor actively listens to my suggestions. 17. My supervisor enables me to perform at my best. 18. My supervisor promotes an
atmosphere of teamwork. 19. My supervisor evaluates my work performance on a regular basis. 20. When I have questions or
concerns, my supervisor is able to address them. 21. I am satisfied with the support from my co-workers. 22. People here have concern from one another and tend to help. 23. I am satisfied with the refreshment facility.
Statement
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
24. My supervisor motivates me to increase my efficiency at a time when I am below the expected level. 25. Overall I am satisfied with my present job.